HomeMy WebLinkAbout8-8-22 TC BOT Spec Mtg Packet
TOWN COUNCIL AGENDA
TOWN COUNCIL & WESTLAKE ACADEMY
1500 SOLANA BLVD, BUILDING 7, SUITE 7100, COUNCIL CHAMBER
WESTLAKE, TX 76262
August 8, 2022 2:00 P.M. CLOSED EXECUTIVE SESSION
3:00 P.M. WORK SESSION
5:00 P.M. REGULAR MEETING
The Town Council of the Town of Westlake serves as the governing Board for Westlake Academy.
This agenda may contain both municipal and Westlake Academy items, which will be clearly
identified. The open portion of the meeting will begin at 5:00 p.m. on August 8, 2022. In order
to advance the public health goal of promoting "social distancing" to slow the spread of the
Coronavirus (COVID-19), there will be limited public access to the physical location described above.
A recording of this meeting will be made and will be available to the public in accordance with the
Open Meetings Act.
CLOSED EXECUTIVE SESSION (2 P.M.)
1. Call to order
2. The Town Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.071(2) – Consultation with Attorney – to seek advice of counsel on matters in which
the duty of the Town Attorney under the Texas Disciplinary Rules of Professional Conduct of the
State Bar of Texas clearly conflicts with Chapter 551 of the Texas Government Code:
- FM 1938 access for proposed Southlake development.
b. Section 551.074 – Deliberation Regarding Personnel Matters to Consider appointment to Quasi-
Judicial Board (Planning and Zoning Commission); and to Consider appointment of Town Council
member to fill a vacancy
c. Section 551.074(a)(1): Deliberation Regarding Personnel Matters – to deliberate the appointment,
employment, evaluation, reassignment, duties, of a public officer or employee:
- Town Manager
- Town Secretary
d. Section 551.071(2) – Consultation with Town Attorney – to seek advice of counsel on matters in
which the duty of the Town Attorney under the Texas Disciplinary Rules of Professional Conduct
of the State Bar of Texas clearly conflicts with Chapter 551 of the Texas Government Code:
- Town Manager Contract; and
- Fire Department Operations
WORK SESSION – (3 P.M.)
3. RECONVENE WORK SESSION MEETING TO DISCUSS:
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4. PRESENTATION AND DISCUSSION REGARDING PROPOSED FY 22/23 ACADEMIC
BUDGET
5. PRESENTATION AND DISCUSSION OF AD VALOREM TAX RATE
6. COUNCIL RECAP / STAFF DIRECTION
REGULAR MEETING (5 P.M.)
7. CALL TO ORDER
8. PLEDGE OF ALLEGIANCE
9. CITIZEN/PARENT COMMENTS: This is an opportunity for citizens to address the Town
Council or Board of Trustees on any matter, whether or not it is posted on the agenda.
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 Town Council and
Board of Trustees cannot by law take action nor have any discussion or deliberations on any
presentation made at this time concerning an item not listed on the agenda. The Town Council
and Board of Trustees will receive the information, ask staff to review the matter, or an item
may be noticed on a future agenda for deliberation or action.
10. ITEMS OF COMMUNITY INTEREST: Mayor and Council Reports on Items of Community
Interest pursuant to Texas Government Code Section 551.0415 the Town Council 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 Town Council events; (5) information about community events; and (6)
announcements involving imminent threat to public health and safety.
11. CONSENT AGENDA: All items listed below are considered routine by the Town Council
and/or Board of Trustees and will be enacted with one motion. There will be no separate
discussion of items unless a Council/Board Member or citizen so requests, in which event
the item will be removed from the general order of business and considered in its normal
sequence.
a. Consider approval of the Joint Town Council/Board of Trustees meeting minutes from
the following meetings:
June 16-17, 2022 Budget Retreat
June 21, 2022 Regular Meeting
June 27, 2022 Special Called Meeting
July 15, 2022 Special Called Meeting
July 21, 2022 Special Called Meeting
b. Consider approval of a Resolution 22-39 designating the Star Telegram as the Official
Newspaper.
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c. Consider approval of a WA Resolution 22-16 establishing Westlake Academy Special
Education Policy and Procedures.
d. Consider approval of a Resolution 22-44 authorizing changes to the signers on all Town
of Westlake Solana PID depository accounts with US Bank.
e.Consider approval of a Resolution 22-45 authorizing changes to the signers on Town of
Westlake Depository Accounts with First Financial Bank and TexPool.
f. Consider approval of a Resolution 22-46 authorizing changes to the signers on Town of
Westlake Insurance Trust Account with First Financial Bank.
g. Consider approval of Resolution 22-49 amending the signers on the Town of Westlake’s
PNC Account
12. REPORTS: Reports are prepared for informational purposes and will be accepted as
presented. (there will be no presentations associated with the report items) There will be no separate
discussion unless a Town Council Member requests that report be removed and considered
separately
There are no reports scheduled.
MUNICIPALSERVICES
13. Consider approval of Resolution 22-41 for appointment of Town Council Member to fill a
vacancy for seat ending in May 2023
14. Consider approval of Resolution 22-40 appointing members to the Planning and Zoning
Commission
15. Consider approval of Resolution 22-23 accepting a generous grant to be used exclusively for
the architectural planning of improvements to the gymnasium and the sport field study
completed at 2600 J.T. Ottinger Road
16. Consider approval of Resolution 22-47 authorizing the execution of an agreement with Bennet
Partners to provide programming and schematic design for the Westlake Academy expansion
of the Sam & Margarete Lee Arts and Sciences Center in an amount not to exceed $25,000 on
the project
17. Consider approval of Resolution 22-48 approving the tax rolls for tax year 2022 on property
within the Town; approving the estimated tax collection rate; and designating an official to
calculate the no new revenue and voter approval tax rates
18. Consider approval of Resolution 22-50 adopting a Maximum Proposed Ad Valorem Tax Rate,
Take a Record Vote, and Setting the Date for the Public Hearing and Adoption of the Operating
Budget and Tax Rate for Fiscal Year 2022-2023
WESTLAKEACADEMY
19. Consider approval of WA Resolution 22-12 for the Adoption of the WA School Calendar 2022-
23
20. Consider approval of WA Resolution 22-15 approving the Westlake Academy Compensation
Plan (Stipend Pay and Substitute Pay) for the FY 2022-23
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21. Consider approval of WA Resolution 22-19 authorizing the execution of a contract with the
Education Service Center Region 11 for various Business and Student Support Services for
the FY 2022-23 operations of Westlake Academy
22. Presentation and discussion concerning the 2022 Westlake Academy student performance on
the International Baccalaureate (IB) and Advanced Placement (AP) assessments
23. Consider approval of WA Resolution 22-18 awarding the bid for property/casualty insurance
products and services to Box
24. Conduct a public hearing and consider approving WA Resolution 22-20 amending the FY 22-
23 Westlake Academy Budget and adopting the proposed budget for Fiscal Year ending
August 31, 2023
25. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS
26. COUNCIL RECAP/STAFF DIRECTION
27. FUTURE AGENDA ITEMS: These items have been discussed by Town Council and
scheduled to be placed on future Council Agendas allowing for adequate time for staff
preparation on the agenda item.
Future Agenda Items to be discussed:
a. No items are scheduled for this meeting
Future Agenda Items Already Discussed and Scheduled:
a. Social media policy as it relates to bullying. (Wheat 11/15/21)
b. Social media education policy for K-12. (Wheat 11/15/21)
c. Council discuss and consider requiring developers to post a
Development/Performance Bond on large projects moving forward. (White
12/13/21).
28. ADJOURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION AS LONG
AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS 551.07187
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, August 3, 2022, by 5:00 p.m. under the Open
Meetings Act, Chapter 551 of the Texas Government Code.
Amy M. Piukana, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise the Town
Secretary’s Office 48 hours in advance at 817-490-5711 and reasonable accommodations will be made to assist you.
TC/BOTAgenda–08/08/2022
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Westlake Town Council
T YPE OF A CTION
Workshop - Discussion Item
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Monday, August 08, 2022
T OPIC:Discussion of annual Boards and Commissions appointments.
S TAFF C ONTACT: Amy M. Piukana, Town Secretary
Strategic Alignment
Outcome
Vision, Value, Mission Perspective Strategic Theme & Results
Objective
High Quality Planning, Design &
Informed & Engaged
Development - We are a desirable
Municipal & Encourage Westlake's
Citizens / Sense of well planned, high-quality
Academic Operations Unique Sense of Place
Community community that is distinguished by
exemplary design standards.
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date:July 13, 2022 C ompletion Date: August 8, 2022
Funding Amount:0.00 Status- Not Funded Source -N/A
E XECUTIVE S UMMARY (I NCLUDING A PPLICABLE O RGANIZATIONAL H ISTORY)
Annually, the Town Council appoints and reappoints members to serve on Boards and
Commissions. Today, the purpose is to discuss and review current standing boards and receive
feedback on Board and Commission appointments.
Zoning Board of Adjustment
Description (Overall)
The Town Council serves as the Zoning Board of Adjustment (ZBA), and the mayor serves as
alternate. The purpose of the Board is to hear and decide an appeal that alleges requirements,
decisions, or determinations made by an administrative official in the enforcement that may be
specified or required by ordinance or the laws of the State of Texas.
Special Qualifications Required (who we are)
The Town Council serves as the Zoning Board of Adjustment with Mayor serving as alternate.
Page 1 of 6
Duties (What we do)
The ZBA reviews appeals of administrative decision (hardship), odd shaped parcels, and reviews
nonconforming uses, structure for legal nonconforming use, etc. The board must review items for
specific criteria for granting variances. (Variance shall not adversely affect the health, safety or
general welfare of the public.)
Meetings (How Often)
Meetings are called, as needed. Typically meets at 7 p.m.
Term Length (For how long)
2 YearTerms
Zoning Board of Adjustment
In summary, The Town Council serves as the Zoning Board of Adjustment. The following
members are proposed.
o David Quint Term Expires June 2024
o Kim Greaves Term Expires June 2024
o Vacant Term Expires June 2023
o Chandrika Dasgupta Term Expires June 2023
o Anna White Term Expires June 2023
o Sean Kilbride (Alt) Term Expires June 2024
This item is posted as discussion only and official action is set for the August 29, 2022, Town
Council meeting.
Economic Development Corporation Type B
Description (Overall)
The Economic Development Corporation (EDC) Type B was formed in 2006 election, which
permits the Corporation to receive funds from a half-cent sales tax collected for economic
development. Funds received by EDC are used to promote economic growth of Westlake and give
the Corporation flexibility to assist companies with infrastructure and other items of key
importance to the company and the community.
Special Qualifications Required (who we are)
The Town Council serves as the Economic Development Corporation.
Duties (What we do)
The EDC meets as necessary to consider economic development incentives for projects which
impact Development in the Town of Westlake.
Meetings (How Often)
Meetings are called, as needed. Typically meets at 7 p.m.
Term Length (For how long)
2 YearTerms
Page 2 of 6
Economic Development
In summary, The Town Council serves as the Economic Development Corporation. The following
members are proposed.
o Sean Kilbride Term Expires June 2024
o David Quint Term Expires June 2024
o Kim GreavesTerm Expires June 2024
o Vacant Term Expires June 2024
o Chandrika Dasgupta Term Expires June 2024
o Anna White Term Expires June 2024
This item is posted as discussion only and official action is set for the August 29, 2022, Town
Council meeting.
Texas Student Housing Authority
Description (Overall)
In 1995, the Town of Westlake pursuant to Chapter 53 of the Education Code and Higher
Education Authority Act created Texas Student Housing Authority. The mission of TSHA is to
provide scholarships for housing to graduates of Texas High Schools and Community Colleges.
Special Qualifications Required (who we are)
This is a non profit, state chartered corporation established for the purpose of buying and
managing student housing facilities located near the campuses of major colleges and universities.
Meetings (How Often)
Meetings are called, as needed.
Term Length (For how long)
2 YearTerms
Staff is seeking Council direction on this item. There are outstanding bonds, therefore dissolving
the board at this time would not be an option.
The Town Council shall discuss reappointments of the following members below:
o Scott Bradley Term Expired June 2024
o Paula Petersen Term Expired June 2023
o Katie Kolkmeier Term Expired June 2024
o James Krekow Term Expired June 2024
o Mark Harrow Term Expired June 2023
o Randall Quick Term Expired June 2023
Page 3 of 6
Public Art Competition Advisory Committee
Description (Overall)
The Public Art Competition Advisory Committee was established as a partnership between the
Town of Westlake and representatives of the Regional Arts Community that pursue a competition
based Public Arts Program in Westlake.
Special Qualifications Required (who we are)
Appointments of individuals who work or specialize in Public Art.
Duties (What we do)
The purpose of the Public Art Competition Advisory Committee is to advise the Council and
Town’s Public Art Consultant team regarding organization and strategies for the Public Art
Competition Program. The program included formulating a “Charge to the Artist” for the inaugural
Public Art Competition Event and recommended an inaugural Public Art Competition budget. The
Committee shall provide curatorial oversight for the selection of artists, jury the event and select
finalists and recognize them and award the winner.
Staff is seeking Council direction on this item regarding specific tasks, or specific direction the
Committee should take.
Meetings (How Often)
Meetings are called, as needed.
Term Length (For how long)
2 YearTerms
The Town Council shall discuss reappointmentsof the following members below:
o Rebecca Lawton, Former Head Curator of Amon Carter Museum - Term Exp June 2023
o Judy Deaton, Head Curator of the Grace Museum Abilene - Term Exp June 2023
o Sue Canterbury, Associate Curator of American Art, Dallas Museum of Art - Term Exp
June 2023
o Katie Blair, Senior Design Manager, Charles Schwab Corporation - Term Exp June 2023
o Barry Whistler, Owner of Barry Whistler Gallery Dallas - Term Exp June 2023
o Paloma Anoveros, Curator Charles Schwab and Art Museum San Francisco - Term Exp
June 2023
o Cris Worley, Owner of Cris Worley Fine Art and Committee Vice Chair - Term Exp June
2023
o Patricia Dellorfano, Lead Curator/Director of Programs for Fidelity Inv – Term Exp June
2023
o Robin McCaffrey, Owner of MESA Planning – Term Exp June 2023
o Russell Tether, Owner of Russell Tether Fine Arts and Committee Chair – Term Exp June
2023
Page 4 of 6
Westlake Academy Foundation
Description (Overall)
In 2003, the Westlake Academy Foundation was created to serve as the fundraising arm of
Westlake Academy, a K-12 open-enrollment International Baccalaureate charter school. Its
mission is: “To provide financial support for Westlake Academy in its efforts to provide students
with an internationally-minded education of the highest quality, so they are well-balanced and
respectful life-long learners.”
Special Qualifications Required (who we are)
Individuals on the Foundation Board of Directors start their service as a WAF committee
volunteer. They share their time, energy, resources and expertise serving on one (or several) of
these Foundation committees: Investment, Marketing/Communications, Grants, Gallery Night
benefit auction, Blacksmith Annual Fund and Westlake Baja benefit concert. From this
volunteer corps, directors are recruited who have shown themselves as positive WA ambassadors
able to actively assist with fundraising for Westlake Academy.
Duties (What we do)
The primary purpose of the Foundation is to raise funding for approximately 20% of the school’s
annual operating budget. Collectively, Foundation initiatives raise over $1.5 million annually to
support school operations; academic programs; teacher recruitment, retention and training; new
equipment; upgraded technology; and the endowment. Fundraising efforts include direct mail, in-
person/phone solicitation, direct mail and special events. Multi-platform marketing and
communication initiatives invite support as well as report impact of donations.
Meetings (How Often)
The Foundation Board meets the third Thursday of each month, unless school holiday requires
alternate date. Committee meetings are called, as needed.
Term Length (For how long)
3 Year Terms
The Town Council shall discuss reappointments of the following members below:
Director Term Expiration
Deborah Kraska June 2025
Meghan Q. Dorr June 2025
Ahu Primeaux June 2025
Patty Pinsonnault June 2025
Vacant June 2025
Director Term Expiration
Heather Kilgore June 2024
Sharan Sankaranarayanan – new applicant June 2024
Matthew Randazzo – new applicant June 2024
Hue (Lilly) Jimenez – new applicant June 2024
Vacant June 2024
Page 5 of 6
Director Term Expiration
Sean Shope June 2023
Christine Ross June 2023
Michael Colby June 2023
Rob Fitzgerald June 2023
Tiffany Hernandez June 2023
R ECOMMENDATION
No action will be taken, these items are for discussion only. Official action will be taken at the
August 29, 2022, Town Council meeting.
Page 6 of 6
TOWN COUNCIL AGENDA ITEM
Workshop - Discussion Item
Monday, August 08, 2022
TOPIC: Presentation and discussion on fire department Master Plan, and needs
relating to equipment and staffing.
STAFF: Richard Whitten, Fire Chief
STRATEGIC ALIGNMENT
Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective
Mission: Westlake is a
unique community blending
preservation of our natural
Exemplary Service & Governance
environment and Attract, Recruit,
- We set the standard by delivering
viewscapes, while serving Municipal & Retain & Develop the
unparalleled municipal and
our residents and businesess Academic Operations Highest Quality
educational services at the lowest
with superior municipal and Workforce
cost.
academic services that are
accessible, efficient, cost-
effective, & transparent.
SUMMARY
The Fire Department must, to the best of its ability, prepare for and respond to the most common
emergency scenarios, and prepare for the high-risk, low-frequency events. With the growth of
the Town, it is necessary to plan the growth of the fire department as well. The Town has
retained Professional Services to aid in the planning from four consulting firms. Planning for
emergency services resource deployment for the Town is a critical and essential step in ensuring
that the Town has adequate resources to mitigate emergency incidents today as well as into the
future. The growth of the fire department has not caught up to the increased development to
adequately meet the current risks.
COUNCILACTION/OPTIONS
continue consideration and discussion of fire department needs
take no action
STAFF RECOMMENDATION
Page 1 of 2
Staff recommends approving proposed staffing and equipment request for FY23.
FISCAL/SERVICELEVEL IMPACT TO COMMUNITY
Project Cost/Funding Amount: $3,228,686 Funding Source: General Fund
Contract: No Forms: N/A
Service Levels:To improve fire – EMS service levels
DEVELOPMENT/MOBILITYIMPACTTOCOMMUNITY
Town of Westlake: The proposal would significantly impact the Town of Westlake’s budget.
Comprehensive Plan: The proposal is in alignment with the Comprehensive Plan.
Cost RecoveryAnalysis: N/A
Traffic Impact: N/A
ATTACHMENTS
Fire -EMS Department Master Plan –Exhibit “A”
Page 2 of 2
Westlake Fire-EMS
Master Plan
July 27, 2022
Westlake Fire-EMS Master Plan
Table of Contents
Executive Summary ................................................................................................................................. 3
Introduction .............................................................................................................................................. 4
Scope of Service ....................................................................................................................................... 5
Department History .................................................................................................................................. 7
Divisions and Staffing .............................................................................................................................. 9
Department Members ............................................................................................................................. 11
Organizational Chart .............................................................................................................................. 15
Values, Vision, Mission ......................................................................................................................... 16
Professional Development ...................................................................................................................... 17
Operating Costs Comparison .................................................................................................................. 22
NETCOM ............................................................................................................................................... 25
NEFDA ................................................................................................................................................... 25
Industry Standards and Other Considerations ........................................................................................ 26
National Institute of Standards and Technology ................................................................................ 27
Other Risk Factors to Consider .......................................................................................................... 27
Comprehensive Plan ........................................................................................................................... 29
Station Needs Assessment ...................................................................................................................... 31
Community Risk Assessment (CRA)/Standards of Cover (SOC) ......................................................... 33
WFD Improvement Goals ...................................................................................................................... 34
Staffing Model ........................................................................................................................................ 35
How many firefighters/paramedics should Westlake have? .............................................................. 35
Staffing Models .................................................................................................................................. 35
Capital Improvement Plan ...................................................................................................................... 39
Needs Assessment .................................................................................................................................. 40
Appendix A ............................................................................................................................................ 41
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Westlake Fire-EMS Master Plan
Executive Summary
The Fire Department must, to the best of its ability, prepare for and respond to the most common
emergency scenarios, and prepare for the high-risk, low-frequency events. Taking all known
community risks into account, the Department is required to provide an all-hazards approach to the
planning, preparation, response, and mitigation of emergencies. The Town’s own Community Risk
Assessment: Standard of Cover document and recent case studies reveal that the Fire-EMS department
has inadequate staffing in the Operations Division and Administration.
While fires pose a significant risk, they are not the only considerations in determining proper staffing
levels for a community. Emergency medical incidents require a minimum of four personnel to
effectively mitigate the incident. Critical medical emergencies (i.e., heart attacks, strokes, breathing
difficulties, motor vehicle accidents, etc.) require additional staffing to properly treat the patient, and
requires that firefighters from an engine company accompany the ambulance to the emergency
department to continue the critical care.
Three independent professional consulting services (e.g., Mike Pietch P.E., Robin McCaffery,
Emergency Service Consulting International) have identified staffing needs. In 2013, consultant Mike
Pietch P.E. concluded that Westlake have in service two (2) engine companies and one (1) ladder truck
company deployed from two (2) fire stations. Through the Town’s comprehensive plan, Robin
McCaffery identified Westlake will need 27 firefighters at build out, which does not include the
driver/engineers, company officers, battalion chiefs, or ambulance staffing. Emergency Service
Consulting International (ESCI) identified the need to add Effective Response Force (ERF) Resources
to Westlake Fire Department daily operations as part of their 11 Improvement Goals.
The Risk Reduction Division is responsible for conducting approximately 80 high risk commercial
annual safety inspections, which includes 24 structures that are four or more stories in height.
Additionally, three of the commercial campuses within the Town comprise of over 2.5 million square
feet of office and mix use space, making safety inspections particularly challenging in terms of
complexity and time. Unfortunately, minimally qualified shift personnel are required to be utilized,
when possible, on an overtime basis to help conduct inspections due to workload demand of annual
safety inspections, new construction activity, and competing challenges in maintaining operational
readiness. The lack of expertise needed to ensure proficient examination of these properties lead to
increased risks not being mitigated. Further, due to operational demands, the Department depends on
the use of operational personnel to perform all the educational activities implemented by the
department, which at times, creates inconsistent delivery and results due to varying personnel
capabilities.
The immediate critical staffing needs are: One (1) Fire Inspector and three (3) Firefighter/Paramedics.
This request is to operate current equipment at proper staffing levels as described in all industry
standards and best practices. Additional needs are discussed on page 41, Needs Assessment.
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Westlake Fire-EMS Master Plan
Introduction
With the growth of the Town, it is necessary to plan the growth of the fire department as well. The
Town has retained Professional Services to aid in the planning. The professional services include:
2013 - Mike Pietsch, P.E. Consulting Services, Inc.
2015 - Comprehensive Plan Update, Mesa Planning
2015 - Fire Station Site Validation Study - BRW Architects
2021 - Community Risk Assessment/Standards of Cover, ESCI
Planning for emergency services (i.e., fire, emergency medical services, hazardous materials, etc.)
protection for the Town of Westlake is an essential strategic step in ensuring that the Town has
adequate resources to mitigate emergency incidents today aswell as into the future. The size of
firefighting crews has a substantial effect on the fire department’s ability to protect lives and property
(NIST, 2010). Economic development is the main driver in which emergency services expand.
While Westlake has similarities to other communities, there are also characteristics that are unique to
Westlake which make staffing models somewhat challenging, such as the 1:16 ratio of resident
population to day-time population, the 6 million square feet of corporate campus mid-rise buildings
bringing Westlake to 24 mid-rise structures, which is more than any other city in northeast Tarrant
County. Westlake has a traffic count exceeding 120,000 vehicles traveling through each weekday.
Homes sized into the 18,000 plus square feet range. All of this is being protected by only 4
Firefighter/Paramedics per day to staff both an ambulance and a fire engine.
Is an Effective Response Force (ERF) being achieved? Is only four firefighters per day a safe and
effective staffing model? Is this the town's desired staffing model? The Town of Westlake does not
have adequate fire and emergency service resources to respond to the current risks much less protect
additional development. The growth of the fire department has not caught up to the increased
development to adequately meet the risks as illustrated through the Community Risk Assessment
(CRA)/Standards of Cover (SOC).
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Westlake Fire-EMS Master Plan
Scope of Service
st
The 21 Century fire and emergency services provided by fire departments has evolved over the years
from a heavy emphasis on fighting structure fires to an All-Hazards approach to providing pre-hospital
care, hazardous materials mitigation, traffic accidents, utility related incidents, technical rescue, social
service support, and responding to acts of hostile and terrorist events. The public expectation is fire
department response to all types of emergencies and requests for service; the health and safety net for
communities. The Westlake Fire-EMS Department deployment responsibilities include the following.
Fires – Structural and Non-structural
Traditional structural firefighting, vehicle fires, wild land fires and rescue related to these events.
Emergency Medical Services (EMS)
The demand for services continues to increase in the area of pre-hospital care provided by the
Westlake Fire-EMS Department. The Department provides a complete package of Emergency Medical
Services, mass casualty management, pandemic response, and patient transport. The EMS services
provided by the department are delivered at the highest recognized level through Department of State
Health Services.
Social Services
Increasing expectation to serve as the health and safety net by providing social service support to the
community.
Active Shooter/Hostile Event Response (ASHER)
Incidents involving one or more individuals who actively engage in harming, killing, or attempting to
kill people in a populated area by means such as firearms, explosives, toxic substances, vehicles,
edged weapons, fire, or a combination thereof have transformed the firefighters to deploy alongside
law enforcement during these incidents.
Terrorist Acts – Chemical, Biological, Radiological, Nuclear, and Explosives
Issues arising from the recent rise in global terrorism and civil unrest necessitates that department
personnel have the ability to respond to and mitigate acts of terrorism.
Hazardous Materials Response
Department personnel are trained as Hazardous Material Technicians and participate as part of the
Northeast Fire Department Association (NEFDA) Hazardous Materials Response Team. The
department continues to expand the capabilities of the hazmat response team to meet the ever-
increasing demand for response to chemical, biological, radiological, nuclear, and explosives events.
Technical Rescue
As a partner in NEFDA, the Technical Rescue Team provides emergency response to incidents such as
structural collapse, swift and rapid-rising water, trench rescue, confined space rescue, high angle
emergencies, and vehicle extrication.
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Westlake Fire-EMS Master Plan
Behavioral Health Emergencies
Unfortunately, there is a growing response to behavioral health emergencies. These incidents vary
from extreme anxiety and depression to drug overdoses.
Transportation Incidents
The Westlake Fire-EMS Department responds to emergencies involving all modes of transportation.
Catastrophic Weather Events – Tornados, Storms, Hail, Lightning, Floods & Heat
Thunderstorms and the associated flooding and tornadoes pose an immediate danger to the citizens of
this community. The Department plays a vital role in protecting life and property from the
consequences of weather-related emergencies.
Risk Reduction – Inspection, Education, Enforcement, and Code Development
Traditional fire prevention activities, such as inspection and enforcement continue to play a prominent
role in protecting the community from all potential hazard related losses – life, property, and
environment. A greater emphasis on public education and pro-active code development will be sought.
Fire Investigation – Arson, Cause/Origin, Intelligence, Prosecution
The Department is responsible for fire cause and origin determination. Working jointly with police
agencies, the ATF, and the Tarrant County Fire Marshal to bring arsonists to conviction brings to bear
an added element of fire prevention. Interaction with other enforcement agencies allows for collective
intelligence sharing and enhances safety to our community.
Special Events
The Department provides planning and response to many special events. The Department provides
public safety and education during these special events.
Emergency Management
Maintaining and implementing an emergency management plan to achieve the five mission areas:
prevention, protection, response, recovery, and mitigation. Emergency management strives to create a
framework to reduce vulnerabilities to threats and hazards and cope with disasters.
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Westlake Fire-EMS Master Plan
Department History
The Fire Department was formed on May 13, 2002, under the name Westlake Fire-Rescue. The fire
department was employed with nine (9) full-time Firefighter/Paramedics and a few part-time
Firefighter/Paramedics. Each shift would have up to four Firefighter/Paramedics, who staffed one (1)
Engine and one (1) Mobile Intensive Care Unit (MICU). At that time, we operated out of the Solana
Business Park, now known as The Plaza.
A short time later, the department moved to the temporary fire station site at 2900 Dove Rd., which is
where we remained for approximately 15 years enduring living conditions in multiple construction
trailers and barn style apparatus areas. Around 2005, the department pursued, but never fully formed,
the Westlake Department of Public Safety concept. The intent was to employ personnel who could
serve at any time, in any one of the primary public safety disciplines including, firefighting, law
enforcement, and emergency medical services (EMS). While the concept appeared desirable, it never
fully developed for multiple reasons.
In 2008-2009, the Department was considered to be outsourced by neighboring fire departments by
Town leadership. Bids were received to provide emergency services from their existing stations and
not provide permanent presence in the Town of Westlake, which would result in slower response time
among other challenges. The decision was reached by Town leaders to keep the fire department, but
unfortunately, the department had lost two-thirds of its full-time staff and some of its part-time staff
due to the uncertainty of maintaining their job. For an extended period, the department was running on
three full-time Firefighter/Paramedics and a small group of part-time Firefighter/Paramedics to support
a 24-hour coverage emergency operation. It was time to rebuild!
In 2010, the Department changed its name for the final time to Westlake Fire-EMS. Under this name,
many of the traditional service deliveries including fire suppression, technical rescue, hazardous
material response, EMS, public education and code enforcement have been the primary focus of the
organization. After holding multiple titles and serving in the fire chief capacity, Lt. Richard Whitten
was eventually named the Fire Chief. Chief Whitten began to lead the transformation of the
department by establishing standard operating procedures and filling vacant Firefighter/Paramedic
positions to stabilize the organization. In 2013, the department developed a Strategic Plan which
served as the focus of its management priorities for years to come. From there, additional professional
changes in the department began to deter part-time employee participation; more was being expected
of all department members, including part-time employees.
The leadership philosophy developed and implemented began to change how the organization would
see itself and operate in the future. We were committed to being a values focused and intellectually
driven organization using the Leader of Character Development model. The implementation of the
Leader of Character Development model helped propel the organization to the next level of service
delivery. Every fire department member is taught the values of the department and the demand is
simple; Be better - Do better!
In 2019, the department moved into the current fire station at 2000 Dove Rd. Occupying this station
has enabled the department to operate at a higher professional level due to its modern, but standard
internal building features (e.g., station alerting system, audio/visual equipment, training room, Self-
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Westlake Fire-EMS Master Plan
Contained Breathing Apparatus (SCBA) fill station, appropriately sized apparatus bay, etc.). The fire
station is strategically situated to support the majority of the incident call volume, which resulted in
decreased average response times.
In 2020 and 2021, the department was authorized to reclassify one Lieutenant each year to Captain
title for fulfilling all the requirements of that position identified in our professional development
policy. This step was to help the department move towards the development of a ladder truck
company. Further, in 2021, the department was authorized to reclassify three Firefighter/Paramedic
positions to Driver/Engineers. These positions are critical in the daily functions of the department,
including emergency incidents. They are not only the drivers of very sophisticated fire trucks, but offer
significant support to the company officer in all types of activities (i.e., emergency incident scene
management, personnel management, training, step-up roles, etc.).
In summary, the department is a relatively young organization that has experienced its fair share of
challenges in its 20-year life, from operating out commercial office buildings and construction trailers,
potentially outsourced, and high employee turnover rate. The department has taken those adversities
and transformed into opportunities to Be Better! Over the last 10-12 years is where the organization
has made a deliberate effort to focus its professionalism and higher standards related to organizational
performance and individual professional development.
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Westlake Fire-EMS Master Plan
Divisions and Staffing
Administration
The Administrative division of the department is comprised of the positions of the Fire Chief, Deputy
Chief/Fire Marshal, and Business Services Manager. Some of the typical responsibilities of the Fire
Chief include planning, organizing, and directing for all aspects of the department’s operations. The
Fire Chief is also responsible for all aspects of Emergency Management. The Deputy Chief/Fire
Marshal is assigned to coordinate the Operations and Risk Reduction divisions of the department. The
Business Services Manager is responsible for administration oversight, professional standards, human
resources and budgeting within the department. Administration struggles to maintain the high
standards and benchmarks similar to larger neighboring departments due to limited staffing. This is
compounded when the daily operational needs detract from the ability to focus only on administrative
needs.
Risk Reduction Division
The operating structure of the division is important, but further consideration must be given to specific
duties and the establishment of clear performance measures to ensure the division is able to achieve its
mission. This division is currently staffed only by the Deputy Chief/Fire Marshal who has dual roles
and must rely on suppression staff to assist in the delivery of public education mission activities. The
division currently prioritizes annual inspections according to the risk of loss of life. The division also
handles building plans review for new construction. Public education programs are in place and are
delivered upon request, but are also limited. Risk reduction initiatives can be compromised because
the Deputy Chief also holds operational responsibilities, which pose immediate consequences.
Fire prevention, inspection, and education duties are an important aspect of any fire department. In
departments with limited FTE counts, the duties are often assigned in tandem. These tasks and duties
are important as the least destructive fires for a community are the ones that never start. Prevention,
inspection, and education programs ensure these benefits are maximized. WFD has maximized the use
of the current FTE assigned and should consider the addition of another dedicated Inspector to assist
the Fire Marshal with the annual requirements of the division.
Emergency Management
The Emergency Management Coordinator for the Town is appointed to the Fire Chief by the Mayor.
The Emergency Management Division is responsible for planning, preparedness, response, recovery,
and mitigation efforts for Westlake. Emergency Management is an essential component of government
and responsible for overall public health and safety. Effective Emergency Management relies on the
integration of emergency plans within all levels of government and non-government in the community
of Westlake.
Support Services
In every fire department, there exist a number of activities that are outside of the “regular” duties of
responding to emergency incidents. These typically involve general maintenance of equipment, such
as self-contained breathing apparatus (SCBA), fire hoses, ladders, vehicles, facilities, medical
equipment and supplies inventory, air monitoring equipment, etc. In addition to the benefit of
maintaining operational readiness, the responsibilities serve as a platform to further develop
firefighters’ knowledge, skills, and abilities. These individuals learn project management, time
management, and budgeting skills that prepare them for future leadership roles.
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Westlake Fire-EMS Master Plan
The following figure reviews the administration and support structure of WFD.
WFD Administrative and Support Staffing
Number of Hours Work
Position Title
Positions Worked/Week Schedule
Fire Chief140M–F
Deputy Chief 1 40 M–F
Business Services Manager1 40 M–F
Firefighter/Paramedic– Westlake Academy 1 40 M-F
Total Administrative and Support Staff FTEs 4 - -
Emergency Operations
It takes an adequate and properly trained staff of emergency responders to put the appropriate
emergency apparatus and equipment to its best use in mitigating all hazard incidents. Insufficient
staffing at an emergency scene decreases the effectiveness of the response and increases the risk of
injury to all individuals involved.
Tasks to perform at the scene of a fire can be broken down into two key components: life safety and
fire flow. Responders base life safety tasks on the number of building occupants and their location,
status, and ability to take self-preservation action. Life safety-related tasks involve search, rescue, and
evacuation of victims. The fire flow component involves delivering sufficient water to extinguish the
fire and create an environment within the building that allows safe entry by firefighters.
The number and types of tasks needing simultaneous action will dictate the minimum number of
firefighters required to combat different types and magnitudes of fire. In the absence of adequate
personnel to perform concurrent action, the commanding officer must prioritize the tasks and complete
some in sequential order, rather than concurrently. These tasks include:
• Command • Water supply
• Scene safety • Pump operation
• Search and rescue• Ventilation
• Fire attack • Backup/rapid intervention
WFD Operations Staffing Summary
Position Title Positions
Shift Commander/Battalion Chief 0
Company Officer/Captain 2
Company Officer/Lieutenant1
Driver/Engineer3
Firefighter/Paramedic9
Total Operational Staffing 15 (5 per shift)
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Westlake Fire-EMS Master Plan
Department Members
Name Position EducationLicenses/Certifications
Richard Whitten Fire Chief Associate Degree of
Executive Fire Officer (EFO) –
Fire Science
National Fire Academy
Certified Fire Executive (CFE) –
Bachelor of Fire
Texas Fire Chief’s Academy
Science
Fire Service-Chief Executive
Officer (FS-CEO)– Texas A&M
Master of Business
Engineering Extension Service
Administration
Leading, Educating, and
Developing (LEAD) – Weldon
Cooper School of Public
Service
Licensed Paramedic
Master Structure Firefighter
Basic Fire Inspector
Master Arson Investigator
Fire Instructor III
Fire Officer II
Driver Operator
Haz Mat Tech
Head of Department
Suppression
John Ard Deputy Fire Chief/Fire Associate Degree of
Certified Fire Executive (CFE) –
Marshal Fire Science
Texas Fire Chief’s Academy
Fire Service-Chief Executive
Bachelor of Fire
Officer (FS-CEO) – Texas A&M
Administration
Engineering Extension Service
Leading, Educating, and
Master of Public
Developing (LEAD) – Weldon
Administration
Cooper School of Public
Service
Licensed Paramedic
Master Structure Firefighter
Master Fire Inspector
Master Arson Investigator
Master Fire Investigator
Fire Instructor II
Fire Officer II
Driver Operator
Haz Mat Tech
Incident Safety Officer
Basic Peace Officer
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Westlake Fire-EMS Master Plan
Tamara Cole Business Services Bachelor of Business LMSW (Licensed Master Social
Manager Management Worker)
Master of Social Work
Carrie Ferguson Firefighter/Paramedic Associate of
Licensed Paramedic
– Westlake Academy Emergency Medical
Advanced Structure Firefighter
Services
Fire Instructor I
Haz Mat Technician
Driver Operator
Fire Officer I
Chris Groom Captain/ParamedicBachelor of Fire and
Licensed Paramedic
EMS Administration
Advanced Structure Firefighter
Fire Instructor III
Bachelor of
Fire Officer III
Kinesiology
Driver Operator
Haz Mat Tech
Currently working on
Haz Mat IC
Masters
Incident Safety Officer
Blue Card
Tommy Villines Captain/ParamedicBachelor of
Licensed Paramedic
Emergency Services
Advanced Structure Firefighter
Administration
Fire Instructor III
Fire Officer III
Associate of
Driver Operator
Paramedicine
Haz Mat Tech
Haz Mat IC
Incident Safety Officer
Incident Commander
Daniel Robertson Lieutenant/Paramedic
EMT-Paramedic
Advanced Structure Firefighter
Advanced Fire Inspector
Fire Officer II
Instructor II
Driver Operator
Haz Mat Tech
Blue Card
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Westlake Fire-EMS Master Plan
Chase Brown Engineer/ParamedicBachelor of
Licensed Paramedic
Emergency Services
Intermediate Structure
Administration
Firefighter
Fire Instructor i
Fire Officer I
Driver Operator
Haz Mat Tech
Bachelors Fire/EMS
Kyle Lynch Engineer/ParamedicAssociates of Fire
Licensed Paramedic
Science
Intermediate Structure
Firefighter
Currently working on
Fire Instructor I
Bachelors
Fire Officer I
Driver Operator
Haz Mat Tech
Travis Livingston Engineer/ParamedicBachelor of Business
Licensed Paramedic
Administration
Advanced Structure Firefighter
Fire Instructor III
Fire Officer III
Driver Operator
Haz Mat Tech
Driver Operator
Driver Operator/Aerial
Jeremy Arrington Firefighter/Paramedic Currently working on
EMT-Paramedic
Bachelors
Basic Structure Firefighter
Driver Operator
Cameron Burge Firefighter/EMT Bachelor of Biology
EMT-Basic
Basic Structure Firefighter
Nicole Duncan Firefighter/Paramedic Currently working on
EMT-Paramedic
Bachelors
Basic Structure Firefighter
Driver Operator
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Westlake Fire-EMS Master Plan
Matthew McAdoo Firefighter/Paramedic Bachelor of
Licensed Paramedic
Kinesiology
Basic Structure Firefighter
Diver Operator
Victor Mesa Firefighter/Paramedic
EMT-Paramedic
Advanced Structure
Firefighter
Instructor II
Haz Mat Tech
Driver Operator
Basic Fire Inspector
Jacob Moorman Firefighter/Paramedic Bachelor of Business
Licensed Paramedic
Basic Structure Firefighter
Blake Neal Firefighter/Paramedic Bachelor of Wildlife
Licensed Paramedic
Conservation Sciences
Basic Structure Firefighter
Driver Operator
Marc Pare Firefighter/Paramedic Degree in
EMT-Paramedic
Woodworking
Basic Structure Firefighter
Technology
Haz Mat Tech
Jake Pickering Firefighter/EMT Bachelor of Criminal
EMT-Basic
Justice
Basic Structure Firefighter
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Westlake Fire-EMS Master Plan
Organizational Chart
Town
Manager
Deputy Town
Manager
Fire
Chief/EMC
Risk Reduction Business Services
FF/Paramedic
Operations Emergency
Westlake
Deputy Chief/Fire Business Services
Management
Deputy Chief
Academy
MarshalManager
C Shift Emergency
A Shift B Shift Code Assistant
Shift AdministrationOperations
Shift CaptainShift Captain Compliance EMC
Lieutenant Center
Engine Engine Engine Public Professional
Operations
CompanyCompanyCompanyEducationStandards
Medic Medic Medic
InvestigationsBudgetingPlanning
CompanyCompanyCompany
Human
Logistics
Resources
Finance
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Westlake Fire-EMS Master Plan
Values, Vision, Mission
Values
Dedication, Compassion, & Excellence
Vision
To be an exemplary organization acclaimed for our proficiency, integrity, and selfless devotion to
duty.
Mission
We are a values-oriented team committed to preserving life, property, and the beauty of our natural
environment: through dedication, compassion, and excellence in education, prevention, and
emergency response.
Motto
Deditus Pietas et Virtus
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Westlake Fire-EMS Master Plan
Professional Development
Of all the initiatives developed in the organization, perhaps professional development is one of the
most important features of the fire department. While the term professional development may hold
different meanings for different people, from our lens, it means so much more than achieving personal
or professional goals. For us, it is embedded in how we operate in every facet of our organization.
Professional development is embedded in the on-boarding process, Leader of Character Development,
technical training, succession planning, officer development, and higher education requirements using
the U.S. Fire Administration’s National Professional Development Model. With that, the professional
development policy is the foundation document. This document expresses the importance of
professional development at the personal and professional level. Additionally, this policy establishes
the minimum credential requirements of operational personnel including self-development,
experience, higher education, and training.
Leader of Character
The Leader of Character Development Model buttresses the professional development at all levels of
the organization. To better understand us, you must understand what we value. We value developing
others. We want our employees to be better fathers, mothers, brothers, sons, daughters, husbands,
wives, and friends. We do that by focusing on individual character traits at the most basic level and
thread these concepts into many parts of the organization. We believe, helping people understand core
character traits helps develop people to be more resilient and have better relationships with others.
The key to every structure is a solid foundation and strong support pillars, so that the structure is
resilient to the harsh environment. The Leader of Character Development Model is built on these
principles. James C. Hunter coins the phrase “leadership is character and character is leadership” in his
book The World’s Most Powerful Leadership Principle. Hunter describes how quality leadership is a
product of quality character traits. Pat Williams describes this same philosophy in his book Character
Carved in Stone.” The term “Leader of Character” comes from West Point. This leadership philosophy
is based on different levels of growth and development, the first level representing the foundation, and
each level there after building upon the preceding one such as a structure is built. The Leader of
Character Development Model has five levels of development, or rather perspectives: Setting the
Tone, Forging Bonds, Finding Yourself, Influence, and Leadership. These represent levels of maturity.
Recall the phrase: "the moral and ethical maturity to behave according to proper values and
principles."
Sitting on top of the foundation are four pillars of character. These Pillars represent the clusters of
character which Angela Duckworth described in her book Grit. The pillars are: Intrapersonal
Character, Interpersonal Character, Intellectual Character, and Technical Character. These four pillars
of character are essential for developing and maintaining strong character.
The first pillar, Intrapersonal Character are virtues of will. This is our inner most core of character,
what is deep down inside of us and what we depend on in our most challenging times, what we draw
from, what all other character grows out of such as grit, perseverance, discipline, etc. There are several
traits of intrapersonal character.
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Westlake Fire-EMS Master Plan
The second pillar, Interpersonal Character are virtues of heart. This is how we treat people, such as
kindness and respect.
The third pillar, Intellectual Character are virtues of mind. This is how we think, our mindset, how we
see things and think about them such as open mindset, growth mindset, and optimism.
The fourth pillar, Technical Character are virtues of craft. This is specialized training/technical skills
that we acquire for our jobs.
The levels of maturity are different perspectives. The perspectives are based upon our experiences and
how we look at or see things from our own current level of growth. The first level of perspective is
Setting the Tone. The traits focused on at this level of perspective are discipline, integrity,
perseverance, accountable, gratitude, courage, dignity, perspective, and determination. The second
level of perspective is Forging Bonds. The traits focused on are temperance, tolerance, mindset, and
competence. The third level is Finding Yourself. This is when we begin to discover the value in
sacrifices and service to others. This level covers a variety of different traits that spawn out of the
previous (baseline) traits. The fourth level of perspective is Influence. Influence is where we
understand and see the full effect of the Law of Harvest from the sacrifices and service that we have
already provided to others. The traits focused on are humility, respect, faith, and confidence. At this
point, our pillars of character should have engrained solid moral principles in which everything else
spawns from, enriching our relationships.
We cap off our columns with a covering of focused traits: dedication, compassion, and excellence. It is
at this point that we emerge as Leaders of Character based on solid principles of true character and we
naturally take on a role as a leader - a Leader of Character because others will choose to follow of their
own free will. The results of implementing this type of leadership development strengthens human
relationships, which is a part of everything we do.
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Westlake Fire-EMS Master Plan
Hiring/Onboarding
The selection process for joining the fire department is very rigorous. To be a part of our team requires
that the candidate demonstrate the highest moral character, mental, and physical standards, which is
examined through multiple perspectives. All candidates for firefighter positions must pass a written
exam (80% of higher), Texas Department of Public Safety row test, physical ability course, panel
interview, chief interview, psychological exam, medical/physical exam, and thorough background
investigation. While each step includes minimum competency requirements, our focus is on attitude
and character at each candidate encounter.
Our onboarding process, we coined “Bootcamp,” is the process by which we deliver the history of
organization and expectations for the future performance. By the end of the bootcamp, the candidate
must demonstrate the most basic levels of EMS and firefighter performance objectives. The bootcamp
instruction is delivered by bootcamp instructors (Driver/Engineers) and runs Monday through Friday
for four weeks during daytime hours. In bootcamp, candidates will learn the “Westlake Way.” They
will learn foundational character traits (e.g., discipline, courage, mindset, gratitude, dignity,
perspective, etc.) every day. Each day begins with an intense workout regimen designed to identify
strengths and weaknesses in their capabilities. Beyond that, they move to didactic learning most
mornings and skill development in the afternoon. The body of content includes emergency operations
related to mostly fire and EMS responses. By the end of the bootcamp, the candidate must pass a
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Westlake Fire-EMS Master Plan
medical protocol test and be endorsed by the bootcamp instructors to successfully move to on-duty
shift assignment. Not all candidates make it successfully. Later, paramedic candidates will attend an
intensive Paramedic Internship Program allowing them to be released to perform advanced life support
care and treatment.
Promotion Standards
All personnel are taught promotions start on the first day of employment. Each day the candidate must
be committed to being better than they were and will be held accountable by their peers and
supervisors. With that, promoting in the department is more than skill development and time on the
job. They must meet higher education standards and certification requirements than many of their
peers in other departments. Those standards are articulated in the Professional Development policy.
More than that, they must demonstrate high moral character and a good attitude.
Additionally, the work required for promotion is completed by the employee with his/her own time
and money. We consider all promotional credentialing as vertical movement, and the department will
not pay for those courses. The department seeks to build leaders. We believe leaders are built through
adversity. Strong leaders will do what it takes to succeed and will not need their hand held along the
way, or perhaps pulled. Ultimately, these higher standards create an organization of self-directed
learners that help solve complex problems facing our organization and industry.
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Westlake Fire-EMS Master Plan
Technical Training
All operations personnel are required to be a certified firefighter, EMT-Paramedic, and Hazardous
Material Technician. Many of our personnel, shown elsewhere within this document, have obtained
many industry related certifications, beyond the requirements of the organization that improve the
capabilities of the individual and organization to deliver exceptional services. The learning
opportunities are endless in the fire service because our scope of services has grown to include so
many different disciplines. Some of those certifications and training include very specialized
knowledge and training (e.g., high angle rescue, rope rescue, swift water rescue, advanced extrication,
and forcible entry).
Transformed Culture
Adopting the philosophy of Leader of Character and continuous improvement didn’t occur all at once.
We began this process over the last five to seven years. Through practice, we began to see what works
and what does not work. We found our person centric focus, even with high demands on our
personnel, delivered positive results in the form of higher performance and improved morale. With
change, some casualties were experienced. Not everyone embraced our philosophy. As a result, some
higher-than-normal attrition occurred. Metaphorically, we found we were getting the right people on
the bus and placed in the right seats and the right people off the bus. Currently, we have developed the
strongest culture of high performing people this organization has ever witnessed, and we could not be
prouder of the work they have accomplished to Be Better!
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Westlake Fire-EMS Master Plan
Operating Costs Comparison
How does the Westlake Fire-EMS Department compare to other area fire departments in operating
costs? Whether there are 100 incidents or 10,000 incidents, the fire department must meet specific
state regulations, the same regulations that other fire departments must meet. In comparing the
operating costs with the area fire departments, three costing factors are analyzed: appraisal values,
population, and square miles. Each city is made up of different characteristics therefore, the costing
factors provide a stable costs comparison model serving as a dashboard to operating costs.
When comparing to Appraisal Values, the range is $0.08 to $0.23 cents per $100 of valuation with the
median $0.13. Westlake Fire-EMS Department's operating costs is below the median at $0.08 as
illustrated in Figure 1.
(Figure 1)
Figure 2 illustrates the operating costs to population. The high is $1,501.27 and the low $117.06 with
the median at $210.29. Comparing the operating costs to the resident population is $1,501.27, the
highest. However, utilizing the day-time population, it drops well below the median at $142.54. With
the significant resident population to day-time population ratio, we consider both populations.
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Westlake Fire-EMS Master Plan
(Figure 2)
Comparing the operating costs to square miles, the highest is $873,166 and the lowest is $371,835
with Westlake representing the lowest as illustrated in Figure 3.
(Figure 3)
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Westlake Fire-EMS Master Plan
Since Westlake is unique with the increased day-time population ratio compared to resident
population, we look to Addison as an additional comparison since Addison has a similar increased
population ratio. With Appraisal Value Addison is at $0.17 and Westlake is at $0.08 as illustrated in
Figure 4.
(Figure 4)
Comparing both resident population and day-time populations in Figure 5, Addison is at $549.75 with
the resident population and Westlake is at $1,501.27. For day-time population, Addison is at $174.06
and Westlake is at $142.54.
(Figure 5)
Whencomparing to square miles, Addison is $1,945,309 and Westlake is $371,835 as illustrated in
Figure 6.
(Figure 6)
The Westlake Fire-EMS Department operates extremely efficient when compared to other area
departments. How much does a homeowner contribute to fund the fire department? A $1,500,000
million dollar home has a tax amount of $2,518 with a $0.16788 tax rate (7% of Tax Bill). Of the
$2,518 (7%), 27% or less than $680 funds the fire department.
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Westlake Fire-EMS Master Plan
NETCOM
Northeast Tarrant County Communications (NETCOM) is the reginal Public Safety Answering Point
(PSAP) for local 9-1-1 services. NETCOM serves the communities of Westlake, Keller, Southlake,
and Colleyville. They are located in the City of Keller at the Keller Police Station. They perform
dispatching services for all police, fire, and EMS emergency and non-emergency incidents within each
listed jurisdiction.
NEFDA
Westlake Fire-EMS Department holds membership with NEFDA (Northeast Fire Department
Association), a regional organization that offers training and specialization in specialty operational
areas. NEFDA was developed by a group of cities in Northeast Tarrant County, Texas, for the purpose
of combining manpower, ideas and education for specialty operations. The member cities include
Bedford, Colleyville, Euless, Grapevine, Hurst, Haltom City, Keller, North Richland Hills, Richland
Hills, Roanoke, Southlake, and Watauga. The operational areas include:
Hazardous materials Mass casualty response
Technical rescue Explosive response
Swift water rescue
It is the mission of the Northeast Fire Department Association to consolidate the strengths and
resources of all member departments for the purpose of enhancing the service delivery to all of our
respective customers across all jurisdictional boundaries. We accomplish this mission by providing our
Fire Fighters with quality professional development training, sharing of resources, cooperative mutual
responses and a commitment to community safety. Additionally, NEFDA offers support in many other
critical areas including:
Communications support Mobile command post
Decontamination (Mass Decon) Urban search and rescue
support
Heavy rescue (collapse) response
Explosives response team team
Hazardous materials response team Technical rescue team
Light and air support Swift water response team
Mass casualty incident response team
Westlake’s responsibility to the organization and the region is to provide qualified Hazardous
Materials Technicians every shift that may be deployed for response, mitigation, and recovery of a
hazardous materials incident. Other responsibilities include cooperation and participation with the
training and operations committees. Each year, all NEFDA cities perform multi-jurisdictional and
multi-company live fire training in the Spring and the Fall.
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Westlake Fire-EMS Master Plan
Industry Standards and Other Considerations
National Fire Protection Association (NFPA)
NFPA 1710, Organization and Deployment of Fire Suppression Operations, Emergency Medical
Operations, and Special Operations to the Public by Career Departments
The purpose of this standard is to specify the minimum criteria addressing the effectiveness and
efficiency of the career public fire suppression operations, emergency medical service and special
operations delivery in protecting the citizens of the jurisdiction and the occupational safety and health
of fire department employees.
NFPA 1710-5.3.3.3.2 states, “Personnel deployed to ALS emergency responses shall include a
minimum of two members trained at the emergency medical technician-paramedic level and
two members trained at the emergency medical technician-basic level arriving on scene within
the established travel time.”
NFPA 1710-5.2.3.2.1 states, “These fire companies shall be staffed with a minimum of four
on-duty personnel.”
NFPA 1710-4.1.2.1 states, “The fire department shall have the capacity to deploy an initial full
alarm assignment within 480 seconds or less.”
NFPA published a report in 2015 (Figure 1), illustrating that the median staffing level for career
departments with a population of 25,000 to 49,999 in the South region (which includes Texas) is 1.64
firefighters per 1,000 people.
Figure 1 (NFPA Research)
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Westlake Fire-EMS Master Plan
National Institute of Standards and Technology
The National Institute of Standards and Technology (NIST) published two reports pertaining to
effective staffing levels for residential fire operations and high-rise operations. The study for
residential fires (April 28, 2010) concluded that four person crews were safer for occupants and
firefighters and more effective than two and three person crews.
The four-person crews were able to deliver water to a similar-sized fire 15 percent faster than the
two-person crews and 6 percent faster than three-person crews, steps that help to reduce property
damage and lower danger to the firefighters. "Fire risks grow exponentially. Each minute of
delay is critical to the safety of the occupants and firefighters, and is directly related to property
damage," said Averill, who leads NIST's Engineered Fire Safety Group within its Building and
Fire Research Laboratory.
The study for high-rise fires concluded that larger crew sizes were equally safer and more effective.
"Unlike most house fires, high-rise fires are high-hazard situations that pose unique operational
challenges to fire service response. How big a fire gets and how much danger it poses to
occupants and firefighters are largely determined by crew size and how personnel are deployed
at the scene," says lead researcher Jason Averill, a NIST fire protection engineer. "It's not simply
that larger crews have more people. Larger crews are deployed differently and, as a result, are
able to perform required tasks more quickly.”
An analysis of 14 "critical tasks," those undertaken when potential risks to building occupants
and firefighters are greatest, found that three-member crews took almost 12 minutes longer than
crews of four, 21 minutes longer than crews of five, and 23 minutes longer than crews of six to
complete all tasks. Four-person crews took nine minutes and 11 minutes longer than five and six
member crews, respectively.
Other Risk Factors to Consider
Emergency medical incidents require a minimum of four personnel to effectively mitigate. Critical
medical emergencies (i.e., heart attacks, strokes, breathing difficulties, etc.) require additional staffing
to properly treat the patient, and further requires that firefighters from an engine company accompany
the ambulance to the emergency department to continue the necessary standard of care.
Responding to a motor vehicle accident is an extremely dangerous environment. There are several
critical tasks that must be completed to safely mitigate the incident such as shutting down lanes of
traffic, deploying traffic cones, assessing and treating injured occupants, deploying hose lines,
securing vehicles, mitigating hazards such as leaking fuel and other fluids, securing vehicle power
sources, extricating trapped victims, and many other tasks. An injured occupant will require a
minimum of two personnel for effective treatment. Often times, there are several patients to triage,
treat and transport, requiring more resources than our current staffing model provides. When staffing
levels are not sufficient to accomplish all critical tasks in an effective manner, critical tasks are often
omitted creating greater risks to firefighters, police officers, motorist, and patients.
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Westlake Fire-EMS Master Plan
Insurances Service Office (ISO)
The purpose of ISO is to provide a Fire Suppression Rating Schedule. The Schedule is to outline
criteria for evaluating the fire prevention and fire suppression capabilities of individual communities.
An evaluation establishes a Public Protection Classification (PPC) for property insurance ratings. The
PPC range is from 1 (best) to 10 (worst). Three main areas are evaluated: Emergency
Communications, Water Supply, and the Fire Department.
According to ISO:
A community's investment in fire mitigation is a proven and reliable predictor of future fire
losses. Statistical data on insurance losses bears out the relationship between excellent fire
protection - as measured by the PPC program - and low fire losses. So, insurance companies use
PPC information for marketing, underwriting, and to help establish fair premiums for
homeowners and commercial fire insurance. In general, the price of fire insurance in a
community with a good PPC grade is substantially lower than in a community with poor PPC
grade, assuming all other factors are equal.
In 2013, the town retained the service of Mike Pietch P.E. Consulting Services to provide an
assessment of the town's PPC. With respect to maintaining a low ISO Public Protection Classification,
the report from Mike Pietch, P.E. Consulting Services, Inc. (August 30, 2013), concluded that
Westlake have in service two (2) engine companies and one (1) ladder truck company deployed from
two (2) fire stations.
In April 2017, the town received its PPC report (ISO report) from the State Fire Marshal's Office
awarding the town a Class 2 rating. Westlake received an overall score of 71%. The points scored
were 78.47 out of a possible 109.76. The three main areas of scoring were, Emergency
Communications rated 8.84 out of a possible 10, Water Supply 38.60 out of a possible 40, and Fire
Department 35.95 out of a possible 50. Due to difference in the relative credits for the Fire
Department and Water Supply, 4.92 points were subtracted. This divergence between the water supply
and the fire department prevents the better feature (water supply) from being utilized to its fullest
extent. The largest deficiencies in the fire department were the result of insufficientengine company
staffing and no ladder company.
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Westlake Fire-EMS Master Plan
Comprehensive Plan
The Comprehensive Plan identifies that Westlake will need 27 firefighters at build out, not counting
company officers, battalion chiefs, or ambulance staffing, which is misleading. The Plan arrives at the
number based on the National average of 1.2 firefighters per 1,000 population. However, the National
average does not consistently account for fire-based EMS systems, which requires additional
firefighters. Furthermore, NFPA identifies a national ratio of 1.64 for the South region. When utilizing
the Addison staffing model, as comparable, the need for 30 firefighters is identified and therefore the
comprehensive plan splits the difference between the 23 (the 1.2 factor) and 30 (Addison model) with
a recommendation of 27.
In determining fire station locations, the Comprehensive Plan identifies the need of two fire stations
and illustrates one station located at Dove Road and Davis Blvd, and a second fire station located near
Hwy 170 and Roanoke Road, with each station providing a five-minute response capability (Figure 2).
The Plan goes on to identify that one fire station should cover the residential areas and the second
station cover the non-residential areas, another misleading element. The logic is not illustrated in best
practice models. Fire stations are located based on geographic coverage, not occupancy types. Dense
occupancies (e.g., downtown districts, midrise buildings and corporate campuses) require additional
firefighters and resources.
Figure 2 (2015 Comprehensive Plan)
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Westlake Fire-EMS Master Plan
Site Feasibility
In 2015 the Town of Westlake retained the services of Brown Reynolds Watford (BRW) Architects to
conduct a Fire Station Site Validation Study. The study evaluated five potential locations for
advantages and disadvantages based on established criteria to determine the most appropriate location
for a new fire station. BRW established the program needs to determine the necessary space
requirements. The grading criteria included five factors:
Achieves Short-Term Response Needs
Achieves Long-Term Response Needs
Best Vehicular Access to and from Site
Site Development Costs
Favorability of Site
Site A was located at the northeast corner of Dove Rd. and Davis Blvd. Site B was located at the
southeast corner of Dove Rd. and Davis Blvd. Site C was located at Davis Blvd and Capital
Pkwy/Solana Blvd. Site D and E were located mid-block Solana Blvd. Site A was graded with 91
points, Site B 83 points, Site C 81 points, Site D 61 points, and Site E 60 points. The Town selected
Site A as the location for the new fire station.
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Westlake Fire-EMS Master Plan
Station Needs Assessment
In June of 2014, the Westlake Town Council was presented the conditions and needs of the existing
fire station. The fire department provides essential services to the community such as preserving life,
incident stabilization, property conservation, and protecting the economic infrastructure. In order for
the fire department to be successful in achieving this mission, it is imperative that the department have
adequate facilities and be strategically located in the best possible location which will enhance the
ability for the organization to provide these essential services. The facility and location did not provide
that ability. Since Westlake was only about 25 - 30 percent developed and had a day-time population
increase of more than 1200 percent, which placed an additional workload on the department. While
property taxes have only recently been imposed on property owners and rates remain very low, this is
an additional challenge to provide adequate funding for emergency service needs (e.g., new fire
station, staffing, and equipment). In addition, the facility posed health and safety concerns as well as
inhibited the ability to improve service quality.
The most important factor to be successful in preserving life, stabilizing incidents, preserving
property, and protecting the economic infrastructure is providing quick response times with an
effective response force with properly staffed apparatus. The current response force for the Town of
Westlake was three personnel covering one engine/pumper and one ambulance. Proper staffing for one
engine and one ambulance is a minimum of five - six (5-6) personnel (3-4 assigned to the engine and 2
assigned to the ambulance).
Building a new fire station in the eastern half of Westlake would improve response times. In addition,
when responding to an incident at a corporate campus, the department must consider the amount of
time that it takes to get to a patient or fire once units arrive on the scene, as with a downtown district.
It is not uncommon for there to be an additional five to eight minutes added to the response time. For
example, if emergency personnel arrive on the scene in six minutes from being dispatched and then it
takes another six minutes to get to the patient, the total time from the onset (e.g., difficulty breathing)
to responders arriving at the patient can be as long as 15-20 minutes. The demand area for incidents
was the eastern half of Westlake. The nucleus of the demand area was the intersection of Dove Road
and Davis Blvd. The ideal location of a new fire station should be located as close to the nucleus as
possible. The nucleus would provide excellent response in any direction (north, south, east or west)
and provide quick access to Hwy 114, which the existing fire station did not as it was located at the
back center of Westlake, the least effective location.
Furthermore, a new fire station would solve the inadequate facility situation. The existing facility did
not provide a safe environment for personnel. Firefighters were exposed to diesel exhaust which
contains arsenic, benzene, formaldehyde, and Polycyclic Aromatic Hydrocarbons (PAH). Exposure to
diesel exhaust has been linked to cancer in firefighters with firehouse exposure. In addition, the
firefighters and their equipment were not protected from severe weather such as tornados. It was
imperative that the firefighters and their equipment be protected during these events so that they are
able to respond to the needs of the community that they are protecting. The existing fire station did not
meet building codes and standards or the Town's own design standards. A new fire station would
provide the ability to have adequate staffing (i.e., effective response force), meet the demands of the
Town's growth, and comply to current building codes and the Town's design standards. Furthermore,
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Westlake Fire-EMS Master Plan
the existing fire station was subject to frequent rat, mice, snake, other rodents, and birds that would
nest or bed in the firefighter's protective gear and the engine compartments of the fire apparatus.
The Westlake Fire Department was in desperate need of a new fire station. In order to improve the
quality of fire and EMS services for the stakeholders of the Town of Westlake, proper funding was
essential. Acquiring the funds to secure the proper location and build a new modern fire station would
meet the needs of the organization while supporting the mission of preserving life, stabilizing
incidents, property conservation, and protecting the economic infrastructure of the community.
Improving the quality of the fire department was an investment in the community for all stakeholders.
The return on this investment would be seen through improved response times, improved effective
response force, and improved health and safety for the firefighters.
The Town held two Town Hall Forums to seek citizen and stakeholder input with the first one on
September 16, 2016, and the second one on May 25, 2017. The first forum the case for a new fire
station was presented and the audience supported the new fire station. Audience input was collected
and implemented into the design of the station, specifically building the fire station to the same design
standards that the Town has along with blending the residential neighborhoods with the commercial
area. During the second forum, the new design of the fire station, the groundbreaking timetable, the
financing, and the estimated completion date was presented. The new station would be funded with
cash and certificates of obligation issued for a 30-year period, which is a common practice for public
safety buildings, and would be paid back with sales and use tax. The land for the fire station would be
donated to the Town. The station would be about 18,000 square feet, about the same size as the
Roanoke and Trophy Club fire stations.
See Appendix A for pictures of fire station conditions.
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Westlake Fire-EMS Master Plan
Community Risk Assessment (CRA)/Standards of Cover (SOC)
th
A Standards of Cover (SOC) is defined in Community Risk Assessment: Standards of Cover 6 Edition
as “Those written policies and procedures that establish the distribution and concentration of fixed and
mobile resources of an organization.” These policies are relative to risk classification (fire, emergency
medical services, technical rescue, hazardous materials) and category (low, moderate, high,
maximum). Here is an example of a baseline distribution (first-due) performance objective statement:
For 90 percent of high-risk fires, the total response time for the arrival of the first-due unit
staffed with two firefighters and one officer is 8 minutes and 20 seconds. The first-due unit shall
be capable of providing 500 gallons of water and 1,500 gallons-per-minute pumping capacity,
initiating command, establishing a water supply, advancing an attack line, and rescuing victims
based on a risk assessment while considering the Occupational Safety and Health Administration
(OSHA) two-in/two-out rule.
A SOC is a concept that allows for analysis of the current deployment of emergency resources (engine
companies, ladder companies, ambulance companies, etc.) compared to the risk assessment of the
community. A SOC is not a single document but a philosophy of meeting the risk with the right
resources in a certain amount of time to mitigate the incident that has occurred, utilizing an all-hazards
approach.
The level of service a department provides is relative to capital limitations authorized by the local
governing body. What are the implications of response quality, and does the community understand
the risk associated? How does it compare to industry response standards such as NFPA 1710 Standard
for the Organization and Deployment of Fire Suppression Operations, Emergency Medical
Operations, and Special Operations to the Public by Career Fire Departments? If time is directly
related to the outcomes in our business, customers should understand the implications of how time
impacts outcomes for them. Based on science and data, such as the studies published by the
Underwriters Laboratories (UL) and the National Institute of Standards and Technology (NIST), we
understand the associations of time, flow path, and outcome. But does the community? How does this
impact the survivability profile of occupants in buildings involved with fire or a person in cardiac
arrest? Multiple strategies exist to address these challenges.
Departments all over the world are pursuing excellence. In their crusade, some are using the tenets of
the Commission on Fire Accreditation International (CFAI) model. One of the most challenging yet
rewarding to the community is a pillar of this model: the publication of a Community Risk
Assessment/Standards of Cover (CRA/SOC). The documentation of the characteristics of the
community, hazards and risks, response quality, and the plan to maintain or improve the capabilities
are all objectives of a CRA/SOC. When departments align with these key performance indicators, the
community has the awareness to the level of service provided by the fire department. Clear
communication of the gaps and capabilities, capacity and the level of service provided enables elected
officials to effectively prioritize community initiatives through data-driven decisions. Communities
can then decide when to enhance the department’s capabilities based on its standards of cover should
they choose. Communities are dynamic; the business owner and customer must have a clear
understanding of what the service level is and its quality. A Standards of Cover can establish this by
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Westlake Fire-EMS Master Plan
policy. As of this report, the Town of Westlake has not formally adopted and implemented a Standards
of Cover.
In 2020, the town retained Emergency Services Consulting International (ESCI) to conduct a
CRA/SOC. In February 2021, ESCI presented the report to Town Council. The summary of the report
follows.
Based on information obtained throughout this process, WFD is provided strong leadership and
an innovative vision. The department is functioning at a high level commensurate with
community expectations. While there is always room for improvement, the department is
serving the citizens of Westlake well. ESCI identified several issues, concerns, and
opportunities. The following recommendations are intended to accomplish the primary
objectives listed below:
1. Define and adopt expected service levels and performance standards to be provided by
the fire department.
2. Identify service level improvement opportunities in operations and support services that
can be implemented as funding becomes available.
3. Identify opportunities that will accommodate expanded collaboration and
implementation of cooperative effort strategies between WFD and Northeast Fire
Department Association (NEFDA) participants as well as neighboring jurisdictions.
The recommendations are described as improvement goals and should be implemented as funding
allows. Each will improve the department's ability to provide effective service to the community.
WFD Improvement Goals
Improvement Goal A Formally Adopt First Due Response Time Standards & Targets
Improvement Goal B Improve Turnout Time Performance
Improvement Goal C Evaluate Current and Future Station Locations to Improve Response and Add Station
2 with Training Facilities
Improvement Goal DAdopt Effective Response Force Assembly Goal
Improvement Goal EAdd Effective Response Force Resources to Achieve 19 Personnel
Improvement Goal F Enhance General Partnering Strategies Utilizing Increased Automatic Aid
Improvement Goal G Enhance Fire Prevention Inspection and Public Education Capabilities
Improvement Goal H Create and Implement a NEFDA Pre-Fire Plan Standard in Accordance with NFPA
1610
Improvement Goal IEnhance Training Capabilities
Improvement Goal JEnhance Emergency Management Capabilities
Identify opportunities for future improvements through the monitoring and use of
Improvement Goal K
defined records management systems and dashboards that measure, and display
adopted performance indicators and system performance to include automated
dispatch system, automatic vehicle locations (AVL) system/closest unit response,
enhanced traffic signal preemption, and comprehensive records management system
(RMS) with integrated real-time dashboard display.
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Westlake Fire-EMS Master Plan
Staffing Model
How many firefighters/paramedics should Westlake have?
Several variables must be considered when determining the necessary resources, such as the square
miles being covered, population, the amount and size of buildings, the types of buildings, number of
high-risk occupancies, response times and several other factors. Since Westlake has a population ratio
of 1:16 of residential population verses day-time population, factoring the day-time population would
best serve the residents and corporate partners. In addition, given the mere sizes of the corporate
campus buildings and the homes in Westlake, the Effective Response Force (EFR) is increased,
driving the need for additional staffing. The U.S. Fire Administration has developed the Emergency
Resource Deployment Planning model (Standards of Cover) to assist communities in determining the
necessary fire and emergency medical services (EMS) resources. Westlake has recently completed a
Community Risk Assessment and Standards of Cover, but has not adopted policy to establish resource
deployment standards
Staffing Models
Utilizing NFPA's South Region national average of 1.64, Westlake should have 26.24 firefighters
based on the day-time population (16,000). This number is on-duty firefighters and does not account
for ambulance staffing or paid time off (PTO) staffing.
The current operational staffing level for Westlake Fire-EMS is five full-time equivalents (FTEs) per
24-hour period (Figure 3). There are three rotating shifts. The current minimum staffing level is four
(4). This model provides a staffing level of five personnel per shift to staff an engine company and an
ambulance company. A vacancy is created each shift due to PTO and leaves the shift with only four
personnel to cover both the engine and the ambulance leaving two firefighters on the engine rather
than the NFPA recommended four (4). Six (6) additional firefighters are needed, two for each shift to
have a minimum staffing level of six (6), utilizing a staffing factor of 3.65. The needed staffing model
would be 21 FTEs. Implementing the necessary Truck Company would require an additional 9
Firefighters, 3 Driver/Engineers, and 3 Company Officers, a total of 15 FTEs, which would bring the
total operations staffing level to 36 FTEs (Figure 4).
Current Staffing Companies Staffed Positions
Station 1
Engine Company 2
Medic Company 2
Paid Time Off 1
Total 5
Three Shift Total Staffing 15
(Figure 3)
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Westlake Fire-EMS Master Plan
Critical Staffing Needs CompaniesStaffed Positions
Station 1
Engine Company 4
Truck Company4
Medic Company 2
Utilizing a staffing factor of 3.65
Paid Time Off 2
Total 12
Three Shift Total Staffing 36
(Figure 4)
What is a more accurate staffing model for Westlake? Based on industry standards, the chart below
(Figure 5) illustrates the Operational needs for Westlake: two (2) fire stations comprising of two (2)
engine companies, one (1) truck company, two (2) medic companies, and one Battalion Chief's
position. This does not include the necessary staffing for Administration and Risk Reduction.
Forecasted Staffing Model Companies Staffing
Station 1
Engine Company 4
Truck Company4
Medic Company 2
Battalion Chief1
Station 2
Engine Company 4
(Truck Company) *(4)
Medic Company 2
Utilizing a staffing factor of 3.65
Paid Time Off3
Total 20
Three Shift Total 60
(Figure 5)
*Optional Note: Truck Company may be moved to Station 2 for better resource deployment.
The Forecasted Staffing Model identifies that an additional 45 firefighters (including driver/engineers
and company officers) will need to be hired based on NFPA standards. An SOC would outline
Benchmarks for adding additional firefighters based on the SOC recommendations and Council
approval of the SOC.
Risk Reduction - Fire Prevention
The fire prevention division, for all professional fire departments, must develop standards by which
they will function to deliver services that aim to reduce the incidence of fire and many other
community risks assessed through a comprehensive community risk assessment. Those standards
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Westlake Fire-EMS Master Plan
should meet or exceed industry best practices and national standards. The National Fire Protection
Association (NFPA) promulgated a document entitled: “NFPA 1730: Organization and Deployment of
Fire Prevention Inspection and Code Enforcement, Plan Review, Investigation, and Public Education
Operations.” This document (NFPA 1730) was published to address the minimum criteria of
effectiveness and efficiency of the Fire Prevention Organization (FPO) functions of fire prevention
based on an approved community risk reduction plan. NFPA 1730 addresses areas of administration,
organization, records, community risks assessment, plan review, code enforcement, required
personnel, investigations, and public education programs.
Before moving further into fire prevention, a little more understanding of the strategic focus placed on
fire protection provided by the Department must be examined. This means that the Department
strategically approaches fire safety and community risk reduction through the five E’s: Education,
Enforcement, Emergency Reponses, Engineering, and Economics. While the bulk of the focus and
budget is placed on operations for Emergency Responses, the FPO seeks to reduce the impact of those
responses by intentionally addressing community risks through specific programming.
The demand on the FPO is to implement and enforce four of the five E’s of fire safety and community
risk reduction: Education, Enforcement, Engineering, and Economics. These initiatives require a great
deal of technical expertise in multiple disciplines, which generates, at times, an overwhelming amount
of work not seen by most of the public. It is the behind the scenes work that improves the safety for
everyone such as the general public and firefighters. Education and Enforcement initiatives make up
the most demanding and time intensive obligations. The following information shares some of the
programming coordinated and conducted by the FP.
Education
Fire Prevention Literature
Juvenile Fire Setter Program
Stop the Bleed Education
CPR/AED/First Aid Training
Car Seat Installations
Fire Prevention Literature
Children’s Education Programs
Enforcement
Fire Code Adoption: 2021 International Fire Code
Code Enforcement: Fire Inspections (New Construction, Existing Commercial, and Sprinkled
Residential)
Fire Investigations for Origin and Cause
Arson Investigation
Engineering
Commercial and Residential Plan Review for code compliance and consideration of new
technology options
Special Operations Plan Review
Economic Incentives
Insurance discounts for home fire protections systems
Penalties or fines for non-compliance of Fire Code requirements
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Westlake Fire-EMS Master Plan
Current Activity
As mentioned above, the Westlake Fire Marshal is responsible for ensuring four of the five E’s of fire
safety and community risk reduction (Education, Enforcement, Engineering, and Economics) are
implemented and managed to the best extent possible. Most of the time, the Fire Marshal and the
Department are positioned in a reactionary position due to lack of staffing related to the FPO. This
means, the Fire Marshal does not proactively pursue public education programs except upon request or
demand from stakeholders. An important note, the Fire Marshal also serves as the Deputy Chief of
Operations which accounts for over 80 percent of the budget allocations and personnel matters.
The Westlake Fire Marshal is responsible for conducting approximately 80 high risk commercial
annual safety inspections, which includes 24 structures that are four or more stories in height.
Additionally, three of the commercial campuses within the Town comprise of over 2.5 million square
feet of office and mix use space, making safety inspections particularly challenging in terms of
complexity and time. Unfortunately, minimally qualified shift personnel are required to be utilized,
when possible, on an overtime basis to help conduct inspections due to workload demand of annual
safety inspections, new construction activity, and competing challenges in maintaining operational
readiness. The lack of expertise needed to ensure proficient examination of these properties lead to
increased risks not being mitigated. Further, due to operational demands, the Department depends on
the use of operational personnel to perform all the educational activities implemented by the
department, which at times, creates inconsistent delivery and results due to varying personnel
capabilities.
Additionally, the Westlake Fire Marshal conducts plan reviews and inspections for new operations and
construction projects in addition to annual safety inspections, as required by the adopted International
Fire Code. Some of those plan reviews and inspections include fire alarm tests, sprinkler system tests,
controlled access door tests, hood suppression systems test, specialized extinguishing system tests,
above and below ground storage tanks, and occupancy inspections.
Analyzing Personnel Needs
NFPA 1730 authorizes the jurisdiction to establish expected number of FPO members and the
functions of those FPO members. When considering the Department programs and objectives,
including the amount of time required to perform those tasks, the quantity of personnel can be
determined. Additionally, through a separate third-party evaluation of the community’s risks help to
guide the Department in personnel needs.
A through and comprehensive community risks assessment conducted by Emergency Services
Consulting International (ESCI) in 2020 for the Town of Westlake Fire-EMS Department established
the need to “Add an FTE Fire Inspector/Public Education Coordinator to the program to maintain the
existing inspection compliance rate and continue to work toward the 100% compliance with code
enforcement and community education standards and programs.”
There is an immediate need to add a minimum of one full-time fire inspector to the FPO. The position
will assist the Fire Marshal with all administration activities, plan review, fire safety inspections,
public education, and investigations, as needed. The position will create consistency in all code
enforcement related activities and public education.
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Westlake Fire-EMS Master Plan
Capital Improvement Plan
The capital improvement plan is simply that -- a plan. As such, projects within the CIP are subject to
change based on new or shifting service demands, special financing opportunities, emergency needs,
or other directives or priorities established by Town Council. Acknowledging that Town priorities can
change, projects included in outward planning years are not guaranteed for funding.
Currently, the Capital Improvement Plan (CIP) for the department focus on two primary areas:
Apparatus Replacement Schedule and Equipment Replacement Schedule. While not currently funded
or formally adopted, the purpose of the departments CIP is to forecast and match projected capital
needs over the life of equipment and apparatus. Capital improvement programming is critical for the
department to identify major needs, establish priorities, and develop project schedules to better serve
the Town’s residents.
The Town has established a vehicle replacement policy, which dictates the replacement of vehicles.
This policy is based on the proposed replaced vehicle’s age, mileage, repair expenses and type of
service. The department uses the vehicle replacement policy to establish the vehicle replacement for
all vehicles in the fire department including fire trucks, ambulances, specialty vehicles, and passenger
vehicles.
Fortunately, much of the required larger equipment purchases in the department are accompanied by
the purchase of new apparatus. Therefore, fewer equipment items are required to be planned for
replacement. For example, during the purchase of a new ambulance, the cardiac monitor and stretcher
system are purchased and maintained with the life cycle of that equipment. With that, the equipment
listed for replacement include primarily facility related equipment (e.g., laundry equipment, recliners,
mattresses, treadmills, etc.).
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Westlake Fire-EMS Master Plan
Needs Assessment
As a result of several significant independent studies of the department and published industry best
practices, which include ISO, Town of Westlake Comprehensive Plan, Community Risk
Analysis/Standard of Cover, National Institute of Standards and Technology, and National Fire
Protection Association indicate the immediate need for increased emergency staffing for Westlake
Fire-EMS Department. The future of the department’s effectiveness will be based on many factors, but
the biggest of all, is human resources. Our focus is to continue a culture of excellence through strong
character growth and professional development. The financial support of our policy makers will be a
necessity for future growth and retention of a superb workforce aimed at delivering the best care
possible to all stakeholders.
Current Needs
Three (3) Firefighter/Paramedics (one per shift) to operate current equipment
Fully staffed Ladder Truck of four (4) Firefighter/Paramedics per day
One (1) Ladder Truck
One (1) Engine Replacement
One (1) Fire Inspector
One (1) Emergency Manager Coordinator
Inspector vehicle
New portable radios
Compensation Evaluation
Future Needs
Adopt and fund Capital Improvement Plan (Apparatus Replacement and Equipment
Replacement)
Station site selection and procurement
Design and build Station 2
Purchase Station 2 Engine
Firefighters, Drivers, Lieutenants, & Captains
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Westlake Fire-EMS Master Plan
Appendix A
The first facility that housed the firefighters was the original Town Hall at 1301 Solana Blvd. The
firefighters would sleep in the Town Hall offices at night and the borrowed fire engine and ambulance
was parked outside of Town Hall. This is a picture of the second facility which was purchased as a
used portable office building.
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Westlake Fire-EMS Master Plan
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Westlake Fire-EMS Master Plan
This is the third facility which was a new portable office building.
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Westlake Fire-EMS Master Plan
The fourth facility was a double-wide mobile home which was donated by Vaquero who used it as the
Vaquero sales office.
This is a picture of the fifth facility, an add-on to the existing apparatus bays.
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Westlake Fire-EMS Master Plan
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51
MINUTES OF THE JOINT TOWN OF WESTLAKE TOWN COUNCIL AND WESTLAKE
ACADEMY BOARD OF TRUSTEESBUDGET ORIENTATION WORKSHOP
JUNE 16 AND 17, 2022
PRESENT:Mayor Sean Kilbride, Council/Board of Trustee Members Carol
Langdon, Chandrika Dasgupta, David Quint, Kim Greaves, and Anna
White.
OTHERS PRESENT:Town Manager/Superintendent Amanda DeGan, Deputy Town
Manager Jarrod Greenwood, Assistant Town Manager, Troy Meyers, Executive Director,
Mechelle, Bryson, Executive Director Sean Wilson, HR Director Sandy Garza, Finance
Director Ginger Awtry, Municipal Finance Manager, Amber Karkauskas, Academic Finance
Manager, Marlene Rutledge, and Interim Town Secretary Mary J. Kayser.
RegularSession
1.CALL TO ORDER–
Mayor Kilbride called the meeting to order at 8:07 a.m.
2.DISCUSSION REGARDING KEY STRATEGIC INITIATIVES AND VISION
GOVERNANCE FOR THE FUTURE.
Town Manager Amada DeGan led the discussion regarding key strategic initiativesand vision
governancefor the future. The discussion included the most recent municipal survey results,
fees and revenues, tax rate calculation.
3.PRESENTATION AND DISCUSSION REGARDING PROPOSED FY 21/22 MUNICIPAL
AND ACADEMIC BUDGETS, THE FIVE-(5) YEAR CAPITAL IMPROVEMENT PLAN
AND POSSIBLE DEBT ISSUANCE TO FUND PROJECTS WITHIN THE CIP.
Town Manager DeGan, Finance Director Ginger Awtry, and MunicipalFinance Manager
Amber Karkauskas provided information about the FY 21/22 municipal and academic
budgets. Deputy Town Manager Jarrod Greenwood and Assistant Town Manager Troy Meyer
provided the Five (5) year Capital Improvement Plan. Fire Chief Richard Whitten provided
information on the Fire Department capital requests.
TCMinutes–06/16&17/22
Page 1of 2
4. REVIEW AND DISCUSSION REGARDING ACADEMIC EMPLOYEE PAYSCALE FOR
SY 22-23
Town Manager DeGan, Executive Director, Mechelle Bryson, Executive Director Sean Wilson,
HR Director Sandy Garza and Academic Finance Manager Marlene Rutledge provided
information related to the Academic Employee payscale and stipends for SY 22-23.
Mayor Kilbride recessed the meeting at 5:07 p.m.
Mayor Kilbride reconvened the meeting at 9:12 a.m. on June 17, 2022.
The discussion continued on the academic payscale for SY 22-23.
5. COUNCIL RECAP / STAFF DIRECTION.
th
Additional budget meeting before August 8
Review of all stipends for the Academy
Review Fire and Staff pay schedules
Separate discussion on Fire and EMS staffing
Discussion on Vehicle Replacement fund
Campus Security
rd
pickup lane at the Academy
3
Better story of the Academy salary information on the Website
Video on Academic Recruitment
Texas Student Housing
Public Art Project
Governance Training
6. ADJOURNMENT.
Mayor Kilbride adjourned the meeting at 11:35 a.m.
APPROVED BY THE TOWN COUNCIL ON AUGUST 8, 2022.
ATTEST: _____________________________
Sean Kilbride, Mayor
________________________________
Amy M Piukana, Town Secretary
TC Minutes – 06/16&17/22
Page 2 of 2
MINUTES OF THE JOINT TOWN OF WESTLAKE TOWN COUNCIL AND WESTLAKE ACADEMY
BOARD OF TRUSTEESMEETING
JUNE 21, 2022
PRESENT:Mayor Sean Kilbride, Council/Board of Trustee Members Carol Langdon,
Chandrika Dasgupta, Anna White, and Kim Greaves.
ABSENT:Council/Board of Trustee Member David Quint.
OTHERS PRESENT:Town Manager/Superintendent Amanda DeGan, DeputyTown Manager
Jarrod Greenwood, Assistant Town Manager Troy Meyer, Interim Town
Secretary Mary J. Kayser, Academy Attorney Janet Bubert, and Town
Attorney, Stan Lowrey.
1.CALLTOORDER
Mayor Kilbride called the meeting to order at 5:04 p.m.
2.PLEDGEOFALLEGIANCE
4.RECOGNITION OF KELLER POLICE OFFICER
Keller Police Chief Brad Fortune recognized Traffic Officer Danny Coulson and presented him
with a Certificate of Merit.
5.CITIZEN/PARENT COMMENTS:This is an opportunity for citizens to address the Town
Council or Board of Trustees on any matter, whether or not it is posted on the agenda.
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 Town Counciland
Board of Trustees cannot by law take action nor have any discussion or deliberations on any
presentation made at this time concerning an item not listed on the agenda. The Town Council
and Board of Trustees will receive the information, ask staff to review the matter, or an item
may be noticed on a future agenda for deliberation or action.
There were no speakers.
6.ITEMS OF COMMUNITY INTEREST:Mayor and Council Reports on Items of Community
Interest pursuant to Texas Government Code Section 551.0415 the Town Council mayreport
onthefollowing items: (1)expressionofthanks, congratulations, orcondolences; (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.
TC/BOTAgenda–06/21/2022
Page1of 5
Director of Communications Jon Sasser provided an update on upcoming and recent events and
activities in Westlake.
Town Manager Amanda DeGan made the following recognitions:
Jarrod Greenwood, Deputy Town Manager, for receiving the Credentialed Manager designation
from ICMA, the International City/County Management Association
Ginger Awtry, Finance Director, for her 18 years of service to the Town of Westlake and her
retirement in July.
Mechelle Bryson, Westlake Academy Executive Director, for her 9 years of service and her
retirement.
7. CONSENT AGENDA: All items listed below are considered routine by the Town Council
and/or Board of Trustees and will be enacted with one motion. There will be no separate
discussion of items unless a Council/Board Member or citizen so requests, in which event
the item will be removed from the general order of business and considered in its normal
sequence.
a. Consider approval of the Joint Town Council/Board of Trustees meeting minutes from
the 05-23-2022, regular meeting.
b. Consider approval of Resolution WA 22-11 Approving the Shared Service Agreement for
the Regional Day School for the Deaf.
Motion was made by Council Member White and second by Council Member Dasgupta to
approve items 7a. and 7b. Motion passed 4-0. Quint absent.
8. REPORTS: Reports are prepared for informational purposes and will be accepted as
(there will be no presentations associated with the report items) There will be no separate
presented.
discussion unless a Town Council Member requests that report be removed and considered
separately
There were no reports scheduled.
10. Presentation and Discussion of the 2022 Residential Survey Results
Ryan Murray with ETC Institute reviewed the 2022 Residential Survey results.
17. Consideration of Resolution WA 22-10 regarding Academic Employee Pay for SY 22-23.
Motion was made by Council Member White and second by Council Member Greaves to
approve Resolution WA 22-10 regarding Academic Employee Pay for SY 22-23 with only
Exhibit A (6% midpoint increase). Motion passed 3-1 (Langdon abstained, Quint absent)
16. Presentation and discussion of alternate work schedule.
DP Principal Dr. James Owen and MYP Principal Mr. Maxwell Ituah presented the alternate
work schedule of a late start on Wednesday’s that will allow for teacher collaboration.
This item will be brought back as part of the Westlake Academy SY 22-23 Calendar for action
TC/BOTAgenda–06/21/2022
Page 2 of 5
by the Board.
12. Consideration of Resolution 22-31, appointing Amy Piukana as Town Secretary for the Town
of Westlake
Motion was made by Council Member Langdon and second by Council Member Dasgupta to
approve Resolution 22-31, appointing Amy Piukana as Town Secretary for the Town of
Westlake. Motion passed 4-0. (Quint absent)
13. Consideration of Resolution 22-32, awarding the bid and approving the firm of BrooksWatson
& Co., PLLC to perform independent auditing services
Motion was made by Council Member Dasgupta and second by Council Member White to
approve Resolution 22-32, awarding the bid and approving the firm of BrooksWatson & Co.,
PLLC to perform independent auditing services. Motion passed 4-0. (Quint absent)
9. Conduct a public hearing and consider Ordinance 948 approving an amendment to the
approved site plan for Life Time Fitness, to be located at the southwest corner of Solana Blvd.
and Sam School Road, in order to construct pickleball courts on the southern portion of the
property including a corresponding reduction in site surface parking
Ron Ruthven Planning and Development Director presented the staff report on Life Time
Fitness. Megan Eaton Director of Development with Life Time Fitness addressed the Council.
Mayor Kilbride opened the public hearing.
There being no one wishing to be heard the public hearing was closed.
Motion was made by Council Member White and second by Council Member Greaves to
approve Ordinance 948 approving an amendment to the approved site plan for Life Time
Fitness, to be located at the southwest corner of Solana Blvd. and Sam School Road, in order
to construct pickleball courts on the southern portion of the property including a
corresponding reduction in site surface parking. Motion passed 4-0. (Quint absent)
11. Presentation and Discussion of the proposed improvements of approximately 11 acres of open
space located on Sam School Road
Troy Meyer Assistant Town Manager provided the presentation of the proposed improvements
to the open space located on Sam School Road. There was consensus to move forward with
Phase I to include adding trees and ground cover, irrigation, timber steps, dry creek bed and
concrete trails. Mr. Meyer will look at park/playground and creek cleaning as part of the
project. This will be brought back to council for action at a later date.
14. Consideration of Resolution 22-33, approving a proposal with Control Specialist Services, LP
for the purchase of a pump and motor to replace Pump Number One at the Existing Pump
Station
Motion was made by Council Member White and second by Council Member Dasgupta to
approve Resolution 22-33, approving a proposal with Control Specialist Services, LP for the
purchase of a pump and motor to replace Pump Number One at the Existing Pump Station.
Motion passed 4-0. (Quint absent).
15. Consider Resolution 22-34 authorizing the Town Manager to enter negotiations with Glen
TC/BOTAgenda–06/21/2022
Page 3 of 5
Partners for architectural Phase I programing design services for campus sports facilities
improvements.
Motion was made by Council Member Greaves and second by Council Member Dasgupta to
approve Resolution 22-34 authorizing the Town Manager to enter negotiations with Glen
Partners for architectural Phase I programing design services for campus sports facilities
improvements. Motion passed 4-0. (Quint absent).
18. EXECUTIVE SESSION
There was no need for an additional executive session.
The Town Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551. 074(a)(1): Deliberation Regarding Personnel Matters – to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or employee:
- Hiring of special legal counsel to review the Entrada PID
19. RECONVENE MEETING – not needed
20. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS – not needed
3. PRE-COUNCIL WORKSHOP:
a. Discussion/recap of Fiscal Year 22-23 Budget
b. Review of items on 6/21/22 Agenda - did not discuss
c. Council Member and Staff Teams to Work on Pending Issues
1. Athletics
2. PID Audit
3. Financial Reports
d. Separation of the town manager role from the school leadership and making the school
executive director position (Sean Wilson) a direct report to council. Ensure supporting
all school staff report to the executive director. Intent is that executive director be
empowered to handle all school matters.
e. Establishing advisory committees through which residents can assist the council – bring
back October/November
f. Update and briefing on status of school portable replacement – Troy Meyer provided
an update.
g. Discussion of hiring management analyst to maximize school potential - hold until later
h. Discussion that key employee positions need council approval. Hiring any key
management positions such deputy/assistant town manager, chief of accounting, town
secretary, fire department head, all department heads. For the school positions just
council approval for executive director and principals. Discussion about the Council
having input into hiring of key staff members informally.
i. Discussion regarding the process of getting updates from Council review committees
approved during May 23, 2022, Council meeting
Council discussed the above listed items except as noted.
21. COUNCIL RECAP/STAFF DIRECTION.
History of stipends, how they are assigned and how much time is put in supporting the
activities.
TC/BOTAgenda–06/21/2022
Page 4 of 5
Send out the dollar bill graphic to residents as discussed and tell the story of the value of
Westlake and Westlake Academy.
Follow up on survey items
Park/playground update on the 11 acres on Sam School Road by the Life Time Fitness
Separation of Town Manager and Executive Director roles.
22. FUTURE AGENDA ITEMS: These items have been discussed by Town Council and
scheduled to be placed on future Council Agendas allowing for adequate time for staff
preparation on the agenda item.
Future Agenda Items to be discussed:
a. No items are scheduled for this meeting
Future Agenda Items Already Discussed and Scheduled:
a. Social media policy as it relates to bullying. (Wheat 11/15/21)
b.SocialmediaeducationpolicyforK-12.(Wheat11/15/21)
c. Council discuss and consider requiring developers to post a
Development/Performance Bond on large projects moving forward. (White
12/13/21).
This item can be removed
23. ADJOURNMENT
There being no further business Mayor Kilbride adjourned the meeting at 8:57 p.m.
APPROVED BY THE TOWN COUNCIL ON August 8, 2022.
ATTEST: _____________________________
Sean Kilbride, Mayor
________________________________
Amy M. Piukana, Town Secretary
TC/BOTAgenda–06/21/2022
Page 5 of 5
MINUTES OF THE JOINT TOWN OF WESTLAKE TOWN COUNCIL AND WESTLAKE ACADEMY
BOARD OF TRUSTEESMEETING
JUNE 27, 2022
PRESENT:Mayor Sean Kilbride, Council/Board of Trustee Members Carol Langdon,
Chandrika Dasgupta, Anna White, David Quint, and Kim Greaves.
OTHERS PRESENT:Town Manager/Superintendent Amanda DeGan, DeputyTown Manager
Jarrod Greenwood, Assistant Town Manager Troy Meyer, Interim Town
Secretary Mary J. Kayser, Academy Attorney Janet Bubert, and Town
Attorney, Stan Lowrey.
1.CALLTOORDER
Mayor Kilbride called the meeting to order at 5:11 p.m.
2.Consider a Resolution to name Executive Director Sean Wilson as theHead of
School for Westlake Academy and make the position a direct report to the Board
of Trustees.
Motion was made by Council Member David Quintand second by Council Member Anna
White to approve Resolution 22-35regarding organization of Westlake Academy, naming the
Executive Director as the Head of School for Westlake Academy and make the position a
direct report to the Board of Trustees.
Motion passed 3-2. Dasgupta and Langdon abstained.
3.ADJOURNMENT
There being no further business Mayor Kilbride adjourned the meeting at 5:45 p.m.
APPROVED BY THE TOWN COUNCIL ONAugust 8, 2022.
ATTEST:_____________________________
Sean Kilbride, Mayor
________________________________
Amy M. Piukana Town Secretary
TC/BOTAgenda–6/27/2022
Page1of 1
MINUTES OF THE JOINT TOWN OF WESTLAKE TOWN COUNCIL AND WESTLAKE
ACADEMY BOARD OF TRUSTEESMEETING
JULY 15, 2022
PRESENT:Mayor Sean Kilbride, Council/Board of Trustee Members Carol
Langdon, Anna White, David Quint, and Kim Greaves
ABSENT:Chandrika Dasgupta
OTHERS PRESENT:DeputyTown Manager Jarrod Greenwoodand Town Secretary Amy
M. Piukana
1.Call to Order
With a quorum present, Mayor Kilbride called the meeting to order at 4:01p.m.
Mayor Kilbride noted Agenda Items 2, 3, and4 would be considered togetherin one motion.
There were no members in the audience present to speak on these items.
2.Consider approval of a Resolution authorizing changes to the signers on all Town of Westlake
Solana PID depository accounts with US Bank.
3.Consider approval of a Resolution authorizing changes to the signers on Town of Westlake
Depository Accounts with First Financial Bank and TexPool.
4.Consider approval of a Resolution authorizing changes to the signers on Town of Westlake
Insurance Trust Account with First Financial Bank.
Motion was made by Council MemberGreavesand secondedby Mayor Pro Tem Quintto
approve Resolution No. 22-36, Resolution No. 22-37, Resolution No. 22-38, as presented.
Motion approved 4-0.
Mayor Kilbride recessed into closed executive session at 4:05 p.m.
Executive Session
5.The Town Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a.Section 551.074(a)(1): Deliberation Regarding Personnel Matters –to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or employee:
-Town Manager
b.Section 551. 074(a)(1): Deliberation Regarding Personnel Matters –to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or employee:
-Executive Director Westlake Academy
TC BOT Minutes–7/15/22
Page 1of 2
c. Section 551.071(2) – Consultation with Town Attorney – to seek advice of counsel on
matters in which the duty of the Town Attorney under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with Chapter 551 of the Texas
Government Code:
- Town Manager Contract
d. Section 551.071(2) – Consultation with Attorney – to seek advice of counsel on matters in
which the duty of the Town Attorney under the Texas Disciplinary Rules of Professional
Conduct of the State Bar of Texas clearly conflicts with Chapter 551 of the Texas Government
Code:
- FM 1938 access for proposed Southlake development.
Town Council adjourned from closed executive session at 5:38 p.m. and reconvened into open session
at 5:40 p.m.
6. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
As a result of closed executive session, a motion was made by Council Member Greaves to amend the
contract for Sean Wilson Head of School. Motion seconded by Council Member White. Motion approved
4-0.
7. ADJOURNMENT – Mayor Kilbride adjourned the meeting at 5:43 p.m.
Signed by:
________________________________________
Sean Kilbride, Mayor
Attested by:
_____________________________________
Amy M. Piukana, Town Secretary
TC BOT Minutes– 7/15/22
Page 2 of 2
MINUTES OF THE JOINT TOWN OF WESTLAKE TOWN COUNCIL AND WESTLAKE
ACADEMY BOARD OF TRUSTEESMEETING
JULY 21, 2022
PRESENT:Mayor Sean Kilbride, Council/Board of Trustee Members Carol
Langdon,Chandrika Dasgupta, Anna White, David Quint, and Kim
Greaves
OTHERS PRESENT:DeputyTown Manager Jarrod Greenwoodand Town Secretary Amy
M. Piukana
1.Call to Order
With a quorum present, Mayor Kilbride called the meeting to order at 4:00p.m.
Mayor Kilbride recessed into closed executive session at 4:01p.m.
2.Executive Session
The Town Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a.Section 551.074(a)(1): Deliberation Regarding Personnel Matters –to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or employee:
-Town Manager
b.Section 551. 074(a)(1): Deliberation Regarding Personnel Matters –to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or
employee:
-Westlake AcademyManagement Analyst Attorney
c.Section 551.071(2) –Consultation with Town Attorney–to seek advice of counsel on
matters in which the duty of the Town Attorney under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with Chapter 551 of the Texas
Government Code:
-Town Manager Contract
d.Section 551.071(2) –Consultation with Attorney –to seek advice of counsel on matters in
which the duty of the Town Attorney under the Texas Disciplinary Rules of Professional
Conduct of the State Bar of Texas clearly conflicts with Chapter 551 of the Texas Government
Code:
- FM 1938 access for proposed Southlake development.
Mayor Kilbrideadjourned from closed executive session at 4:07p.m.and reconvened into open session
at 5:50p.m.
TC BOT Minutes–7/21/22
Page 1of 2
3. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
Motion as a result of executive session items 2a. and 2.c.
As a result of closed executive session, a motion was made by Council Member Quint to accept the
resignation of Town Manager Amand DeGan effective immediately, with the stipulation that the Town
does not accept the terms of separation agreement. Motion seconded by Council Member Greaves. Motion
approved unanimously.
Motion as a result of executive session item 2b.
Council Member Greaves made a motion to execute an agreement with Mark Consulting for the
employment of Westlake Academy Management Analyst Attorney. Motion seconded by Council Member
Quint. Motion prevailed by the following vote:
Ayes: Langdon, Quint, Greaves, White
Abstain: Dasgupta
Motion passed 4-1,
4. ADJOURNMENT – Mayor Kilbride adjourned the meeting at 5:51 p.m.
Signed by:
________________________________________
Sean Kilbride, Mayor
Attested by:
_____________________________________
Amy M. Piukana, Town Secretary
TC BOT Minutes– 7/21/22
Page 2 of 2
COUNCIL AGENDA ITEM
Regular Session - Consent
Monday, August 08, 2022
TOPIC: Consider approval of Resolution 22-39 designating the Star Telegram as the
Official Newspaper.
STAFF: Amy M. Piukana, Town Secretary
STRATEGIC ALIGNMENT
Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective
Mission: Westlake is a
unique community blending
preservation of our natural
Exemplary Service & Governance
environment and Increase
- We set the standard by delivering
Municipal &
viewscapes, while serving Transparency,
unparalleled municipal and
our residents and businesess Academic Operations Accessibility &
educational services at the lowest
with superior municipal and Communications
cost.
academic services that are
accessible, efficient, cost-
effective, & transparent.
SUMMARY
In accordance with Section 52.004(a) of the Texas Local Government Code, the governing body
of the municipality shall contract with a public newspaper. The Star Telegram continues to provide
the most flexibility for last minute publications, has a larger area of circulation and meets the
requirements pursuant to Texas Government Code 2051.044. The Town utilizes the Star Telegram
for the purpose of publishing ordinances, and all required public hearings and notices required by
law.
The Texas Government Code 2051.044 for official newspaper requirements include:
The newspaper must devote not less than 25 percent of its total column lineage to general
interest items;
Publish at least once a week
Be entered as second-class postal matter in the county where published; and
Have been published regularly and continuously for at least 12 months before the
governmental entity or representative publishes notice.
A weekly newspaper has been published regularly and continuously under Subsection (a)
if the newspaper omits not more than two issues in the 12 month period.
STAFF RECOMMENDATION
Staff recommends approving Resolution 22-39declaring the Star Telegram as the official
newspaper for the Town of Westlake.
Page 1 of 2
COUNCILACTION/OPTIONS
1. The Town Council may make a motion to approve Resolution No. 22-39 approving
the Star Telegram as the official newspaper, as presented.
2. The Town Council may wish to table this item or take no action.
FISCAL/SERVICE
LEVEL IMPACT TOCOMMUNITY
N/A
ATTACHMENT(S)
1) Resolution 22-39
Page 2 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 22-39
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
DESIGNATINGA PUBLIC NEWSPAPER OF GENERAL CIRCULATION AS THE
OFFICIAL NEWSPAPER FOR THE TOWN OF WESTLAKE; AND PROVIDING AN
EFFECTIVE DATE.
WHEREAS, Section 52.004, Local Government Code, requires the Town Council of the
Town of Westlake, Texas ("Council") to determine, by ordinance or resolution, a public newspaper
to be the official newspaper for the Town of Westlake, Texas ("Town");and
WHEREAS, Section 52.004(a) of the Texas Local Government Codestates as soon as
practicable after the beginning of each municipal year, the governing body of the municipality
shall contract, as determined by ordinance or resolution, with a public newspaper of the
municipality to be the municipality's official newspaper until another newspaper is selected; and
WHEREAS, the Council finds that the Star Telegram satisfies the requirements of Chapter
2051 of the Texas Government Code; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE:
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 Town Council of the Town of Westlake, Texas, hereby determines
and establishes the Star Telegram as the official newspaper for Westlake.
SECTION 3: That the Town Secretary is hereby directed to publish all notices and
advertisements in the Star Telegram in accordance with the Laws of the State of Texas.
SECTION 4: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 22-39
Page 1 of 2
SECTION 5: That this resolution shall become effective from and after its date of
passage.
th
PASSEDAND APPROVED ON THIS 8DAY OF AUGUST 2022.
________________________________
ATTEST: Sean Kilbride, Mayor
____________________________________________________________________
Amy M. Piukana, Town SecretaryTown Manager
APPROVED AS TO FORM:
_________________________________
L. Stanton Lowry, Town Attorney
Resolution 22-39
Page 2 of 2
BOARD OF TRUSTEESAGENDA ITEM
Regular Meeting -Consent Item
Monday, August 08, 2022
TOPIC:Consider a resolution to adopt the Special Education Policy guidelines.
STAFF:Sean Wilson, Head of School
STRATEGIC ALIGNMENT
Outcome
Vision, Value, MissionPerspectiveCurriculum
Objective
Academic Optimize Student
Academic ExcellencePYP / MYP / DP
OperationsPotential
SUMMARY
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. The proposed Special Education
Crosswalk provides procedureswhichhighlight the statesrequired standards and operations for
schools implementing special education services.
COUNCILACTION/OPTIONS
Board of Trusteesactionoptions are to approve or deny approval of the amended Academic
Calendar.
STAFFRECOMMENDATION
Staff recommends adoptionof the Westlake Academy Special Education Policy.
FISCAL/SERVICELEVELIMPACT TO COMMUNITY
Project Cost/Funding Amount:None Funding Source:N/A
Contract: No Forms:N/A
Page 1of 2
Service Levels:N/A
DEVELOPMENT/MOBILITY
IMPACT TO COMMUNITY
Westlake Academy:N/A
Comprehensive Plan: N/A
Cost Recovery Analysis: N/A
Traffic Impact: N/A
ATTACHMENT(S)
1. WA Resolution 22-16
Page 2 of 2
WESTLAKE ACADEMY
WA RESOLUTION 22-16
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES
APPROVING A SPECIAL EDUCATION POLICY AND PROCEDURE GUIDE.
WHEREAS, 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; and
WHEREAS, The proposed resolution supports establishing a policy and procedure for
Special Education; and
WHEREAS, Westlake Academy would be in compliance with State guidelines; 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 Westlake Academy, hereby approves the
Westlake Academy Special Education Policy attached to this resolution as Exhibit “A”.
SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
SECTION 4:That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 8th DAY OF AUGUST 2022.
___________________________________
Sean Kilbride, President
WA Res 22-16
Page 1 of 3
ATTEST:
___________________________________________________________________
Amy M. Piukana, Board Secretary Sean Wilson, Head of School
APPROVED AS TO FORM:
___________________________
Janet S. Bubert, School Attorney
WA Res 22-16
Page 2 of 3
Res 22-16
Exhibit “A”
WA Res 22-16
Page 3 of 3
Westlake Town Council
T YPE OF A CTION
Regular Meeting -Consent
7¤²³« ª¤ 4®¶ #®´¢¨« -¤¤³¨¦
Monday, August 08, 2022
T OPIC:Consider approval of a Resolutionauthorizing changes to the signers on all
Town of Westlake Solana PID depository accounts with US Bank.
S TAFF C ONTACT: Amber Karkauskas, Director of Finance
Jarrod Greenwood, Deputy Town Manager
Strategic Alignment
Outcome
Vision, Value, Mission Perspective Strategic Theme & Results
Objective
Exemplary Service & Governance
Increase
Informed & Engaged
- We set the standard by delivering
Citizen, Student & Transparency,
Citizens / Sense of unparalleled municipal and
Stakeholder Accessibility &
Community educational services at the lowest
Communications
cost.
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line -Start Date:August 8, 2022 C ompletion Date: N/A
Funding Amount: $0.00 Status - N/A Source - N/A
E XECUTIVE S UMMARY (I NCLUDING A PPLICABLE O RGANIZATIONAL H ISTORY)
The Solana Public Improvement District (PID) for the Entrada development was created by
Resolution 14-07 by Town Council on February 24, 2014. In order to levy the assessment on
property within the PID required to service the PID bonds, Town Council adopted Ordinance No.
741 approving the Solana Public Improvement District Service and Assessment Plan and
Assessment Roll.
Page 1 of 2
Due to staff changes, the Town must remove Amanda DeGan and add Jarrod Greenwood as
authorized signers on all Town Solana (Entrada) PID depository accounts with US Bank.
R ECOMMENDATION
Staff recommends approval.
A TTACHMENTS
Resolution 22-44
Page 2 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 22-44
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
CHANGING THE AUTHORIZED SIGNERS ON ALL TOWN OF WESTLAKE SOLANA
PID DEPOSITORY ACCOUNTS WITH US BANK.
WHEREAS, authorized signers of the Town of Westlake’s depository accounts may
require amendments at certain times due to changes in structure and/or personnel; and
WHEREAS, due to the current need to change authorized signers on the Town’s bank
accounts, it is necessary to change the authorized signers on all Town of Westlake Solana PID
depository accounts with US Bank; and
WHEREAS, signers on the Town of Westlake Solana PID depository accounts have
previously included the Town Manager or designee, and the Director of Finance; and
WHEREAS, the Town Council finds that the passage of this resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
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 Town of Westlake Council hereby designates the current, and any
future, Town Manageror designee,and Director of Finance as authorized signers on all Town of
Westlake Solana PID depository accounts with US Bank.
SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this resolution without the invalid
provision.
SECTION 4:That this resolution shall become effective from and after its date of
passage.
Resolution 22-44
Page 1 of 2
th
PASSED AND APPROVED ON THIS 8DAY OF AUGUST2022.
ATTEST: ______________________________
Seal Kilbride, Mayor
_______________________________ ______________________________
Amy M. Piukana, Town Secretary Town Manager
APPROVED AS TO FORM:
______________________________
L. Stanton Lowry, Town Attorney
Resolution 22-44
Page 2 of 2
Westlake Town Council
T YPE OF A CTION
Regular Meeting -Consent
7¤²³« ª¤ 4®¶ #®´¢¨« -¤¤³¨¦
Monday, August 08, 2022
T OPIC:Consider a Resolution amending the authorized signers on the Town of
Westlake Depository Accounts with First Financial Bank and TexPool.
S TAFF C ONTACT: Amber Karkauskas, Director of Finance
Strategic Alignment
Outcome
Vision, Value, Mission Perspective Strategic Theme & Results
Objective
Exemplary Service & Governance
Increase
Informed & Engaged - We set the standard by delivering
Citizen, Student & Transparency,
Citizens / Sense of unparalleled municipal and
Stakeholder Accessibility &
Community educational services at the lowest
Communications
cost.
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line -Start Date:August 8, 2022 C ompletion Date: N/A
Funding Amount: $0.00 Status - N/A Source - N/A
E XECUTIVE S UMMARY (I NCLUDING A PPLICABLE O RGANIZATIONAL H ISTORY)
Due to staffing changes, it is necessary to update the authorized signers on the Town’s First
Financial Bank accounts and TexPool.
Current signers on the Town’s accounts include: Amanda DeGan, Town Manager; Jarrod
Greenwood, Deputy Town Manager; Amber Karkauskas, Director of Finance; and David Quint,
Mayor Pro-Tem. Due to personnel updates, Amanda DeGan will be removed from all accounts,
and Troy Meyer, Assistant Town Manager, will be added as an additional signer.
Page 1 of 2
The Director of Finance’s signature appears on all checks, with the Town Manager or designee,
Deputy Town Manager, Assistant Town Manager or Mayor Pro-Tem, signing all checks over
$10,000. The Mayor Pro-Tem signs checks in emergency situations when two signatures are
required and the primary signers are unavailable. This also provides a mechanism to continue
normal financial operations during staffing changes until new signature cards are completed.
R ECOMMENDATION
Approve Resolution amending the authorized signers on the Town of Westlake depository
accounts with First Financial Bank and TexPool.
A TTACHMENTS
Resolution 22-45
Page 2 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 22-45
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, AMENDING THE AUTHORIZED SIGNERS ON THE TOWN OF WESTLAKE
DEPOSITORY ACCOUNTS WITH FIRST FINANCIAL BANK AND TEXPOOL.
WHEREAS, authorized signers of theTown of Westlake’s depository accounts may
require amendments at certain times due to changes in structure and/or personnel; and
WHEREAS, due to staffing changes, it is necessary to change the authorized signers on
the Town of Westlake’s bank accounts and TexPool; and
WHEREAS, signers on the Town’s accounts have included the Town Manager or
designee, Deputy Town Manager, Assistant Town Manager, Director of Finance, and the Mayor
Pro-Tem. The Director of Finance’s signature appears on all checks, with the Town Manager or
designee, Deputy Town Manager, Assistant Town Manager or Mayor Pro Tem signing all
checks over $10,000; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OFTHE TOWN
OF WESTLAKE, TEXAS:
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 Town of Westlake Council hereby designates Jarrod Greenwood,
Amber Karkauskas, Troy Meyer and David Quint as authorized signers of the Town of
Westlake’s depository accounts with First Financial Bank and TexPool.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 22-45
Page 1 of 2
SECTION 4: That this Resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 8 DAY OF AUGUST2022.
ATTEST: _____________________________
Sean Kilbride, Mayor
___________________________________________________________
Amy M. Piukana, Town Secretary Town Manager
APPROVED AS TO FORM:
_______________________________
L. Stanton Lowry, Town Attorney
Resolution 22-45
Page 2 of 2
Westlake Town Council
T YPE OF A CTION
Regular Meeting -Consent
7¤²³« ª¤ 4®¶ #®´¢¨« -¤¤³¨¦
Monday, August 08, 2022
T OPIC:Consider a Resolution amending the authorized signers on the Town of
Westlake Trust Account with First Financial Bank.
S TAFF C ONTACT: Amber Karkauskas, Director of Finance
Strategic Alignment
Outcome
Vision, Value, Mission Perspective Strategic Theme & Results
Objective
Exemplary Service & Governance
Increase
Informed & Engaged
- We set the standard by delivering
Citizen, Student & Transparency,
Citizens / Sense of unparalleled municipal and
Stakeholder Accessibility &
Community educational services at the lowest
Communications
cost.
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line -Start Date:August 8, 2022 C ompletion Date: N/A
Funding Amount: $0.00 Status - Not Funded Source - General Fund
E XECUTIVE S UMMARY (I NCLUDING A PPLICABLE O RGANIZATIONAL H ISTORY)
Due to the current need to change authorized signers on the Town’s bank accounts, it is necessary
to also update the authorized signers on the Town of Westlake Trust account. This account is only
used to pay health insurance premiums for sales tax exemption purposes that are embedded in the
premiums. Only one transaction per month is processed through this account.
Signers on the Trust account include the Town Manager or designee, and the Director of Finance.
Page 1 of 2
R ECOMMENDATION
Approve Resolution amending the authorized signers on the Town of Westlake Insurance Trust
account with First Financial Bank to be Jarrod Greenwood, Deputy Town Manager, and Amber
Karkauskas, Director of Finance, and removing Amanda DeGan.
A TTACHMENTS
Resolution 22-46
Page 2 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 22-46
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, AMENDING THE AUTHORIZED SIGNERS ON THE TOWN OF WESTLAKE
INSURANCE TRUST ACCOUNT WITH FIRST FINANCIAL BANK.
WHEREAS, authorized signers of the Town of Westlake’s depository accounts may
require amendments at certain times due to changes in structure and/or personnel; and
WHEREAS, the Town’s Insurance Trust account is required for payment of health
insurance premiums when government sales tax exemption is claimed; and
WHEREAS, due to the current need to change authorized signers on the Town’s bank
accounts, it is necessary to change the authorized signers on the Town’s Insurance Trust
account; and
WHEREAS, signers on the Town’s Insurance accounts have previously included the
Town Manager or designee, and the Director of Finance;
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
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 Town of Westlake Council hereby designates Jarrod Greenwood
and Amber Karkauskas as authorized signers of the Town of Westlake’s Insurance Trust Account
with First Financial Bank.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 22-46
Page 1 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
TH
PASSED AND APPROVED ON THIS 8DAY OF AUGUST, 2022.
ATTEST: ______________________________
Sean Kilbride, Mayor
_____________________________________________________________
Amy M. Piukana, Town Secretary Town Manager
APPROVED AS TO FORM:
______________________________
L. Stanton Lowry, Town Attorney
Resolution 22-46
Page 2 of 2
Westlake Town Council
T YPE OF A CTION
Regular Meeting -Consent
7¤²³« ª¤ 4®¶ #®´¢¨« -¤¤³¨¦
Monday, August 08, 2022
T OPIC:Consider a Resolution amending the authorized signers on the Town of
Westlake’s PNC account.
S TAFF C ONTACT: Amber Karkauskas, Director of Finance
Strategic Alignment
Outcome
Vision, Value, Mission Perspective Strategic Theme & Results
Objective
Exemplary Service & Governance
Increase
Informed & Engaged - We set the standard by delivering
Citizen, Student & Transparency,
Citizens / Sense of unparalleled municipal and
Stakeholder Accessibility &
Community educational services at the lowest
Communications
cost.
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line -Start Date:August 8, 2022 C ompletion Date: N/A
Funding Amount: $0.00 Status - Not Funded Source - General Fund
E XECUTIVE S UMMARY (I NCLUDING A PPLICABLE O RGANIZATIONAL H ISTORY)
Due to the current need to change authorized signers on the Town’s bank accounts, it is necessary
to also update the authorized signers on the Town of Westlake’s PNC Purchasing Card account.
This accounts allows authorized cardholders from the Municipality, Westlake Academy, and
Westlake Foundation to have immediate purchasing power outside of the accounts payable
process. Only one payment transaction per monthto the vendoris processed through this account.
Previously, only Amanda DeGan as Town Manager was the signer on the account. In order to
update the appropriate signatory authority, Jarrod Greenwood, Deputy Town Manager, will
Page 1 of 2
authorize Amber Karkauskas, Director of Finance, as the Primary Security Contact on the account,
and Marlene Rutledge, Academic Finance Manager, as the Backup Security Contact.
R ECOMMENDATION
Approve Resolution amending the authorized signer on the Town of Westlake PNCaccount to be
Jarrod Greenwood, Deputy Town Manager, removing Amanda DeGan, and adding Amber
Karkauskasand Marlene Rutledge as Security Contacts.
A TTACHMENTS
Resolution 22-49
Page 2 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 22-49
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, AMENDING THE AUTHORIZED SIGNERS ON THE TOWN OF
WESTLAKE’S PNC ACCOUNT.
WHEREAS, authorized signers of the Town of Westlake’s accounts may require
amendments at certain times due to changes in structure and/or personnel; and
WHEREAS, the Town’s PNC account is required for purchasing card necessities; and
WHEREAS, due to the current need to change authorized signers on the Town’s bank
accounts, it is necessary to change the authorized signers on the Town’s PNCaccount; and
WHEREAS, signers on the Town’s Insurance accounts have previously included the
Town Manager or designee;
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
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 Town of Westlake Council hereby designatesJarrod Greenwood
as the authorized signer of the Town of Westlake’s PNC Account.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 22-49
Page 1 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
TH
PASSED AND APPROVED ON THIS 8DAY OF AUGUST 2022.
ATTEST: ______________________________
Sean Kilbride, Mayor
_____________________________________________________________
Amy M. Piukana, Town Secretary Jarrod Greenwood, Deputy Town Manager
APPROVED AS TO FORM:
______________________________
L. Stanton Lowry, Town Attorney
Resolution 22-49
Page 2 of 2
Westlake Town Council
T YPE OF A CTION
Regular-Discussion Item
7¤²³« ª¤ 4®¶ #®´¢¨« -¤¤³¨¦
Monday, August 08, 2022
T OPIC:Appointing a member to fill the vacant unexpired term ending in May
2023 for Town Council Member
S
TAFF C ONTACT: Amy M. Piukana, Town Secretary
Strategic Alignment
Outcome
Vision, Value, Mission Perspective Strategic Theme & Results
Objective
High Quality Planning, Design &
Informed & Engaged Development - We are a desirable
Municipal & Encourage Westlake's
Citizens / Sense of well planned, high-quality
Academic Operations Unique Sense of Place
Community community that is distinguished by
exemplary design standards.
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line -Start Date:July 25, 2022 C ompletion Date: August 8, 2022
Funding Amount: 0.00 Status - Not Funded Source - N/A
E XECUTIVE S UMMARY (I NCLUDING A PPLICABLE O RGANIZATIONAL H ISTORY)
With the resignation of Carol Langdon, effective August 2, 2022, from the Town Council, a
vacancy has occurred. In a Type A General Law for of government, the Town Council may fill the
vacancy by appointment (majority of remaining members, excluding the mayor, make the
appointment) until the next regular town election (May 6 2023, when current term expires.)
The Town has posted the application on the Town website to allow residents to apply for the
position. All applicants will be required to fill eligibility requirements which are:
Be a U.S. Citizen
Be 18 years of age or older
Not been convicted of a felony
Reside in State and Town for 12 months
Be a registered voter
Pass a criminal background check for the School Board of Trustee position
Page 1 of 2
The Town Secretary will continue to accept applications, until the Town Council appoints a
member to fill the vacancy.
Attachment:
1. Resolution 22-41
2. Applicant List
Council Motion Options:
1. Motion to approve Resolution 22-41 to appoint (____________) to the Town Council to
fill an unexpired term ending in May 2023.
2. Motion to take no action and seek more applicants.
Page 2 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 22-41
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, APPOINTING (_________)TO FILL THE VACANT UNEXPIRED TERM FOR
THE POSITION OF COUNCIL MEMBERFOR THE TOWN OF WESTLAKE, TEXAS.
WHEREAS, Section 22.010of the Local Government Code governs the filling of a
vacancy on the Council Member in a Type A General Law Municipality; and
WHEREAS, The Council has accepted the resignation of Carol Langdon, effective
August 2, 2022, from the Town Council; and
WHEREAS, The Town Council desires to fill the vacancy of the unexpired term of
Carol Langdon in the most expeditious and efficient way prescribed by law.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF ALDERMEN OF THE
TOWN OF WESTLAKE, TEXAS:
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 Town Councilof the Town of Westlake, Texas does hereby
appoint (______)effective on the August 8, 2022, to fill the vacant unexpired term of Carol
Langdon and that (________) will serve until the next regular municipal election held in May
2023, in the Town of Westlake, Texas.
SECTION 3: If any portion of this Resolution shall,for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
SECTION 4:That this resolution shall become effective from and after its date of
passage.
th
PASSED AND APPROVED ON THIS 8DAY OF AUGUST 2022.
Resolution 22-41
Page 1 of 2
ATTEST: _____________________________
Sean Kilbride, Mayor
_____________________________________________________________
Amy M. Piukana, Town SecretaryTown Manager
APPROVED AS TO FORM:
_______________________________
L. Stanton Lowry, Town Attorney
Resolution 22-41
Page 2 of 2
Westlake Town Council
T YPE OF A CTION
Regular Agenda – P&Z Appointments
7¤²³« ª¤ 4®¶ #®´¢¨« -¤¤³¨¦
Monday, August 08, 2022
T OPIC:Consider approving a resolution for annual appointments to the Planning
and Zoning Commission
S TAFF C ONTACT:Amy M. Piukana, Town Secretary
Strategic Alignment
Outcome
Vision, Value, Mission Perspective Strategic Theme & Results
Objective
High Quality Planning, Design &
Informed & Engaged
Development - We are a desirable
Municipal & Encourage Westlake's
Citizens / Sense of well planned, high-quality
Academic Operations Unique Sense of Place
Community community that is distinguished by
exemplary design standards.
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date:July 13, 2022 C ompletion Date: August 8, 2022
Funding Amount: 0.00 Status - Not Funded Source - N/A
E XECUTIVE S UMMARY (I NCLUDING A PPLICABLE O RGANIZATIONAL H ISTORY)
Annually, the Town Council appoints and reappoints members to serve on Boards and
Commissions. The Town Secretary worked closely with the Communications Team to advertise
Planning & Zoning vacancies utilizing the following platforms: Facebook, Twitter, Website, Email
blast, Nexsdoor App, and via Text Alert. Since the Planning and Zoning Commission is considered
a quasi judicial board, the Town Council may discuss interviews during closed executive session.
Planning and Zoning Commission
Description (Overall)
The Planning and Zoning Commission’s role in the community is to ensure high quality
development that adheres to the Town’s Comprehensive Plan, as well as meets guidelines and
regulations in Town Ordinances and laws of the State of Texas. This includes residential and
commercial properties, public facilities, open spaces, as well as overall land use within the Town.
Special Qualifications Required (who we are)
Member must be a registered voter and reside in the Town of Westlake.
Duties (What we do)
The commission hears and recommends to Council zoning, planning and subdivision control as
specified under the Charter of the Town of Westlake or the laws of the State of Texas. The Zoning
Commission approves plats and holds public hearings when deemed necessary. The Commission
has 8 members. (5 regular, and 3 alternates.)
Meetings (How Often)
Meetings are called, as needed. Typically hold work session at 5 p.m. and regular session at 6 p.m.
Term Length (For how long)
2 YearTerms
Planning and Zoning Commission – Background
With the resignation of Rick Rennhack as regular member, Kim Morris as regular member, Sharon
Sanden, as Alternate 1, and the current vacancy for Alternate 3 seat, positions may be filled.
Typically, alternates shift up to regular seats and new members fill alternate seats. The Town
Secretary’s worked with the Communications team to help advertise for Boards and Commissions.
The Town Secretary received ten (10) applications for the Planning and Zoning Commission.
In summary, The Town Council has the option to reappointment members, or select new members
to serve. Below, is the current roster of members serving on the Planning and Zoning Commission.
(*is for members seeking reappointment)
o Regular Member Tim Brittan, Chair Term Expires June 2023
o Regular Member Ken Kraska Term Expires June 2023
o Regular Member - Vacant (Rick Rennhack resigned) Term Expired June 2022
o Regular Member - Vacant (Kim Morris resigned) Term Expired June 2022
o Regular Member Michelle Lee Term Expires June 2023
o Alternate No. 1 Vacant (Sharon Sanden resigned) Term Expired June 2022
o Alternate No. 2 *Diane Prager (seeks reappointment) Term Expired June 2022
o Alternate No. 3 Vacant Term Expired June 2022
The following applications were received for consideration of appointment to the Planning and
Zoning Commission: Mobeen Aslam, Paresh Patel, Brooks Remaley, Michael Mauler, Randy
McFarland, Victor Sansone III, Adam Coffey, Jon Paul Ruggles, Linda Bjorn and Tammy Reeves.
The Town Secretary conducted interviews with available applicants and provided the Town
Council with video links for review. The Town Council will review applications, attendance
records and create a slate list of preferences. The Council may make a motion to approve a
Resolution to appoint members to the Planning & Zoning Commission.
Council Motion
1) Motion to approve a resolution and appoint the following Planning & Zoning
Commissioners: (State Name in Motion)
(___________), as regular member term ending June 2024
(___________), as regular member term ending June 2024
(___________), as alternate member #1 term ending June 2024
(___________), as alternate member #2 term ending June 2024
(___________), as alternate member #3 term ending June 2024
Attachments
1) Resolution
TOWN OF WESTLAKE
RESOLUTION NO. 22-40
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
APPOINTING MEMBERS TO THE PLANNING AND ZONING COMMISSION.
WHEREAS,vacancies currently exist on the Planning and Zoning Commission; and,
WHEREAS, the Town Council conducts annual board appointments and reappointments;
and,
WHEREAS, the Town Council has received applications for consideration of
appointment; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
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 following individuals are hereby appointed or reappointed to the
Planningand Zoning Commission:
As a result of the appointments heretofore stated, the Planning and Zoning Commission
is represented by the following with terms beginning August 16, 2022, for newly appointed
members:
Term Expiration
Tim Brittan, regular member June 2023
Ken Kraska, regular memberJune 2023
Michelle Lee, regular memberJune 2023
(__________), regular member June 2024
(__________), regular member June 2024
(__________), alternate member #1 June 2024
(__________), alternate member #2June 2024
(__________), alternate member #3 June 2024
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 22-40
Page 1 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
th
PASSED AND APPROVED ON THIS 8DAY OF AUGUST 2022.
___________________________________
Sean Kilbride, Mayor
ATTEST:
______________________________________________________________________
Amy M. Piukana, Town Secretary Town Manager
APPROVED AS TO FORM:
_____________________________________
L. Stanton Lowry, Town Attorney
Resolution 22-40
Page 2 of 2
COUNCIL AGENDA ITEM
Regular Session - Consent
Monday, August 08, 2022
TOPIC: Consider approval of a Resolution accepting a generous grant to be used
exclusively for the architectural planning of improvements to the
gymnasium and the sport field study completed at 2600 J.T. Ottinger Road.
STAFF: Troy J. Meyer, Assistant Town Manager
STRATEGIC ALIGNMENT
Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective
Mission: Westlake is a
unique community blending
preservation of our natural
Exemplary Service & Governance
environment and
- We set the standard by delivering Improve Technology,
viewscapes, while serving People, Facilities, &
unparalleled municipal and Facilities &
our residents and businesess Technology
educational services at the lowest Equipment
with superior municipal and
cost.
academic services that are
accessible, efficient, cost-
effective, & transparent.
SUMMARY
In December of 2021, the Westlake Academy Athletic Director contacted Town staff to announce
the Westlake Academy Athletic Club (WAAC) was workingwith the Colby familyto receive a
donation toimprove the campus’ sports facilities. The use of funds is restricted to the following:
architect firm, engineering firm, construction costs and new equipment exclusively for the Gym,
Fieldhouse, and two sports facilities improvements.
The next step is to create a program committee for the remodeling of the Gym and the Fieldhouse
facilities. This would include 3 to 4 meetings with the architect firm, Athletic Director, donor
Facilities Director, and one WAAC member to select equipment and products for the remodeling
project. Once the programing is completed, a Construction Manager-at-Risk (CMR) proposal will
be presented to the Town Council for consideration. The CMR will take the project out to bid to
get the final cost of the project. After reviewing all bids and confirmed pricing, the Facility
Director will update the donor, WAAC, and Town Council on the total cost of the project. An
estimated timeline and completion phases of the projectis provided for reference below:
Timeline
February 2022 – Present conceptual drawings and first round of price estimates to donor
Page 1 of 3
March - Present conceptual drawings to the Town Council for consideration
April 25, 2022 - Town Council to accept the grant commitmentfrom the Athletic Club
(WAAC).
April 25, 2022 – Town staff will recommend approval of the architect, Bennet Partners,
programing agreement to remodel the WA gym and fieldhouse with acceptance of the
granted from the WAAC.
Phase I
Presented conceptual drawings to the Town Council for consideration
Complete a drainage study on the west side of the campus
Complete programming of the facilities - 2 to 3 months
Creation of construction drawings - 3 months
Phase II
Second round of project estimates - 2 months
Hire Construction Manager-at-Risk (CMR)
Request for bids - 2 month
Receive final contract costs and received100% of funds from WAAC to begin construction
Phase III
Present selected project bid to Town Council for approval
Begin project - estimated completion 2023
The entire project (100%) will be funded by the grant from the WAAC. The WAAC will transfer
the grant to the Town in order to fund 100% of the costs for each phase. These funds will be placed
in a restricted account for these specific athletic improvements, meaning the funds cannot be used
for any other purpose. Each phase of the project cannot start until the Town receives full funding
to pay for the services. Additionally, a signed bid and agreed-upon contract to begin the project
cannot be entered into by the Town until all necessary funds are received by the Town, as this is a
public improvement project on Town-owned assets.
On July 1, 2022 the WAAC approved a grant for $24,900.00 for architectural planning of
improvements to the gymnasium with Glenn Partners ($20,000.00) and the sport field study
completed by Bennett Partners ($4,900.00). These restricted grant funds are for planning interior
gym improvements including: the student locker rooms and restrooms including furnishings and
fixtures, organization for athletic equipment storage in the gym, improved scoreboard and
audio/visual equipment, lighting, court use optimization, concessions, and optimized seating for
athletes and spectators.
STAFF RECOMMENDATION
Staff recommends the acceptance of the grant from the WAAC, to be used exclusively for the
Campus sports facilities improvements.
COUNCILACTION/OPTIONS
1. Motion to approve Resolution 22-23, as presented; or
2. Motion to reject Resolution 22-23.
Page 2 of 3
FISCAL/SERVICELEVEL IMPACT TO COMMUNITY
Project Cost/Funding Amount: $24,900.00 Funding Source: Contributions/Grants
Contract: No Forms: N/A
Service Levels:The generous grant will greatly benefit the Westlake Academy Athletic
Program.
DEVELOPMENT/MOBILITYIMPACT TO COMMUNITY
Westlake Academy:The grant will provide funding that directly benefits our student athletes’
experience.
Comprehensive Plan: N/A
Cost Recovery Analysis: N/A
Traffic Impact: N/A
ATTACHMENTS
1. Resolution 22-23
2. Exhibit A - Grant letter from the WAAC
Page 3 of 3
TOWN OF WESTLAKE
RESOLUTION NO. 22-23
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
APPROVING THE ACCEPTANCE OF A GENEROUS DONATION TO BE USED
EXCLUSIVELY FOR The SPORT FIELD STUDY AND ARCHITECTURAL
PLANNING OF IMPROVEMENTS TO THE GYMNASIUM LOCATED AT 2600 J.T.
OTTINGER ROAD.
WHEREAS, the Town of Westlake desires to encourage broad community support and
involvement in this project through utilization of private donations, gifts, and other private
funding sources to enhance this project, aswell as ensure its success via the use of a
public/private partnerships; and
WHEREAS, the Westlake Athletic Club (WAAC) has secured a donation from a private
donor, who desires these funds to then be granted to the Town, for the direct use for the
architectural planning of improvements to the gymnasium and the sport field study completed;
and
WHEREAS, the Town Council’s acceptance of this generous gift will be used for the
remodeling and related improvements of the Westlake Academy gym and sport field study; and
WHEREAS, the Town Council finds that the passage of this resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
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: 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 3: That, the Town Council of the Town of Westlake, hereby accepts a
generous donation of $24,900.00 to the Town from the Westlake AcademyAthletic Club
(WAAC). The Council acknowledges the desire of this donor to apply these funds to be used
exclusively for the remodeling of the Academy gym and sport field study.
Resolution 22-23
Page 1 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
th
PASSED AND APPROVED ON THIS 8DAY OF AUGUST 2022.
_____________________________
ATTEST: Sean Kilbride, Mayor
_____________________________________ _____________________________
Amy M. Piukana, Town SecretaryTown Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Resolution 22-23
Page 2 of 2
July 1, 2022
Mr. Troy Meyer
Assistant Town Manager
Town of Westlake
1500 Solana Blvd., Bldg. 7, Ste. 7200
Westlake, TX 76262
VIA EMAIL: tmeyer@westlake-tx.org
Dear Troy:
We are pleased to inform you that Westlake Academy Athletic Club approved a grant to the Town of
Westlake in the amount of $24,900.00 for architectural planning of improvements to the gymnasium
with Glenn Partners ($20,000.00) and the sport field study completed by Bennett Partners ($4,900.00).
These restricted grant funds are for planning interior gym improvements including: the student locker
rooms and restrooms including furnishings and fixtures, organization for athletic equipment storage in
the gym, improved scoreboard and audio/visual equipment, lighting, court use optimization,
concessions, and optimized seating for athletes and spectators.
The Westlake Academy Athletic Club mission is to raise funds to support athletic activities at
Westlake Academy. As a designated 501(c)(3) non-profit organization, the WAAC, on behalf of our
donors, requests progress and expenditure reports on the administration of these grant monies for the
architectural fees related to the planning of improvements to the gymnasium. Any funds remaining at
the conclusion of Glenn Partners architectural planning work on the gym should be returned to WAAC.
At your earliest convenience please forward a copy of the signed agreement with Glenn Partners.
We look forward to watching all students utilize and enjoy the improvements to the gym as they
continue their IB education at Westlake Academy.
Sincerely,
John Davidson
President, 2022-2023 School Year
Westlake Academy Athletic Club is a 501(c)(3) organization
2600 J.T. Ottinger Road, Westlake, TX 76262
TOWN COUNCIL AGENDA ITEM
Regular Meeting - Action Item
Monday, August 08, 2022
TOPIC: Consider a Resolution authorizing the Town Manager to execute an
agreement with Bennet Partners to provide programming and schematic
design for the Westlake Academy expansion of the Sam & Margarete Lee
Arts and Sciences Center and authorize the town manager to make funding
changes not to exceed $25,000 on this project.
STAFF: Troy Meyer, Facilities and Public Works Director
STRATEGIC ALIGNMENT
Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective
Exemplary Education - Westlake is
Informed & Engaged Improve Technology,
People, Facilities, & an international educational leader
Citizens / Sense of Facilities &
Technology where each individual's potential is
Community Equipment
maximized.
SUMMARY
The Westlake Academy campus openedin 2003 with 55,000 sq. ft. in three buildings on 21 acres.
The Sam & Margarete Lee Arts and Sciences Center was the first expansion project completed in
2010 which added 8,500 sq. ft. with two labs, one art room, office space and meeting space.
In 2011, three portable buildings (4,200 sq. ft.) with 6 classrooms were added to the campus.
In 2012 Bennett Partners was hired to create a Facilities Master Plan for the Westlake Academy
that would look at growth options within the 24 acre campus and off-site properties. This final plan
was approved by Town Council in December 2012.
In 2013, the Town Council approved the Westlake Academy Expansion Phase One of the approved
master plan which included the Fieldhouse, Secondary Building, and Multi-Purpose Hall. This
Phase One project was completed in 2014 and added 38,000 sq. ft. Also, in 2013 three additional
portables were added to the campus totaling six portable buildings with 12 classrooms and 8,400
sq. ft. The WA Campus Facility Master Plan was discussed as to the possibility of funding an
update to this Plan at the Budget Retreat with Council during preparation of the FY17-18 Budget.
No funding was included in the FY 17-18 Budget to retain professional services to update this six-
year-old plan.
Page 1 of 4
Further discussion was held at the Board of Trustee’s May 7, 2018 workshop. At this May 7th
BOT workshop, staff presented a memorandum which contained recommendations for moving
forward on capital improvement planning.
Representatives from Stantec met with the Town Council at their September 24, 2018 workshop
to share their thoughts on recommended steps to move our process forward as well as services they
provide to clients to that end.
In October of 2018, Town Councilapproved an agreement with Stantec to moveforward with a
Capital Improvement Plan that would include the following:
Define “immediate need” to identify WA capital project(s) that might be recommended to
address that immediate need.
Begin to address medium and long-range projects via a process that considers medium and
long-range facility planning within the context of both reviewing the existing Campus
Facility Master Plan and any effort to re-visit and update that Plan.
Create an intersection and reconciliation of any identified immediate need capital project
with the Campus Facility Plan, either in its current form or as it may be revised through an
update process.
Stantec proposed over $48M in improvements to the campus and structure parking. Due to Stantec
staff turnover and lack of understanding of Town financial goals and enrollment predictions for
primary boundary residents, the Stantec Master Plan recommendations were not approved.
In 2019, Staff hired Bennett Partners, the original architect on the project, to provide architectural
services to complete a facility analysis of the WA Campus which included the following:
Space utilization in all buildings
Future building and sports field locations
Arts & Sciences Center Expansion
Parking
At the June 2021Town Council retreat, Bennet Partners and Town Staff presented an in depth
analysis of the following:
Growth of Westlake Academy
Facility Analysis by Bennett Partners
Two options for the A&S Expansion
Cost summary- two options for the A& S expansion, three story Secondary School and
PYP addition
Data Review for enrollment by neighborhood and Primary and Secondary Programmers
at the Academy
A brief Vision/Mission review and a presentation on the tenants of an IB Education
At the February 28, 2022, Town Council meeting the staff presented the following options:
Facility capacity analysis
Options to add to existing buildings
Options to remove and/or replace older portables with classrooms, storage, and flex space
Arts & Sciences expansion and the potential impact on portable buildings
Page 2 of 4
Enrollment numbers for students
Sports Package
Updating the gym and fieldhouse
Updating sports fields
Funded by donor
Funding sources for these projects include the following:
WA capital improvement fund
A&S restricted fund
Opportunity for the Westlake Academy Foundation to create a capital campaign
Private donors
Bond issuance that would require voter approval
Town Council direction from the February 28, 2022, included the following, which was
presented on April 4, 2022, Council meeting:
Building cost estimate and renderings for a three-storyaddition to the Arts & Sciences
building
and renderings for a two-story addition with a total of 10 general
Building cost estimate
use classrooms, two art rooms, three science labs and administration offices to the Arts &
Sciences building
At the April 4, 2022, Council direction was to hire Bennet Partners to start the programming and
schematic design for the Westlake Academy expansion of the Sam & Margarete Lee Arts and
Sciences Center. The first meeting was held on June 6, 2022, with teachers, principals and town
staff. BP also held a second meeting at the A& S building with the science teacher to look at
current lab spaces.
Current fund available through Municipal Economic Development Agreement Fund
Current balance $2M and A&S donations - restricted Funds $3.1M for a total of $5.1M.
COUNCILACTION/OPTIONS
Approve the proposed Resolution
Reject the proposed Resolution
STAFF RECOMMENDATION
Staff recommends approving the agreement with Bennet Partners to complete the programming
and schematic design for the two-story A&S expansion with the 10 general use classrooms, two
art rooms, three science labs and administration offices to the Arts & Science building funded from
the WA capital improvement fund and the A&S restricted funds. In addition, Staff would
recommend that we partner with the WA Foundation Board to discuss opportunities for acapital
campaign to raise funds for the project.
FISCAL/SERVICELEVEL IMPACT TO COMMUNITY
Project Cost/Funding Amount: $85,000.00 Funding Source: Contributions/Grants
Contract: Yes Forms: Forms 1295 & 2270
Page 3 of 4
Service Levels:The proposed Resolution provides for architectural service to expand the A&S
to a two-story which would remove all the classrooms from the 6 modular buildings.
DEVELOPMENT/MOBILITYIMPACT TO COMMUNITY
Westlake Academy: The approval of the proposed agreement would confirm pricing of the
expansion project and only accommodate current student population.
Town of Westlake: Would help to determine funding sources for the project.
Comprehensive Plan: N/A.
Cost Recovery Analysis: N/A.
Traffic Impact: N/A.
ATTACHMENTS
1. Resolution 22-47
2. Proposed Bennet Partner agreement.
Page 4 of 4
TOWN OF WESTLAKE
RESOLUTION NO. 22-47
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, APPROVING AGREEMENT WITH BENNET PARTNERS TO PROVIDE
PROGRAMMING AND SCHEMATIC DESIGN FOR THE WESTLAKE ACADEMY
EXPANSION OF THE SAM & MARGARETE LEE ARTS AND SCIENCES CENTER
AND AUTHORIZE THE TOWN MANAGER TO MAKE FUNDING CHANGES NOT
TO EXCEED $25,000 ON THIS PROJECT.
WHEREAS, the Town of Westlakeowns andoperatesthe Westlake Academyand provides
facilities for Town and Academy use; and,
WHEREAS, the expansion of the A&S building would include 10 general use classrooms two
art rooms, three science labs and administration offices to the Arts & Science building: and,
WHEREAS; the expansion would allow all of the classrooms currently located in the allthe 6
modulars to be relocated in the two-story A &S; and,
WHEREAS, Bennet Partners would providethe programming and schematic design for the
Westlake Academy expansion of the two-story Sam & Margarete Lee Arts and Sciences
Center; and,
WHEREAS, theTown Council findsthat the passage of thisresolutionisinthe best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWNCOUNCILOF THE
TOWN OF WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be
true and correct and areincorporated herein by reference as if copied in their entirety.
SECTION 2: That the Town of Westlake Town Council hereby approves the
agreement with Bennet Partners as attached as Exhibit “A” and authorize Town
Manager to make funding changes not to exceed $25,000 on this project., attached as
Exhibit "A".
SECTION 3: If any portion of this Resolution shall, for any reason, be declared
invalidby any courtof competentjurisdiction, such invalidity shall not affect the
remaining provisions hereof and the Council hereby determines that it would haveadopted
this Resolution without theinvalidprovision.
SECTION 4: That this resolution shall become effective from and afterits dateof
passage.
Resolution 22-47
Page 1 of 2
TH
PASSED AND APPROVED ON THIS DAY 8 OF AUGUST 2022.
ATTEST: _____________________________
Sean Kilbride, Mayor
____________________________ ______________________________
Amy M. Piukana, Town Secretary Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Resolution 22-47
Page 2 of 2
Michael J. Bennett AIA
25 April 2022
Troy Meyer
Director of Facilities and Public Works
Town of Westlake
1500 Solana Blvd.
Building 7 Suite 7200
Westlake, Texas 76262
817.490.5735
TMeyer@westlake-tx.org
RE: Westlake Academy Art and Science Addition
Proposal for Design Services
Dear Troy,
Thank you again for the opportunity to present our proposal for the programming and
schematic design for a new Art and Science Addition to Westlake Academy. We have
enjoyed and appreciated working with you on past projects and look forward to continuing
proposal once the complete scope can be established.
The following attachments include our fee proposal, scope of services, and standard terms
and conditions. If we have misunderstood your requirements, or if you need us to make
executed. Thank you for considering Bennett Partners for this work. We look forward to
hearing from you.
Best regards,
Michael J. Bennett, AIA
Principal and CEO
640 Taylor Street, Suite 2323 | Fort Worth, Texas 76102
817.335.4991 | www.bennett.partners
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The project consists of the programming and schematic design for a new two-story, 22,500 sf
addition to the Art and Science Building on the Westlake Academy campus. It is anticipated
that the addition will include art classrooms, science labs, general classrooms, some potential
administration space as well as general support spaces. Because of the existing topography
we anticipate that the addition will be constructed partly into the hillside with a retaining
foundation wall to the north. Additionally, there are water and sewer lines that will need to
be relocated to accommodate the new addition.
scope and fundraising goals can be established.
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and schematic design effort to investigate
options the site for the project using the
program requirements and your feedback.
We have also included Graham Associates
on the team to provide surveying and civil
engineering for the project. We have not
anticipated the need for other consultants
at this stage, but we will work with you if
we jointly decide other expertise is needed
during the course of the project.
As our client and owner, you will review
and approve our work, and will provide
direction to us regarding the project
program, schedule, and budget. You will
also provide us information regarding your
site, such as available drawings, surveys,
geotechnical information, if available, and
any applicable design standards or deed
restrictions.
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Bennett Partners will be the architect for the project as generally described above and will
provide the schematic design services described below.
Our proposed scope of work will include the following:
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This initial phase of the work will be dedicated to working with you and the Westlake
we will meet with the stakeholder team to understand the current and future requirements,
both in terms of space allocation and types of spaces. We understand that this phase may
also include a meeting with town council representatives for council programming input.
We will review the goals of the art and science programs with teachers and school leadership
Once all the interviews have been completed and an initial draft of the program has been
developed, we will review the preliminary results with you and your stakeholder team to
obtain your insight and input. Following our review with you, we will recommend appropriate
program adjustments to meet your space objectives. Revisions to the program will then be
reviewed with the appropriate academy and town staff to close the loop.
Using what we learned as we developed the program, we would next proceed to developing
These options would be diagrammatic in nature and not yet developed to the space plan
level of detail. After a review of the options with you, we would use your input to edit the
options for review and to arrive at a mutually agreed version, which could be used in a
subsequent space planning effort. The plans would also show how the classrooms could
share certain facilities such as work rooms, storage, etc.
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Initial program of spaces required and square footages
Blocking and stacking alternative arrangements for classrooms within the building
Plan showing arrangement of classrooms and ancillary spaces
Square footage calculations
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Depending on scheduling availability for the stakeholder team and teachers and your time
for review, we propose completing this work within a 4 week period from the time you
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Based upon the program requirements and the approved plan we will develop schematic
design options for your review, comment and approval. The design will then be further
elements. During this phase of the work, we will also initiate preliminary discussions with the
Town of Westlake regarding code interpretations, infrastructure, and development issues.
We will also send this package to a maximum of three contractors for a schematic pricing
estimate to help us more accurately meet your construction budget requirements.
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Preliminary site / topographic survey
Schematic architectural site plan
Schematic building elevations
Schematic civil site plan to describe proposed grading and utilities
Preliminary exterior material selections
Three-dimensional conceptual renderings of 3-4 exterior views in support of your capital
campaign
Review of proposed project budget and schedule prepared by the construction manager
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For this stage of the work, we have included regular meetings and presentations with you
as needed to progress the design and to coordinate our work. We have also accounted
for meetings with town staff and consultants to continue to develop the drawings and to
respond to applicable code requirements. We will also participate in a pre-development
conference with the town during this early stage of the work. We anticipate the schematic
design phase will require 6-8 weeks to complete.
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To perform the scope of work as outlined in this proposal, we propose the following lump
sum fees:
Westlake Academy Art and Science Addition
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Programming Phase35 %$ 29,750.00
Schematic Design Phase65 %$ 55,250.00
The fees outlined above exclude the additional services and reimbursable expenses outlined
below. We will invoice for our services on a monthly basis, based on a percentage complete
per phase of the work.
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Bennett Partners is appointed under the terms of this Agreement, including:
Project Details
Scope of Work
Fee Proposal
Additional Fees and Expenses
Hourly Rate Schedule
Terms and Conditions
which together comprise the Agreement between the client and Bennett Partners.
The client agrees to engage Bennett Partners subject to and in accordance with the terms of
this Agreement and undertakes to carry out their duties in accordance therewith including
payment of the fees and expenses as set out in Part 3 and Part 4 of the Agreement.
Bennett Partners agrees to perform the services described in Part 1 and Part 2 of the
Agreement and in accordance with the terms and conditions hereunder.
Michael J. Bennett AIATroy Meyer
Director of Facilities and Public Works
Bennett PartnersTown of Westlake
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The items listed below are not included in the services covered under this proposal; however,
we would be pleased to submit a proposal for these items as an additional service upon your
request.
Specialty consultants not listed above, such as civil or geotechnical consulting
Design of specialty items such as water features, sculpture and other art pieces
Quantity surveying or construction scheduling
Professionally-built models or material mock-ups
Drawings or reports for approvals by statutory agencies other than those mentioned
herein
Field survey or other documentation of as-built/existing conditions
Out-of-phase revisions to previously approved work
Revisions to the project description, scope of services or schedule
Permit agency appeals or variance hearings beyond initial presentation
Detailed construction documents
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of compensation is mutually agreed upon. Our current hourly rates are attached to this
fee proposal. These rates apply for the current calendar year and are subject to revision on
year.
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All out-of-pocket expenses incurred on behalf of a client for items such as travel,
teleconferences, printing and graphics, postage and delivery, photography, scale models, fees
will be available upon request but limited to items over $150 each.
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Principal $300.00
Senior Project Manager $180.00
Project Manager $170.00
Project Architect I $160.00
Project Architect II $140.00
Landscape Architect I $150.00
Landscape Intern $100.00
Project Coordinator I $125.00
Project Coordinator II $110.00
Interior Designer $150.00
Interior Designer I $130.00
Interior Designer II $110.00
Interior Design Intern $80.00
Construction Administrator $140.00
Technician I $120.00
Technician II $90.00
Sr. Administrative $120.00
Administrative $110.00
Planner $120.00
Urban Planner $150.00
Development Analyst / Planner $120.00
Planning Intern $100.00
IT Management $110.00
These rates apply for the current calendar year and are subject to revision on January 1, when
percentage is added. Effective January 2018
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1.1 Bennett Partners shall perform its services consistent with the professional skill and
care ordinarily provided by architects practicing in the same or similar locality under
the same or similar circumstances.
1.2 Bennett Partners shall maintain insurance coverage for the duration of this
Agreement. If any of the requirements exceed the types and limits Bennett Partners
normally maintains, the Client shall reimburse Bennett Partners for any additional
cost.
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2.1 The Client or his consultants shall furnish Bennett Partners with complete information
about the Project including, but not limited to, site plan, accurate drawings of existing
and proposed buildings, programming information and budgets.
2.2 The Client shall furnish surveys to describe the physical characteristics, legal
limitations and utility locations for the site of the Project, and a written legal
description of the site.
2.3 The Client shall furnish services of geotechnical engineers, which may include test
borings, determinations of soil bearing values and percolation tests with written
reports and appropriate recommendations.
provided by the Client and his consultants, and shall be entitled to rely on the
accuracy and completeness of this information.
2.5 The Client shall review promptly and thoroughly all documentation submitted for
approval. Decisions and information to be provided by the Client shall be furnished in
an expeditious manner in the interest of the timely progress of the design services.
2.6 The Client shall designate a Representative who shall have the authority to provide
2.7 The Project cost budgets, monitoring and construction scheduling shall be the
2.8 Obtaining necessary planning and building permits are not included in the scope of
this proposal.
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suspends the performance of services by Bennett Partners for convenience. Upon
suspension the Architect shall cease work and incur no further fees and shall be
compensated for all basic and additional services performed to the date of suspension
based on the percentage of completion times the fee along with any reimbursable
expenses incurred to the date of the notice of suspension. Upon resumption of
the actual impact of the suspension of the work.
3.2 If services are terminated for any reason, Bennett Partners shall be compensated for
all basic and additional services performed to the date of the notice of termination
based on the percentage of completion to date along with any reimbursable
expenses, as well as an amount equal to 10% of the total compensation for all services
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4.1 Bennett Partners shall have no obligation to work on the Project and render services
passes from Bennett Partners delivery of its statement and the Client has failed to
pay the amount set forth therein, Bennett Partners shall give written notice to the
Client of its intent to stop work. Unless the Client makes arrangements acceptable
provide for payment of the delinquent fee, the Architect shall stop work and shall
have no liability for any damages which result to the Client as a result of such work
stoppage.
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5.1 If any change to the Project Description, Scope of Services or Schedule occurs, then
Bennett Partners shall perform services affected by these changes only after a mutual
Services.
7!Dmbjnt!boe!Ejtqvuft!
the Project or following the completion of the Project, the Client and the Bennett
Partners agree that all disputes between them arising out of or relating to this
Agreement or the Project shall be submitted to non-binding mediation.
6.2 The Client and Bennett Partners further agree to include a similar mediation provision
in all agreements with independent contractors and consultants retained for the
Project and to require all independent contractors and consultants also to include
a similar mediation provision in all agreements with their subcontractors, sub-
consultants, suppliers and fabricators, thereby providing for mediation as the primary
method for dispute resolution among the parties to all those agreements.
6.3 If a dispute arises from matters related to the services provided under this Agreement
and that dispute requires litigation instead of mediation as provided above, then the
charges, and expenses expended or incurred.
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Bennett Partners who shall retain ownership of the drawings and the copyrights,
whether the Project for which they are made is executed or not. They may not be
or extensions to the Project, except by agreement in writing and with appropriate
compensation to Bennett Partners.
7.2 Bennett Partners grants, subject to payment of all outstanding fees, to the Client a
Project for all purposes relating to the Project.
9!
8.1 Nothing contained in this Agreement shall create a contractual relationship with or
a cause of action in favor of a third party against either the Client or the Consultant.
Consultant because of this Agreement or the performance or nonperformance of
services hereunder. The Client and Consultant agree to require a similar provision in
all contracts with contractors, subcontractors, sub-consultants, vendors and other
entities involved in this Project to carry out the intent of this provision.
TOWN COUNCILAGENDA ITEM
Regular Meeting - Consent
Monday, August 08, 2022
TOPIC: Consider a Resolution approving the tax rolls for tax year 2022 on property
within the Town; approving the estimated tax collection rate; and
designating an official to calculate the no-new-revenue and voter-approval
tax rates.
STAFF: Amber Karkauskas, Director ofFinance
STRATEGIC ALIGNMENT
Vision, Value, MissionPerspectiveStrategic Theme & ResultsOutcome Objective
Exemplary Service & Governance
Increase
- We set the standard by delivering
Transparent / Integrity-
Transparency,
Fiscal Stewardshipunparalleled municipal and
driven GovernmentAccessibility &
educational services at the lowest
Communications
cost.
SUMMARY
The resolution presented is provided pursuant to Section 26.04 of the Texas Property Tax Code,
which requires the assessor for a taxing unit to submit the total appraised value, the total assessed
value and the total taxable value of the property within the unit' s boundaries to the unit' s
st
governing body by August 1 or as soon thereafter as practicable.
The below percentages have been certified by Wendy Burgess, Tarrant County Tax Assessor-
Collector and used for the calculation of Tax Year 2022 anticipated collection rate within the Truth
in Taxation (TNT) worksheet. These collection rate numbers are for both Tarrant and Denton
counties as Tarrant County collects both counties for us.
Tax Year 2019Actual Collection Rate101.23%
Tax Year 2020Actual Collection Rate99.29%
Tax Year 2021Actual Collection Rate100.45%
Tax Year 2022Anticipated Collection Rate100.00%
Tax Year 2021Excess Debt Collection $32,623
Page 1 of 3
Please find below the most current information related to both appraisal districts.
Certified Estimated
Tarrant County Denton County Total
Certified Values $ 1,870,841,374 $ 85,167,363 $ 1,956,008,737
Under Protest and Incomplete 113,703,227 224 113,703,451
Projected Assessed Valuation $ 1,984,544,601 $ 85,167,587 $ 2,069,712,188
New Construction (Taxable)
Commercial$ 9,400,900 $ 74,875,142 $ 84,276,042
Residential 58,048,690 58,048,690
$ 67,449,590 $ 74,875,142 $ 142,324,732
Average Single-Family Market Value$ 2,578,547
Average Single-Family Taxable Value $ 1,971,679
** Pending Certified Tax Rolls from Denton County as of 8/1/22.
th
Additionally, changes during the 86 Texas Legislative session included the passing of Senate Bill
2 (SB2) which created several new requirements for local governments in the Tax Code. One of
the new requirements is that an officer or employee be designated by the governing body to
calculate the no-new-revenue tax rate and the voter-approval tax rate for the taxing unit after the
assessor submits the certified appraisal roll. Staff recommends the designation of the Town
Manager or the Director of Finance as that officer or employee responsible for complying with
Section 26.04(c) of the Tax Code.
COUNCILACTION/OPTIONS
All taxing entities in the state of Texas are required by law to toaccept and approve the certified
tax rolls received each year, the estimated tax collection rates received, and to designate an officer
or employee to calculate the Town’s ad valorem tax rates. Council may approve or deny the related
resolution regarding these necessary actions.
STAFF RECOMMENDATION
Staff recommends Westlake Town Council to accept and approve the certified tax rolls received
for tax year 2022, the estimated tax collection rate as submitted, and to designate the Town
Manager or their designee (Director of Finance) as the officer or employee to calculate the Town’s
ad valorem tax rates.
Page 2 of 3
FISCAL/SERVICELEVEL IMPACT TO COMMUNITY
Project Cost/Funding Amount: $0Funding Source: N/A
Contract: No Forms: N/A
Service Levels:N/A
DEVELOPMENT/MOBILITYIMPACT TO COMMUNITY
Westlake Academy: N/A
Comprehensive Plan: N/A
Cost Recovery Analysis: N/A
Traffic Impact: N/A
ATTACHMENTS
Tarrant County 2022 Certified Tax Roll
Denton County 2022 Certified Tax Roll (Pending)
Tarrant County 2022 (includes Denton Co.) Certified Collection Rate Estimate
Resolution 22-48
Page 3 of 3
TOWN OF WESTLAKE
RESOLUTION NO. 22-48
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
APPROVING THE TAX ROLLS FOR TAX YEAR 2022ON PROPERTY WITHIN THE
TOWN; APPROVING THE ESTIMATED TAX COLLECTION RATE; AND
DESIGNATING AN OFFICIAL TO CALCULATE THE NO-NEW-REVUNUE TAX
RATE AND THE VOTER-APPROVAL RATE.
WHEREAS, on August 1, 2022, theChief Appraisers of TarrantAppraisal District (TAD)
and Denton Central Appraisal District(DCAD)provided to the Town of Westlake the tax rolls for
2022with a total appraised value of $2,691,531,649 and havinga net taxable value of
$2,069,712,188, with TarrantCounty and Denton County providingthe certified values; and,
WHEREAS, Texas Tax Code 26.04(c)and 26.17(e) requiresan officer or employee
designated by the governing body to calculate the no-new-revenue tax rate and the voter-approval
tax rate for the taxing unit after submission of the certified appraisal rolls; and,
WHEREAS,all legal prerequisites for the adoption of this resolution have been met,
including but not limited to the Local Government Code, the Open Meetings Act, and the Texas
Tax Code; and,
WHEREAS, the Town Council finds that the passage of thisResolution is in the best
interest of the citizens of Westlake.
NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCILOF THE TOWN OF
WESTLAKE, TEXAS:
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 Tarrant County and Denton County tax roll valuesfor the Town
of Westlake, Texas, tax year 2022, reflect and are hereby approved an amount of $2,691,531,649
for the total appraised value.
SECTION 3: That thecertified taxable value of $2,069,712,188 is approved.
SECTION 4:That in addition to the value shown in Section 3 above, the Chief
Appraisers have prepared a list of all properties pending disposition before the Appraisal Review
Boardswith a projected minimum value of $113,703,451.
SECTION 5:That the estimated 2022collection rate of 100% as calculated byTarrant
County Tax Assessor-Collector is accepted.
Resolution 22-38
Page 1of 2
SECTION 6: That the Director of Finance is hereby authorized to calculate the no-new-
revenue tax rate and the voter-approval tax rate for the Town of Westlake in accordance with
Section 26 of the Texas Tax Code.
SECTION 7: 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 8: That this Resolution shall become effective from and after its date of
passage.
TH
PASSED AND APPROVED ON THIS 8
DAY OF AUGUST 2022.
ATTEST: _____________________________
Sean Kilbride, Mayor
____________________________ ______________________________
Amy Piukana, Town Secretary Jarrod Greenwood, Deputy Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Resolution 22-38
Page 2 of 2
Kfgg!Mbx-!Dijfg!Bqqsbjtfs
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Tarrant Appraisal District
TOWN OF WESTLAKE 037
Totals for Roll Instance July Roll
2022
MarketAppraisedCountsTaxable
Value Detail
Real Estate Residential1,759,499,5991,576,738,8231,0341,369,207,785
Real Estate Commercial500,222,912500,222,912160471,154,394
Real Estate Industrial0000
Personal Property Commercial198,988,426198,988,426223191,596,359
Personal Property Industrial1,155,0361,155,03611,155,036
Mineral Lease Properties0000
Agricultural Properties177,652,072160,98182160,981
Total Value2,637,518,0452,277,266,1781,5002,033,274,555
MarketAppraisedCountsTaxable
Pending Detail
Cases Before ARB92,593,49780,294,1854973,704,739
Incomplete Accounts91,390,50791,390,5078788,728,442
In Process Accounts00130
Certified Value2,453,534,0412,105,581,4861,3511,870,841,374
7/20/2022 7:04:56 AMPage 172 of 536
TOWN OF WESTLAKE
MarketExemptCountsAppraised
Exemption Detail
Absolute Public29,448,81829,448,8186129,448,818
Absolute Charitable0000
Absolute Miscellaneous0000
Absolute Religious & Private Schools0000
Indigent Housing0000
Nominal Value2,4042,40422,404
Disabled Vet 10-29%0000
Disabled Vet 30-49%1,120,0007,5001815,220
Disabled Vet 50-69%3,380,00020,00023,380,000
Disabled Vet 70-99%2,075,75012,00011,815,000
Disabled Vet 100%900,000710,0001900,000
Surviving Spouse Disabled Vet 100%0000
Donated Disabled Vet0000
Surviving Spouse Donated Disabled Vet0000
Surviving Spouse KIA Armed Service Member0000
Transfer Base Value for SS Disable Vet0000
Inventory0000
Homestead State Mandated-General0000
Homestead State Mandated-Over 650000
Homestead State Mandated-Disabled Person0000
Homestead State Mandated-Disabled Person 0000
Over 65
Homestead Local Option-General1,168,836,489198,888,049455998,375,025
Homestead Local Option-Over 65243,996,4651,020,000103200,897,681
Homestead Local Option-Disabled Person6,101,52920,00024,486,220
Homestead Local Option-Disabled Person 0000
Over 65
Solar & Wind Powered Devices0000
Pollution control0000
Community Housing Development0000
Abatements0000
Historic Sites0000
Foreign Trade Zone0000
Misc Personal Property (Vehicles, etc.)5,037,4814,611,341175,037,481
Surviving Spouse of First Responder KLD0000
Transfer Base Value SS KIA Armed Service 0000
Member
Transfer Base Value SS of First Responder 0000
KLD
Property Damaged by Disaster0000
Total Exemptions234,740,112645
7/20/2022 7:04:56 AMPage 173 of 536
TOWN OF WESTLAKE
MarketDeferredCountsAppraised
Deferrals
Ag Deferrals177,652,070177,491,09182160,979
Scenic Deferrals0000
Public Access Airports0000
Other Deferrals0000
Total Deferrals177,652,070177,491,09182160,979
7/20/2022 7:04:56 AMPage 174 of 536
TOWN OF WESTLAKE
MarketExemptCountsAppraised
New Exemptions
Absolute Public0000
Absolute Charitable0000
Absolute Miscellaneous0000
Absolute Religious & Private Schools0000
Indigent Housing0000
Nominal Value0000
Disabled Vet 10-29%0000
Disabled Vet 30-49%0000
Disabled Vet 50-69%0000
Disabled Vet 70-99%0000
Disabled Vet 100%0000
Surviving Spouse Disabled Vet 100%0000
Donated Disabled Vet0000
Surviving Spouse Donated Disabled Vet0000
Surviving Spouse KIA Armed Service Member0000
Transfer Base Value for SS Disable Vet0000
Inventory0000
Homestead State Mandated-General0000
Homestead State Mandated-Over 650000
Homestead State Mandated-Disabled Person0000
Homestead State Mandated-Disabled Person 0000
Over 65
Homestead Local Option-General58,027,97611,605,5932358,027,976
Homestead Local Option-Over 6519,413,36790,000917,869,468
Homestead Local Option-Disabled Person0000
Homestead Local Option-Disabled Person 0000
Over 65
Solar & Wind Powered Devices0000
Pollution control0000
Community Housing Development0000
Abatements0000
Historic Sites0000
Foreign Trade Zone0000
Misc Personal Property (Vehicles, etc.)204,167204,1673204,167
Surviving Spouse of First Responder KLD0000
Transfer Base Value SS KIA Armed Service 0000
Member
Transfer Base Value SS of First Responder 0000
KLD
Property Damaged by Disaster0000
Total New Exemptions11,899,76035
7/20/2022 7:04:56 AMPage 175 of 536
TOWN OF WESTLAKE
New ValueCountsTaxable
New Construction
All Real Estate59,370,1844457,070,274
New business in new improvement000
Total New Construction114,268,87859,370,1844457,070,274
New Construction in Residential58,903,7104356,603,800
New Construction in Commercial466,4741466,474
MarketAppraisedCountsTaxable
Annexation0000
Deannexation0000
MarketTaxableCountsCeiling Amount
Tax Ceiling
Over 65243,996,465159,698,144103206,288.00
Disable Person6,101,5293,568,97624,284.00
Disabled Person Over 650000.00
Total Ceilings250,097,994163,267,120105210,572.00
New Over 65 Ceilings24,522,4430110.00
New Disabled Person Ceilings0000.00
New Disabled Person Over 65 Ceilings0000
MarketCap LossCountsAppraised
Capped Accounts
Cap Total817,515,138170,461,464302647,053,674
New Cap this Year620,357,873122,208,352224498,149,521
MarketExemptCountsAppraised
All Exemptions by Group
Residential1,169,159,367201,000,427460998,697,903
Commercial34,165,82533,739,6857534,165,825
Industrial0000
Mineral Lease0000
Agricultural177,652,07200160,981
Exemption Total234,740,112535
MarketExemptCountsAppraised
Prorated Absolute0000
Multi-Prorated Absolute0000
Current TaxableCountsAppraised
Value Loss - 25.25(d)000
Average MarketAverage AppraisedCountsAverage Taxable
Averages for Value Single Family2,578,5472,300,0236101,971,679
7/20/2022 7:04:56 AMPage 176 of 536
2
$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0
of
1
$466,474
$1,444,841$8,934,420$9,400,894
$58,903,710$60,348,551
Value
Page
New Const.
$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0
7/20/2022 12:21:06 PM
$177,491,091$177,491,091
Ag Deferred
0.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.0000
1,627.38991,627.3899
Ag Acreage
$0
$27,026
$160,981$160,981$302,360$766,060$152,690
$1,593,687$3,374,299$2,478,048$1,419,807$1,446,833$9,707,586$9,707,586$1,068,420$6,463,583
$33,167,402$90,977,224$94,351,523$14,528,147$17,006,195$27,105,746
$425,595,620$452,701,366
$1,202,724,493$1,237,485,582
Taxable Value
$0
$27,026
$160,981$160,981$302,360$766,060$152,690
$1,593,687$3,374,299$2,478,048$1,419,807$1,446,833$1,068,420$6,463,583
$39,698,013$91,016,566$94,390,865$14,528,147$17,006,195$10,056,221$10,056,221$27,105,746
$425,595,620$452,701,366
$1,403,014,065$1,444,305,765
Appraised Value
$0
$27,026
$302,360$766,060$152,690
$1,593,687$3,374,299$2,478,048$1,419,807$1,446,833$1,068,420$6,463,583
$51,997,325$91,016,566$94,390,865$14,528,147$17,006,195$10,617,769$10,617,769$27,105,746
$177,652,072$177,652,072$425,595,620$452,701,366
$1,572,913,981$1,626,504,993
Market Value
"July Roll"
125312388821332
23666982822533
610636285290
# of Accts
Certified
ARBARBARBARBARB
CertifiedCertifiedCertifiedCertifiedCertifiedCertifiedCertifiedCertifiedCertified
InProcess
IncompleteIncompleteIncomplete
Roll Status
All Excluding Absolutes
Table Group Name:
220
F1 -- "Commercial" Totals:
037 TOWN OF WESTLAKE
A -- "Residential SingleFamily" Totals:
C1 -- "Vacant Land Residential" Totals:
C1C -- "Vacant Land Commercial" Totals:
D1 -- "Qualified Open Space Land" Totals:
Current Use Code Report - Entity: This report contains Process Code:
J3C -- "VarX Utility Electric Companies" Totals:
C2C -- "CommercialLandWithImprovementValue" Totals:
E -- "Rural Land (No Ag) and Improvements Residential" Totals:
Category A -- "Residential SingleFamily"A -- "Residential SingleFamily"A -- "Residential SingleFamily"A -- "Residential SingleFamily"C1 -- "Vacant Land Residential"C1 -- "Vacant Land
Residential"C1C -- "Vacant Land Commercial"C1C -- "Vacant Land Commercial"C2C -- "CommercialLandWithImprovementValue"C2C -- "CommercialLandWithImprovementValue"D1 -- "Qualified Open
Space Land"E -- "Rural Land (No Ag) and Improvements Residential"F1 -- "Commercial"F1 -- "Commercial"J3C -- "VarX Utility Electric Companies"J3C -- "VarX Utility Electric Companies"J4C
-- "VarX Utility Telephone Companies"J4C -- "VarX Utility Telephone Companies"
Gr
2
$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0
of
2
$10,379,261$59,370,184$69,749,445
Value
Page
New Const.
$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0$0
7/20/2022 12:21:06 PM
$177,491,091$177,491,091
Ag Deferred
0.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.00000.0000
1,627.38991,627.3899
Ag Acreage
$0$0$0
$16,992$16,992$48,518
$715,813$351,330
$6,873,072$1,178,527$1,155,036$1,155,036
$76,897,289$83,513,562$85,544,059$93,132,944$12,637,396$13,864,441$27,311,764$27,663,094$73,704,739$88,728,442
$1,870,841,374$2,033,274,555
Taxable Value
$0$0$0
$16,992$16,992$48,518
$774,648$351,330
$6,873,472$3,840,192$1,155,036$1,155,036
$76,897,289$83,513,562$85,546,463$93,194,583$17,248,737$21,137,447$27,311,764$27,663,094$80,294,185$91,390,507
$2,076,132,668$2,247,817,360
Appraised Value
$0$0$0
$16,992$16,992$48,518
$774,648$351,330
$6,873,472$3,840,192$1,155,036$1,155,036
$76,897,289$83,513,562$85,546,463$93,194,583$17,248,737$21,137,447$27,311,764$27,663,094$92,593,497$91,390,507
$2,424,085,223$2,608,069,227
Market Value
"July Roll"
112724113
162153198162489295498713
116
1,2901,439
# of Accts
Certified
ARBARBARB
ARB Totals:
CertifiedCertifiedCertifiedCertifiedCertified
InProcessInProcess
IncompleteIncompleteIncomplete
Report Totals:
Roll Status
All Excluding Absolutes
Certified Totals:
Table Group Name:
In Process Totals:
Incomplete Totals:
220
L1C -- "VarX Commercial" Totals:
037 TOWN OF WESTLAKE
O -- "Residential Inventory" Totals:
J7C -- "VarX Utility Cable Companies" Totals:
Current Use Code Report - Entity: This report contains Process Code:
J4C -- "VarX Utility Telephone Companies" Totals:
L2 -- "Personal Property Tangible Industrial" Totals:
L1 -- "Personal Property Tangible Commercial" Totals:
Category J4C -- "VarX Utility Telephone Companies"J7C -- "VarX Utility Cable Companies"L1 -- "Personal Property Tangible Commercial"L1 -- "Personal Property Tangible Commercial"L1 --
"Personal Property Tangible Commercial"L1 -- "Personal Property Tangible Commercial"L1C -- "VarX Commercial"L1C -- "VarX Commercial"L1C -- "VarX Commercial"L1C -- "VarX Commercial"L2
-- "Personal Property Tangible Industrial"O -- "Residential Inventory"O -- "Residential Inventory"
Gr
Foujujft!Sftjefoujbm!Hsbqi!Sfqpsu
7/20/2022
10:53:32 AM
TOWN OF WESTLAKE
2022
Average NTV:
Total Parcel Counts:610Average Market:2,578,5471,971,679
Wendy Burgess
100 E Weatherford St, Room 105
PCC, CTOP, PDAC, CSTA
Fort Worth, Texas 76196-0301
Tarrant County
TNT@tarrantcounty.com
Tax Assessor-Collector
(817) 884-1100
July 13, 2022
Truth in Taxation
Per Section 26.16 of the Property Tax Code, the county assessor-collector is required to post the past five years
th
(2018-2022) TNT calculation forms on their website by August 7for all taxing units located within county
boundaries. Therefore, we must receive a copy of the 2022 Comptroller’s TNT calculation forms for your taxing
th
unit by August 5or as soon after as possible.
If Tarrant County doesassist:
Complete the 2022 TNT CalculationInformationformand return itby July 22, 2022.
Review, Approveand Return the 2022 Tax Rate Calculation Worksheet byAugust 5, 2022,or as soon
after as possible.
Receive your final copy signed byWendy Burgess by August 5, 2022, or as soon after as possible.
If Tarrant County does notassist your unit with the tax rate calculation, we ask for you to not put Ms. Burgess
as the preparer. The forms must be signed by the person preparing them. Please submit your completed forms to
tnt@tarrantcounty.comby August 5, 2022,or as soon after as possible.
If you do not have access to TNT software, you may download a fillable copy of the form from the Comptrollers
website at https://comptroller.texas.gov/taxes/property-tax/forms/.
Certified Estimate of Anticipated Collection Rate for Tax Year 2022
Texas Tax Code Sec. 26.04(b)requires your Tax Collector to certify your entity’s anticipated collection rate for
the current year.New law (Sec. 26.04(h-1)now requires the collector to look at the preceding three years to
determine that rate.
To find the estimated collection rate, the collector must first estimate the taxing unit's total debt collections from
July 1 of the current year through June 30 of the next year. This estimate equals the total tax dollars that will be
collected for current debt taxes, delinquent taxes, special appraisal rollback taxes (e.g. agriculture, etc.),
penalties and interest. The anticipated collection rate of a taxing unit is a rate certified by the collector and can
be no lower than the lowest actual collection rate of the taxing unit for any of the preceding three years and may
even exceed 100%.
The collector compares this amount to what the taxing unit plans to levy for paying debt service in the current
fiscal year. Dividing the estimated collections by the required debt payments gives the estimated collection
rate.
For example, the collector projects the taxing unit will take in $950,000 in debt revenues before July 1
of next year. The taxing unit's budget calls for it to levy $1 million in debt service taxes for the current
year.The anticipated collection rate is $950,000 divided by $1 million, or 95 percent.
Using an anticipated collection rate of less than 100 percent in the calculations creates a higher debt levy than
necessary to service the debt. Delinquent taxes from prior years may generate more than a 100 percent rate.
Tarrant County Tax Office tnt@tarrantcounty.com
If the actual collection rate for 2021 exceeded the anticipated rate for that year, the collector must also certify the
amount of debt taxes collected in excess of the anticipated rate. When calculating the debt rate for 2022, the rate
must be adjusted to compensate for any excess debt collections in 2021.
Entity: City of Westlake
The actual collection rates for the preceding three years are:
2021 – 100.45%
2020 – 99.29%
2019 – 101.23%
Based on the data above, the estimated 2022 anticipated collection rate for your entity is 100%
Your excess debt collection for the 2021 tax year is $ 32,623
Please contact the TNT Team at tnt@tarrantcounty.com if you have questions about this process. Someone
from the Team will answer you (by email or phone) as soon as possible.
Best RegardsTNT Team,
Amelia Rice Jeff Hodges
Amelia Rice, PCC Jeff Hodges
Director, Property Tax Manager, Property Tax
Kirby Tibbit Shonda Johnson
Kirby Tibbit Shonda Johnson
Property Tax Property Tax
Holly Ybarra
Holly Ybarra
Property Tax
Tarrant County Tax Office tnt@tarrantcounty.com
TOWN COUNCILAGENDA ITEM
Regular Meeting - Action Item
Monday, August 08, 2022
TOPIC: Consider a Resolution Adopting a Proposed Ad Valorem Tax Rate, Takea
Record Vote, and Setting the Date for the Public Hearing and Adoption of
the Operating Budget and Tax Rate for Fiscal Year 2022-2023.
STAFF: Amber Karkauskas, Director of Finance
STRATEGIC ALIGNMENT
Vision, Value, MissionPerspectiveStrategic Theme & ResultsOutcome Objective
Exemplary Service & Governance
Increase
- We set the standard by delivering
Transparent / Integrity-Transparency,
Fiscal Stewardshipunparalleled municipal and
driven GovernmentAccessibility &
educational services at the lowest
Communications
cost.
SUMMARY
Section 26.04 of the Texas Property Tax Code requires the no-new-revenue tax rate, the voter-
approval tax rate and the calculations used to determine each rate be submitted to the Town
Council.
The certified values of the Tarrant County Appraisal District (TAD) and Denton Central Appraisal
District (DCAD) were usedfor bothForm 50-882 (2022 Certification of Additional Sales and Use
Tax to Pay Debt Services) and in the calculation of Form 50-856 (2022 Tax Rate Calculation
Worksheet) which has been certified by the Town Council’s designated person preparing the tax
rate as per SB2 and Texas Tax Code 26.04 and 26.17. (see attachments )
Definitions:
No-New-Revenue (NNR) Tax Rate (formerly known as the effective tax rate):The tax
rate that will generate the same total amount of property tax revenue as the previous year
from the same properties. This rate serves as the benchmark from which all Truth-in-
Taxation requirements are measured.
o The NNR rate for FY 2023 is $0.15125 per $100 valuation.
o Since the NNR rate is lower than the proposed ad valorem rate of $0.16788, a
difference of $0.01663, notifications must state the proposed ad valorem rate will
be a tax increase even though the total proposed rate will remain the same as last
year.
Page 1 of 3
NNR Maintenance & Operations (M&O) Rate: The tax rate that will generate the same
amount of tax revenue for maintenance and operations as the previous year. It does not
consider revenues from new properties in the current year.
o The NNR M&O rate (after the sales tax rate adjustment) for FY 2023 is $0.09344
per $100 valuation.
Voter-Approval Tax (VA) Rate (formerly known as the roll-back tax rate): The
maximum tax rate the Town may adopt without requiring an election.
o The calculated voter-approval rate is $0.15909 per $100 valuation.
Debt Tax Rate: The rate required to generate revenue to meet debt service requirements,
which is unlimited in terms of calculating the voter-approved tax rate.
o The debt tax rate for FY 2020-2021 is $0.06310 per $100 valuation
De Minimis Rate: The de minimis rate was added to SB2 to allow smaller cities some
flexibility to adopt a tax rate that generates $500,000 more in property tax revenue than the
previous year. The thinking was that applying a 3.5 percent voter-approval rate in some
small communities would unnecessarily restrict revenue growth to sometimes just a
nominal amount, and the application of the lowered voter-approval rate created an unfair
result for small towns. This de minimis rate applies to a city with a population of less than
30,000.
o The de minimis rate is $0.18276 per $100 valuation.
The Fiscal Year 2023 proposed budget was prepared based on a total tax rate of $0.16788, the
current ad valorem tax rate. Staff is proposing Westlake’s ad valorem rate remain the same for the
upcoming year.
As required by State law, staff is recommending the Town Council consider a motion that proposes
adoption of the current ad valorem tax rate of $0.16788.
This vote does not commit the Town Council to a tax rate. The purpose of this vote is to establish
the upper threshold for the tax rate that the Council will consider when an actual vote is required
on August 29, 2022. At that time, the Town Council may consider any rate up to the amount that
is approved at this time but may not exceed that rate.
Since the proposed tax rate for fiscal year 2023 exceeds the fiscal year 2022NNR rate, the Town
Council must adopt the rate by roll call vote and provide the public with notice and opportunity to
be heard, per Senate Bill 2, regarding the adoption of the Westlake tax rate. Notice and opportunity
can be accomplished by publishing notice of, and then holding, one public hearing regarding the
proposed ad valorem tax rate. (Note: The single tax rate hearing changed in 2020 from two, per
previous legal requirements.)
The proposed date for the Westlake tax rate adoption public hearing is Monday, August 29, 2022,
at 5:00 p.m. at Westlake Town Hall, 1500 Solana Boulevard, Bldg.7-First Floor in the Council
Chambers. The notice will be published in the Star-Telegram on, our before,August 22, placed on
our Town of Westlake website, posted on our social media accounts, and shared with our
stakeholders via Westlake Wire email.
Page 2 of 3
State law also requires the Town Council to hold a public hearing and vote on the adoption of the
the municipal fiscal year 2023 proposed budget prior to adopting the proposed tax rate. This public
hearing will also take place at 5:00 PM at Westlake Town Hall, 1500 Solana Boulevard, Bldg.7-
First Floor in the Council Chambers, prior the public hearing regarding the adoption of the tax
rate.
COUNCILACTION/OPTIONS
All taxing entities in the state of Texas are required by law to take a record vote to establish their
maximum proposed ad valorem tax rate and set the public hearing date for the adoption of their
operating budgets and tax rate for the upcoming fiscal year. Council may approve or deny the
related resolution regarding these necessary actions.
STAFF RECOMMENDATION
Staff recommends approval of the Resolution adopting the maximum proposed ad valorem tax
rate, taking a record vote, and setting a public hearing date for the adoption of the Town of
Westlake Operating Budget and tax rate for Fiscal Year 2023.
FISCAL/SERVICELEVEL IMPACT TO COMMUNITY
Project Cost/Funding Amount: $0Funding Source: N/A
Contract: No Forms: N/A
Service Levels:N/A
DEVELOPMENT/MOBILITYIMPACT TO COMMUNITY
Westlake Academy: N/A
Comprehensive Plan: N/A
Cost Recovery Analysis: N/A
Traffic Impact: N/A
ATTACHMENTS(PENDING)
Form 50-856 (2022 PRELIMINARY Tax Rate Calculation Worksheet)
Form 50-882 (2022 Certification of Additional Sales and Use Tax to Pay Debt Services
Resolution)
Page 3 of 3
TOWN OF WESTLAKE
RESOLUTION NO. 22-50
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
ADOPTING A MAXIMUM PROPOSED AD VALOREM TAX RATE; TAKE A RECORD
VOTE; PROVIDING AN EFFECTIVE DATE; AND SETTING THE DATE FOR THE
PUBLIC HEARING AND ADOPTION OF THE OPERATING BUDGET AND TAX RATE
FOR FISCAL YEAR 2023.
WHEREAS, the Council has approved the Certified Tax Rollsprovided by the Tarrant and
Denton County Appraisal Districts; and
WHEREAS,the Town’s appointed employee has calculated the 2022No-New-Revenue
Tax Rate and the 2022Voter-Approval Tax Rate in accordance with Senate Bill 2 provisions using
certified values; and
WHEREAS, the Town’s 2022maximum proposed ad valorem tax rate for FY 2023is
$0.167881per $100 valuation; and
WHEREAS, the public hearing date is set for August 29, 2022,at 5:00 p.m., and
WHEREAS,the Town may not adopt a rate that exceeds the maximum proposed rate
without a new resolutionand/or election as applicable; and
WHEREAS, all legal prerequisites for the adoption of this resolution have been met,
including but not limited to the Local Government Code, the Open Meetings Act, and the Texas
Tax Code; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCILOF THE TOWN OF
WESTLAKE, TEXAS:
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 2022maximum proposed tax rate of $0.16788per $100 valuation
is hereby approvedand the vote recorded.
SECTION 3:That, if any portion of this Resolution shall, for any reason, be declared valid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 22-50
Page 1of 2
SECTION 4: That this resolution shall become effective from and after its date of passage.
TH
PASSED AND APPROVED ON THIS 8 DAY OF AUGUST 2022.
ATTEST: _____________________________
Sean Kilbride, Mayor
____________________________ ______________________________
Amy Piukana, Town Secretary Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Resolution 22-50
Page 2 of 2
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THE STATE OF TEXAS,
County of _______________________________
Ubssbou'Efoupo
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Chief Financial Officer or Auditor: _________________________________
UpxopgXftumblf-Ufybt
For the taxing unit: _____________________________________________________________________________________
Hereby certifies that the amount of additional sales and use tax revenue collected to pay debt service has been deducted from the total amount described
by Tax Code Section 26.05(e-1), 26.04(e)(3)(C) and 26.05(a)(1).
UpxopgXftumblf-Ufybt909033
This certification is submitted to the governing body of _________________________________________ on ___________________ .
Signature of Financial Officer or Auditor
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BOARD OF TRUSTEESAGENDA ITEM
Regular Meeting -Consent Item
Monday, August 08, 2022
TOPIC:Consider a resolution approvingamendments to the 2022-2023Academic
Calendar.
STAFF:Sean Wilson, Head of School
STRATEGIC ALIGNMENT
Outcome
Vision, Value, MissionPerspectiveCurriculum
Objective
Academic Optimize Student
Academic ExcellencePYP / MYP / DP
OperationsPotential
SUMMARY
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. The Academy’s Academic
Calendar is one of the tools that the Academy utilizes to fulfill thismission. The amended calendar
reflects the late start on Wednesdays beginning September 7, 2022 through April 26, 2023.
The Westlake Academy Administration is seeking approval to modify the 2022-2023Academic
Calendar bychangingthe following:
Adding late start Wedesdays
th
May 26will be the last day of school.
COUNCILACTION/OPTIONS
Board of Trusteesactionoptions are to approve or deny approval of the amended Academic
Calendar.
Page 1of 2
STAFF RECOMMENDATION
Staff recommends adoption of the amended Academic Calendar.
COUNCILMOTION
1. Motion to approve Resolution 22-12 adopting the Westlake Academy School
Calendar, as presented.
2. Motion to amend Resolution 22-12
3. Motion to table
FISCAL/SERVICELEVELIMPACTTOCOMMUNITY
Project Cost/Funding Amount: None Funding Source: N/A
Contract: No Forms: N/A
Service Levels:The proposed amended calendar does not impact service levels.
DEVELOPMENT/MOBILITYIMPACT TO COMMUNITY
Westlake Academy:N/A
Comprehensive Plan: N/A
Cost Recovery Analysis: N/A
Traffic Impact: N/A
ATTACHMENTS
WA Resolution 22-12
Page 2 of 2
WESTLAKE ACADEMY
RESOLUTION 22- 12
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES
APPROVING AMENDMENTS TO THE 2022-2023 ACADEMIC CALENDAR.
WHEREAS, 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; and
WHEREAS, The Academy’s Academic Calendar is one of the tools that the Academy
utilizes to fulfill this mission; and
WHEREAS, Adjusting the Westlake Academy 2022-2023 Academic Calendar is
necessary in order for the Academy to be in compliance with State attendance requirements; 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 Westlake Academy, hereby approves the
amended Westlake Academy 2022-2023 Academic Calendar attached to this resolution as
Exhibit “A”.
SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
SECTION 4:That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 8th DAY OF AUGUST 2022.
___________________________________
Sean Kilbride, President
WA Res 22-12
Page 1 of 3
ATTEST:
___________________________________________________________________
Amy M. Piukana, Board Secretary Sean Wilson, Head of School
APPROVED AS TO FORM:
___________________________
Janet S. Bubert, School Attorney
WA Res 22-12
Page 2 of 3
Res 22-12
Exhibit “A”
WA Res 22-12
Page 3 of 3
BOARD OF TRUSTEESAGENDA ITEM
Regular Meeting -Action Item
Monday, August 08, 2022
TOPIC:Consider a Resolution Adopting the Employee Compensation Plan for the
FiscalYear Ending August31, 2023.
STAFF:Sean Wilson, Head of School
SandyGarza, Human Resource Director
STRATEGIC ALIGNMENT
Outcome
Vision, Value, MissionPerspectiveCurriculum
Objective
Attract, Recruit
People,
& Retain the
Academic ExcellenceFacilities, & PYP / MYP / DP
Highest Quality
Technology
Workforce
SUMMARY
The proposed employee compensationreflects Westlake Academy’s (WA) continuing initiatives
that support the vision, mission, and values established by the governing Boardof Trustees. 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
st
graduates must compete on a global stage, we prepare our students with 21century 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.
This document contains a summary showing the proposed Substitute, Atheletic Stipend and
Academic Stipend pay schedules.
The Proposed FY23employee compensationreflects the following updates:
Page 1of 2
The Board of Trustees reviewedboth the Current Year and the Proposed compensationat the
budget workshop held August 8, 2022. During these discussions, staff presented the proposed
salary schedules.
Communication plans after adoption of the proposed budget include postings to our WA website
and a separate email to the Westlake Academy employees. In addition, individual compensation
statements will be emailed to each employee prior to the first day of school.
STAFF RECOMMENDATION
Following presentation of the Proposed FY 2022-23 Substitute and Stipend Schedules,staff
recommends approval of this resolution and its attached Salary Schedules.
COUNCILACTION/OPTIONS (*N EED 2 S ELECTIONS (O PTION A & O PTION B)
Exhibit AMotion:(Select One)
1) Motion to approve Resolution 22-15 with Exhibit A Option #1, as presented; or
2) Motion to approve Resolution 22-15 with Exhibit A Option #2, as presented
Exhibit B Motion:(Select One)
3) Motion to approve Resolution 22-15 with Exhibit B Option #1, as presented; or
4) Motion to approve Resolution 22-15 with Exhibit B Option #2, as presented
5) Motion to take no action or table this item to a future meeting.
FISCAL/SERVICELEVEL IMPACT TO COMMUNITY
Project Cost/Funding Amount: Funding Source: General Fund
Contract: No Forms: N/A
Service Levels:This maintains the current service level
DEVELOPMENT/MOBILITYIMPACT TO COMMUNITY
Westlake Academy:N/A
Comprehensive Plan: N/A
Cost RecoveryAnalysis: N/A
Traffic Impact: N/A
ATTACHMENTS
Resolution 22-15
Exhibit A: Proposed FY 2022-23 Substitute Pay Schedule
Exhibit B: Proposed FY 2022-23 Athletic Stipend Schedule
Exhibit C: Proposed FY 2022-23 Academic Stipend Schedule
Page 2 of 2
WESTLAKE ACADEMY
RESOLUTION NO. 22-15
A RESOLUTION OF THE BOARD OF TRUSTEESOF WESTLAKE ACADEMY
ADOPTING THE PROPOSED EMPLOYEE COMPENSATION PLAN FOR FISCAL
YEAR 2022-2023.
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
st
WHEREAS, the budget must be approved by the Board of Trustees prior to August 31
according to Texas Education Agency’s Financial Accountability System Resource Guide,
Section 2.6.2 – TEA Legal Requirements; and
WHEREAS, Article III, section 53, of the Texas Constitution prohibits the grant of
extra compensation to a public employee or contractor after service has been rendered or
performance has begun on a contract, 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 asthe students, their parents, and faculty of Westlake
Academy.
NOW, THEREFORE, BE IT RESOLVEDBY THE BOARD OF TRUSTEESOF
WESTLAKE ACADEMY:
SECTION 1: That, all matters stated in the recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2:That the Board of Trustees of Westlake Academy hereby adopts the
proposed Westlake Academy Substitute, Athletic Stipend and AcademicStipend payschedules
for the fiscalyear 2022-2023, and appropriates the funds contained thereinattached to this
resolution as Exhibit “A”, Exhibit “B” and Exhibit “C”.
SECTION 4: That a copy of the official adopted 2022-2023 Substitute, Athletic
Stipend and Academic Stipendpayschedules shall be kept on file in the office of the Town
Secretary and posted on the Westlake Academy website.
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.
WA Resolution 22-15
Page 1 of 2
SECTION 6: That this resolution shall become effective from and after its date of
passage.
PASSEDAND APPROVED ON THIS 8thDAY OF AUGUST 2022.
___________________________________
Sean Kilbride, President
ATTEST:
________________________________ ___________________________________
Amy M. Piukana, Board Secretary Sean Wilson, Head of School
APPROVED AS TO FORM:
________________________________
L. Stanton Lowry or Janet S. Bubert,
School Attorney
WA Resolution 22-15
Page 2 of 2
Exhibit A - Option #1
2022-2023
SUBSTITUTE PAY RATES
Long-Term RateLong-Term Rate -
Consecutive Day
EducationRegular RateDay 45+ (Teaching
(Teaching Positions
Rate
Positions Only)
Only)
High School Diploma/Equivalent$75.00 $85.00 N/AN/A
30+ College Hours$85.00 $95.00 N/AN/A
College Degree (Bachelors or higher)$100.00 $110.00 $125 N/A
Texas Certified$110.00 $120.00 $135 $311.42*
*If the long-term assignment is fulfilling a vacant teaching position, then the daily rate of pay may increase to first-
year teacher daily rate on day 45.
Consecutive Work Status
th
Consecutive work status begins on the 11 consecutive day and is established by fulfilling half or full day assignments
for teachers, paraprofessionals, and some Academy positions. The daily rate of pay will increase by $10 and continue
until there is a break in service, at which time the daily rate returns to the Regular Rate and the daily count reverts to
Day 1.
Long-Term Assignments
A long-term assignment is defined as any teaching assignment extending over 10 consecutive days for the same
teacher. If the long-term assignment is scheduled in advance for longer than 10 consecutive days, then the long-term
rate will begin on day 1 of each long-term assignment. If a teaching assignment starts as a regular assignment (less
than 10 days) and is extended past ten days, then the long-term rate will begin on consecutive day 11 of the
assignment. Paraprofessional (Aide) assignments do not qualify for Long-term Pay, but do qualify for the Consecutive
Day Rate in a long-term position.
2022-2023 Paraprofessional Substitute Scale
Regular Rate Consecutive Day
Education
Days 1-10Rate
Campus (Office) Aide$75.00 $85.00
Central Administration$85.00 $95.00
Paraprofessional (Aide) assignments do not qualify for Long-term Pay, but do qualify for the Consecutive Day Rate in a long-term position.
HR 07-2022
Exhibit A - Option #2
2022-2023
SUBSTITUTE PAY RATES
Long-Term Rate -
Long-Term Rate
Consecutive Day
EducationRegular Rate
Day 45+ (Teaching
(Teaching
Rate
Positions Only)
Positions Only)
High School Diploma/Equivalent$100.00 $110.00 N/AN/A
30+ College Hours$100.00 $110.00 N/AN/A
College Degree (Bachelors or higher)$100.00 $110.00 $125 N/A
Texas Certified$100.00 $110.00 $125 $311.42*
*If the long-term assignment is fulfilling a vacant teaching position, then the daily rate of pay may increase to first-
year teacher daily rate on day 45.
Consecutive Work Status
th
Consecutive work status begins on the 11 consecutive day and is established by fulfilling half or full day
assignments for teachers, paraprofessionals, and some Academy positions. The daily rate of pay will increase by
$10 and continue until there is a break in service, at which time the daily rate returns to the Regular Rate and the
daily count reverts to Day 1.
Long-Term Assignments
A long-term assignment is defined as any teaching assignment extending over 10 consecutive days for the same
teacher. If the long-term assignment is scheduled in advance for longer than 10 consecutive days, then the long-
term rate will begin on day 1 of each long-term assignment. If a teaching assignment starts as a regular assignment
(less than 10 days) and is extended past ten days, then the long-term rate will begin on consecutive day 11 of the
assignment. Paraprofessional (Aide) assignments do not qualify for Long-term Pay, but do qualify for the
Consecutive Day Rate in a long-term position.
2022-2023 Paraprofessional Substitute Scale
Regular Rate Consecutive Day
Education
Days 1-10Rate
Campus (Office) Aide$100.00 $110.00
Central Administration$100.00 $110.00
Paraprofessional (Aide) assignments do not qualify for Long-term Pay, but do qualify for the Consecutive Day Rate in a long-term
position.
HR 07-2022
Exhibit C
Academic Stipend List for 2022-2023
Assistant Athletic Director$ 1,500.00
Coordinator - PYP$ 4,500.00
Coordinator - MYP$ 4,500.00
Coordinator - SPED$ 4,500.00
Coordinator - Service$ 1,500.00
Debate$ 1,000.00
Department Head - Counseling$ 1,500.00
Department Head - Fine Arts$ 1,500.00
Department Head - HPE$ 1,500.00
Department Head - Humanities$ 1,500.00
Department Head - Language A$ 1,500.00
Department Head - Language B$ 1,500.00
Department Head - Math$ 1,500.00
Department Head - Science$ 1,500.00
Department Head - SPED$ 1,500.00
Department Head - Tech and Design$ 1,500.00
International Student Leadership $ 1,000.00
International Student Leadership $ 1,000.00
Literacy - Grade 1$ 1,500.00
Literacy - Grade 1$ 1,500.00
Literacy - Grade 2$ 1,500.00
Literacy - Grade 2$ 1,500.00
Literacy - Grade 3$ 1,500.00
Literacy - Grade 3$ 1,500.00
Literacy - Grade 3$ 1,500.00
Literacy - SPED$ 1,500.00
Literacy - SPED$ 1,500.00
Mu Alpha Theta$ 1,000.00
National Honor Society (MPY and DP)$ 1,500.00
National Honor Society (MPY and DP)$ 1,500.00
National Honor Society (French)$ 1,000.00
National Honor Society (Spanish)$ 1,000.00
Newspaper$ 1,500.00
STEM/Robotics $ 1,000.00
STUCO Stipend$ 1,500.00
STUCO Stipend$ 1,500.00
Team Lead - Grade 6$ 1,000.00
Team Lead - Grade 7$ 1,000.00
Team Lead - Grade 8$ 1,000.00
Team Lead - Grade 9$ 1,000.00
Team Lead - Grade 10$ 1,000.00
Team Lead - Grade 11$ 1,000.00
Team Lead - Grade 12$ 2,000.00
Theatre$ 1,500.00
Yearbook$ 1,500.00
Yearbook$ 1,500.00
Yearbook$ 1,500.00
$ 7 3,500.00
HR 7/2022
estlake Academy Board of Trustees
T YPE OF A CTION
Regular Meeting -Consent
7¤²³« ª¤ "® ±£ Meeting
Monday, August 08, 2022
T OPIC:Consider approval of a Resolutionauthorizing a contract with the
Education Service Center Region 11 for various Business and Student
Support Services for the operation of Westlake Academyand further
authorize the Head of Schoolto authorize the agreement.
S TAFF C ONTACT:Marlene Rutledge, Academic Finance Manager
Amber Karkauskas, Directorof Finance
Sean Wilson, Head of School
Strategic Alignment
Outcome
Vision, Value, MissionPerspectiveCurriculum
Objective
Vision: Westlake Academy
inspires college bound
students to achieve their
highest individual Improve Financial
Fiscal StewardshipPYP / MYP / DP
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, 2022 C ompletion Date:August 31, 2023
Funding Amount: $52,013.65 Status-FundedSource -General Fund
E XECUTIVE S UMMARY(I NCLUDING A PPLICABLE O RGANIZATIONAL H ISTORY)
The Education Service Center Region 11 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 full-service payroll processing and reporting, student attendance and
registration, special education, grade book, health services, PEIMS, Human Resources applicant
system, and off-site hosting of the Academy’s information systems.
A change to the contract for FY 2022-2023 is the decreased cost for Business Services, which
provides payroll services to Westlake Academy. With the implementation of eFinancePlus, a
product of PowerSchool, payroll services will be brought in-house and included as a part of
shared services effective in Spring 2023.
Also included in the FY 2022-2023 contract is the inclusion of the Instructional Solutions and
Support contract. This contract includes instructional and professional development,
administrator training, digital learning opportunities, classroom resources, and the Canvas
Learning Management System.
Approval of this resolution authorizes use of those services by Westlake Academy over the next
twelve (12) months, fiscal year period beginning September 1, 2022, and ending August 31,
2023.
R ECOMMENDATION
Staff recommends approval of the resolution authorizing the Head of School to execute a
contract with the Education Service Center Region 11 for various Business and Student Support
Services for the operation of Westlake Academy.
A TTACHMENTS
Resolution
Contract Summary Report: Comprehensive Services Basic Contract
Master Interlocal Agreement (MIA)
Comprehensive Services Basic Contract
Contract Summary Report: Consolidated Services
ASCENDER Service Fees (Co-op Fee, Hosting Fee, Extracts)
Business Services (Payroll)
Human Resources Systems
Instructional Solutions and Support
Management Information Systems Software & Support Service (ASCENDERStudent
and Business)
Technology Resources Education Consortium (TREC)
Technology Services
TSDS (PEIMS, student GPS, Dashboard, TIMS, UID, ECDS, Collections)
TxTracts
WESTLAKE ACADEMY
RESOLUTION NO. 22-19
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES
AUTHORIZING THE HEAD OF SCHOOL 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: That all matters stated in the Recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copiedin their entirety.
SECTION 2: That the Board of Trustees of Westlake Academy does hereby approve the
contract withthe Education Service Center Region 11 for functions and services for Westlake
Academy attached hereto as Exhibit “A”; and further authorizes the Superintendent to execute
this agreement.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Board hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution WA 22-19
Page 1 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
th
PASSED AND APPROVED ON THIS 8DAY OF AUGUST 2022.
___________________________________
Sean Kilbride, President
ATTEST:
___________________________________________________________________
Amy Piukana, TownSecretary Sean Wilson, Head of School
APPROVED AS TO FORM:
________________________________
L. Stanton Lowry or Janet S. Bubert,
School Attorney
Resolution WA 22-19
Page 2 of 2
Business Center
Contract
PriceListÏ 202-202
Business CenterPricing
Enrollment
Service
<600600-1,1991,200-1,7991,800-2,399
Basic Finance Services$17,000$20,500$22,500$24,500
$23,000$25,000$27,500
$20,000
Full-Service Finance Services
$25,000$27,500
$22,500$22,500
$20,000
Full-Service Payroll ServicesFull-Service PayrollServices
$45,950$54,000
$38,950
$33,000
Full Service Finance and Payroll Services
$3,000 $3,000
$3,000
$3,000
Monthly Bank Reconciliation Services
OtherBusiness CenterCharges
New Client Fee: A new clientconversionfee will be charged after initial analysis ofprospectiveclientÓs currentfinance, accounting,
andpayrolldata.
BankAccountReconciliationServices:ISDs/Charterscontractingforbank reconciliationserviceonly willbecharged$250per
month for the firstbank account, $50 per month for each additional account.
SupplementalPayrollFee:ISDs/Charterscontractingforpayrollserviceswillbecharged$60plusanovertimerateof$50per
hour for eachsupplementalpayrollthat is requested by the client.
TxEIS Software Charges
The followingcharges willbebilledthroughManagementInformationSystemDepartmentcontracts:
¤NewClientdatabasecreationcharge,HostingFee,and a one-timeSQLlicensefee(mustcompleteÐTxEISServiceFeesÑ
Contract)
¤TxEISLicense and support fees (must complete ÐManagement Information Services Software and SupportÑ Contract)
Business Center Cancellation policy:
¤Eitherpartyhas a righttocancelwith a 30-daynoticesubjecttothe25%non-refundableamountasdescribedbelow. A letter
of intent to contract for services must be signed (or online contract must be submitted and accepted) prior to work beginning
for thenew year.
¤25%ofthetotalcontractamountisnon-refundableonceanyservicehasbegun.Thisincludes,butisnotlimitedto,beginning
thesetup of payrollinformationor budgetinformation.
¤Refundswillbedeterminedbymonthlyproration.Themonthlyprorationwillbecalculatedbysubtractingthe25%non-
refundableamountandanyTxEISfeesincurredfromthecontractamountthendividingtheremainingcontractamountbythe
numberofmonthsofthecontracttocomeupwith a per-monthamount.Once a transactionhasbeenpostedto a monthbythe
ESC Region Business Center, the total monthÓs proration is earned by the ESC Region 11Business Center.
¤AnyamountduetotheclientortheESCRegion11 BusinessCenterisdue within30daysafterthe effectivedateofcancellation.
7
The Business Center Handbook
The Business Center at Education Service Center Region 11 utilizes a business model that streamlines and facilitates
sound business procedure and practice. The following handbook outlines the services provided and the forms
and procedures that must be followed by school districts, charter schools, and business center personnel. Our
ultimate goal at ESC Region 11 is to establish and maintain a business system for our clients that can be followed
and maintained at a high level, regardless of changes in personnel.
Services
as described below. This means, simply, that we process data exactly as the school district/charter school submits
does not act as the business manager or chief
the school district/charter school. ESC Region 11, however, will make every effort to advise the school district/
charter school in the event that we discover an error; Under the Full Service Package, ESC Region 11 will now
addition, Business Manager services are available upon request for additional fees. Please submit the appropriate
form provided in Appendix A:
Finance
District/Charter ResponsibilityESC Region 11 Business Center Responsibility
Budget Processing
Budget Processing
The Business Center will:
The school district/charter school can input the
¤Provide data entry upon request.
preliminary budget on site. This requires setup and
¤Provide any preliminary budget or budget reports
that the school district/charter school requests
provides training, for a nominal fee, to school district/
charter school personnel who are not familiar with the
By Fund/Object Code, By Fund/Organization,
of entry.
¤Make budgets available in next year finance
does not have the capability or does not wish to input
school board.
its preliminary budget on site, the preliminary budget
can be submitted to the Business Center for data entry
by adhering to the following procedures:
¤Submit the data on the budget form provided with
complete coding and amounts.
for all funds that you wish entered.
¤Submit data in order by fund/function/object
code.
Submit no later than three (3) business days after Board
approval of new budget.
2
Finance
District/Charter ResponsibilityESC Region 11 Business Center Responsibility
Cash Receipt Processing
Cash Receipt Processing
The Business Center will:
For local funds and federal funds not paid through
¤Post all funds listed on the Texas Education
the Texas Education Agency (TEA), school districts/
Agency (TEA) payment report to thegeneral
charter schools must submit cash receipt data utilizing
ledger in the month that payment is received.
the Business Center ÑCash Receipts Voucher FormÒ
¤Post all local funds and any other grant funds not
during the month that the revenue is received. Submit
paid through TEA to the general ledger based
no later than three (3) business days after the date of
on data submitted by the school district/charter
deposit.
school on the ÑCash Receipts Voucher Form.Ò
¤Draw down Federal and State Grant funds through
Texas Education Agency TEASE Web site
monthly so that they will be posted to the TEA
payment report (if requested).
¤Reconcile cash receipts to the bank statement
monthly
¤Provide the school district/charter school with a
monthly cash receipt journal.
¤Allow three (3) business days for processing.
Purchase Order and Vendor
Purchase Order and Vendor Payment Processing
Payment Processing
School districts/charter schools may submit requisitions
¤Process and enter payment authorizations and
and create purchase orders utilizing the Purchasing
purchase order forms into the general ledger for
payment.
fee. Note: This is not practical if the school district/
¤Provide outstanding purchase order reports to
charter school issues a small number of monthly
school districts/charter schools (if applicable).
checks to vendors. This creates an encumbrance and
¤Allow three (3) business days for processing.
later purchase order with correct coding to the general
ledger. The ESC provides training, for a nominal fee, to
district/charter school personnel who are not familiar
with the system.
School districts/charter schools not utilizing the
Purchasing system must submit to the Business
Center a Requisition Purchase Order Formwith
complete coding, vendor information, P.O. number,
and amounts.
¤School districts/charter schools may submit payment
authorization requests utilizing the Business Center
ÑPayment Authorization FormÒ with complete
coding, vendor information, and amounts.
¤Vendor additions and vendor information changes
must be submitted utilizing the Business Center
ÑNew Vendor/Payee Form.Ò W-9 forms are the
sole responsibility of the school district/charter school.
¤Allow three (3) business days for processing.
3
Finance
District/Charter ResponsibilityESC Region 11 Business Center Responsibility
Finance Check Processing
Finance Check Processing
¤Submit a copy of the invoice marked ÑOK to Pay,Ò
which includes the purchase order number if
applicable.
district/charter school for distribution.
¤Provide a check register with checks to the school
Business Center ÑPayment Authorization
district/charter school.
Form.Ò
¤Sign checks (if signatures are provided).
¤Allow three (3) business days from date of request.
¤Bank reconciliation to the general ledger monthly
and reported to the school district/charter school.
¤Allow three (3) business days from date of request.
General Ledger and Year-End
General Ledger and Year-End
Processing/Maintenance
Processing/Maintenance
¤Submit all budget amendments utilizing the Business
¤Post all journal entries.
Center ÑBudgetAmendment/Adjustment
Form,Ò complete with coding and amounts.
ledger monthly prior to closing.
¤Submit all journal entries utilizing the Business
Center ÑJournal Voucher Form,Ò complete with
monthly.
proper coding, amounts, and a valid reason for the
¤Enter audit adjustments and opening entries.
change.
¤Provide end-of-month reports to school districts/
¤Submit audit adjustments and opening entries as
charter schools in accordance with prior established
provided by school district/charter school auditor.
time lines for board meetings.
¤Allow three (3) business days for processing.
¤Allow three (3) business days for processing.
Year End (Fiscal/Calendar) Processing
Year End (Fiscal/Calendar) Processing
¤Maintain W-9 documentation.
¤Prepare 1099s at calendar year end and distribute
¤Provide list or vendors receiving 1099 if not system
to school districts/charter schools prior to January
st.
generated.
31
¤Provide year-end reports to school districts/
charter schools.
¤Provide quarterly summary W-9 reports.
Pre-Audit Preparation
Pre-Audit Preparation
school districts/charter schools.
processing and receipt.
¤Contact auditors to determine schedule an notify
processing and receipt.
ESC Region 11.
4
Finance
District/Charter ResponsibilityESC Region 11 Business Center Responsibility
PEIMS SubmissionPEIMS Submission
district/charter school (if the district/charter does
Region 11).
districts/charters).
PayrollPayroll
payroll and tax payments. As a part of this process, The Business Center performs the following payroll functions:
Payroll
District/Charter ResponsibilityESC Region 11 Business Center Responsibility
Payroll Check Processing
Payroll Check Processing
¤Submit demographic data on new hires, new subs,
¤Data enter employee information into payroll
and any changes such as address or last name.
system, including payroll and employee leave
¤Gather substitute teacher information and absence
transactions.
data and submit to ESC Region 11 by fax or email
¤Run payroll calculations.
¤Print payroll checks.
payroll check processing date.
¤Provide any changes in payroll amounts for
to bank.
distributions or deductions on the ÑPayroll
¤Checks and reports mailed to school.
Change FormÒ
¤Sign payroll and deduction checks (if signatures
scheduled EFT/payroll check processing date.
are provided).
¤Submit supplemental, hourly, or stipend pay data
¤Submit monthly payroll taxes through EFTPs.
scheduled EFT/payroll check processing date.
¤Process supplemental payroll as required. Note:
¤Submit any W-4 status change notices from employees.
Additional supplemental payrolls will be billed
¤Sign payroll and deduction checks, if applicable,
according to the Business Center Contract Price
and distribute.
List for current school year.
Deduction Processing Information
Deduction Processing Information
¤Provide employee voluntary deduction information
immediately following open enrollment or date of
¤Print payroll deduction checks.
hire.
¤Balance deduction reports.
days prior to EFT/payroll check processing due
of deduction change.
¤Provide ESC Region 11 with TRS Active Care bill
as soon as it is available.
5
Payroll
District/Charter ResponsibilityESC Region 11 Business Center Responsibility
Payroll Reporting
Payroll Reporting
¤Prepare and submit monthly TRS reports utilizing
st
Child Nutrition to ESC Ï due 1 of each month.
TRAQS.
¤Provide copy of social security card for name
¤Submit wire for TRS utilizing TexNet.
changes for timely reporting of change to TRS.
¤Prepare and submit quarterly TWC and
Unemployment reports through TASB/TWC
Web site.
PEIMS Reporting
PEIMS Reporting
district/charter school (if the district/charter does not
Submission.
¤Verify payroll related data for Summer Submission.
Year-End Processing
Year-End Processing
¤Provide ESC Region 11 with payroll information for
¤Enter and maintain information in Next Year
the following school year beginning in February of
each year. This will include employee terminations,
new hires, distribution changes, retirees, etc., to
information into the Budget system when
requested by school.
¤Distribute W-2s to employees.
¤Balance, prepare, and print W-2s at calendar year end.
¤Process the August accrual job, when applicable.
Base Pricing
To view base pricing information, see Business Center Contract Price List.
Other Services Available at an Additional Fee
Business Manager Services
vouchers.
¤Monitor compliance with special programs and federal and state grants.
¤Monitor trial balances of all funds.
¤Build and provide budget reports on-site.
¤Review/assist with payroll coding of employees.
¤Hourly rate or extended contract for services available upon request.
Summary of Finance Services
6
2022-2023 TREC SERVICES QUOTE
Contact Information
District/School Westlake Academy 5ğƷĻ /ƩĻğƷĻķ March 22, 2022
District Contact Name
Phone
Email{ĻƩǝźĭĻ tĻƩźƚķ 09/01/2022-08/31/2023
Contact Information
Company Address ESC Region 11 Prepared By Shawna Ford
1451 S. Cherry Lane Phone 817.740.3674
White Settlement, TX 76108 Email ƭŅƚƩķθĻƭĭЊЊ͵ƓĻƷ
ProductQuantityPrice/UnitSub TotalContract Price
Library Manager New License with TitlePeek and Service$ -
Library Manager with TitlePeek and Service 11,597.50$ $ 1,597.50
Web Path Express$ -
RPS - Fountas & Pinnell$ -
RPS - AR/RC$ -
RPS - Lexile$ -
State Standards$ -
Total Cost TREC Library Management Services$ 1,597.50
Resource Manager - New License$ -
Resource Manager - Service1$ 925.00$ 925.00
Early Activation $ -
Resource Manager - Upgrade$ -
Textbook Manager (grandfathered only) - Renewal$ -
Total Cost TREC Resource Management Services$ 925.00
Data Migration (district)$ -
Data Conversion (per campus)$ -
Total Cost TREC Data Migration Services$ -
Adjustment - Small School (Renewal Only)$ -
Adjustment - Other Amount$ -
Total Adjustments$ -
υ ЋͲЎЋЋ͵ЎЉ
Grand Total
BOARD OF TRUSTEES AGENDA ITEM
Regular Meeting - Action Item
Monday, August 08, 2022
TOPIC: Presentation and discussion concerning the 2022 Westlake Academy
student performance on the International Baccalaureate (IB) and Advanced
Placement (AP) assessments.
STAFF: Dr. James Owen, DP Principal
STRATEGIC ALIGNMENT
Outcome
Vision, Value, Mission Perspective Curriculum
Objective
Academic Optimize Student
Academic Excellence MYP / DP
Operations Potential
SUMMARY
The Westlake AcademyIBand AP exam results for 2022 will be analyzed, with reference to
historic trends at WA, comparisons with national and global data, and strategies for maintaining
and increasing student excellence in the Diploma Programme.
ACTION/OPTIONS
COUNCIL
N/A
STAFF RECOMMENDATION
N/A
Page 1 of 2
FISCAL/SERVICELEVEL IMPACT TO COMMUNITY
Project Cost/Funding Amount: N/A Funding Source: N/A
Contract: No Forms: N/A
Service Levels:N/A
DEVELOPMENT/MOBILITYIMPACTTOCOMMUNITY
Westlake Academy:What impact, if any, would this have on WA? This is not a project.
Comprehensive Plan: Adhere to our comprehensieve plan – if yes, in what way? This is not a
project.
Cost Recovery Analysis: Utilization of the cost recovery tool that R. McCaffrey put together.
This is not a project.
Traffic Impact: Any? Do we need this or tool this for development? There is no traffic impact.
ATTACHMENTS
Presentation on DP and AP exam results for 2022 (attachment forthcoming)
Page 2 of 2
BOARD OF TRUSTEESAGENDA ITEM
Regular Meeting -Consent Item
Monday, August 08, 2022
TOPIC:Consider a Resolution awarding the bid for property/casualty insurance
products and services to Box Insurance Agency for FY 2022-2023, and
further authorize the Head of Schoolor designee to execute this agreement.
STAFF:Sandy Garza, Human Resource Director
STRATEGIC ALIGNMENT
Outcome
Vision, Value, MissionPerspectiveCurriculum
Objective
People, Improve
Personal
Facilities, & PYP / MYP / DP Financial
Responsibility
TechnologyStewardship
SUMMARY
Bids have been solicited and receivedfor Westlake Academy’s annual insurance renewal. The
insurance policiescontained in this package include Property, General Liability, Umbrella
Liability, Workers Compensation, Auto, Crime, International Travel, CyberLiability, and a
Student Accident policy. Box Insurance Agency was the only submission that was received by the
bidding deadline. This was also the only bid containing all lines of coverage. This quote reflects
an overall price increase of $12,738from FY 2021-2022.
Liability quotes are quoted as all inclusive, or as sub-policies to the General Liability policy. These
include coverage for Directors & Officers, Employers Legal Liability, Employment Practices
Liability, Employee Benefits Liability, and Educator’s Legal Liability coverage.
Changes in cost for these policies from FY 21-22and FY 22-23are as follows:
Page 1of 2
Property premiums have increased industry-wide, largely from wind and hail
damage claims throughout Texas, as well as projected inflation, and increases in the
cost of specialized building materials. This policy has increased by 8.5%.
The Workers Compensation policy has increased by 4.6%.
Auto insurance has increased by 9.5% overalldue to overall industry trends and
inflation. However, this increase is mitigated due to lower vehicle replacement
values and favorable claims history.
The General Liability and Umbrella Liability policies reflect increases of 8%
adjustments for inflation and industry trends.
The Student Accident policy, International Travel policy, Crime policy, Cyber
Liability policy and Student Accident Policies did not increase.
The overall increase for all policies as an aggregate is 6% from the previous year.
BOARD
ACTION/OPTIONS
The Board of Trustees may move to approve or reject the proposed bid.
STAFF RECOMMENDATION
Staff recommends awarding the bid for Westlake Academy’s property/casualty insurance products
and services to Box Insurance Agency for FY 2022-2023. The total cost for this recommendation
is $173,953
FISCAL/SERVICELEVEL IMPACT TO COMMUNITY
Project Cost/Funding Amount: $173,953 Funding Source: General Fund
Contract: Yes Forms: Form 2270
Service Levels:The proposed bid provides for the same level of service as previous years.
DEVELOPMENT/MOBILITYIMPACT TO COMMUNITY
Westlake Academy:N/A
Comprehensive Plan: N/A
Cost RecoveryAnalysis: N/A
Traffic Impact: N/A
ATTACHMENTS
Insurance Proposal from Box Insurance Agency, inclusive of Form 2270.
Resolution WA 22-18
Exhibit “A”: Recommended Bid – Box Insurance
Page 2 of 2
WESTLAKE ACADEMY
RESOLUTION NO. 22-18
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES
AWARDING THE BID FOR PROPERTY/CASUALTY INSURANCE PRODUCTS AND
SERVICES TO BOXINSURANCE AGENCY FOR FY 2022-2023.
WHEREAS, Westlake Academy desires to maintain a comprehensive risk management
program for the protection of its property, students, employees, elected officials, and stakeholders;
and,
WHEREAS, the leaders of Westlake Academy desire to exercise exceptional levels of
stewardship with all financial resources; and,
WHEREAS, the Board of Trustees finds that the passage of this resolution is in the best
interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake
Academy.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
WESTLAKE ACADEMY:
SECTION 1: that the Board of Trustees of Westlake Academy does hereby award the
recommended bid for property/casualty insurance products and services to Box Insurance Agency
for FY 22-23, attached hereto as Exhibit “A”; and further authorize the Superintendent or designee
to execute this agreement.
SECTION 2: that, all matters stated in the recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety.
SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this resolution without the invalid
provision.
SECTION 4: That this resolution shall become effective from and after its date of
passage.
Resolution WA 22-18
Page 1 of 3
TH
PASSED AND APPROVED ON THIS 8
DAY OF AUGUST 2022.
___________________________________
Sean Kilbride, President
ATTEST:
___________________________________________________________________
Amy Piukana , Board Secretary Sean Wilson, Head of School
APPROVED AS TO FORM:
________________________________
Janet S. Bubert or L. Stanton Lowry,
School Attorney
Resolution WA 22-18
Page 2 of 3
Exhibit “A”
Recommended Bid – Box Insurance
Insurance Type Provider Expiring Renewal
Premium Premium
Commercial Property Crum & Forster $ 103,995 112,780
Workers Compensation Accident Fund 18,171 18,996
Crime Travelers2,860 3,299
General Liability (Education Suite)Utica15,347 16,930
Umbrella – LiabilityUtica7,505 8,101
Business Auto(4 Buses) Utica5,394 5,904
Student Accident Philadelphia5,943 5,943
International TravelChubb 2,000 2,000
Cyber Liability Utica400
400
Total $161,615
$174,353
Resolution WA 22-18
Page 3 of 3
AN INSURANCE PROPOSAL PREPARED FOR:
PRESENTED BY:
B OX I NSURANCE A GENCY
1200 S. M AIN S TREET, S TE. 1600
Grapevine, TX 76051
EJTDMBJNFS-The abbreviated outlines of coverages used throughout this proposal are not
intended to express any legal opinion as to the nature of coverage. They are only visuals to a
basic understanding of coverages. Please read your policy for specific details of coverages. This
proposal does not constitute a binder of insurance. Coverage may be bound based on the terms
outlined and chosen by signing and dating on the last page of this proposal.
202Westlake Academy Proposal Submittal Format
1.Box Services
2.Index
3.Questionnaire
4.Property
5.General Liability: (Education Liability Package Included)
6.Auto
7.Umbrella
8.Crime
9.Workers Compensation
10.International Travel
11.Student Accident
12.Cyber Liability
13.Premium Summary
14.Required Documents
a.Agent Current License
b.Copy of E&O Certificate of Insurance
c.Completed and Signed Felony Conviction Notice Form
d.Completed and Signed Non-Collusion Certification Form
e.Completed and Signed Conflict of Interest Questionnaire
f.Completed and Signed W-9 Form
g.Completed and Signed Form 2270
QSPQPTBM!GPS:Property, Liability, Workers Compensation, Auto, and Student Accident Insurance
QPTUFE!EBUF:July 14, 2022 FGGFDUJWF!EBUFT;!!September 1, 2022 to August 31, 2023
QSPQPTBM!EVF!EBUF:August 1, 2022 QSPQPTBM!EVF!UJNF:12:00 PM CST!!
DPOUBDU: Sandy Garza, Purchasing Agent
E-mail: sgarza@westlake-tx.org
Electronic proposals subject to the Terms and Conditions of this REQUEST FOR PROPOSAL and other
provisions, must be received by the Qvsdibtjoh!Bhfou!bu!thbs{bAxftumblf.uy/psh before the closing
time and date shown above. The Townwill retain late bids; however, they will not be opened nor
considered in the evaluation of the bid. Bids may be withdrawn at any time prior to this deadline. Bids
may not be altered, amended, or withdrawn after the official opening without the recommendation and
approval of the Purchasing Agent.The undersigned agrees if the bid is accepted, to furnish any and all
items upon which prices are offered, at the price(s) and upon the terms and conditions contained in the
specifications. The period for acceptance of this proposal shall be 60 calendar days.
UIF!VOEFSTJHOFE-!CZ!TJHOJOH!CFMPX-!ZPV!TJHOJGZ!UIBU!ZPV!IBWF!SFBE!UIF!
FOUJSF!EPDVNFOU!BOE!BHSFF!UP!UIF!UFSNT!BOE!DPOEJUJPOT!UIFSFJO/CZ!
TJHOJOH!CFMPX-!ZPV!BMTP!DFSUJGZ!UIBU!JG!B!UFYBT!BEESFTT!JT!TIPXO!BT!UIF!
BEESFTT!PG!UIF!QSPQPTJOH!WFOEPS-!UIF!WFOEPS!RVBMJGJFT!BT!B!UFYBT!
SFTJEFOU!CJEEFS!BT!EFGJOFE!JO!SVMF!2!UBD!222/3/
Company Name and Address:Company’s Authorized Agent
Name and Title (Typed or Printed):
Signature
Federal ID Number (TIN) or SSN and Name
Telephone No.Date:
Fax No.: Email address:
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 1 of 38
Sfrvftu!gps!Qspqptbm!!Xftumblf!Bdbefnz
Qspqfsuz-!Mjbcjmjuz-!Xpslfst!Dpnqfotbujpo-!boe!Tuvefou!Bddjefou!Jotvsbodf!
Table of Contents .……………………………………………………..2
Acknowledgementof Receipt......…………..……………………….....3
Questionnaire .………………………………………………………….4
General Requirements and Instructions .…………………………….....5
Policy Requirements and Limits ...……………………………………..8
Property Insurance, Fire and Extended Equipment Coverage..…….8
GeneralLiability, EPLI, EBLI, ELLI, D&OInsurance .…….…….10
Automobile and Physical Damage Insurance ………………..…….12
Umbrella Liability Insurance ………………………………………14
Crime Insurance ………………..…………………………………..16
Workers Compensation Insurance.…..……………………………..18
International Travel Insurance ..…………..………………………..20
Student Accident Insurance....…...………..………………………..22
Cyber Liability Insurance ………………………………………….24
Proposal Submittal Format.……………………………………………26
Exhibit “A” -Property Schedule………………………………………27
Felony Conviction Notice Form.………………………………………28
Non-Collusion Statement.……………………………………………..29
Conflict of InterestQuestionnaire ….…………………………………30
W-9 Form ..……………………………………………………………32
Form 2270 ..……………………………………………………………38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 2 of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 3 of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 4 of 38
“RFP 22-001 – Westlake Academy Property & Liability Insurance”.
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 5 of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 6 of 38
alternate quote
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 7 of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 8 of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 9 of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 10of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 11of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 12of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 13of 38
all Liability limits
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 14of 38
Xftumblf!Bdbefnz!!GZ!33034Dpnqsfifotjwf!Jotvsbodf!SGQ!!!!!!Qbhf!26pg!49
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 16of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 17of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 18of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 19of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 20of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 21of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 22of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 23of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 24of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 25of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 26of 38
Westlake Academy – FY 22/23Comprehensive Insurance RFP Page 27of 38
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Town of WestlakeWestlake Academy
Human Resources Department
_________________________________________________________________________________________________________________________
GFMPOZ!DPOWJDUJPO!OPUJDF!
Box Bonding Agency, LLC Dba Box Insurance Agency
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y
1901203133
_________________________________________________________________________________________
, Suite #20 Westlake, Texas 76262
Metro: 817-490-5711 Fax: 817-430-1812 www.westlakeacademy.org
Town of WestlakeWestlake Academy
Human Resources Department
_________________________________________________________________________________________________________________________
OPO.DPMMVTJPO!TUBUFNFOU!
_________________________________________________________________________________________
, Suite #20 Westlake, Texas 76262
Metro: 817-490-5711 Fax: 817-430-1812 www.westlakeacademy.org
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tƩƚƦĻƩƷǤ {ǒƒƒğƩǤ
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wĻƦƌğĭĻƒĻƓƷ /ƚƭƷ
.ǒźƌķźƓŭЊЉͲЉЉЉ{ĻĻ {ƷğƷĻƒĻƓƷ ƚŅ ğƌǒĻƭ
.ǒƭźƓĻƭƭ tĻƩƭƚƓğƌ tƩƚƦĻƩƷǤЊЉͲЉЉЉwĻƦƌğĭĻƒĻƓƷ /ƚƭƷ{ĻĻ {ƷğƷĻƒĻƓƷ ƚŅ ğƌǒĻƭ
LƓĭƚƒĻ Ώ 9ğƩƓźƓŭƭͲ wĻƓƷƭͲ 9ǣƷƩğ 9ǣƦĻƓƭĻƭАЋ IƚǒƩƭ{ĻĻ {ƷğƷĻƒĻƓƷ ƚŅ ğƌǒĻƭ
hƩķźƓğƩǤ tğǤƩƚƌƌ \[źƒźƷğƷźƚƓВЉ 5ğǤƭ
źƓķƭƷƚƩƒΉIğźƌЋі ƭǒĬƆĻĭƷ Ʒƚ ЊЉЉͲЉЉЉ ƒźƓ͵
ĻƩƩƚƩźƭƒ
9ƨǒźƦƒĻƓƷ .ƩĻğƉķƚǞƓ
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\[źƒźƷ
ЊЉͲЉЉЉ
tƩƚƦĻƩƷǤЎЋͲЉЉВͲБЉЉ
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LƓĭƚƒĻ Ώ 9ğƩƓźƓŭƭ ğƓķ 9ǣƷƩğ 9ǣƦĻƓƭĻЍБЍͲЉЉЉ
ЊЉͲЉЉЉ
{ƦƚźƌğŭĻЋЎЉͲЉЉЉ
LƓĭƌ͵
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LƓĭƌ͵
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LƓĭƌ͵
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LƓĭƌ͵
tƚǞĻƩ 5źƭƩǒƦƷźƚƓ ΛhƷŷĻƩ /ğǒƭĻƭ ƚŅ \[ƚƭƭΜLƓĭƌ͵
9ǣƦĻķźƷźƓŭ 9ǣƦĻƓƭĻƭЋЎЉͲЉЉЉ
IğǩğƩķƚǒƭ {ǒĬƭƷğƓĭĻƭЋЎЉͲЉЉЉ
5ğƷğ wĻƭƷƚƩğƷźƚƓЋЎЉͲЉЉЉ
Statement of Values
LocationBuildingAddressBuildingBusiness Personal Property
Income
11 ЊЋͲБВВͲЋЎЉЊͲЏБЉͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЌЌЍͲЉЉЉ
12 ВͲЋЉБͲЎЉЉБЌЉͲЎЎЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЎͲЉЉЉ
13 ЍͲАЊЎͲЎЎЉЎЋЎͲЉЉЉЊЎͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262
14 ЎͲВЏЎͲЉЎЉЌВВͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЎͲЉЉЉ
15 БЉͲЉЉЉЊЉͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЉͲЉЉЉ
16 БЉͲЉЉЉЊЉͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЉͲЉЉЉ
17 БЉͲЉЉЉЊЉͲЎЉЉЊЉͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262
18 ЌͲЉЏЏͲЉЉЉЌЏАͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЎͲЉЉЉ
19 ЌͲАЉВͲЏЎЉЍЏЋͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЎͲЉЉЉ
110 ЏͲЊБВͲАЎЉЎААͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЎͲЉЉЉ
111 БЉͲЉЉЉЊЉͲЎЉЉЊЉͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262
112 БЉͲЉЉЉЊЉͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЉͲЉЉЉ
113 БЉͲЉЉЉЊЉͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЉͲЉЉЉ
Flood - Zone Rated
Maximum Aggregate Limit = $5,000,000
Zone - LowOccurrence LimitDeductible
Zone Aggregate Limit
Low Hazard Zone - is an area defined by FEMA as above the 500-
5,000,0005,000,00050,000
year flood level
Zone - ModerateOccurrence LimitDeductible
Zone Aggregate Limit
Moderate Hazard Zone - is an area defined by FEMA or any foreign
bƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķ
equivalent, between the limits of the base flood and the 0.2 percent
annual chance or 500-year flood. A moderate hazard zone is shown
on the FIRM per FEMA and includes but is not limited to Zone B or
Zone X. If not defined by FEMA or any foreign equivalent, it is an
area between the limits of the base flood and the 0/2 percent
annual change or 500-year flood.
Zone - HighOccurrence LimitDeductible
Zone Aggregate Limit
High Hazard Zone - is an area defined by FEMA or any foreign
bƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķ
equivalent that will be inundated by the flood event having a 1
percent annual chance of being equaled or exceeded in any given
year. The 1 percent annual chance flood is also referred to by FEMA
as the base flood or 100-year flood. SFHA's per FEMA include but
are not limited to Zone A, Zone AO, Zone AH, Zones A1-A30, Zone
A99, Zone AR, Zone AR/AE, Zone AR/AO, Zone AR/A1-A30, Zone
ARIA, Zone V, Zone VE, and Zones V1-V30. If not defined by FEMA or
any foreign equivalent, it is an area that will be inundated by the
flood event have a 1 percent change of being equaled or exceeded
in any given year.
Earthquake
Maximum Aggregate Limit = $5,000,000
Zone - LowOccurrence LimitDeductible
Zone Aggregate Limit
Low Hazard Zone - includes all other areas not described in the high
5,000,0005,000,00050,000
or moderate zones below
Zone - ModerateOccurrence LimitDeductible
Zone Aggregate Limit
Moderate Hazard Zone - includes regions of New Madrid and the
bƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķ
Pacific Northwest
Zone - HighOccurrence LimitDeductible
Zone Aggregate Limit
High Hazard Zone - includes the states California, Hawaii and Alaska bƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķ
bƚƷ LƓĭƌǒķĻķ
/ƚǝĻƩğŭĻ 9ǣƷĻƓƭźƚƓƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Consequential LossSubject to Applicable Covered Property Limit
Damage From TheftSubject to Applicable Covered Property Limit
Debris Removal (Additional Expense)5 0,000
Emergency Removal365 Days
Emergency Removal Expense5 ,000
Fraud and Deceit5 ,000
Off Premises Utility Service Interruption 50,000
Overhead Transmission LinesIncluded
{ǒƦƦƌĻƒĻƓƷğƌ /ƚǝĻƩğŭĻƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Brands or Labels Expense 50,000
Expediting Expenses5 0,000
Fire Department Service Charges2 5,000
Inventory and Appraisal Expense5 0,000
Ordinance or Law (Undamaged Parts of a Bldg)Subject to Applicable Covered Property Limit
Ordinance or Law (Increased Cost to Repair/Cost to
Demolish and Clear Site) 100,000
Personal Effects1 5,000
Pollutant Cleanup and Removal5 0,000
Recharge of Fire Extinguishing Equipment5 0,000
Rewards1 0,000
Sewer Backup and Water Below the Surface2 5,000
Trees, Shrubs and Plants5 0,000
Underground Pipes, Pilings, Bridges and Roadways2 50,000
{ǒƦƦƌĻƒĻƓƷğƌ ağƩźƓĻ /ƚǝĻƩğŭĻƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Accounts Receivable 50,000
Fine Arts1 00,000
Off Premises Computers2 5,000
Property on Exhibition5 0,000
Property in Transit5 0,000
Sales Representatives Samples 50,000
Software Storage5 0,000
Electrical or Magnetic Disturbance of ComputersSubject to Applicable Covered Property Limit
Power Supply Disturbance of ComputersSubject to Applicable Covered Property Limit
Valuable Papers1 00,000
/ƚǝĻƩğŭĻ hƦƷźƚƓƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Newly Built or Acquired Buildings1,000,000
Personal Property - Acquired Locations250,000
Locations 'You' Elect Not to Describe50,000
LƓĭƚƒĻ /ƚǝĻƩğŭĻ 9ǣƷĻƓƭźƚƓƭ
5ĻƭĭƩźƦƷźƚƓtĻƩźƚķ
Interruption by Civil Authority30 Days
Period of Loss Extension90 Days
LƓĭƚƒĻ {ǒƦƦƌĻƒĻƓƷğƌ /ƚǝĻƩğŭĻƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Dependent Locations100,000
Pollutants Cleanup and Removal10,000
Property in Transit, On Exhibition, or Custody of Sales
Representatives50,000
Off Premises Utility Service Interruption10,000
Off Premises Utility Service Interruption - Waiting Period72 Hours
Overhead Transmission LinesIncluded
Contract Penalty
Limit Any One Occurrence 25,000
Limit Any 12 Month Period 25,000
LƓĭƚƒĻ /ƚǝĻƩğŭĻ hƦƷźƚƓƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Newly Built or Acquired Locations1 00,000
źƷƌĻCƚƩƒ bǒƒĬĻƩ9ķźƷźƚƓ
U.S. Treasury Department's Office of Foreign Assets Control (OFAC)
Advisory Notice to PolicyholdersIL P 0010104
Policyholder Disclosure Notice of Terrorism Insurance CoverageCL 10 450115
Commercial Output Program Policy DeclarationsCO 05 0010918
Schedule of Forms and EndorsementsCO 06 0010918
Certified Act of Terrorism ExclusionCL 06 100115
Virus or Bacteria ExclusionCL 07 001006
Schedule of LocationsCO 06 0020918
Common Policy ConditionsCL 01 000399
Amendatory Endorsement TexasCL 02 730719
Equipment Breakdown Coverage PartCO 00 0010119
Amendatory Endorsement - TexasCO 01 0100119
Equipment Breakdown ScheduleCO 06 0100119
Commercial Output Program - Property Coverage PartCO 10 001002
Commercial Output Program - Income Coverage PartCO 10 010402
Spoilage Coverage Part - Scheduled CoverageCO 10 040402
Schedule of Coverages - Commercial Output ProgramCO 10 500305
Location ScheduleCO 10 520402
Ordinary Payroll Limitation ScheduleCO 10 670402
Spoilage ScheduleCO 10 740402
Scheduled Locations - Spoilage CoverageCO 10 750402
Scheduled Locations EndorsementCO 12 270502
Ordinary Payroll LimitationCO 12 420402
Waiting Period - Income CoverageCO 12 810402
Earlier Notice of Cancellation or Nonrenewal Provided by UsCO 02 0010918
Windstorm or Hail Deductibles (Percentage Deductible Subject to a
Minimum Dollar Deductible)CO 03 0010819
Professional Fees CoverageCO 04 0090918
Lock ReplacementCO 04 0110918
Flood Endorsement (Designated Zones)CO 04 0180819
Earthquake Endorsement - Designated ZonesCO 04 0190918
Mortgagee Loss Payable ScheduleCO 06 0050918
Flood Schedule (Designated Zones)CO 06 0080918
Earthquake Schedule (Designated Zones)CO 06 0090918
Windstorm or Hail ScheduleCO 06 0120819
Windstorm Meaning and Clarification EndorsementCO 24 0291119
/ƚƒƒĻƩĭźğƌ hǒƷƦǒƷ tƩƚŭƩğƒ
tƩƚƦĻƩƷǤ {ǒƒƒğƩǤ
/ƚǝĻƩğŭĻ5ĻķǒĭƷźĬƌĻğƌǒğƷźƚƓ\[źƒźƷ
wĻƦƌğĭĻƒĻƓƷ /ƚƭƷ
.ǒźƌķźƓŭЎЉͲЉЉЉ{ĻĻ {ƷğƷĻƒĻƓƷ ƚŅ ğƌǒĻƭ
.ǒƭźƓĻƭƭ tĻƩƭƚƓğƌ tƩƚƦĻƩƷǤЎЉͲЉЉЉwĻƦƌğĭĻƒĻƓƷ /ƚƭƷ{ĻĻ {ƷğƷĻƒĻƓƷ ƚŅ ğƌǒĻƭ
LƓĭƚƒĻ Ώ 9ğƩƓźƓŭƭͲ wĻƓƷƭͲ 9ǣƷƩğ 9ǣƦĻƓƭĻƭАЋ IƚǒƩƭ{ĻĻ {ƷğƷĻƒĻƓƷ ƚŅ ğƌǒĻƭ
hƩķźƓğƩǤ tğǤƩƚƌƌ \[źƒźƷğƷźƚƓВЉ 5ğǤƭ
źƓķƭƷƚƩƒΉIğźƌЋі ƭǒĬƆĻĭƷ Ʒƚ ЊЉЉͲЉЉЉ ƒźƓ͵
ĻƩƩƚƩźƭƒ
9ƨǒźƦƒĻƓƷ .ƩĻğƉķƚǞƓ
/ƚǝĻƩğŭĻ ǤƦĻ5ĻķǒĭƷźĬƌĻ
\[źƒźƷ
ЎЉͲЉЉЉ
tƩƚƦĻƩƷǤЎЋͲЉЉВͲБЉЉ
АЋ IƚǒƩƭ
LƓĭƚƒĻ Ώ 9ğƩƓźƓŭƭ ğƓķ 9ǣƷƩğ 9ǣƦĻƓƭĻЍБЍͲЉЉЉ
ЎЉͲЉЉЉ
{ƦƚźƌğŭĻЋЎЉͲЉЉЉ
LƓĭƌ͵
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LƓĭƌ͵
wĻŅƩźŭĻƩğƓƷ /ƚƓƷğƒźƓğƷźƚƓ Λ9ƨǒźƦƒĻƓƷ .ƩĻğƉķƚǞƓΜLƓĭƌ͵
LƓĭƌ͵
wĻŅƩźŭĻƩğƓƷ /ƚƓƷğƒźƓğƷźƚƓ ΛhƷŷĻƩ /ğǒƭĻƭ ƚŅ \[ƚƭƭΜLƓĭƌ͵
LƓĭƌ͵
tƚǞĻƩ 5źƭƩǒƦƷźƚƓ Λ9ƨǒźƦƒĻƓƷ .ƩĻğƉķƚǞƓΜLƓĭƌ͵
LƓĭƌ͵
tƚǞĻƩ 5źƭƩǒƦƷźƚƓ ΛhƷŷĻƩ /ğǒƭĻƭ ƚŅ \[ƚƭƭΜLƓĭƌ͵
9ǣƦĻķźƷźƓŭ 9ǣƦĻƓƭĻƭЋЎЉͲЉЉЉ
IğǩğƩķƚǒƭ {ǒĬƭƷğƓĭĻƭЋЎЉͲЉЉЉ
5ğƷğ wĻƭƷƚƩğƷźƚƓЋЎЉͲЉЉЉ
Statement of Values
LocationBuildingAddressBuildingBusiness Personal Property
Income
11 ЊЋͲБВВͲЋЎЉЊͲЏБЉͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЌЌЍͲЉЉЉ
12 ВͲЋЉБͲЎЉЉБЌЉͲЎЎЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЎͲЉЉЉ
13 ЍͲАЊЎͲЎЎЉЎЋЎͲЉЉЉЊЎͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262
14 ЎͲВЏЎͲЉЎЉЌВВͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЎͲЉЉЉ
15 БЉͲЉЉЉЊЉͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЉͲЉЉЉ
16 БЉͲЉЉЉЊЉͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЉͲЉЉЉ
17 БЉͲЉЉЉЊЉͲЎЉЉЊЉͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262
18 ЌͲЉЏЏͲЉЉЉЌЏАͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЎͲЉЉЉ
19 ЌͲАЉВͲЏЎЉЍЏЋͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЎͲЉЉЉ
110 ЏͲЊБВͲАЎЉЎААͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЎͲЉЉЉ
111 БЉͲЉЉЉЊЉͲЎЉЉЊЉͲЉЉЉ
2600 Ottinger Road, Westlake, TX 76262
112 БЉͲЉЉЉЊЉͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЉͲЉЉЉ
113 БЉͲЉЉЉЊЉͲЎЉЉ
2600 Ottinger Road, Westlake, TX 76262 ЊЉͲЉЉЉ
Flood - Zone Rated
Maximum Aggregate Limit = $5,000,000
Zone - LowOccurrence LimitDeductible
Zone Aggregate Limit
Low Hazard Zone - is an area defined by FEMA as above the 500-
5,000,0005,000,00050,000
year flood level
Zone - ModerateOccurrence LimitDeductible
Zone Aggregate Limit
Moderate Hazard Zone - is an area defined by FEMA or any foreign
bƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķ
equivalent, between the limits of the base flood and the 0.2 percent
annual chance or 500-year flood. A moderate hazard zone is shown
on the FIRM per FEMA and includes but is not limited to Zone B or
Zone X. If not defined by FEMA or any foreign equivalent, it is an
area between the limits of the base flood and the 0/2 percent
annual change or 500-year flood.
Zone - HighOccurrence LimitDeductible
Zone Aggregate Limit
High Hazard Zone - is an area defined by FEMA or any foreign
bƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķ
equivalent that will be inundated by the flood event having a 1
percent annual chance of being equaled or exceeded in any given
year. The 1 percent annual chance flood is also referred to by FEMA
as the base flood or 100-year flood. SFHA's per FEMA include but
are not limited to Zone A, Zone AO, Zone AH, Zones A1-A30, Zone
A99, Zone AR, Zone AR/AE, Zone AR/AO, Zone AR/A1-A30, Zone
ARIA, Zone V, Zone VE, and Zones V1-V30. If not defined by FEMA or
any foreign equivalent, it is an area that will be inundated by the
flood event have a 1 percent change of being equaled or exceeded
in any given year.
Earthquake
Maximum Aggregate Limit = $5,000,000
Zone - LowOccurrence LimitDeductible
Zone Aggregate Limit
Low Hazard Zone - includes all other areas not described in the high
5,000,0005,000,00050,000
or moderate zones below
Zone - ModerateOccurrence LimitDeductible
Zone Aggregate Limit
Moderate Hazard Zone - includes regions of New Madrid and the
bƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķ
Pacific Northwest
Zone - HighOccurrence LimitDeductible
Zone Aggregate Limit
High Hazard Zone - includes the states California, Hawaii and Alaska bƚƷ LƓĭƌǒķĻķbƚƷ LƓĭƌǒķĻķ
bƚƷ LƓĭƌǒķĻķ
/ƚǝĻƩğŭĻ 9ǣƷĻƓƭźƚƓƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Consequential LossSubject to Applicable Covered Property Limit
Damage From TheftSubject to Applicable Covered Property Limit
Debris Removal (Additional Expense) 50,000
Emergency Removal365 Days
Emergency Removal Expense 5,000
Fraud and Deceit 5,000
Off Premises Utility Service Interruption 50,000
Overhead Transmission LinesIncluded
{ǒƦƦƌĻƒĻƓƷğƌ /ƚǝĻƩğŭĻƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Brands or Labels Expense 50,000
Expediting Expenses 50,000
Fire Department Service Charges 25,000
Inventory and Appraisal Expense 50,000
Ordinance or Law (Undamaged Parts of a Bldg)Subject to Applicable Covered Property Limit
Ordinance or Law (Increased Cost to Repair/Cost to
Demolish and Clear Site) 100,000
Personal Effects 15,000
Pollutant Cleanup and Removal 50,000
Recharge of Fire Extinguishing Equipment 50,000
Rewards 10,000
Sewer Backup and Water Below the Surface 25,000
Trees, Shrubs and Plants 50,000
Underground Pipes, Pilings, Bridges and Roadways 250,000
{ǒƦƦƌĻƒĻƓƷğƌ ağƩźƓĻ /ƚǝĻƩğŭĻƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Accounts Receivable 50,000
Fine Arts 100,000
Off Premises Computers 25,000
Property on Exhibition 50,000
Property in Transit 50,000
Sales Representatives Samples 50,000
Software Storage 50,000
Electrical or Magnetic Disturbance of ComputersSubject to Applicable Covered Property Limit
Power Supply Disturbance of ComputersSubject to Applicable Covered Property Limit
Valuable Papers 100,000
/ƚǝĻƩğŭĻ hƦƷźƚƓƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Newly Built or Acquired Buildings1,000,000
Personal Property - Acquired Locations250,000
Locations 'You' Elect Not to Describe50,000
LƓĭƚƒĻ /ƚǝĻƩğŭĻ 9ǣƷĻƓƭźƚƓƭ
5ĻƭĭƩźƦƷźƚƓtĻƩźƚķ
Interruption by Civil Authority30 Days
Period of Loss Extension90 Days
LƓĭƚƒĻ {ǒƦƦƌĻƒĻƓƷğƌ /ƚǝĻƩğŭĻƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Dependent Locations100,000
Pollutants Cleanup and Removal10,000
Property in Transit, On Exhibition, or Custody of Sales
Representatives50,000
Off Premises Utility Service Interruption10,000
Off Premises Utility Service Interruption - Waiting Period72 Hours
Overhead Transmission LinesIncluded
Contract Penalty
Limit Any One Occurrence 25,000
Limit Any 12 Month Period 25,000
LƓĭƚƒĻ /ƚǝĻƩğŭĻ hƦƷźƚƓƭ
5ĻƭĭƩźƦƷźƚƓ\[źƒźƷ
Newly Built or Acquired Locations1 00,000
źƷƌĻCƚƩƒ bǒƒĬĻƩ9ķźƷźƚƓ
U.S. Treasury Department's Office of Foreign Assets Control (OFAC)
Advisory Notice to PolicyholdersIL P 0010104
Policyholder Disclosure Notice of Terrorism Insurance CoverageCL 10 450115
Commercial Output Program Policy DeclarationsCO 05 0010918
Schedule of Forms and EndorsementsCO 06 0010918
Certified Act of Terrorism ExclusionCL 06 100115
Virus or Bacteria ExclusionCL 07 001006
Schedule of LocationsCO 06 0020918
Common Policy ConditionsCL 01 000399
Amendatory Endorsement TexasCL 02 730719
Equipment Breakdown Coverage PartCO 00 0010119
Amendatory Endorsement - TexasCO 01 0100119
Equipment Breakdown ScheduleCO 06 0100119
Commercial Output Program - Property Coverage PartCO 10 001002
Commercial Output Program - Income Coverage PartCO 10 010402
Spoilage Coverage Part - Scheduled CoverageCO 10 040402
Schedule of Coverages - Commercial Output ProgramCO 10 500305
Location ScheduleCO 10 520402
Ordinary Payroll Limitation ScheduleCO 10 670402
Spoilage ScheduleCO 10 740402
Scheduled Locations - Spoilage CoverageCO 10 750402
Scheduled Locations EndorsementCO 12 270502
Ordinary Payroll LimitationCO 12 420402
Waiting Period - Income CoverageCO 12 810402
Earlier Notice of Cancellation or Nonrenewal Provided by UsCO 02 0010918
Windstorm or Hail Deductibles (Percentage Deductible Subject to a
Minimum Dollar Deductible)CO 03 0010819
Professional Fees CoverageCO 04 0090918
Lock ReplacementCO 04 0110918
Flood Endorsement (Designated Zones)CO 04 0180819
Earthquake Endorsement - Designated ZonesCO 04 0190918
Mortgagee Loss Payable ScheduleCO 06 0050918
Flood Schedule (Designated Zones)CO 06 0080918
Earthquake Schedule (Designated Zones)CO 06 0090918
Windstorm or Hail ScheduleCO 06 0120819
Windstorm Meaning and Clarification EndorsementCO 24 0291119
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tfqbsbufmz!dibshfe!jg!qvsdibtfe
Educational Institution Coverage Endorsement
8-E-3042
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Accident & Health Division
2 Riverway, Ste 900
Houston, TX 77056
USA
Named Insured:Westlake Academy
Eligibility:Class 1:All students of the Policyholder
Class 2:All faculty and staff of the Policyholder
Coverage Term:August 31, 2022 to August 31, 2023
Policy Number:GLM N14302943
Renewal
Premium:$2,000
Covered
Activities:Educational Travel Coverage
Out-of-Country Medical Expense Benefits
Benefit Maximum:$50,000 per person
Deductible: $0 per Covered Accident or Sickness
Preexisting Conditions: Treated as any other medical condition
Dental Treatment: $500 (Injury & Alleviation of Pain)
Pregnancy Benefit: Treated as any other medical condition
Room & Board: Average semi private room rate
Intensive Care: Two times the average semi private room rate
Chiropractic Care: $350 ($35 per visit up to a maximum of 10 visits)
Prescription Drugs: Inpatient Co-insurance: 100% of covered expenses
Outpatient Co-insurance:100% of covered expenses
Coinsurance: 100% of the Usual and Customary Charges
Incurral Period: 30 Days from the date of a Covered Accident or Sickness
Maximum Benefit Period: The earlier of the date the Covered Person returns to his or her
Home Country or Country of Permanent Assignment, or 26
weeks from the date of a Covered Accident or Sickness
Maximum Coverage Period: 180 days any single trip
Accidental Death & Dismemberment Benefit:
Class 1: $10,000
Class 2: $50,000
Aggregate Limit: $250,000
Chaperone Replacement Benefit $2,000
Emergency Reunion Benefit $2,000
Emergency Medical Benefit: up to $10,000
Emergency Medical Evacuation:100% of the Covered Expenses
Repatriation Benefit: 100% of the Covered Expenses
Xftumblf!Bdbefnz
Student Accident Insurance
Quotation 202
IABILITY P ROPOSAL
Bqqmjdbcmf!Mjnju!
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Ebub!DpnqspnjtfSftqpotf!Fyqfotf covers personal data compromises Included in aggregate limit,
and affords: unless otherwise noted
12 Months
¸Notification of Affected Individuals
50% sublimit of aggregate limit
¸Services to Affected Individuals, which can include credit monitoring
50% sublimit of aggregate limit
¸Legal review
$5,000
¸Forensic review to determine the nature and extent of breach
$50,000 named malware
¸Public relations services
Dpnqvufs!Buubdl!boe!Dzcfs!Fyupsujpo coverage includes:
Included in aggregate limit,
unless otherwise noted
¸Data restoration, data recreation and system restoration
Up to 50% of aggregate limit
¸Business income/extra expense
$5,000 sublimit
¸Public relations services
$25,000 if aggregate limit is
¸Cyber Extortion covers the cost of a professional firm to assist the
$250,000 or more
insured through a cyber extortion threat and the costs of approved
extortion payments.
Ebub!Dpnqspnjtf!Mjbcjmjuz covers defense and settlement costs for claims
Included in aggregate limit
brought by or on behalf of affected individuals due to theft or loss of personally
identifying information.
Ofuxpsl!Tfdvsjuz!Mjbcjmjuz covers defense and settlement costs due to the
Included in aggregate limit
unintended forwarding of malicious code, the breach of third party business
information, or the unintended abetting of denial of service attack.
Fmfduspojd!Nfejb!Mjbcjmjuz!Dpwfsbhf covers defense and settlement costs in
Included in aggregate limit
the event of a suit alleging that the insured infringed on a copyright or
trademark, defamed a third party, or violated a person’s right to privacy.
Jefoujuz!Sfdpwfsz covers expense reimbursement and case management
$25,000
services for the chief school administrator, chief financial officer, and/or
treasurer.
Sftqpotf!Fyqfotf coverage for personally identitfying information posted to
Included
the internet in error
Coverage for personally identifying information stored with a cloud service Included
provider
Defense applies Inside the limits
Coverage for paper breach or data proven to have been breached through an Included
oral disclosure.
Consent required for settlement
Yes
Initiating breach response services required before Data Compromise Yes
Liability coverage applies
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P REMIUM C OMPARISON
COVERAGEEXPIRING PREMIUMRENEWAL PREMIUM
EFFECTIVE:
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BOARD OF TRUSTEESAGENDA ITEM
Regular Meeting - Action Item
Monday, August 08, 2022
TOPIC: Conduct a Public Hearing and Consider a Resolution Approving the
Amended Year-End Budget for Westlake Academy for the Fiscal Year
Ending August 31, 2022, and Adopting the Proposed Budget for the Fiscal
Year Ending August 31, 2023.
STAFF: Marlene Rutledge, AcademicFinance Manager
Amber Karkauskas, Director of Finance
Sean Wilson, Head of School
STRATEGIC ALIGNMENT
Outcome
Vision, Value, Mission PerspectiveCurriculum
Objective
Vision: Westlake
Academy inspires
college bound
students to achieve
their highest Improve
Fiscal
individual potential in PYP / MYP / DP Financial
Stewardship
a nuturing Stewardship
environment that
fosters the traits
found in the IB
Learner Profile.
SUMMARY
The proposed budget reflects Westlake Academy’s (WA) continuing initiatives that support the
vision, mission, and values established by the governing Boardof Trustees. 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
st
compete on a global stage, we prepare our students with 21century specific skills to be able to
successfully navigate an ever-changing globally minded marketplace. Therefore, we remain a
Page 1 of 4
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.
In accordance with directives from the Board of Trustees, our theme for the new school year is
IB Education for All: Empowering Students in a Changing Global Society.
The proposed budget is prepared each year with conservative revenue projections and expenditures
that are targeted to create an exceptional learning environment designed for student success and a
supportive culture for all WA students and staff members to continuously develop and thrive. This
document contains a summary showing the proposed academic budget for Fiscal Year 2022-23
with the amended budget for Fiscal Year 2021-22. 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 FY23 operating budget reflects the following updates:
Student enrollment for budgeting purposes will remain at 875, as in FY 2021-22.
An average of 6% earnings increase for all teachers, counselors, librarians, nurses,
diagnosticians, and administrative and support staff.
Increases in athletic stipends.
Adding or reclassifying the following positions:
o 504 Coordinator (previously Special Education Teacher).
o Secondary Math Specialist (part-time).
o Dyslexia Specialist (part-time).
o Bus Driver (part-time).
Second year to receive federal relief funds (ESSER III-Supplemental) for public schools
to be used for intensive education supports for students not performing satisfactorily, and
for tutoring to address accelerated instruction for learning loss and the academic impact of
lost instructional time due to the COVID-19 pandemic. Westlake Academy was allotted
$245,211 in FY22 and $237,534 in FY23.
BUDGET RETREAT
The Board of Trustees reviewed both the Proposed Budget for FY 2022-23 and the Current Year
Amended Budget for FY 2021-22 at the budget retreat held on June 16-17, 2022. 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 afive-year
financial forecast.
The majority of changes made to the proposed budget since the June 2022 budget retreat were a
result of staffing and payroll changes related to the change in positions bulleted above. Additional
changes to the Proposed Budget for FY 2022-23 include:
An increase in local revenue from interest income and food service activity by $2,721.
An increase in municipal contributions for Westlake Academy Foundation salaries and
benefits by $70K.
An increase in municipal contributions for Westlake Operations totaling $418K.
Page 2 of 4
A decrease in state revenue projections by $8,071.
An increase in athletic stipends by $53,593.
Changes to the Current Year Amended Budget for FY 2021-22 include:
An increase in local revenue from interest income and food service activity by $2,710.
An increase in the transfer-in to Athletics from the AcademyGeneral Fund by $45K,
offsetting a projected funding deficit at year-end.
These changes result in $63,348 decrease to fund balance, and a projected ending unassigned fund
balance of $1,903,703, or 73 operating days.
FY 2022-23BUDGET ADOPTION
In accordance with State law, the staff has prepared and presents the FY 2022-23 operating budget
for Westlake Academy outlining the anticipated revenues and expenditures of the General Fund
for the Board’s review and consideration, including the amended year-end budget for FY 2021-
22.
The Proposed FY 2022-23 General Fund budget totals $9,832,136 in expenditures, representing a
3.79% increase over the prior year. These projections will result in an ending unassigned fund
balance of $1,908,542. This balance provides for 71 operating days.
The budget presentation provides an opportunity the for Board to review the proposed information
for the coming fiscal year. Legal requirements for charter school budgets are formulated by the
State of Texas and the Texas Education Agency (TEA). An appropriated budget is adopted on a
basis consistent with Generally Accepted Accounting Principles (GAAP); therefore, as a public
charter school, the Board of Trustees must approve an annual budget for General Fund, Food
Service and Debt Service Funds. Since the Academy does not maintain the latter two funds, the
General Fund is the only legally adopted fund. Special revenue funds are not adopted by
Council and are therefore not brought forward in this item, but will be included in the final
document for submission to the Association of School Business Officials International (ASBO).
Communication plans after adoption of the proposed budget include the required submission to
TEA, postings to the Westlake Academy website and related social media accounts, and a separate
email to the students, parents, residents, staff, and affiliate groups with a website link to the
Adopted FY 2022-23 Westlake Academy Operating Budget.
COUNCILACTION/OPTIONS
Council may move to approve or reject the Proposed FY 2022-23 Operating Budget or the
Amended FY 2021-22 Operating Budget. It is the desire of staff to receive feedback and direction
as to its decisions and desired outcomes.
STAFF RECOMMENDATION
Following the presentation of the Proposed FY 2022-23 Operating Budget and the Amended FY
2021-22 Operating Budget, and the holding of the required public hearing, staff recommends
approval of this resolution and its attached budgets and policies.
FISCAL/SERVICELEVEL IMPACT TO COMMUNITY
Page 3 of 4
Project Cost/Funding Amount: $9,832,136 Funding Source: General Fund
Contract: No Forms: N/A
Service Levels:This budget
DEVELOPMENT/MOBILITYIMPACT TO COMMUNITY
Westlake Academy:N/A
Comprehensive Plan: N/A
Cost Recovery Analysis: N/A
Traffic Impact: N/A
ATTACHMENTS
Resolution
Exhibit A (1): FY 2022-23 Proposed Operating Budget
Exhibit A (2): FY 2021-22 Final Budget Amendment
Page 4 of 4
WESTLAKE ACADEMY
RESOLUTION NO. 22-20
A RESOLUTION OF THE BOARD OF TRUSTEESOF WESTLAKE ACADEMY
APPROVING THE AMENDED OPERATING BUDGET FOR FISCAL YEAR ENDING
AUGUST 31, 2022 AND ADOPTINGTHE PROPOSED BUDGET FOR FISCAL YEAR
ENDING AUGUST 31, 2023, INCLUDINGFISCAL AND BUDGETARY POLICIES,
THE INVESTMENT POLICY, AND 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
st
WHEREAS, the budget must be approved by the Board of Trustees prior to August 31
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 8, 2022; 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 and staff of
Westlake Academy.
NOW, THEREFORE, BE IT RESOLVEDBY THE BOARD OF TRUSTEESOF
WESTLAKE ACADEMY:
SECTION 1: That, all matters stated in the recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2:That the Board of Trustees of Westlake Academy hereby adopts the
amended Westlake Academy Operating Budget for the fiscal year ending August 31, 2022, and
the proposed Westlake Academy Annual Operating Budget for the fiscal year ending August 31,
2023, 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, InvestmentPolicies, and the Committed and Assigned Fund Balance designations that
are also included in Exhibit “A”.
SECTION 4:That a copy of the official adopted Fiscal Year 2022-2023 Budget shall be
kept on file in the office of the Town Secretary.
WA Resolution 22-20
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.
TH
PASSEDAND APPROVED ON THIS 8DAY OF AUGUST 2022.
___________________________________
Sean Kilbride, President
ATTEST:
___________________________________________________________________
Amy Piukana, Board Secretary Sean Wilson, Head of School
APPROVED AS TO FORM:
________________________________
L. Stanton Lowry or Janet S. Bubert,
School Attorney
WA Resolution 22-20
Page 2 of 2
WestlakeAcademy*2600OttingerRoad*Westlake,Texas76262*TarrantCounty
www.westlakeacademy.org
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T ABLE OF C ONTENTS
Westlake Academy, IBO Charter School* 2600 Ottinger Road * Tarrant County, Westlake Texas 76262
A WARDS AND A CKNOWLEDGEMENTS
ASBO Meritorious Budget Award
1.E XECUTIVE S ECTION
Board of Trustees & Administrative Personnel 3
Organizational Overview 4
Consolidated General Fund Five-Year Forecast 8
Informational Overview 9
2.O RGANIZATIONAL
Legal Autonomy13
Westlake Academy Overview14
Administrative Team 16
Mission, Vision, & Values17
Fund Balance Components18
Budget Overview & Process19
3.F INANCIAL
Financial Forecast Assumptions27
Combining Statement All General Funds 28
Westlake Academy Foundation Blacksmith Contributions29
Transportation & Parking Fund30
Athletic Activities Fund 31
General Operating Fund 32
4.I NFORMATIONAL
Fiscal & Budgetary Policies35
Investment Policy 44
Glossary of Terms 49
Acronyms 55
This Meritorious Budget Award is presented to
WESTLAKE ACADEMY
for excellence in the preparation and issuance of itsbudget
for the Fiscal Year 20212022.
The budget adheres to the principles and standards
William A. SutterDavid J. Lewis
PresidentExecutive Director
MERITORIOUS BUDGET AWARD
WestlakeAcademyhasbeenawardedtheMeritoriousBudgetAwardbytheAssociationof
SchoolBusinessOfficials(ASBO)forthepreparationandissuanceofthe20202annual
budget.TheawardhasbeenreceivedannuallysinceSeptember2010.
Thisawardisthehighestformofrecognitionandasignificant
achievementthatreflectsthecommitmentofthegoverning
bodyandstaffinmeetingthehighestprinciplesofacademic
budgeting.
TheMeritoriousBudgetAward(MBA)recognizesschool
districtsthatdemonstrateproficiencyincreatingclear,sound
budgetswhileenhancingskillsindeveloping,analyzing,andpresentingaclearandeffective
budget.
Toreceivethisaward,WestlakeAcademymustpublishabudgetdocumentthatmeets
programcriteriasuchas
Understandingtheimportanceofpresentinganaccurateandtransparentbudgetyear
afteryear
Discoveringbestpracticesinbudgetingthatwillimprovethebudget'saccuracyand
transparency
Developingareaderfriendlydocumentthatpresents
clearbudgetguidelines
Promotingcommunicationbetweendepartmentsand
thecommunity
Encouragingshortandlongrangebudgetgoals
Supportingeffectiveuseofeducationalresources.
Congratulationsto,FinanceDirector;MarleneRutledge,Academic
Manager;Dr.MechelleBryson,ExecutiveDirector,andtheInstructionalLeadershipTeamfor
preparingthisawardwinningbudgetforWestlakeAcademy.
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WESTLAKE ACADEMY
Westlake Academy is an open enrollment charter school that offers the full IB curriculum for grades K-12 in
Westlake, TX. In FY 2022-2023 the Academy will be serving approximately 875 students.
ADDRESS
2600 JT Ottinger Road
Westlake, TX 76262
www.westlakeacademy.org
BOARD OF TRUSTEES
Sean Kilbride, President
Chandrika Dasgupta
Kim Greaves
David Quint
Anna White
Vacant Seat TBD
ADMINISTRATIVE PERSONNEL
Sean Wilson, Head of School
Campus Administration Shared Services
Rod Harding, PYP PrincipalJarrod Greenwood, Deputy Town Manager
Carolyn Anderson, PYP Assistant PrincipalTroy Meyer,Assistant Town Manager
Alison Schneider, PYP Curriculum CoordinatorAmy Piukana, Town Secretary
Maxwell Ituah, MYP PrincipalSandy Garza, Director of Human Resources
Elizabeth Hughes, MYP Assistant Principal Amber Karkauskas, Director of Finance
Sarah Stack, MYP Curriculum CoordinatorMarlene Rutledge, Academic Finance Manager
Dr. James Owen, DP Principal/CoordinatorJoel Valverde, Accountant I
Gary Ponder, Interim Director of AthleticsJason Power, Director of Information Technology
Dr. Shelly Meyers, WAF Executive DirectorJon Sasser, Director of Community Engagement
Erin Spicer, Communications Manager
Joe Durdin, Communications Specialist
ORGANIZATIONAL OVERVIEW
BUDGET OVERVIEW
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
. The budget is prepared with the
cooperation of departments and is submitted to the Head of School, 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 Instructional Leadership Team as to their
operational 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.
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 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 Head of School 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 in detail;
A summary of expenditures by function and object code; and
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.
ORGANIZATIONAL OVERVIEW
The Instructional Leadership Team submits 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 Head of School, the Finance staff, and the
Instructional Leadership Team 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 TIMELINE
The budget timeline 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 for joint planning
Jan - March Review and develop Capital Improvement Plan, Five-Year Projection, and
Personnel Cost Estimates
April Develop improvement plans for each grade level and department
May Strategic Plan preparation process occurs; preliminary budgets developed
June Board of Trustees (BOT) Budget Retreat
June Current budget review; budget amendments for current year if necessary
August BOT consideration and adoption of Westlake Academy Budget for Upcoming
School Year
October Annual financial audit
SIGNIFICANT CHANGES IN THE BUDGET PROCESS
There were no significant changes from the current year
in the budget process and/or budget policies.
“Burnt Leaves”
Artist: A Pak, Grade 8
Working in all recycled packaging
ORGANIZATIONAL OVERVIEW
MAJOR GOALS & OBJECTIVES
The Academy utilizes a Balanced Scorecard System for strategic planning and performance management.
This system aligns operational activities to the vision and strategy of the organization, improve internal and
external communications, and monitor organization performance against strategic goals. The Board of
Trustees and staff utilize this methodology to implement and review our existing strategic framework, along
with the vision, mission, and values statement of the Academy.
BALANCED SCORECARD FRAMEWORK
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.
Maximizing Personal Development; Academic Excellence; Respect for Self and Others; Personal
VALUES:
Responsibility; Compassion; and Understanding.
IBLEARNER PROFILE: Inquirer; Knowledgeable; Open-Minded; Principled; Thinkers; Caring; Balanced;
Reflective; Communicators; and Risktakers.
PERFORMANCE MANAGEMENT
The Academy has identified performance measures to help determine the quantity and quality of our work.
The Academy consistently evaluates its work and performance quarterly. As the Academy continues to
develop measurement units, data sources and targets will be refined. Through quarterly performance
reviews, trends are also tracked over time through budget documents.
DESIREDOUTCOMES
Five desired outcomes have been identified and linked to the Academy’s strategic planning efforts:
High Develop inquiring, knowledgeable, caring, and disciplined young people
Student Achievement who use their unique talents to create a better and more peaceful world
through intercultural understanding and respect.
Strong Parent To involve all stakeholders in building a better Westlake Academy
and Community Connections community.
Financial Stewardship and To ensure sufficient, well-managed resources to support and advance the
Sustainability mission of Westlake Academy.
Student Engagement and To ensure that all athletics, community service and extracurricular
Extracurricular Activities activities are held to the same standard of excellence as the curricula
programs to promote well-balanced students.
Effective Educators Recruit, develop and retain a core faculty and staff with the personal
and Staff qualities, skills, and expertise to work effectively with the IB inquiry-
based, student-centered curricula.
ORGANIZATIONAL OVERVIEW
ALLOCATION OF RESOURCES TO ACHIEVE OBJECTIVES
Utilizing the balanced scorecard approach, the Academy identifies the cost of each objective by function code
within the General Fund for Fiscal Year 2022/2023, as follows:
PERSPECTIVES OBJECTIVES FUNCTION COST
Increase the Future Readiness 31 - Guidance & Counseling $ 628,809
CITIZENS, of All Students 33 - Health Services
STUDENTS,
AND
Increase Stakeholder 61 - Community Services 145,978
STAKEHOLDERS
Satisfaction
Enhance Westlake Academy’s 36 - Extra-/Co-Curricular 284,447
Unique Sense of Place Activities
Increase External Revenues N/A 0.00
FINANCIAL Sources (Shared Services Model)
STEWARDSHIP
Improve Financial Stewardship
Optimize Student Potential 71 - Debt Service (iPad Leases) 225,488
Improve Efficiencies of 53 - Data Processing 283,666
Operational Systems
ACADEMIC
Strengthen our Westlake 41 - General Administration 1,543,931
OPERATIONS
Academy Culture 23 - School Leadership
Strengthen IB Philosophy and 12 - Resource & Media 175,488
Implementation
Attract, Recruit, Retain & 11 - Instructional 5,467,302
Develop the Highest Quality 21 - Instructional Leadership
Workforce
PEOPLE,
Increase the Capacity of 13 - Staff Development 81,200
FACILITIES,
Teachers and Staff
AND
TECHNOLOGIES
Improve Technology, Facilities 51 - Maintenance & 995,827
& Equipment Operations
52 - Security and Monitoring
Services
TOTAL $9,832,136
WESTLAKEACADEMY
ConsolidatedGeneralFund5YearForecastFY2022/2023throughFY2026/2027
AuditedAdoptedAmendedProposedChangeProjectedProjectedProjectedProjected
FY20/21FY21/22FY21/22FY22/23Inc/(Dec)FY23/24FY24/25FY25/26FY26/27
REVENUE
1
$275$10,500$10,500$10,500
$$10,500$10,500$10,500$10,500
2Transportation
24,32515,00015,00015,000
3Parking15,00015,00015,00015,000
87,31988,10088,100100,850
4AthleticActivities12,750100,850100,850100,850100,850
5AthleticDonations
2,4225,0005,0005,000
6InterestEarned5,0005,0005,0005,000
989,3921,030,0001,146,0001,030,000
7MunicipalTransfer:WAFBlacksmithDonations(116,000)1,030,0001,030,0001,030,0001,030,000
64,25671,77171,771145,978
8MunicipalTransfer:WAFSalaryReimbursement74,207147,438148,91273,94674,685
418,634
9MunicipalTransfer:WAOperations418,634418,634418,634418,634418,634
79,43235,00035,00036,100
9OtherLocalRevenue(sub,tech,prnt,misc)1,10036,10036,10036,10036,100
4,0007,0007,2107,931
10FoodServices7218,1688,1688,1688,168
251,4211,262,3711,378,5811,769,993391,4121,771,6901,773,1641,698,1981,698,937
11 TotalLocalRevenues 1,
12 Percentoftotalrevenues13%13%15%18%18%18%17%17%
13TEAAvailableSchoolFunds428,907336,158456,584529,92773,343339,520342,915346,344349,807
14TEAFoundationSchoolFunds(inclaccr)7,136,6766,646,2936,446,1246,397,807(48,317)6,712,7566,779,8836,847,6826,916,159
15CTEFunding(addt'lTEAFSPFunds)263,366466,175473,358456,511(16,847)470,837475,545480,301485,104
16FacilitiesAllotment(addt'lTEAFSPFunds)160,500154,507153,256148,624(4,632)154,507154,507154,507154,507
17TEAAdvancedPlacementTraining6,7506,7506,7506,7506,7506,7506,750
18SB500SPEDServices3,163
19TRSOnbehalf/MedicarePartB410,070499,492494,897522,52427,627527,749533,027538,357519,773
20 TotalStateRevenues 8,402,6828,109,3758,030,9698,062,14331,1748,212,1188,292,6278,373,9418,432,100
21 Percentoftotalrevenues87%87%85%82%82%82%83%83%
22 TOTALREVENUES$9,654,103$9,371,746$9,409,550$9,832,136$422,586$9,983,808$10,065,791$10,072,139$10,131,038
23 EXPENDITURESbyOBJECT
24ObjectCode61XXSalaries$7,395,168$7,428,869$7,428,869$7,928,194$499,325$8,007,476$8,087,551$8,168,426$7,726,199
de62XXContractedServices1,097,572999,529999,529919,165(80,364)919,165919,165919,1651,009,524
25ObjectCo
26ObjectCode63XXSupplies&Materials256,766368,920378,053309,500(68,553)309,500309,500309,500372,609
27ObjectCode64XXOtherOperatingCosts369,019427,743444,225449,7895,564431,887431,887431,887436,206
28ObjectCode65XXDebtService207,922207,922222,222225,4883,266207,922207,922207,922210,001
29 TOTALEXPENDITURESbyOBJECT$9,326,447$9,432,983$9,472,898$9,832,136$359,238$9,875,950$9,956,025$10,036,900$9,754,539
EXPENDITURESbyFUNCTION
30
Function11Instructional
31$5,058,615$4,884,668$4,977,173$5,231,405$254,232
Function12Resources&Media
3265,972135,797184,754175,488(9,266)
Function13Curriculum&StaffDevelopment
3330,93255,79593,41781,200(12,217)
Function21InstructionalLeadership
34177,683225,326222,822235,89713,075
Function23SchoolLeadership
351,132,1121,258,7541,265,7821,349,98184,199
Function31Guidance&Counseling
36604,121618,426535,792551,77115,979
Function33HealthServices
3791,52181,25773,98977,0383,049
Function36Co/ExtracurricularActivities
38253,839228,089226,485284,44757,962
Function41Administrative
39260,236245,864246,764193,950(52,814)
Function51Maintenance&Operations
401,066,795967,763960,227967,3277,100
Function52Security&Monitoring
4115,54226,80026,00028,5002,500
Function53DataProcessing
42223,858352,979299,756283,666(16,090)
Function61CommunityServices
43137,299143,543137,715145,9788,263
Function71DebtService
44207,922207,922222,222225,4883,266
45 TOTALEXPENDITURESbyFUNCTION$9,326,447$9,432,983$9,472,898$9,832,136$359,238
46TransferinAthletics(198)90,00045,00090,00090,00090,00090,00090,00090,000
47TransferoutAcademyGeneralFund(199)(90,000)(45,000)(90,000)(90,000)(90,000)(90,000)(90,000)(90,000)
48 NETOTHERRESOURCES&USES
49 REVENUESOVER(UNDER)EXP$327,656$(61,237)$(63,348)$$63,348$107,859$109,766$35,238$376,499
50 FUNDBALANCEBEGINNING 1,751,1772,078,8332,078,8332,015,485(63,348)2,015,4852,123,3432,233,1102,268,347
51 FUNDBALANCEENDING 2,078,8332,017,5962,015,4852,015,4852,123,3432,233,1102,268,3472,644,846
52Less:AssignedforBusMaintenance(19,000)(19,000)(17,000)(16,150)850(15,343)(14,575)(13,847)(13,847)
53Less:AssignedforTechnologyR&M(56,621)(79,782)(79,782)(75,793)3,989(72,003)(68,403)(64,983)(64,983)
54Less:AssignedforAthUniform/EquipRplcmnt(15,000)(15,000)(15,000)(15,000)(15,000)(15,000)(15,000)(15,000)
55 FUNDBALANCEENDING(Unassigned)$1,988,212$1,903,814$1,903,703$1,908,542$4,839$2,020,998$2,135,130$2,174,518$2,551,017
56 NumberofOperatingDays78747371(3)75787995
57DollarsperOperatingDay$25,552$25,844$25,953$26,937984$27,057$27,277$27,498$26,725
58TotalStudentsEnrolled889875875875885885885890
59TEAFundingperStudent$8,806$8,689$8,605$8,6094$8,675$8,760$8,846$8,883
60OperatingCostperStudent(AcademicOnly)$10,491$10,781$10,826$11,237411$11,159$11,250$11,341$10,960
61Teachers71.0169.3469.3470.010.6770.0170.0170.0170.01
62Student/TeacherRatio12.5212.6212.6212.500.0112.6412.6412.6412.71
.84
63ALLFaculty&Staff101.84103.50103.50105.842.34105.84105.84105.84105
INFORMATIONAL OVERVIEW
STUDENT ENROLLMENT TRENDS & FORECASTS
The Academy will be serving approximately 875 students in the 2022/23 school year. The Academy’s student
enrollment history and forecast is as follows:
Student Enrollment History & Forecast
890890
889
885885
875875875
869
856
830
FY 16/17FY 17/18FY 18/19FY 19/20FY 20/21FY 21/22FY 22/23FY 23/24FY 24/25FY 25/26FY 25/26
ActualActualActualActualActualAmendedProposedProjectedProjectedProjectedProjected
Enrollment forecasting is based on resident growth and those residents choosing the Academy, lottery waiting
list, and facility master plan. These items are reviewed continually to assess to appropriate enrollment for each
school year.
PERSONNEL RESOURCE CHANGES
Employee compensation and benefits are Westlake
Academy’s largest operating expenditures. Board
policy states a desire to maintain a salary scale within
three percent (3%) of the districts surveyed for
market comparison purposes. In keeping with this
policy, the Board of Trustees approved an average of
6% in salary increases for Teachers, Counselors,
Librarians, Nurses, & Diagnosticians, Administrators,
and Support Staff. The combined total financial
impact is estimated at $500K.
Below are total FTEs by Employee Type.
INFORMATIONAL OVERVIEW
BENCHMARK DATA
For 2020, Westlake Academy was awarded (4.5) star rating from Texas State Comptroller’s FAST
School District Rating System for providing quality education at a reasonable per student cost. Benchmarking
against surrounding Tarrant County charter schools, Westlake Academy’s composite academic progress exceeds
its peers while its adjusted spending per student is slightly higher. As Westlake’s enrollment increases,
efficiencies will further improve and will reduce per student cost.
Composite Adjusted Smart% English % Special
Total Academic Spending Score Language Education
District Name
Students Progress Per Student Learner
Percentile
Treetops School International 39187%$7,444 5.0 1.6% 5.4%
Arlington Classics Academy 1,550 91%$6,487 5.0 6.1% 3.3%
Westlake Academy 87998.0% $9,817 4.51.5% 4.9%
Fort Worth Academy of Fine Arts 57664%$8,202 4.5 1.1% 5.9%
East Fort Worth Montessori 3029% $8,097 2.0 28.9% 5.7%
Academy
Texas School of the Arts 33283%$7,324 4 11.2% 7.3%
Chapel Hill Academy 64731%$8,627 2.5 8.2% 8.0%
Newman International Academy3,005 36%$7,475 3.5 14.4% 6.6%
Note: FY2021 and FY2022 data currently unavailable
INTERNATIONAL BACCALAUREATE (IB) DIPLOMA RATE
All Westlake Academy seniors are required to sit for the IB Exam. Please see the IB diploma recipient rate below:
Graduation IB Diplomas Diploma World
YearEarnedRecipient Average
Rate Pass Rate
st
1Graduating Class ---->
2010 12 out of 21 57.1%78.1%
2011 25 out of 29 86.2%77.9%
2012 24 out of 27 88.9%78.5%
2013 29 out of 35 82.9%79.0%
2014 38 out of 48 79.2%79.3%
2015 34 out of 51 66.7%80.8%
2016 38 out of 61 62.3%79.3%
2017 45 out of 64 70.3%78.4%
2018 50 out of 62 80.6%78.2%
2019 57 out of 63 90.5%77.4%
2020 67 out of 74 90.5%78.0%
2021 53 out of 59 89.8%88.9%
2022 58 out of 63 92.10% 85.6%
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LEGALAUTONOMY
WestlakeAcademyisownedandoperatedbytheTownofWestlake.Itistheonlymunicipallyownedand
operatedopenenrollmentK12charterschoolintheStateofTexas.TheTexasEducationAgency(TEA)awarded
theTownofWestlakeaGeneration7CharterforWestlakeAcademyinthespringof2001,allowingthedoorsto
openinthefallof2003with232students.TheTEArenewedthecharterin2016foranother10years.Withover
8students,theschoolisthelargestoperatingdepartmentofthetown.
WestlakeAcademyisgovernedbyasix(6)memberBoardofTrusteescom
prisedoftheBoardPresidentandfive
(5)Trustees.MembersoftheBoardofTrusteesalsoserveconcurrentlyasmemberstheTownCouncil,the
governingbodyformunicipalgovernmentoftheTownofWestlake.ThePresidentoftheBoardofTrusteesis
alsotheƚǞƓƭMayor.TownCouncilmembers/Trusteesservetwo(2)yearoverlappingtermsofofficeandare
responsibleforthegovernanceofWestlakeAcademy,includingadoptingpoliciesrelatedtoitseducational
servicesandprograms,aswellasestablishingitsfinancesviaapprovaloftheAcademyandTownannual
budgets.
WhileWestlakeAcademyisadepartmentoftheTowngovernmentitisitsown financialreportin
gentityas
definedbytheGASBinitsStatementNo.14,ͻŷĻFinancialReportingEntity͵ͼ TheAcademypreparesitsbasic
financialstatementsinconformitywithgenerallyacceptedaccountingprinciplespromulgatedbythe
GovernmentAccountingStandardsBoard(GASB)andotherauthoritativesourcesidentifiedin Statementon
AuditingStandardsNo.69 oftheAmericanInstituteofCertifiedPublicAccountants.Italsocomplieswiththe
TexasEducation!ŭĻƓĭǤƭFinancialAccountabilitySystemResourceGuide,thetermsofcontractsandgrants
fromwhichitreceivesfunds.
The!ĭğķĻƒǤƭbasicfinancialstatementsincludeaseparateentitythatiscontrolledbyordependentonthe
Academy.ThedeterminationtoincludeseparateentitiesisbasedonthecriteriaofGASBStatementNo.24,
ͻŷĻFinancialReporting9ƓƷźƷǤͼasamendedbyGASBStatementNo.39,ͻ5ĻƷĻƩƒźƓźƓŭWhetherCertain
OrganizationsareComponent
ƓźƷƭ͵ͼGASBdefinesthereportingentityastheprimarygovernmentandthose
componentunitsforwhichtheprimarygovernmentisfinanciallyaccountable.
Tobefinanciallyaccountable,avotingmajorityofthecomponentǒƓźƷƭrulingbodymustbeappointedbythe
primarygovernment,andeither
theprimarygovernmentcanimposeitswill,or
theprimarygovernmentmaypotentiallybenefitfinanciallyorbefinanciallyresponsibleforthe
componentunit.
WESTLAKE ACADEMY OVERVIEW
Westlake Academy is an open enrollment charter school that offers the full IB curriculum for grades K-12. For
FY23 the Academy will be able to serve approximately 875 students.
Westlake Academy is a premier learning establishment and prides itself on providing a
learning environment where students have the resources and facilities to excel. The
programs of the International Baccalaureate Organization (Primary Years Program,
Middle Years Program, Diploma Program) have been selected as the educational model
utilized at the Academy. Educational technology will be pervasive and will infuse the
classroom curriculum. Westlake Academy continues to have excellent academic and
extra-curricular results and is ranked among the best high schools in America. Westlake
Academy distinguishes itself among neighboring educational offerings with a particular
focus on producing students who are globally minded.
Geographic Area Served
As an open enrollment charter school, 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 currently includes these specific Independent School Districts:
Argyle ISD Duncanville ISDKrum ISD
Arlington ISD Eagle Mountain-Saginaw ISDLake Dallas ISD
Azle ISD Fort Worth ISD Lewisville ISD
Birdville ISD Frisco ISD, Garland ISD Little Elm ISD
Boyd ISDGrand 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 ISDIrving ISD Springtown ISD
Denton ISD Keller ISD Weatherford ISD
WESTLAKE ACADEMY OVERVIEW
Students residing in the primary boundary are admitted upon the completion of the Westlake Residency
Application and upon Town of Westlake approval of the enrollment packet.While any school-age child residing
within Westlakecan attend the Academy, demandfor entrance exceeding capacity may necessitate that child
being placed on the waiting list.
Applications from students residing in the secondary boundaries are accepted beginning December 1 through
January 31 for the upcoming school year. The random selection lottery is held in mid-February. Applications
may be submitted anytime, however, if they are submitted after January 31, those applicants will be placed at
the bottom of the grade level lists.While any school-age child residing within these district boundaries can
attend the Academy, demand for entrance exceeding capacity may necessitate that child being placed on the
waiting list.
Westlake Academydoesnot discriminate in admissions based on gender, national origin, ethnicity, religion,
disability, academic, artistic, athletic ability, or the district the child would otherwise attend.
Updated Students by Neighboring ISD information unavailable for FY 2022-23
WESTLAKE ACADEMY ADMINISTRATIVE
The Board of Trustees appoints a Head of School to oversee the Academy’s management and operations. The
Head of School 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 is a
key participant in the Academy’s budget administration, finances, and budget preparation.
The Head of school oversees the academic administrative personnel and works closely with the Town Manager
who oversees the shared services administrative personnel. Academic administrative personnel are
responsible for managing the school’s on-going academic and extracurricular operations. Shared services
administrative personnel provide human resources, financial, facilities, communications, information
technology and administrative support services to the Academy. Each principal is responsible, with advisement
from the Head of School, for selection and evaluation of the faculty and staff involved in providing their
Programme’s academic services.
SHARED SERVICES ACADEMIC ADMINISTRATIVE PERSONNEL
Town ManagerSean Wilson
TBD Head of School
Jarrod GreenwoodRod Harding
Deputy Town Manager PYP Principal
Troy Meyer Carolyn Anderson
Assistant Town Manager PYP Assistant Principal
Amber Karkauskas Alison Schneider
Director of Finance PYP Curriculum Coordinator
Jason PowerMaxwell Ituah
Director of Information Technology MYP Principal
Sandy Garza Elizabeth Hughes
Director of Human Resources MYP Assistant Principal
Amy PiucanaSarah Stack
Town Secretary MYP Curriculum Coordinator
Jon Sasser Dr. James Owen
Director of Community Engagement DP Principal/Curriculum Coordinator
Dr. Shelly Myers Gary Ponder
Executive Director of the WAF & Interim Director of Athletics
Director of Development
MISSION, VISION, & VALUES
The Academy’smission, vision and values arereviewed annually during the budget retreat. The mission,
vision, and value statements below represent the outcome of these discussions and confirm the Board’s
continued dedication to academic excellence and personal achievement.
MISSION
Westlake Academyis an IB World School whose mission is to provide studentswith 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 achievetheir highest individual potential in a
nurturing environmentthat 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
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement-Extracurricular Activities
Effective Educators & Staff
FUND BALANCE COMPONENTS
In February 2009,the Governmental Accounting Standards Board (GASB)issued GASB Statement No. 54, Fund
Balance Reporting andGovernmental Fund Type Definitions.This Statement established five components of
fund balanceand becausecircumstances differ among governments, not everyonewill report allcomponents.
GASB 54 shifts the focus of fundbalance reporting from the availability of fund resources forbudgeting to “the
extent to which the government is bound tohonor constraints on the specific purposes for whichamounts in
the fund can be spent.”
Fund Balance Reporting - The Academyshall 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 usedwith 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 theHead of School 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
NONSPENDABLE FUND RESTRICTED FUND ASSIGNED FUND UNASSIGNED FUND COMMITTED FUND
BALANCEBALANCE BALANCE BALANCEBALANCE
•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 ofresources in excess ofbalance 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.government’s the other four highest level and
maintained intact. intended use of categories.remains binding unless
resources.removed in the same
manner.
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 2022/23 began in February2022, presented at aWestlake Board of Trustees
meeting in June 2022 for additional input, and adopted in August 2022.
The Academy approach tobalancing the combinationof fast student growth ina restricted funding environment
along with increasing academic standards requires that the budget process be instructionally driven andguided by
the Academy’s Strategic Plan. During the budget developmentprocess,the staff reviewed all revenues and
expendituresand focusedon aligning the allocation of resources, both personnel and financial, with the
accomplishment ofestablished goals and outcome objectives contained in ourStrategy Map.
The Board ofTrustees regularly receivesquarterlybudgetupdates,some of which are detailed in the trend analysis
and the five-year financial forecast discussed later in this document. Upon receipt ofthe adopted annualbudget,
the Boardholds budget workshops to review adopted changes, their associatedoutcomes for the next fiscal year,
as well as their impact in a five (5) year financial forecast.
Following is a summary ofthe ninemain steps taken inpreparation of the adoptedbudget:
1.Budget Preparation
2.Fund Types and Structure
3.Basis of Accounting and Budgeting
4.The Budget Process
5.Balanced Budget
6.Budget Amendments
7.Budget Adoption
8.Long Term Forecasting
9.Budget Calendar
B UDGET P REPARATION
As in previous years, efforts have beenmade 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 Academyresources in a format that may be utilized as a resource tool by the Board of
Trustees,Academy staff, and the citizens of Westlake. Ourbudgetpreparationprocess continues tobe refined on
an annual basis, operating withinclearly definedbudget preparation guidelines.
Budgeting isan essential element ofthe financial planning, control, and evaluation process. The “operating budget”
is theAcademy’s annual financial operating plan. The budget includesall the operating departmentsofthe
Academyincluded inthe General Fund. The budgetisprepared withthe cooperation of all Academydepartments
andis submittedto the Head of Schoolwho makes any necessarychanges andtransmitsthe document to theBoard
of Trustees. Abudget preparationcalendar and timetableareestablished and followed in accordance with State
law.
A “bottom-up” approach is used to solicit input fromthe staffleadershipteam as totheiroperations’needs with
an emphasison:
Identifying costs to provide the current level of services.
Identifies additional cost increases needed to maintain the current level of service.
Additional resources necessaryto provide new or increased levels of service.
Delineating changes in fund balance levels for each fund.
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.
B UDGET C ALENDAR
The Budget Process covers the financial cycle starting with budget planning and ending with the audited annual
financial report.
TimelineDescription of Activities
October - December Strategic Plan review and development occurs
Westlake Academy Instructional Leadership Team (ILT) begins planning
December
upcoming budget
January ILT meets with Westlake Academy affiliates for joint planning
Reviewand develop Capital Improvement Plan, Five-Year Projection, and
Jan - March
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
July 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
B ALANCED B UDGET
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.
F UND T YPES AND S TRUCTURE
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.
BUDGET OVERVIEW AND PROCESS
Academy funds are classified into the following two categories:
GOVERNMENTAL FUNDS - The fu
nds 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
B ASIS OF B UDGETING AND A CCOUNTING
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
AnnualAudited
The basis of budgeting
Operating Budget Financial Statements
Governmental Fund
and accounting is
General Fund Modified Accrual Modified Accrual
shown in the chart
Special Revenue Funds Modified Accrual Modified Accrual
to the right:
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.
BUDGET OVERVIEW AND PROCESS
T HE B UDGET P ROCESS
The Academy’s fiscal year begins each year on September1st and ends on August 31stof the following calendar
year. Prior to the beginning of the fiscal year, the Head of Schoolmust submit a budget to the Board of Trustees
which includes:
A budgetmessage
A consolidated statementof anticipated revenues and expenditures for all funds
Resources forGeneral Fundin detail
A summary of expenditures byfunction andobject code
Detailedestimates of expenditures shown separately to supportexpenditures
The budget preparation process begins early in the calendar year with the establishment of overall Academygoals,
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 memberssubmit 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 theHead of School, the Finance team, and the
Instructional Leadership Teamfor 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
September1st, prior to the expenditure of any Academyfunds for that budget year.
B UDGET A MENDMENT P ROCESS
The Head of Schoolmay request that the current year budget be amendedat the function level. In this process:
Budget amendments moving funds between functions will be approved by the Board of Trustees.
Often, these amendments influence the shaping of the current budget as actual trends in revenues and
expenditures are realized and accounted for at that
•Principals & Coordinators monitor their
time. Program principals and coordinators are
respective programme budgets
1.
responsible for monitoring their respective
programme budgets.
•Finance monitors all financial operations,
The Finance Department will monitor all financial
determining if a budget amendment is
2.
operationsand will decide whether to proceed with
needed
a budget amendment.
The Final Amended Budget for the Year Ending•Finance prepares budget amendments,
including justification on changes
August 31, 2021will be submitted at the August
3.
2021 Board meeting.
•Final Amended Budget is submitted with the
Proposed Budget
4.
•Board of Trustees reviews for approval
5.
BUDGET OVERVIEW AND PROCESS
L ONG T ERM F ORECASTING
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 theAnnual 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 theHead of School. 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 yet
remain more than the desired 45 days.
B UDGET A DOPTION
Legal requirements for charter schoolbudgets are formulated by the state and the TEA. ABoard typically adoptsan
appropriatedbudget on abasis consistent withGAAP for the general fund,debtservice fundandchildnutrition
program (which is included in special revenue funds). However, the Academy does not maintain a debt service
fundora child nutrition program;therefore, onlythe General Fund islegally requiredto be adopted.
At aminimum, the Academy is required topresent the original and the final amendedbudgets for revenues and
expenditurescompared toactual revenues andexpenditures forthe GeneralFund.The Board of Trusteesconducts
the requiredpublicmeeting and adoptsthe budget in August priorto beginning the fiscal year which runs from
September 1st to August31st.
BUDGET OVERVIEW AND PROCESS
A budget is required to be adopted annually for the General Fund (Westlake Academy
Annual
does not maintain a Debt Service Fund or child nutrition program). The budget is
Budget
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 Head of School 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.
Public charter schools in the State of Texas do not have taxing authority, nor do they
Key
receive facility funding. Consequently, the Academy receives most General Fund
Revenues
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.
Compensation and benefits are the largest operating cost for Westlake Academy,
Key
comprise most total operating expenditures. The current forecast assumes no further
Expenditures
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.
The Head of School and Board of Trustees are devoted to safeguarding and improving
Fund
the financial condition of Westlake Academy. The Academy shall strive to maintain an
Balance
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.
This page is intentionally blank
FINANCIALFORECASTASSUMPTIONS
Student Enrollment Assumptions:
Maintain an 875-student enrollment count from FY 2021-22 for FY 2022-23
Student enrollment is expected to increase in future years due to continued residential growth.
Expected Average Daily Attendance (ADA) rate of 97%.
Revenues:
100% use of Westlake Academy Foundation (WAF) Annual
Program revenues (proposed $1.03 million).
Future revenue projections are based on the student ADA,
which is used to calculate the cost of public education for the
next biennium. With the aftermath of the pandemic, revenues
are expected to remain flat for FY 2022-23 and are calculated
based on the ADA from the prior year. Although preliminary
projections show an $8K decrease over the prior year, this will
change when FY 2022-23 ADA calculations become available.
Charter schools do not have taxing authority, making them reliant upon state and local funding
sources.
As an open enrollment charter school all State funding is determined each legislative session and
channeled to Westlake Academy through the Foundation School Program (FSP).
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 Texas Foundation School Program.
Secondary sources include Westlake Academy Foundation’s Blacksmith Campaign, which is expected to raise
$1.03M in FY 2022-23
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 by an average 6% for Teachers, Counselors, Librarians,
Nurses & Diagnosticians, Administrators and Support Staff.
Due to the uncertainty of state funding, professional services, supplies and other operating
expenditures are expected to decrease by $140K over the prior year. These expenditures are being held
flat in outer years and will only increase if revenues increase to offset additional expenditures.
rd
House Bill 3 mandates remain in effect as the grade kindergarten through 3 Reading Academy
training continues in FY 2022-23 and will continue as needed for new teachers.
ESSER III-Supplement funds were granted to the Academy in FY 2021-22 and
will continue through FY 2022-23. Funds are used for intensive education
supports for students not performing satisfactorily due to the pandemic.
Supplemental funds will also be used to address accelerated instruction for lost
instructional time. Funding needed after FY23 will need to be absorbed in the
General Fund, if needed. For more information on ESSER funding, go to:
https://www.westlakeacademy.org/about-us/financial-transparency/esser.
WESTLAKEACADEMY
COMBININGSTATEMENTOFREVENUES,EXPENDITURESANDCHANGESINFUNDBALANCE
GENERALFUND
FortheYearEndingAugust31,2023
FY22/23AdoptedGeneralFunds
196197198199Total
WestlakeAcademyTransportation/AthleticGeneralGeneral
FoundationParkingFundActivitiesFundFund
FY22/23FY22/23FY22/23FY22/23FY22/23
REVENUES
LocalRevenues$1,030,000$25,500$100,850$613,643$1,769,993
StateProgramRevenues8,062,143$8,062,143
TotalRevenues1,030,00025,500100,8508,675,7869,832,136
EXPENDITURES(BYFUNCTION)
11Instructional4,5005,571,0865,575,586
12Resources&Media4,000144,723148,723
13StaffDevelopment76,4004,80081,200
21InstructionalLeadership4,000188,168192,168
23SchoolLeadership10,0001,196,3391,206,339
31Guidance&Counseling7,000410,622417,622
33HealthServices80,40780,407
36Extra/CoCurricularActivities1,00049,948196,20114,956262,105
41GeneralAdministration8,500185,450193,950
51Maintenance&Operations1,5001,057,6721,059,172
52nitoringServices1,50027,00028,500
SecurityandMo
53DataProcessing4,000244,515248,515
61CommunityServices112,361112,361
71DebtService225,488225,488
TotalExpenditures343,38854,448196,2019,238,0999,832,136
Excess(Deficiency)ofRevenuesOver(Under)
Expenditures686,612(28,948)(95,351)(562,313)
OTHERFINANCINGSOURCES(USES)
79OtherResources
90,00090,000
89OtherUses(90,000)(90,000)
talOtherFinancingSources(Uses)90,000)
To90,000(
NETCHANGESINFUNDBALANCE 686,612(28,948)(5,351)(652,313)
FUNDBALANCE,BEGINNING 766,91139,61865,7571,143,1992,015,485
DBALANCE,ENDING1,453,523
FUN10,67060,406490,8862,015,485
AssignedBusMaintenance(16,150)(16,150)
AssignedTechnology/FF&EReplacement(75,793)(75,793)
AssignedUniform/EquipmentReplacement(15,000)(15,000)
ENDINGFUNDBALANCE(UNASSIGNED)$1,453,523$(5,480)$45,406$415,093$1,908,542
WESTLAKEACADEMY
STATEMENTOFREVENUES,EXPENDITURESANDCHANGESINFUNDBALANCE
WESTLAKEACADEMYFOUNDATIONBLACKSMITHCONTRIBUTIONS196
FortheYearEndingAugust31,2023
AdoptedAmendedProposed
AuditedAuditedAuditedAuditedBudgetBudgetBudget
FY17/18FY18/19FY19/20FY20/21FY21/22FY21/22FY22/23
REVENUES
LocalRevenues$$$$$1,030,000$1,146,000$1,030,000
StateRevenues
TotalRevenues 1,030,0001,146,0001,030,000
EXPENDITURES(BYFUNCTION)
11Instructional
12Resources&Media29,000
4,000
13StaffDevelopment82,86776,400
21InstructionalLeadership4,0004,000
23SchoolLeadership18,50010,000
31Guidance&Counseling6,5007,000
33HealthServices
36Co/ExtraCurricularActivities
1,000
41Administrative10,5008,500
51Maintenance&Operations1,5001,500
52Security&MonitoringServices1,0001,500
53DataProcessing3,0004,000
61CommunityServices
71DebtService222,222225,488
TotalExpenditures 379,089343,388
Excess(Deficiency)ofRevenuesOver
1,030,000766,911686,612
(Under)Expenditures
NETCHANGESINFUNDBALANCE 1,030,000766,911686,612
FUNDBALANCE,BEGINNING 766,911
FUNDBALANCE,ENDING1,030,000766,9111,453,523
LessAssigned
ENDINGFUNDBALANCE(UNASSIGNED)$$$$$1,030,000$766,911$1,453,523
WESTLAKEACADEMY
STATEMENTOFREVENUES,EXPENDITURESANDCHANGESINFUNDBALANCE
TRANSPORTATION/PARKINGFUND197
FortheYearEndingAugust31,2023
AdoptedAmendedProposed
AuditedAuditedAuditedAuditedBudgetBudgetBudget
FY17/18FY18/19FY19/20FY20/21FY21/22FY21/22FY22/23
REVENUES
LocalRevenues$32,889$40,002$8,820$24,600$25,500$25,500$25,500
StateRevenues18
TotalRevenues 32,88940,0208,82024,60025,50025,50025,500
EXPENDITURES(BYFUNCTION)
11Instructional9704,2752133,1982,1594,500
36Co/ExtraCurricularActivities61,06331,84343,90121,57643,50043,81749,948
TotalExpenditures 62,03336,11843,90121,78946,69845,97654,448
Excess(Deficiency)ofRevenuesOver
(29,144)3,902(35,081)2,811(21,198)(20,476)(28,948)
(Under)Expenditures
OTHERFINANCINGSOURCES(USES)
79OtherResources25,000
89OtherUses
TotalOtherFinancingSources(Uses)25,000
NETCHANGESINFUNDBALANCE(4,144)3,902(35,081)2,811(21,198)(20,476)(28,948)
FUNDBALANCE,BEGINNING 92,60688,46292,36457,28360,09460,09439,618
FUNDBALANCE,ENDING88,46292,36457,28360,09438,89639,61810,670
LessAssignedBusMaintenance(24,090)(24,090)(24,090)(19,000)(19,000)(17,000)(16,150)
LessAssignedParking
SSIGNED)$64,372$68,274$33,193$41,094$19,896$22,618$(5,480)
ENDINGFUNDBALANCE(UNA
WESTLAKEACADEMY
STATEMENTOFREVENUES,EXPENDITURESANDCHANGESINFUNDBALANCE
ATHLETICACTIVITIESFUND198
FortheYearEndingAugust31,2023
AdoptedAmendedProposed
AuditedAuditedAuditedAuditedBudgetBudgetBudget
FY17/18FY18/19FY19/20FY20/21FY21/22FY21/22FY22/23
REVENUES
LocalRevenues$82,602$104,378$75,095$87,319$88,100$88,100$100,850
StateRevenue1,0371,567
TotalRevenues 83,639105,94575,09587,31988,10088,100100,850
EXPENDITURES(BYFUNCTION)
36Co/ExtraCurricularActivities128,759190,602172,657179,876156,421147,892196,201
TotalExpenditures 128,759190,602172,657179,876156,421147,892196,201
Excess(Deficiency)ofRevenuesOver
(Under)Expenditures(45,120)(84,657)(97,562)(92,557)(68,321)(59,792)(95,351)
OTHERFINANCINGSOURCES(USES)
79OtherResources60,00085,00090,00090,00045,00090,00090,000
89OtherUses
TotalOtherFinancingSources(Uses)60,00085,00090,00090,00045,00090,00090,000
NETCHANGESINFUNDBALANCE 14,880343(7,562)(2,557)(23,321)30,208(5,351)
FUNDBALANCE,BEGINNING 30,44545,32545,66838,10635,54935,54965,757
FUNDBALANCE,ENDING45,32545,66838,10635,54912,22865,75760,406
LessAssignedUniform/EqptRplc(15,000)(15,000)(15,000)(15,000)(15,000)(15,000)(15,000)
ENDINGFUNDBALANCE(UNASSIGNED)$30,325$30,668$23,106$20,549$(2,772)$50,757$45,406
WESTLAKEACADEMY
STATEMENTOFREVENUES,EXPENDITURESANDCHANGESINFUNDBALANCE
GENERALOPERATINGFUND199
FortheYearEndingAugust31,2023
AdoptedAmendedProposed
AuditedAuditedAuditedAuditedBudgetBudgetBudget
FY17/18FY18/19FY19/20FY20/21FY21/22FY21/22FY22/23
REVENUES
LocalRevenues$1,455,691$1,500,773$1,378,136$1,139,493$118,771$118,981$613,643
StateProgramRevenues7,075,9837,302,6027,957,9798,402,6858,109,3758,030,9698,062,143
TotalRevenues 8,531,6748,803,3759,336,1159,542,1788,228,1468,149,9508,675,786
EXPENDITURES(BYFUNCTION)
11Instructional4,923,7384,838,9715,566,3025,058,4044,888,7704,975,0145,571,086
12Resources&Med
ia86,09490,03988,51365,974135,797155,754144,723
13StaffDevelopment83,90292,19257,79030,93255,79510,5504,800
21InstructionalLeadership153,295154,969154,252177,682225,326218,822188,168
23SchoolLeadership888,589948,8141,060,5011,132,1101,258,7541,247,2821,196,339
31Guidance&Counseling311,250479,388569,417604,122618,426529,292410,622
33HealthServices72,23371,81077,26491,52081,25773,98980,407
ularActivities25,41433,84237,09452,38528,16834,77614,956
36Co/ExtraCurric
41Administrative324,975211,992244,889260,237238,564236,264185,450
51Maintenance&Operations931,623990,511976,9301,066,798967,763958,7271,057,672
52Security&MonitoringServices35,75320,15015,54226,80025,00027,000
53DataProcessing192,034210,088213,941223,856352,979296,756244,515
61CommunityServices130,862130,014136,790137,298143,543137,715112,361
71DebtService167,067166,005207,922207,922207,922
TotalExpenditures 8,291,0768,454,3889,411,7559,124,7829,229,8648,899,9419,238,099
Excess(Deficiency)ofRevenuesOver
(Under)Expenditures240,598348,987(75,640)417,396(1,001,718)(749,991)(562,313)
OTHERFINANCINGSOURCES(USES)
79CapitalLeaseProceeds585,623
79TransfersIn
89TransferOut(Use)(85,000)(85,000)(90,000)(90,000)(45,000)(90,000)(90,000)
TotalOtherFinancingSources(Uses)(85,000)(85,000)495,623(90,000)(45,000)(90,000)(90,000)
NETCHANGESINFUNDBALANCE 155,598263,987419,983327,396(1,046,718)(839,991)(652,313)
FUNDBALANCE,BEGINNING 816,220971,8181,235,8051,655,7881,983,1841,983,1841,143,199
FUNDBALANCE,ENDING 971,8181,235,8051,655,7881,983,184936,4661,143,199490,886
LessAssignedTechnology/FF&E(56,621)(79,782)(79,782)(75,793)
ENDINGFUNDBALANCE(UNASSIGNED)$971,818$1,235,805$1,655,788$1,926,563$856,684$1,063,417$415,093
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FISCAL & 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 Head of School or
his designate and Academy Board of Trustees.
The scope of these policies generally spans, among other issues, accounting, purchasing, auditing, financial
reporting, internal controls, operating budgeting, revenue management, cash and investment management,
expenditure control, asset management, debt management, and planning concepts, to:
Present fairly and with full disclosure the financial position and results of the financial operations of
the Academy in conformity with generally accepted accounting principles (GAAP), and
Determine and demonstrate compliance with finance related legal and contractual issues in
accordance with provisions of the Texas Local Government Code and other pertinent legal documents
and mandates.
The Academy Board of Trustees will annually review and approve the Fiscal and Budgetary Policy Statements
as part of the budget process.
II.SUMMARY OF POLICY INTENDED OUTCOMES
This policy framework mandates pursuit of the following fiscal objectives:
1.Operating Budget: Prepare conservatively, estimate revenues, present and adopt the Academy’s
annual operating plan.
2.Revenues Management: Design, maintain and administer a revenue system that will assure a reliable,
equitable, diversified and sufficient revenue stream to support desired Academy services.
3.Expenditure Control: Identify priority services, establish appropriate service levels and administer the
expenditure of available resources necessary to assure fiscal stability and the effective and efficient
delivery of services.
4.Fund Balance: Maintain the fund balance of the various operating funds at levels sufficient to protect
the Academy’s creditworthiness as well as its financial position from emergencies.
5.Intergovernmental Relationships: Coordinate efforts with other agencies to achieve common policy
objectives, share the cost of providing governmental services on an equitable basis and support
favorable legislation at the State and Federal level.
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.
FISCAL & 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 Head of School
or his designate with the participation of the Academy’s Leadership Team, Finance Director, and
Academy staff, and then submitted to the Head of School for review. Following the Head of School’s
review, the proposed budget will be presented to the Board for its consideration.
The proposed budget shall include five basic segments for review and evaluation:
personnel costs,
base budget for operations and maintenance costs,
FISCAL & BUDGETARY POLICIES
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 Head of School 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 Head of School 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.
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.
FISCAL & BUDGETARY POLICIES
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. Use of fund
balance must be recommended by the Head of School 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.).
FISCAL & BUDGETARY POLICIES
4.Periodic Program Reviews – The Head of School 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.
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.
FISCAL & BUDGETARY POLICIES
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 Head of School or his/her designee. The Board of Trustees shall have the authority
to assign any number of funds. Assignments may occur after fiscal year-end.
5.The Board of Trustees will utilize funds in the following spending order: Restricted, Committed,
Assigned, and Unassigned.
VII.INTERGOVERNMENTAL RELATIONSHIPS
1.Inter-local Cooperation in Delivering Services - To promote the effective and efficient delivery of
services, the Academy shall actively seek to work with other local entities in joint purchasing
consortium, sharing facilities, sharing equitably the costs of service delivery, and developing joint
programs to improve service to its students.
2.Legislative Program - The Academy shall cooperate with other entities to actively oppose any state or
federal regulation or proposal that mandates additional Academy programs or services and does not
provide the funding to implement them. Conversely, as appropriate, the Academy shall support
legislative initiatives that provide additional funding.
VIII.GRANTS
1.Grant Guidelines - The Academy shall apply, and facilitate the application by others, for only those
grants that are consistent with the objectives and high priority needs previously identified by Academy
Board of Trustees. The potential for incurring ongoing costs, to include the assumption of support for
grant funded positions from local revenues, will be considered prior to applying for a grant.
2.Grant Review - All grant submittals shall be reviewed for their cash match requirements, their
potential impact on the operating budget, and the extent to which they meet the Academy's policy
objectives. If there are cash match requirements, the source of funding shall be identified prior to
application. Staff will focus on one-time grants to avoid long-term implications related to additional
expenditures in future years.
3.Grant Program Termination - The Academy shall terminate grant funded programs and associated
positions when grant funds are no longer available unless alternate funding is identified and obtained.
IX.FISCAL MONITORING
1.Financial Status and Performance Reports - Quarterly reports comparing expenditures and revenues
to current budget, noting the status of fund balances to include dollar amounts and percentages, and
outlining any remedial actions necessary to maintain the Academy's financial position shall be
prepared for review by the Head of School 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.
FISCAL & BUDGETARY POLICIES
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/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 Head of School or his
designate and Academy staff to review the monthly reports for any discrepancies and report to the
Town’s Finance Director for analysis and re-class of questioned bookings, if appropriate.
3.External Auditing - Academy will be audited annually by outside independent accountants (auditors).
The auditors must be a CPA firm and must demonstrate significant experience in the field of local
government auditing. They must conduct the Academy’s audit in accordance with generally accepted
auditing standards. The auditors’ report on Academy’s financial statements will be completed within a
timely period of the Academy’s fiscal year-end.
The auditor will jointly review the management letter with the Academy Board of Trustees, if
necessary. In conjunction with this review, the Finance Director shall respond in writing to the
Academy Board of Trustees regarding the auditor’s Management Letter, addressing the issued
contained therein. The Academy will not require auditor rotation but will circulate request for
proposal for audit services on a periodic basis as deemed appropriate.
4.Responsibility of Auditor to Academy Board of Trustees - The auditor is retained by and is
accountable directly to the Academy Board of Trustees and will have access to direct communication
with the Academy Board of Trustees if the Academy Staff is unresponsive to auditor recommendations
or if the auditor considers such communication necessary to fulfill its legal and professional
responsibilities.
5.Internal Financial Reporting - The Finance Department will prepare internal financial reports sufficient
for management to plan, monitor, and control Academy’s financial affairs.
FISCAL & BUDGETARY POLICIES
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 Head of School or his designate, in consultation with the Finance
Director, will be responsible for ensuring that appropriate internal controls are followed throughout
the Academy, that all directives or internal controls are implemented, and that all independent auditor
internal control recommendations are addressed. Staff will develop and periodically update written
internal control procedures.
XIII.ASSET MANAGEMENT
1.Investments – The Finance Director shall promptly invest all Academy funds with the depository bank
in accordance with the provisions of the current Bank Depository Agreement or in any negotiable
instrument authorized by the Academy Board of Trustees. The Academy Board of Trustees has
formally approved a separate Investment Policy for Westlake Academy that meets the requirements of
the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code. The
Academy’s investment practices will be conducted in accordance with this policy. The Finance Director
will issue quarterly reports on investment activity to the Academy Board of Trustees.
2.Cash Management - Academy’s cash flow will be managed to maximize the cash available to invest.
Such cash management will entail the centralization of cash collections, where feasible, including field
trips, and other collection offices as appropriate. Periodic review of cash flow position will be
performed to determine performance of cash management and conformance to investment policies.
The underlying theme will be that idle cash will be invested with the intent to (1) safeguard assets, (2)
maintain liquidity, and (3) maximize return.
3.Capital Assets and Inventory - Such assets will be reasonably safeguarded, properly accounted for and
prudently insured. The capital assets inventory will be updated regularly.
4.Capital Assets – Currently all capital assets of Westlake Academy are owned and purchased by the
Town of Westlake. In subsequent years, additional asset purchases may be paid with Westlake
Academy funds.
5.Capitalization Criteria – For purposes of budgeting and accounting classification, the following criteria
must be capitalized:
The asset is owned by Westlake Academy
The expected useful life of the asset must be longer than one year, or extend the life
on an identifiable existing asset by more than one year
The original cost of the asset must be at least $5,000
The asset must be tangible
On-going repairs and general maintenance are not capitalized
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
FISCAL & BUDGETARY POLICIES
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.
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.
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.
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 Head of School.
INVESTMENT POLICY
VI.PRUDENCE
The standard of prudence to be used in the investment function shall be the "prudent person" standard and
shall be applied in the context of managing the overall portfolio. This standard states:
"Investments shall be made with judgment and care, under circumstances then prevailing, which persons of
prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation,
but for investment, considering the probable safety of their capital as well as the expected income to be
derived."
Limitation of Personal Liability - The Investment Officer and those delegated investment authority,
when acting in accordance with the written procedures and this Policy and in accord with the
Prudent Person Rule, shall be relieved of personal liability in the management of the portfolio
provided that deviations from expectations for a specific security's credit risk or market price
change are reported in a timely manner and that appropriate action is taken to control adverse
market effects.
VII.INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be reviewed annually
with the independent auditor of the Academy. The controls shall be designed to prevent loss of public
funds due to fraud, employee error, and misrepresentation by third parties, or imprudent actions by
employees of the Academy.
VIII.AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed below. The choice of
high-grade government investments and high-grade, money market instruments are designed to assure the
marketability of those investments should liquidity needs arise.
Obligations of the United States Government, its agencies and instrumentalities, not to exceed two
(2)years to stated maturity and excluding mortgage backed securities;
Fully insured or collateralized certificates of deposit from a bank doing business in the State of
Texas and under the terms of a written depository agreement with that bank, not to exceed one
year to stated maturity;
No-load, SEC registered money market mutual funds. No more than 80% of the entity's monthly
average balance may be invested in money market funds and;
Constant dollar, AAA-rated Texas Local Government Investment Pools as defined by the Public
Funds Investment Act.
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.
INVESTMENT POLICY
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 collateral levels . All collateral will be held by an
independent third-party bank outside the holding company of the bank, pledged to the Academy.
INVESTMENT POLICY
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.
GLOSSARYOF TERMS
Average Daily Attendance (ADA): Average Daily
Account: A descriptive heading under which are
Attendance is based on the number of days of
recorded financial transactions that are similar in terms
of a given frame of reference, such as purpose, object instruction in the school year. The aggregate day’s
or source. attendance is divided by the number of days of
instruction to compute average daily attendance. ADA
Accounting Period: A period of the end of which, and is used in the formula to distribute funding to Texas
for which, financial statements are prepared; for public school districts.
example, September 1 through August 31. See also
FISCAL PERIOD. Administration: Those activities which have as their
purpose the general regulation, direction, and control
of the affairs of the local education agency that are
Accounting Procedure: The arrangement of all
processes which discover, record, and summarize system-wide and not confined to one school subject, or
financial information used to produce financial narrow phase of school activity.
statements and reports and to provide internal control.
Appropriation: An authorization granted by a
Accounting System: The total structure of records and legislative body to make expenditures and to incur
procedures which discover record, classify and report obligations for specific purposes. An appropriation is
information on the financial position and operations of usually limited in amount and as to the time when it
a school district or any of its funds, balanced account may be expended.
groups, and organizational components.
Accountability Ratings: The Accountability Ratings
Accrual Basis of Accounting: The basis of accounting, System ranks campuses and districts as exemplary,
under which revenues are recorded when earned, and recognized, acceptable, and low performing based on
expenditures are recorded as soon as they result in the percentage of students who pass the state
assessment instruments and the dropout rate.
liabilities, regardless of when revenue is received or a
payment is made.
Assigned Fund Balance: Reports amount that are
constrained by the government’s intent that they will
Accrue: To record revenues when earned or when
be used for specific purposes. Decision making about
levies are made and to record expenditures as soon as
they result in liabilities, regardless of when the revenue these amounts may be made by a committee or other
governmental official. Compared to Committed Fund
is received or the payment is made. Sometimes, the
Balance, the resources represented by the Assigned
term is used in a restricted sense to denote the
recording of revenues earned but not yet due, such as Fund Balance can be more easily redeployed and the
accrued interest on investments and the recording of constraints are not as stringent. Except for the General
Fund, fund balance amounts that are not labeled as
expenditures which result in liabilities that are payable
in another accounting period, such as accrued interest non-spendable, restricted or committed would be
on bonds. reported in the Assigned Fund Balance category.
Therefore, the Assigned Fund Balance becomes the
residual amount for the Special Revenue Fund, Capital
Project Fund and Debt Service Funds.
GLOSSARYOF TERMS
Budgetary Control: The control management of the
Association of School Business Officials International
business affairs of the school district in accordance with
(ASBO): The Association of School Business Official'
International, founded in 1910, is a professional an approved budget with a responsibility to keep
association which provides programs and services to expenditures within the authorized amounts.
promote the highest standards of school business
management practices, professional growth, and the Budgetary Basis of Accounting: The method used to
effective use of educational resources. determine when revenues and expenditures are
recognized for budgetary purposes.
Audit: A comprehensive review of the way the
government's resources were utilized. A certified public Capital Expenditures: Capital expenditures are defined
as charges for the acquisition at the delivered price
accountant issues an opinion over the presentation of
financial statements, tests the controls over the including transportation, costs of equipment, land,
safekeeping of assets and makes recommendations for buildings, or improvements of land or buildings,
improvements for where necessary. fixtures, and other permanent improvements with a
value more than $5,000 and a useful life expectancy of
Balanced Budget: A balanced budget is a budget with greater than 1 year.
total expenditures not exceeding total revenues and
monies available in the fund balance within an Career and Technical Education (CTE): The costs
individual fund. incurred to evaluate, place and provide educational
and/or other services to prepare students for gainful
Balance Sheet: A summarized statement, as of a given employment, advanced technical training or for
date, of the financial position of a local education homemaking. This may include apprenticeship and job
agency per fund and/or all funds combined showing training activities.
assets, liabilities, reserves, and fund balance.
Classification, Function: A function represents a
general operational area in a school district and groups
Budget: A plan of financial operation embodying an
estimate of proposed expenditures for a given period or together related activities; for example, instruction,
campus administration, maintenance and operations,
purpose and the proposed means of financing them.
etc.
The budget usually consists of three parts. The first part
contains a message from the budget-making authority
Classification, Object: An object has reference to an
together with a summary of the proposed expenditures
article or service received; for example, payroll costs,
and the means of financing them. The second part is
composed of drafts of the appropriation, revenue, and professional and contracted services, supplies and
borrowing measures necessary to put the budget into materials, and other operating expenses.
effect. The third part consists of schedules supporting
the summary. These schedules show in detail the l services for
Co-curricular Activities: Direct and persona
proposed expenditures and means of financing them
public school pupils such as interscholastic athletics,
together with information as to past years' actual entertainments, publications, clubs, and strings, which
revenues and expenditures and other data used in are managed or operated by the student body under
making the estimates.
the guidance and direction of an adult and are not part
of the regular instructional program.
GLOSSARYOF TERMS
Education Service Center (ESC): Twenty intermediate
Coding: A system of numbering, or otherwise
education units located in regions throughout Texas
designating, accounts, entries, invoices, vouchers, etc.,
in such a manner that the symbol used reveals quickly that assist and provide services for local school
certain required information. districts.
Consultant: A resource person who aids the regular Estimated Revenue: This term designates the amount
personnel through conference, demonstration, of revenue expected to be earned during a given
period.
research, or other means.
Contracted Services: Labor, material and other costs Expenditures: This includes total charges incurred,
whether paid or unpaid, for current expense, capital
for services rendered by personnel who are not on the
payroll of the Academy. outlay, and debt service. (Transfers between funds,
encumbrances, exchanges of cash for other current
Committed Fund Balance: Represents amounts that assets such as the purchase stores and investment of
have internally imposed restrictions mandated by cash in U.S. Bonds, payments of cash in settlement of
formal action of the government’s highest level of liabilities already accounted as expenditures, and the
decision-making authority. The committed amounts repayment of the principal of current loans are not
cannot be redeployed for other purposes unless the considered as expenditures.)
same type of formal action is taken by the highest level
of decision-making authority to reserve or modify the Fiduciary Funds: Fiduciary Funds account for assets
previously imposed restriction. held in a trustee or agent capacity for outside parties,
including individuals, private organizations, and other
Current Budget: The annual budget prepared for and governments.
effective during the present fiscal year.
Fiscal Period: Any period at the end of which a local
education agency determines its financial position and
Current Expenditures per Pupil: Current expenditures
for a given period divided by a pupil unit of measure the results of its operations. The period may be a
month, or a year, depending upon the scope of
(average daily attendance, etc.)
operations and requirements for managerial control
Debt: An obligation resulting from the borrowing of and reporting.
money or from the purchase of goods and services.
Fiscal Year: A twelve-month period to which the
Debts of local education agencies include bonds, leases,
etc. annual budget applies and at the end of which a local
education agency determines its financial position and
the results of its operations. The District's fiscal year is
Diploma Programme (DP): A challenging two-year
curriculum for students in grades 11 and 12 that July 1 through June 30.
provides an inquiry-based, college preparatory
education. By emphasizing knowledge, skills, critical
thinking and the fostering and development of
universal human values, students learn the valuable
skills of construction and deconstruction knowledge.
GLOSSARYOF TERMS
Governmental Funds: Funds generally used to account
Foundation School Program (FSP): A program for the
for tax-supported activities. There are five different
support of a basic instructional program for all Texas
school children. Money to support the program comes types of governmental funds: the general fund, special
from the Permanent School Fund, Available School revenue funds, debt service funds, capital projects
funds and permanent funds.
Fund, Foundation School Fund, state general revenue,
and local property taxes. Currently, the FSP described
in the Texas Education Code consists of: 1) funding for Grant: A contribution by one governmental unit to
another. The contribution is usually made to aid in the
a basic program; 2) revenue sufficient to support an
accredited program; and 3) equalizing debt service support of specified function (for example, job
requirements for existing facilities debt. training), but it is sometimes also for general
purposes.
Fund: An independent fiscal and accounting entity
with a self-balancing set of accounts recording cash House Bill 3: School finance bill that was passed by
th
and/or other resources, together with all related the 86 Texas Legislature. The bill provides more
liabilities, obligations, reserves, and equities which are money for Texas classrooms, increases teacher
segregated for carrying on in accordance with special compensation, reduces recapture and cuts local
regulations, restrictions, or limitations. property taxes for Texas taxpayers.
Fund Balance: It is the resources remaining from prior Independent Audit: An audit performed by an
years and which are available to be budgeted in the independent auditor.
current year.
Individuals with Disabilities Education Act (IDEA): The
General Fund: A fund group with budgetary control 1997 IDEA strengthens academic expectations and
used to show transactions resulting from operations of accountability for the nation's 5.4 million children
ongoing organizations and activities from a variety of with disabilities.
revenue sources for which fund balance is controlled
by and retained for the use by the local education International Baccalaureate Program (IB): A non-
agency. The General Fund is used to finance the profit foundation whose mission is to help students
ordinary operations of a governmental unit except “develop the intellectual, personal, emotional, and
those activities required to be accounted for in social skills to live, learn and work in a rapidly
another fund. globalizing world.” It was founded in 1968 and runs
in over 3,000 schools in 141 countries.
Government Finance Officers Association (GFOA): A
professional association of state/provincial and local
Middle Years Programme (MYP): A curriculum
finance officers in the United States and Canada and framework for children in grades six through ten that
has served the public finance profession since 1906. encourages students to make practical connections
The association's nearly 15,000 members are dedicated
between their studies and the real world. The MYP
to the sound management of government financial builds on the knowledge; skills and attitudes
resources. developed by the Primary Years Programme (PYP)
and prepare the students for the demanding
requirements of the Diploma Programme (DP).
GLOSSARYOF TERMS
Personnel, Part-Time: Personnel who occupy positions
Modified Accrual Basis of Accounting: Basis of
with duties which require less than full-time service.
accounting per which (a) revenues are recognized in the
accounting period in which they become available and
measurable and (b) expenditures are recognized in the Primary Years Programme (PYP): A curriculum
framework for children aged 3-12 that prepared
accounting period in which the fund liability is incurred,
if measurable, except for un-matured interest on students for the intellectual challenges of future
general long-term debt and certain similar accrued education and their future careers, focusing on the
development of the whole child as an inquirer, both in
obligations, which should be recognized when due.
the classroom and in the world outside.
Non-spendable Fund Balance: Includes amounts that
Public Education Information Management System
cannot be spent and are, therefore, not included in the
current year appropriation. Two components: 1) Not in (PEIMS): A data management system that includes
spendable form – previously recorded disbursements information on student demographics, performance,
and include items that are not expected to be teacher salaries, etc. The information for PEIMS is
converted into cash, i.e. inventories, pre-paid items, transmitted from local school districts to the Texas
etc. and 2) Legally or contractually required to be Education Agency by the education service centers.
maintained intact – refers to an amount that has been
received that must be invested indefinitely, i.e. a Restricted Fund Balance: Reports on resources that
donation received by the government from a citizen, have spending constraints that are either: 1) externally
the principal of which is to be invested in a permanent imposed by creditors, grantors, contributors or laws
fund and the earnings used for general governmental and regulations of other governments, i.e. grants, etc. -
purposes. or- 2) imposed by law through constitutional provision
or enabling legislation. The amounts represented by
Object Code: As applied to expenditures, this term has this fund balance category have very stringent
conditions imposed by external parties or by law.
reference to an article or service received; for example,
Therefore, the amounts are restricted to very specific
payroll costs, purchased and contracted services,
materials and supplies. purposes and cannot be redeployed for other purposes.
The government can be compelled by an external party
to undertake the spending requirements represented
Open-Enrollment Charters: Open-enrollment charter
schools may be established by private nonprofit by the Restricted Fund Balance.
organizations, colleges and universities, and other
School Board Authority: Statute gives local school
governmental entities that apply to the State Board of
Education. The law authorizes the State Board to boards the exclusive power and duty to govern and
approve up to 215 open-enrollment charter schools. oversee the management of the public schools. Powers
and duties not specifically delegated to the Texas
Personnel, Full-Time: Academy employees who occupy Education Agency or the State Board of Education are
positions with duties which require them to be on the reserved for local trustees.
job on school days throughout the school year, or at
least the number of hours the school is in session.
GLOSSARYOF TERMS
Unassigned Fund Balance: The residual fund balance
School FIRST Rating: The purpose of the financial
for the General Fund. It represents the amount of fund
accountability rating system, known as the School
Financial Integrity Rating System of Texas (FIRST), is to balance remaining after allocation to the Non-
ensure that open-enrollment charter schools are held spendable, restricted, committed and assigned fund
balances. This amount reflects the resources that are
accountable for the quality of their financial
management practices and that they improve those available for further appropriation and expenditure for
practices. The system is designed to encourage Texas general governmental purposes.
public schools to better manage their financial
resources to provide the maximum allocation possible Weighted Students in Average Daily Attendance
for direct instructional purposes. (WADA): In Texas, students with special educational
needs are weighted for funding purposes to help
Special Revenue Funds: Funds that are used to account recognize the additional costs of educating those
for funds awarded to the Academy for accomplishing students. Weighted programs include special education,
specific educational tasks as defined by grantors in career and technical, bilingual, gifted and talented, and
contracts or other agreements. compensatory education. A weighted student count is
used to distribute guaranteed-yield funding and
Statutory Minimum Salary (Stat Min): HB3 requires establish Chapter 41 thresholds.
that open enrollment charter schools begin paying
the state’s contribution on the portion of a member’s
salary that exceeds the statutory minimum salary for
members entitled to the minimum salary schedule
and for members who would be entitled to the
minimum salary for certain school personnel under
Section 21.402.
Teacher Retirement System (TRS): TRS delivers
retirement and related benefits authorized by law for
members and their beneficiaries.
Texas Education Agency (TEA): The administrative and
regulatory unit for the Texas public education system
managed by the commissioner of education. TEA is
responsible for implementing public education policies
as established by the Legislature, State Board of
Education, and commissioner of education.
Texas Essential Knowledge and Skills (TEKS): Subject-
specific state leaning objectives adopted by the State
Board of Education. The State's academic tests. \[see
Texas Assessment of Knowledge and Skills (TAKS)\] are
aligned with the TEKS.
ACRONYMNS
ADA Average Daily Attendance
AICPA American Institute of Certified Public Accountants
AP Accelerated Program
ASBO Association of School Business Officials
CTE Career and Technical Education
DP Diploma Programme
ESC Education Service Center (ESC)
FTE Full-Time Equivalent
FY Fiscal Year
GAAP Generally Accepted Accounting Principles
GASB Government Accounting Standards Board
GFOA Government Finance Officers Association
IB International Baccalaureate Program
IDEA Individuals with Disabilities Education Act
MYP Middle Years Programme
PYP Primary Years Programme
S&P Standard and Poor’s
SLA Service Level Adjustment
TEA Texas Education Agency
TEKS Texas Essential Knowledge and Skills
TRS Teacher Retirement System
WA Westlake Academy
WADA Weighted Average Daily Attendance
WESTLAKE ACADEMY
FISCAL YEAR 2021- 2022
REQUESTTOAMENDORIGINALBUDGET
2021-2022 2021-2022 2021-2022
Fund 199 Consolidated General FundAdopted 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)1,148,771 116,210 1,264,981
5800 State Programs8,109,375 (78,406) 8,030,969
Total Revenues$ 37,8049,371,746$ 9,409,550$
Expenditures (by function)
11 Instructional4,884,668 92,505 4,977,173
12 Resources & Media135,797 48,957 184,754
13 Staff Development55,795 37,622 93,417
21 Instructional Leadership225,326 (2,504) 222,822
23 School Leadership1,258,754 7,028 1,265,782
31 Guidance & Counseling618,426 (82,634) 535,792
33 Health Services81,257 (7,268) 73,989
36 Co-curricular & Extracurricular Activities228,089 (1,604) 226,485
41 Administrative241,964 4,800 246,764
51 Maintenance & Operations967,763 (7,536) 960,227
52 Security & Monitoring26,800 (800) 26,000
53 Data Processing356,879 (57,123) 299,756
61 Community Services143,543 (5,828) 137,715
71 Debt Service207,922 14,300 222,222
Total Expenditures 39,9159,432,983 9,472,898
Excess (Deficiency) of Revenues
Over (Under) Expenditures
(2,111)(61,237) (63,348)
FUND BALANCE, BEGINNING$ -2,078,833$ 2,078,833
Audited as of 8/31/2021
FUND BALANCE, ENDING (2,111)2,017,596 2,015,485
Assigned - Bus Maintenance(19,000) 2,000 (17,000)
Assigned - Tech/FF&E Replacement(79,782) - (79,782)
Assigned - Uniforms/Equip Rep(15,000) - (15,000)
FUND BALANCE, UNASSIGNED$ (4,111)1,903,814$ 1,903,703$
Daily Operating Cost25,844 25,953
Operating Days74 73
BoardApproval:Date: