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HomeMy WebLinkAbout08-11-14 BOT Agenda PacketThe Regular Meeting of the Board of Trustees will begin immediately following the conclusion of the Board of Trustees Workshop but not prior to the posted start time. Mission Statement Westlake Academy is an IB World School whose mission is to provide students with an internationally minded education of the highest quality so they are well-balanced and respectful life-long learners. Page 1 of 4 WESTLAKE ACADEMY Vision Statement Westlake Academy inspires students to achieve their highest individual potential in a nurturing environment that fosters the traits found in the IB Learner Profile. Inquirers, Knowledgeable, Thinkers, Communicators, Principled, Open-Minded, Caring, Risk-takers, Balanced and Reflective BOARD OF TRUSTEES MEETING AGENDA August 11, 2014 WESTLAKE TOWN HALL 3 VILLAGE CIRCLE – 2ND FLOOR WESTLAKE, TX 76262 COUNCIL CHAMBERS Workshop Session 5:00 p.m. Regular Session 6:00 p.m. Page 2 of 4 Work Session 1. CALL TO ORDER 2. PLEDGE OF ALLEGIANCE 3. REVIEW OF CONSENT AGENDA ITEMS FOR THE AUGUST 11, 2014 , TRUSTEES REGULAR MEETING AGENDA. 4. REPORTS Reports are prepared for informational purposes and will be accepted as presented. (there will no presentations associated with the report items) There will be no separate discussion unless a Board Member requests that report be removed and considered separately. a. International Baccalaureate Organization (IBO) PYP Self-study Summary of Five Year Evaluation Report. b. Update on Athletics Offerings for the 2014-2015 School Year at Westlake Academy. c. Update on Discipline for SY 13-14 and Publication of Discipline Grid / Charts. d. HB5 Community Engagement Component. e. Academia Internacional San Miguel de Allende. 5. DISCUSSION ITEMS a. Discussion of proposed Amendments to the Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program. (15 min) b. Discussion of proposed amendments to the Promotion & Retention Policy. (15 min) c. Discussion regarding the Diploma Programme’s IB exam results for the 2014 graduating cohort. (15 min) d. Continued Overview Presentation of Proposed Westlake Academy Proposed FY14-15 Operating Budget. (30 min) e. Standing Item: Update and discussion regarding Westlake Academy Phase I expansion project, enrollment projections and technology for the Secondary building. (15 min) 6. BOARD RECAP / STAFF DIRECTION 7. ADJOURNMENT Regular Session 1. CALL TO ORDER 2. CITIZENS' PRESENTATIONS AND RECOGNITIONS: This is an opportunity for citizens to address the Board on any matter whether or not it is posted on the agenda. The Board cannot by law take action nor have any discussion or deliberations on any Page 3 of 4 presentation made to the Board at this time concerning an item not listed on the agenda. Any item presented may be noticed on a future agenda for deliberation or action. 3. CONSENT AGENDA: All items listed below are considered routine by the Board of Trustees and will be enacted with one motion. There will be no separate discussion of items unless a Board member or citizen so requests, in which event the item will be removed from the general order of business and considered in its normal sequence. a. Consider approval of the minutes from the June 2, 2014, meeting. b. Consider approval of Resolution 14-11, Amending the Promotion & Retention policy. c. Consider approval of Resolution 14-12, Amending the Assessment & Grading Policy. d. Consider approval of Resolution 14-13, Approving the firm of Weaver, L.L.P. to perform Westlake Academy’s audit for a 3-year period with the option of 2 additional years and authorizing the Finance Director to execute the FY 2013-2014 and subsequent engagement letters on behalf of Westlake Academy. e. Consider approval of Resolution 14-14, Amending the Westlake Academy Personnel Manual. f. Consider approval of Resolution 14-15, Approval of the ESC Region 11 Benefits Cooperative Interlocal Agreement. g. Consider approval of Resolution 14-16, Authorizing the Superintendent to sign a one-year contract for property insurance. 4. CONDUCT A PUBLIC HEARING AND CONSIDER RESOLUTION 14-17, ADOPTING THE REVISED OPERATING BUDGET FOR FISCAL YEAR ENDING AUGUST 31, 2014 AND THE PROPOSED BUDGET FOR FISCAL YEAR ENDING AUGUST 31, 2015 INCLUDING INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, COMMITTED AND ASSIGNED FUND BALANCES. 5. BOARD CALENDAR 6. FUTURE AGENDA ITEMS: Any Board member may request at a workshop and / or Board meeting, under “Future Agenda Item Requests”, an agenda item for a future Board meeting. The Board member making the request will contact the Superintendent with the requested item and the Superintendent will list it on the agenda. At the meeting, the requesting Board member will explain the item, the need for Board discussion of the item, the item’s relationship to the Board’s strategic priorities, and the amount of estimated staff time necessary to prepare for Board discussion. If the requesting Board member receives a second, the Superintendent will place the item on the Board agenda calendar allowing for adequate time for staff preparation on the agenda item. Trustee Rick Rennhack: Discuss employee turnover past five (5) years at Westlake versus surrounding school districts Carroll, Keller and Byron Nelson; include student teacher ratios. Page 4 of 4 7. ADJOURNMENT ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS 551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT CODE. CERTIFICATION I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle, on August 6, 2014, by 5:00 p.m. under the Open Meetings Act, Chapter 551 of the Texas Government Code. _____________________________________ Kelly Edwards, Town Secretary If you plan to attend this public meeting and have a disability that requires special needs, please advise the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made to assist you. Westlake Academy Item # 2 – Pledge of Allegiance Texas Pledge: "Honor the Texas flag; I pledge allegiance to thee, Texas, one state under God, one and indivisible." REVIEW OF CONSENT AGENDA ITEMS a. Consider approval of the minutes from the June 2, 2014, meeting. b. Consider approval of Resolution 14-11, Amending the Promotion & Retention policy. c. Consider approval of Resolution 14-12, Amending the Assessment & Grading Policy. d. Consider approval of Resolution 14-13, Approving the firm of Weaver, L.L.P. to perform Westlake Academy’s audit for a 3-year period with the option of 2 additional years and authorizing the Finance Director to execute the FY 2013- 2014 and subsequent engagement letters on behalf of Westlake Academy. e. Consider approval of Resolution 14-14, Amending the Westlake Academy Personnel Manual. f. Consider approval of Resolution 14-15, Approval of the ESC Region 11 Benefits Cooperative Interlocal Agreement. g. Consider approval of Resolution 14-16, Authorizing the Superintendent to sign a one-year contract for property insurance. Westlake Academy Item # 3 – Review of Consent Agenda Items REPORTS Reports are prepared for informational purposes and will be accepted as presented. (there will no presentations associated with the report items) There will be no separate discussion unless a Board Member requests that report be removed and considered separately. a. International Baccalaureate Organization (IBO) PYP Self-study Summary of Five Year Evaluation Report. b. Update on Athletics Offerings for the 2014-2015 School Year at Westlake Academy. c. Update on Discipline for SY 13-14 and Publication of Discipline Grid / Charts. d. HB5 Community Engagement Component. e. Academia Internacional San Miguel de Allende. Westlake Academy Item # 4– Reports Page 1 of 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP Meeting Date: 6/2/2014 Staff Contact: Rod Harding Report PYP Principal Subject: International Baccalaureate Organization (IBO) PYP Self-study Summary of Five Year Evaluation Report EXECUTIVE SUMMARY At the April, 2014 Board of Trustees meeting, Board members were presented with the Primary Years Programme (PYP) five-year oral evaluation visit report in March, 2014. Rather than give the Board of Trustees the entire final report I have provided a summary of the final report from IBO. The main purpose of the five year evaluation was to: • Assess the implementation of the PYP programme • Assist the administration and faculty in continuous improvement of the IBO PYP philosophy and the programme’s standards and practices. The report provides the Board with the IBO standards, Practices, predicted level of implementation identified by PYP staff in the s elf-study, commendations and r ecommendations. The attached final report provides the Board of Trustees with the main findings of the visiting team and most importantly there were no major recommendations in the final report (attached). PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK This report relates directly to Westlake Academy’s Vision of inspiring “students to achieve their highest individual potential…” and the Mission of “an internationally minded education in the highest quality…” FISCAL IMPACT Funded Based on proposed budget Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Discussion item. ATTACHMENTS • IBO PYP Five Year Evaluation Summary PYP Evaluation Report Summary Site Visit: March 6-7, 2014 Report Date: May 1, 2014 Section A: Philosophy PRACTICE Level of Implementation Identified by WA in Self-Study COMMENDATION A.3b: The school as a community of learners is committed to a collaborative approach to curriculum development. High (4) The school staff supports each other effectively, placing the well being of the student’s front and center. A.6: The school promotes open communication based on understanding and respect. High (4) The school has established respectful lines of communication within and between all stakeholders. PRACTICE RECOMMENDATION A.3e: The school demonstrates a commitment to transdisciplinary learning. High (4) The school demonstrates a commitment to transdisciplinary learning, ensuring that single subject teachers are able to contribute in all aspects of planning, teaching, and learning. A.5: The school promotes responsible action within and beyond the school community. Medium-High (3) The school further develops and implements strategies to promote responsible action within and beyond the school community. A.8: The school participates in the IB World community. Low-Medium (2) *was also a 2009 recommendation The school develops and implements strategies to further participate in the IB world community. (Our self-study action plan included this prior to the report) Section B: Organization Standard B1: Leadership and structure PRACTICE Level of Implementation COMMENDATION Identified by WA in Self-Study B1.2: The school has developed a governance and leadership structure that supports the implementation of the programme. High (4) The Town of Westlake continues to support the school through the established governance structure and has recently appointed an executive principal/direction of education. B1.2a: The responsibility for pedagogical leadership within the school is a shared responsibility, including at least the PYP coordinator and the primary principal. High (4) The coordinator and elementary principal have established an effective working relationship with regular meetings. The teachers spoke highly of the effectiveness of the leadership team. B1.6 The school has systems in place for the continuity and ongoing development of the programmes. Medium-High (3) The school has an updated action plan and plans to further update after the evaluation visit. The school is on a growth trajectory, which has been carefully planned with new construction to accommodate the increasing population of Westlake. B1.7 The school carries out the programme evaluation involving all stakeholders. High (4) The self-study for this evaluation visit was carefully constructed to involve the collection of evidence and the opinions of all stakeholders and took place over a significant period of time. PRACTICE RECOMMENDATION B1.5a The school has developed and implements a language policy that is consistent with IB expectations. Medium-High (3) The school continues to work toward defining the language policy into a working document that guides the practice of all teachers in the school. (Our self-study action plan included this prior to the report) B1.5b: The school has developed an assessment policy that is consistent with IB expectations. Medium-High (3) The school continues to work toward ensuring that the assessment policy becomes a working document that guides the practice of assessment at the school. (Our self-study action plan included this prior to the report) Section B: Organization Standard B2: Resources and Support PRACTICE Level of Implementation Identified by WA in Self-Study COMMENDATION B2.1 The governing body allocates funding for the implementation and ongoing development of the programmes. High (4) The Town of Westlake provides continued funding for the school and has for its growth and expansion. The school further seeks out grant support and receives significant funding from the House of Commons and the Westlake Academy Foundation. B2.3+3a: The school ensures that teachers and administrators receive IB-recognized professional development. A) The school complies with the IB professional development requirement for the PYP at authorization and at evaluation High (4) The school has planned professional development beyond the requirements, implementing a professional development policy that strengthens teachers’ understanding of the programme, beyond the requirements at evaluation. B2.7 The school ensures access to information on global issues and diverse perspectives. Medium-High (3) The pedagogical leadership team has established an ongoing process of revision of school resources focused on access of information on global issues and diverse perspectives. B2.8 The school provides support for its students with learning and/or special educational needs and support for their teachers. Low-Medium (2) The school has a special needs policy, implements a “push in” type program with occasional “pull out” as needed and has teachers who have attended PYP workshops. B2.12 The school allocates resources to implement the PYP exhibition High (4) The school consistently places emphasis on long term planning and resources on the implementation of the exhibition. PRACTICE RECOMMENDATION B2.6: The library/multimedia/resources play a central role in the implementation of the programmes. Low-Medium (2) The school further develops the library/multimedia/resources to ensure these have a central role in the implementation of the programme. The library further develops its resources on global issues and diverse perspectives. The school ensures the library resources reflect the languages offered by the school. (Our self-study action plan included this prior to the report) B2.11: The school utilizes the resources and expertise of the community to enhance learning within the programmes. Medium-High (3) The school further investigates and utilizes the resources and expertise of the community to enhance learning within the programme. Section C: Curriculum Standard C1: Collaborative Planning PRACTICE Level of Implementation COMMENDATION Identified by WA in Self-Study C1. Collaborative planning and reflection addresses the requirements of the programme. Medium-High (3) Teachers collaborate systematically on many aspects of the programme from alignment of the curriculum to conducting the self-study and collecting and presenting evidence. C1.3: Collaborative planning and reflection addresses vertical and horizontal articulation. Medium-High (3) Collaborative planning and reflection includes a systematic approach to ensuring a balance and articulation within the transdisciplinary programme of inquiry. C1.3a: There is a systematic approach to integration of the subject-specific scope and sequences and the programme of inquiry. Medium-High (3) The school has completed alignment of math and language arts with the PYP scope and sequence and units of inquiry. C1.4a: The school provides for easy access to completed PYP planners. High (4) The development and dissemination of “at a” documentation enables all teachers, including specialist teachers, to understand all aspects of the curriculum. C1.9: Collaborative planning and reflection addresses the IB learners profile attributes. High (4) The school has ensured that teachers systematically address the development of the IB learner profile attributes in collaborative planning and reflection. PRACTICE RECOMMENDATION C1.1b: Planning at the school makes used of the PYP planner and planning process across the curriculum and by all teachers. Medium-High (3) *was also a 2009 recommendation The school further extends the use of the PYP planner for planning in single-subject areas. C1.1c: Planning at the school addresses all the essential elements to strengthen the transdisciplinary nature of the programme. Medium-High (3) The school further extends the inclusion of single-subject teaching to create a truly transdisciplinary unit. C1.3b: The school ensures balance and articulation between the transdisciplinary programme of inquiry and any additional single-subject teaching. Medium-High (3) The school develops a process that will ensure the balance and articulation between the transdisciplinary programme of inquiry and any additional single-subject teaching. C1.7: Collaborative planning and reflection is informed by assessment of student work and learning. Medium-High (3) The school develops further strategies to inform collaborative planning and reflection by assessment of student work. C1.8: Collaborative planning and reflection recognizes that all teachers are responsible Medium-High (3) The school develops essential agreements for further strategies to include teachers’ responsibility for student for language development of students. language development in mother tongue and other languages into collaborative planning and reflection. Section C: Curriculum Standard C2: Written Curriculum PRACTICE Level of Implementation Identified by WA in Self-Study COMMENDATION C2.1: The written curriculum is comprehensive and aligns with the requirements of the programmes. High (4) The school has developed and continues to update supportive and “at a glance” documents. C2.1c : The PYP exhibition is one of the six- transdisciplinary units of inquiry in the final year of the programme. High (4) The documentation of the exhibition gives an overview of the growth and development of it. PRACTICE RECOMMENDATION C2.7a: The programme of inquiry includes the study of the host or home country, the culture of individual students and the culture of others, including belief systems. High (4) The school further identifies units and lines of inquiry where authentic and relevant links could be made to the study of the host or home country, the culture of individual students, and the culture of others, including their belief systems. C2.10: The written curriculum integrates the policies developed by the school to support the programmes. Medium-High (3) The school further develops the language policy using Guidelines for developing a school language policy as a guide to ensure that the policy clearly defines the role of language at the school. Section C: Curriculum Standard C3: Teaching and Learning PRACTICE Level of Implementation Identified by WA in Self-Study COMMENDATION C3.1a: The school ensures that students experience coherence in their learning supported by the five essential elements of the programme regardless of which teacher has responsibility for them at any point in time. High (4) The quality of student summative assessments and other work on display demonstrates the coherence of student learning throughout the units of inquiry. C3.1c: The school ensures that personal and social education is the responsibility of all teachers. High (4) All teachers in the school take responsibility for the personal and social education of all students. Students demonstrate a sense of belonging and comfort in being at school and parents express their satisfaction with this aspect of the school. C3.14 Teaching and learning fosters a stimulating learning environment based on understanding and respect. High (4) The school has built a stimulating learning environment based on understanding and respect throughout the school community. The learning environment is steeped in honor and respect for all stakeholders. C3.14a: The school provides environments in which students work both independently and collaboratively High (4) The school’s action plan demonstrates planning for the continued effective use of space for collaborative and independent work. C3.16 Teaching and Learning develops the IB learner profile attributes. High (4) Students are aware of their development according to the IB learner profile attributes. PRACTICE RECOMMENDATION C3.2: Teaching and learning engages students as inquirers and thinkers. Medium-High (3) Teachers continue to refine learning experiences that are student-centered. (Learning environment was primarily teacher-directed). C3.4: Teaching and learning promotes the understanding and practice of academic honesty. Low-Medium (2) The school ensures that common understanding of academic honesty is established in the school community. The school ensures that the policy on academic honesty is communicated in a manner that is appropriate, clear, and understandable to students in all year levels. (Our self-study action plan included this prior to the report) C3.7: Teaching and learning addresses the diversity of student language needs, including those for students learning language(s) other than mother tongue. Medium-High (3) The school ensures that teachers further adapt learning experiences to address diversity of student language needs, including those for student learning in language(s) other than mother tongue. C3.8: Teaching and learning demonstrates that all teachers are responsible for language development of students. Medium-High (3) All teachers work to develop and support strategies that further the access to and development of students’ mother tongues. Section C: Curriculum Standard C4: Assessment PRACTICE COMMENDATION C4.1c: The school provides evidence of student learning over time across the curriculum Medium-High (3) Students took pride in explaining their portfolios to the visitors. Teachers have made essential agreements on portfolios and continue to refine them and plan to use them more effectively in student-led conferences. C4.2: The school communicates its assessment philosophy, policy and procedures to the school community. Low-Medium (2) The school uses a variety of methods in communicating its assessment philosophy, policy and procedures to the school community. C4.9 The school has systems in place to ensure that students can demonstrate consolidation of their learning through the completion of the PYP exhibition. High (4) The students and teachers provide a thoughtful and thought provoking exhibition that is truly a culminating experience in learning for the students. PRACTICE RECOMMENDATION C4.1: Assessment at the school aligns with the requirements of the programme. Medium-High (3) The school ensures that both in policy and practice, the development of peer and self-assessment is more fully developed and that the practice of backward design is implemented on a daily basis. (Our self-study action plan included this prior to the report) C4.4: The school provides students with feedback to inform and improve their learning. Medium-High (3) *was also a 2009 recommendation The school further develops procedures to provide students with feedback to inform and improve their learning. The school takes action to ensure a common understanding of formative and summative assessment. C4.5: The school has systems for recording student progress aligned with the assessment philosophy of the programmes. Medium-High (3) The school further enhances the use of various systems of recording student progress, including but not limited to rubrics, checklists, student-led/three-way conferences and portfolios. Page 1 of 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: Athletics Meeting Date: August 11, 2014 Staff Contact: Alan Burt Workshop Report Assistant Secondary Principal / Athletic Director Subject: Update on athletics offerings for SY 14/15 at Westlake Academy EXECUTIVE SUMMARY The athletic program offers sports for students in grades 6-12 in: (Fall) Volleyball, Football, Co- ed Soccer & Cross Country; (Winter) Basketball; (Spring) Baseball, Softball, High School Tennis, Golf, Track & Field. All sports are reviewed annually to determine if additions or deletions are necessary based on the number of participants. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK School policy is the responsibility of the Board of Trustees. FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Board of Trustee review of the proposed sports offerings for the coming school year term. ATTACHMENTS Report - Update on athletic opportunities for SY14/15 WESTLAKE ACADEMY ATHLETIC OFFERINGS 2014-2015 The past three years staff has witnessed significant growth in the athletic department. Fourteen Varsity teams now represent Westlake Academy in the Texas Christian Athletic Fellowship (TCAF). A review is conducted with the athletic staff at the conclusion of each year to determine what offerings should be available for the next school year. Through the process in the last two years we have added a Freshman boys basketball team, and a full Track & Field program that saw 27 members represent at the district and state meets. The 2014 – 2015 school year brings excitement with new students joining our campus. The staff anticipates the potential of adding teams but also the need to suspend operations in two others: Potential Additions: 1. High School Volleyball Freshman Team. A. With the number of players returning and potential new students, the coaching staff is preparing for this additional team. Should the number of participants warrant, this team will be added under the direction of the high school staff. 2. Sixth Grade Volleyball Team A. The 2013 season saw the number of JH participants at 26. This number was not enough for a third team, however with the additional incoming students for 2014 the number could necessitate growth. This team would be entered into the Roanoke Recreational league for their contests. 3. Freshman Girls Basketball A. We are excited to see the continued growth in girl’s sports in general, particularly basketball. A modified schedule would be prepared for this team under direction of Nick Barrows. Potential Deletions: 1. Girls Junior High Softball A. Girls Softball is not offered any longer by CSAF. At Westlake Academy the number interested in playing has been low and we did not field a JH team. Local leagues have been steadfast on not allowing an outside team to enter. With a lack of numbers and contest options limited, Westlake Academy will not offer JH softball. 2. Boys Junior High Baseball A. Junior High Baseball faces a challenge with participants. Many of the boys that would play are also members of a local league or club program. In previous years Westlake Academy has worked to share these players. Sadly, The players are forced to choose between the two and due to financial concerns, WA is the one left out. B. Limited options for facilities have become a challenge for us. Local fields we have used in the past are now either not available to us or restrict the time in which we can use them. In searching for fields to play our contests, I contacted nine Organizations. Only one was open to us renting the field with the restriction that we had to be off by 5:00 pm to allow their teams access. This would require a game start time of 3:00 pm cutting deeply into the academic schedule for not only our players, but those of our opponent. Each year, staff will revisit these sports to determine if it is feasible to add back to the overall athletic program. Page 1 of 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: Athletics Meeting Date: August 11, 2014 Staff Contact: Alan Burt Workshop Report Assistant Secondary Principal / Athletic Director Subject: Update on Discipline for SY 13-14 and Publication of Discipline Grid / Charts EXECUTIVE SUMMARY Westlake Academy instituted a new discipline method involving accountability that originates in the classroom with the teacher and then proceeds up to the Assistant Principal / Principal positions if necessary. We have had positive feedback from staff members regarding the processes that were debuted during the last school year and will be moving toward the further integration of the program within the school during this coming fall semester. Attached to the report is a synopsis of the discipline offenses for the preceding year as well as the quick reference and detailed guides used by the staff. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Discipline is administered in the daily processes of the school and guided by both state and Trustee policy directives. FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Board of Trustee review of the discipline offenses and associated grid/guides. ATTACHMENTS Report – Westlake Academy – Discipline 2013-2014 Discipline Quick Reference Guide Level’s I, II, and III Disciplinary Charts WESTLAKE ACADEMY - DISCIPLINE 2013-2014 During the past year, we have instituted a new discipline method that involves accountability originating in the classroom with the teacher and then proceeding up to the Assistant Principal / Principal positions if necessary. The teaching staff members receive training during the back-to-school in-service days, which provides them with an understanding of the system and the application of the varying levels of discipline. We are glad to report that we have had positive feedback from staff members as to the success of the program. Staff also attended professional development this summer that affirmed that we are headed in the right direction. The training reinforced that direct intervention at the classroom level helps maintain order and provides the teaching staff with the tools to keep the student in class rather than ‘pulling them out’ and sending them to the principal’s office. We will continue to implement this program throughout the coming school year. We utilized a variety of alternative discipline methods according to our attached charts (such as, interviews with students, work in kind, repayment of damages, etc.) Below you will find a report on the ‘Levels’ of discipline we experienced this past year: Events Offense 07 Disrespecting a Teacher 26 Lunchroom violations 19 Plagiarism / cheating on academic work 04 Inappropriate texting 08 Leaving campus w/out authorization 02 Skipping class 02 Altercations w/physical contact 11 Cases of bullying 03 Theft cases 300+ Dress code violations 15 Detentions 05 In-school suspensions 02 Out-of-school suspensions (1 = multiple plagiarism offenses, 1 = damage to property) WESTLAKE ACADEMY REFERENCE GUIDE TO 2013-2014 DISCIPLINE LEVEL SYSTEM This chart provides examples of offenses at each of the disciplinary levels. LEVEL I 1. Tardy to class 2. Running, excessive noise, obstructing, or otherwise disrupting hallway, building, classroom, or other supervised setting 3. Failing to follow classroom rules 4. Neglecting to bring required materials to class 5. Failing to participate in class activities 6. Failing to fulfill assignments 7. Eating/Drinking/chewing gum in undesignated areas 8. Throwing objects, or passing unauthorized notes 9. Talking back/arguing/name calling 10. Horseplay/scuffing (not fighting) 11. Possessing and/or using nuisance items 12. Disrupting the orderly classroom process 13. Engaging in harassment toward another student, employee, official, or volunteer including harassment motivated by race, color, religion, national origin, sex, disability, or age. 14. Cheating (copying of another’s homework, etc) 15. Dress Code Violations LEVEL II LEVEL III 1. Committing persistent offenses from Level II 2. Engaging in conduct that disrupts the school environment or educational process 3. Using profane, vulgar, or obscene, or threatening language (written or verbal) or obscene gestures 4. Intentionally or knowingly making libelous or slanderous remarks (verbal or written) about students, employees or others 5. Bullying and/or engaging in harassment toward another student, employee, official, or volunteer including harassment motivated by race, color, religion, national origin, sex, disability, or age. 6. Fighting, encouraging or promoting a fight 7. Using lighters or matches 8. Possessing or using tobacco 9. Use of laser pointer for other than approved use 10. Possessing, distributing, or using fireworks of any kind, stink bombs, smoke bombs, “poppers”, other noxious chemicals (including pepper spray or mace-type materials), or “shock” pens or similar devices. 11. Possessing ammunition, including paintballs 12. Possessing, distributing, or creating pornography or sexually-oriented material and/or accessing pornography via the district’s computer system 13. Possessing, distributing, and/or concealing a weapon, including knives that are not illegal, BB guns, pellet guns, slingshots, etc. not included as a mandatory removable or expellable offense 14. Possessing drug paraphernalia 15. Stealing or unauthorized possession of another person’s property, theft; committing burglary 15. Exhibiting, possessing, delivering, using, or selling look-alike weapons 16. Forging or altering school records, parent notes, forms, or other school/home communications 17. Mutual combat with another student or adult that is not a mandatory removal or expellable offense 18. Vandalizing, including defacement of or damage to school property, and graffiti, not included as a mandatory removal or expellable offense; inappropriate use of property that has the potential to cause damage or injury 19. Failing to disclose information, hiding/covering up (for self or others) information/evidence, committing perjury, or lying as a witness during a school investigation 20. Engaging in illegal behavior-does not constitute a mandatory removable or expellable offense 21. Engaging in sexual conduct 22. Engaging in sexual harassment (verbal or written) including stalking 23. Mooning, streaking, other forms of nudity, exposing undergarments or those of another (“pantsing”) 24. Hazing, harassing, stalking (non sexual), 25. Creating a situation that may constitute a potential health hazard or result in possible injury (bodily fluids, pulling chair out from someone, taking more than recommended dosage of medicine), etc. 26. Using ethnic, racial or gender-related slurs (verbal or written) or committing inappropriate acts that are directed toward a specific racial or ethnic person or group NOTIFICATION OF LAW ENFORCEMENT School officials shall notify local law enforcement any time it is suspected that a criminal act occurred on school or district property or at a school-sponsored or school-related event. These individuals have the authority to involve law enforcement in any discipline or campus situation where it is deemed necessary. 1. Committing persistent offenses from Level I 2. Use of food inappropriately 3. Use of inappropriate language (verbal or written) 4. Failing to comply with directives of staff, disrespect or insubordination 5. Being truant, skipping class, leaving class/school property without permission 6. Excessive tardiness 7. Continuous violation of dress & grooming code 8. Creating or participating in a disturbance 9. Possessing lighters or matches 10. Possessing laser point for unapproved use 11. Violating acceptable use policy for computers 12. Telling a falsehood to an adult (not associated with an investigation 13. Bullying toward another student, employee, official, or volunteer including harassment motivated by race, color, religion, national origin, sex, disability, or age. 14. Defacing/damaging library or classroom materials or textbooks, including removal of bar codes; defacing or damaging another’s property 15. Possessing or using skateboard, scooter, roller blades, shoes with wheels, or other similar devices 16. Academic dishonesty including copying during assessments, plagiarism 17. Possessing, posting, or distributing unauthorized publications 18. Selling or soliciting for sale of unauthorized merchandise 19. Parking lot safety violations 20. Engaging in an act of familiarity with another and/or public display of affection 21. Loitering on campus before or after school 22. Possessing or using camera, radio, CD player, MP3 player, video or cassette recorder, GameBoy, computer or other unauthorized electronic device without expressed permission 23. Failure to serve detention or other disciplinary action as prescribed 24. Being present in area without authorization 25. Fighting, encouraging, or promoting a fight Please see the attached Level I, II, and III Discipline Charts for potential consequences Level I Disciplinary Chart Level I: Teacher Instituted The classroom teacher can successfully manage many behaviors. Immediate and consistent intervention of behavior that impedes orderly classroom operations is necessary for the success of all students. More than one disciplinary option is available to the classroom teacher. Procedures: 1. Intervention should occur by the teacher who is supervising the student or observes the misbehavior. 2. A record of offenses/disciplinary actions shall be maintained by the teacher and administration. 3. Teacher may wish to discuss misbehavior with parent and/or administrator. 4. Level I offenses are not limited to those listed below. 5. Repeated violations shall result in more severe responses and/or referral to level II. Level I type offenses Disciplinary Options Tardy to class X X X X x Running, excessive noise, obstructing, or otherwise disrupting hallway, building, classroom, or other supervised setting X X X X X X X X X Failing to follow classroom rules X X X X X X X Neglecting to bring required materials to class X X X X X X Failing to participate in class activities X X X X X X X X Failing to fulfill assignments X X X X X X X Eating/Drinking/chewing gum in undesignated areas X X X X X X X X Throwing objects, or passing unauthorized notes X X X X X X X X X Talking back/arguing/name calling X X X X X X X X X X Horseplay/scuffing (not fighting) X X X X X X X X Possessing and/or using nuisance items X X X X X X X X X Disrupting the orderly classroom process X X X X X X X X X X Engaging in harassment toward another student, employee, official, or volunteer including harassment motivated by race, color, religion, national origin, sex, disability, or age. X X X X X X X X X X Cheating (copying another’s homework, etc.) X X X X X X Dress code violations X X X The teacher or administrator responsible for the discipline of a student in a given situation may use discretion in determining the disciplinary options most appropriate to the setting and the infraction. In general, discipline should be progressive such that an increase in degree of intervention will promote student self discipline. All discipline must align and be in accordance with adopted board policy and state law. Ve r b a l W a r n i n g Co o l i n g o f f T i m e Pa r e n t c a l l / c o n f e r e n c e Lo s s o f p r i v i l e g e s Co u n s e l o r /s t u d e n t c o n f e r e n c e Co n f i s c a t i o n o f i t e m Ch a n g e o f s e a t a s s i g n m e n t Sp e c i a l a s s i g n m e n t o f d u t i e s (I S S ) Te m p o r a r y r e m o v a l f r o m c l a s s De t e n t i o n Gr a d i n g p e n a l t y “B u d d y ” R o o m Level II Disciplinary Chart Level II: Administrator Instituted Some infractions will result in a referral to an administrator. The disciplinary action(s) will depend on the offense, previous actions, and the seriousness of the misbehavior. More than one disciplinary option may be assigned. Procedures: 1. Written referral to administrator. 2. Administrator confers with student and/or teacher to establish appropriate disciplinary consequence. 3. Copies of appropriate discipline notices are sent to the teacher and/or parent indicating misbehavior and action taken. Parents sign and return to school. 4. Level II offenses and disciplinary options are not limited to those provided. 5. Repeated violations shall result in more severe responses and/or referral to level III. Level II type offenses Disciplinary Options Committing persistent offenses from Level I X X X X X X X X X X X Use of food inappropriately X X X X X x X x x x X X Use of inappropriate language (verbal or written) X X X X X X X X x X X Failing to comply with directives of staff, disrespect or insubordination X X X x X X X x X X Being truant, skipping class, leaving class/school property without permission X X x X x X x Excessive tardiness X X X X X X x X X Continuous violation of dress & grooming standards X X x X x x x X X Creating or participating in a disturbance X x x X x x x X X Possessing lighters or matches X X X X X x x X x Possessing laser point for other than approved use X X X X X X X X X Violating acceptable use policy for computers X X X X X x X X X Telling a falsehood to an adult (not associated with an investigation X X X X X X Bullying toward another student, employee, official, or volunteer including harassment motivated by race, color, religion, national origin, sex, disability, or age. X X X X X X X X X X Defacing/damaging library or classroom materials or textbooks, including removal of bar codes; defacing or damaging another’s property X X X X X X X X X X Possessing or using skateboard, scooter, roller blades, shoes with wheels, or other similar devices x x X X x X X X The teacher or administrator responsible for the discipline of a student in a given situation may use discretion in determining the disciplinary options most appropriate to the setting and the infraction. In general, discipline should be progressive such that an increase in degree of intervention will promote student self discipline. All discipline must align and be in accordance with adopted board policy and state law. Pa r e n t c o n f e r e n c e Lo s s o f p r i v i l e g e s Re s t i t u t i o n i n K i n d ( R I K ) Ex c l u s i o n f r o m e x t r a cu r r i c u l a r ac t i v i t i e s Co n f i s c a t i o n o f I t e m Sp e c i a l a s s i g n m e n t o f D u t i e s ( I S S ) Wi t h d r a w a l o r r e s t r i c t i o n o f pr i v i l e g e s Sa t u r d a y s c h o o l Be f o r e / D u r i n g L u n c h / a f t e r s c h o o l de t e n t i o n Re q u i r e d P a r e n t M e e t i n g Ex t e n d e d C l a s s r o o m O p p o r t u n i t i e (E C O ) Ou t o f s c h o o l su s p e n s i o n Level II Disciplinary Chart Cont’d Level II type offenses Disciplinary Options Academic dishonesty including copying during assessments, plagiarism X X X X X X Possessing, posting, or distributing unauthorized publications X X X X X X X X X X x Selling or soliciting for sale of unauthorized merchandise X X X X X X X X X X X Parking Lot safety violations X X X X X X X X X X X Engaging in an act of familiarity with another and/or public display of affection X X X X X X X X X Loitering on school campus before or after school x Possessing or using camera, radio, CD player, MP3 player, video or cassette recorder, GameBoy, computer or other unauthorized electronic device without expressed permission X X X X X X X X Failure to serve detention or other disciplinary action as prescribed X X X X X X X X x Being present in area without authorization X X X X X X X Fighting, encouraging or promoting a fight X X X X X X X X X X School officials shall notify local law enforcement authority if they suspect that criminal acts have occurred on school or District property or at a school-sponsored or school-related event. Sponsors and coaches of extracurricular activities, including sports, may develop and enforce standards of behavior that are higher than the district- developed Student Code of Conduct and may condition membership or participation in the activity on adherence to those standards. Pa r e n t c o n f e r e n c e Lo s s o f p r i v i l e g e s Re s t i t u t i o n i n K i n d ( R I K ) Ex c l u s i on f r o m e x t r a c u r r i c u l a r ac t i v i t i e s Co n f i s c a t i o n o f I t e m Sp e c i a l a s s i g n m e n t o f D u t i e s ( I S S ) Wi t h d r a w a l o r r e s t r i c t i o n o f pr i v i l e g e s Sa t u r d a y s c h o o l Be f o r e / D u r i n g L u n c h / a f t e r s c h o o l de t e n t i o n Re q u i r e d P a r e n t M e e t i n g Ex t e n d e d C l a s s r o o m Op p o r t u n i t i e s (E C O ) Ou t of s c h o o l s u s p e n s i o n Level III Disciplinary Chart Level I: Administrator Instituted Serious offenses are defined but not limited to those listed below. Persistent shall be defined as two or more violations of the code in general or repeated occurrences of the same violation. More than one disciplinary option may be assigned. Procedures: 1. Administrator investigates the infraction and, if necessary, confers with teacher. 2. Administrator determines appropriate disciplinary action and notifies the student and the parent/guardian. Student is afforded proper due process. 3. Copies of appropriate discipline notices are sent to the teacher and/or parent indicating misbehavior and action taken. Parents sign and return to school. 4. Level III offenses and disciplinary options are not limited to those provided. 5. Repeated violations shall result in more severe responses. Level III type offenses Disciplinary Options Committing persistent offenses from Level II X X X X X X X X X X X X Engaging in conduct that disrupts the school environment or educational process x X X x X X X X X X Using profane, vulgar, or obscene, or threatening language (written or verbal) or obscene gestures X X X X x X X X X X Intentionally or knowingly making libelous or slanderous remarks (verbal or written) about students, employees or others X X X X X X X X X X Bullying and/or engaging in harassment toward another student, employee, official, or volunteer including harassment motivated by race, color, religion, national origin, sex, disability, or age. X X X X X X X X X X Fighting, encouraging or promoting a fight that may include bodily harm etc X X X X X X X X X Using lighters or matches X X X X X X X X X X X Possessing or using tobacco X X X X X X X X X Using a laser pointer for other than approved use X X X X X X X X X X Possessing, distributing, or using fireworks of any kind, stink bombs, smoke bombs, “poppers”, other noxious chemicals (including pepper spray or mace-type materials), or “shock” pens or similar devices. X X X X X X X X X X Possessing ammunition, including paintballs X X X X X X X X X X X Possessing, distributing, or creating pornography or sexually-oriented material and/or accessing pornography via the district’s computer system X X X X X X X X X X The teacher or administrator responsible for the discipline of a student in a given situation may use discretion in determining the disciplinary options most appropriate to the setting and the infraction. In general, discipline should be progressive such that an increase in degree of intervention will promote student self discipline. All discipline must align and be in accordance with adopted board policy and state law. Pa r e n t c o n f e r e n c e Lo s s o f p r i v i l e g e s Re s t i t u t i o n i n K i n d ( R I K ) Ex c l u s i o n f r o m ex t r a c u r r i c u l a r ac t i v i t i e s Co n f i s c a t i o n o f I t e m Su p e r v i s e d c a m p u s s e r v i c e as s i g n m e n t Sa t u r d a y s c h o o l Be f o r e / D u r i n g L u n c h / a f t e r s c h o o l de t e n t i o n Re q u i r e d P a r e n t M e e t i n g In S c h o o l S u s p e n s i o n ( I S S ) Ou t o f s c h o o l s u s p e n s i o n ( O S S ) Ex p u l s i o n Level III Disciplinary Chart Cont’d Possessing, distributing, and/or concealing a weapon, including knives that are not illegal, BB guns, pellet guns, slingshots, etc. not included as a mandatory removable or expellable offense X X X X X X X X X X Possessing drug paraphernalia X X X X X X X X X Stealing or unauthorized possession of another person’s property, theft; committing burglary X X X X X X X X X Exhibiting, possessing, delivering, using, or selling look-alike weapons X X X X X X X X X Forging or altering school records, parent notes, forms, or other school/home communications X X X X X X X X X X X Mutual combat with another student or adult that is not a mandatory removal or expellable offense X X X X X X X X X X Vandalizing, including defacement of or damage to school property, and graffiti, not included as a mandatory removal or expellable offense; inappropriate use of property that has the potential to cause damage or injury X X X X X X X X X X Failing to disclose information, hiding/covering up (for self or others) information/evidence, committing perjury, or lying as a witness during a school investigation X X X X X X X X X Engaging in illegal behavior that does not constitute a mandatory removable or expellable offense X X X X X X X X X X Engaging in sexual conduct X X X X X X X X Engaging in sexual harassment (verbal or written) including stalking X X X X X X X X Mooning, streaking, other forms of nudity, exposing undergarments or those of another (“pantsing”) X X X X X X X X Hazing, harassing, stalking (non sexual), bullying X X X X X X X X X Creating a situation that may constitute a potential health hazard or result in possible injury (bodily fluids, pulling chair out from someone, taking more than recommended dosage of medicine), etc X X X X X X X X X X X X Using ethnic, racial or gender-related slurs (verbal or written) or committing inappropriate acts that are directed toward a specific racial or ethnic person or group X X X X X X X X X X x School officials shall notify local law enforcement authority if they suspect that criminal acts have occurred on school or District property or at a school-sponsored or school-related event. These individuals have the authority to involve law enforcement in any discipline or campus situation where it is deemed necessary Sponsors and coaches of extracurricular activities, including sports, may develop and enforce standards of behavior that are higher than the district- developed Student Code of Conduct and may condition membership or participation in the activity on adherence to those standards. Pa r e n t c o n f e r e n c e Lo s s o f p r i v i l e g e s Re s t i t u t i o n i n K i n d ( R I K ) Ex c l u s i o n f r o m e x t r a c u r r i c u l a r ac t i v i t i e s Co n f i s c a t i o n o f I t e m Su p e r v i s e d c a m p u s s e r v i c e as s i g n m e n t Sa t u r d a y s c h o o l Be f o r e / D u r i n g L u n c h / a f t e r s c h o o l de t e n t i o n Re q u i r e d P a r e n t M e e t i n g In S c h o o l S u s p e n s i o n ( I S S ) Ou t o f s c h o o l s u s p e n s i o n ( O S S ) Ex p u l s i o n Level III Disciplinary Chart Cont’d Gambling X X X X X X X X X X X Hacking/breach of computer security (illegal or unauthorized entry or attempted entry in computer files X X X X X X X X X X X X Interfering with school activities, including trespassing, boycotting, demonstrations, and falsifying a report X X X X X X X X X X X X Committing extortion, coercion, blackmail X X X X X X X X X Possessing a current prescription (student’s own medication) or possessing, distributing, or using a nonprescription drug, natural and/or homeopathic-like substance, or dietary supplements X X X X X X X X School officials shall notify local law enforcement authority if they suspect that criminal acts have occurred on school or District property or at a school-sponsored or school-related event. These individuals have the authority to involve law enforcement in any discipline or campus situation where it is deemed necessary Sponsors and coaches of extracurricular activities, including sports, may develop and enforce standards of behavior that are higher than the district- developed Student Code of Conduct and may condition membership or participation in the activity on adherence to those standards. Pa r e n t c o n f e r e n c e Lo s s o f p r i v i l e g e s Re s t i t u t i o n i n K i n d ( R I K ) Ex c l u s i o n f r o m e x t r a c u r r i c u l a r ac t i v i t i e s Co n f i s c a t i o n o f I t e m Su p e r v i s e d c a m p u s s e r v i c e as s i g n m e n t Sa t u r d a y s c h o o l Be f o r e / D u r i n g L u n c h / a f t e r s c h o o l de t e n t i o n Re q u i r e d P a r e n t M e e t in g In S c h o o l S u s p e n s i o n ( I S S ) Ou t o f s c h o o l s u s p e n s i o n ( O S S ) Ex p u l s i o n Page 1 of 1 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP/MYP / DP Meeting Date: August 11, 2014 Staff Contact: Dr. Mechelle Bryson Workshop Report Executive Principal/ Director of Education Subject: HB5 Community Engagement Component EXECUTIVE SUMMARY The purpose of this report is to inform the board on the outcome of Westlake Academy’s Community Engagement results. House Bill 5 required all school systems to designate a committee to evaluate itself in nine areas. This report explains t he statute, confirms Westlake Academy’s compliance with the statute and provides the results of the self-evaluation. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? HB5 requires schools to report to the Board of Trustees with the results of the Community Engagement evaluation. Which policy governs this? The report is required by TEA HB5. What addit ional direction is necessary? None FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Review of HB5 Community Engagement Evaluation ATTACHMENTS • HB5 Community Engagement Report Westlake Academy Community Engagement Report Board of Trustees Report Although House Bill 5 is known best for reducing the number of state required assessments for high school graduation and creating a new graduation plan for the graduating cohort of 2018, it also established a community engagement component. The purpose of this new component is to provide stakeholders an opportunity to conduct an evaluation of the school based upon nine identified factors and, in doing so, showcase areas of excellence while recognizing areas in need of improvement. As reported on the TEA website, the statute requires schools to create a committee of stakeholders to evaluate and designate a performance rating. The committee is given the authority to create the criteria for evaluating the school system (TEC 39.0545). The law requires that the first 8 educational factors be scored as exemplary, recognized, acceptable, or unacceptable and provide an answer yes or no for the last category. In the Spring of 2014, Westlake Academy convened a committee to create the criteria to evaluate the Academy and meet the letter of the law. The committee was comprised of academy administrators, teachers, town leaders and parents. The following questions were created as an instrument to measure the Academy’s performance in the nine areas defined by HB5. Fine Arts Does your campus offer students the opportunity to participate in Fine Arts programs? Does your campus offer students the opportunity to present their art to the community? Does your campus employ only highly qualified teachers in the Fine Arts Department? Does your campus offer students the opportunity to host or lead Fine Arts events in which the community and parent are invited to attend? Does your campus meet the minimum IB Fine Arts requirements? Does your campus partner with outside groups in Fine Arts programs? Wellness and Physical Education Does your campus holistically address students' intellectual social emotional and physical well-being? Does your campus offer the students the opportunity to participate in physical education and wellness programs? Does your campus offer students access to counselors for personal social and academic guidance? Does your campus have facilities available to community groups and organizations? Does your campus offer/participate in 3 or more health/wellness events involving students, parents and community members? Does your campus comply with all state-mandated health screening requirements? Community and Parental Involvement Does your campus use a variety of communication tools to inform parents of school news and information? Does your campus use a variety of communication tools to inform parents of school news and information? Does the school provide educational opportunities from both global and local perspectives that encourage our community to interact with the international community (Students Shoulder to Shoulder, International Symposium, Foreign Exchange Rotary Host Families)? Does your school offer parents and community members the opportunity to provide feedback on programs and services? Does the campus provide new and current student/family orientation and engagement opportunities such as welcome coffees, administrator brown-bag lunches, Buddy Program, Meet the Teacher Nights etc Does the campus actively engage in community partnerships and mentorship programs? 21st Century Workforce Development Program Does your campus offer student-driven leadership opportunities that promote leadership within the global community? Does your campus offer the programs as part of the curriculum as well as through extracurricular activities that encourage teamwork, collaboration and group problem-solving? Does your campus have documentation that supports the integration of workforce readiness skills in foundational courses and the school culture? Does your campus promote college exploration/awareness opportunities? Does your campus provide the opportunity for student initiatives that mirror the workplace environment? Are students provided with tools and opportunities to explore how they will fit into the workforce? Second Language Acquisition Program Does your campus have multiple language offerings for the students? Does your campus require continuous consecutive years of study in a single language to ensure depth and understanding? Does your campus provide opportunities for advanced studies in second language programming? Does your campus have a plan to place students in language classes according to their abilities? Are at least 90% of students on your campus studying a second language? Does your campus offer extra curricular and summer programs that promote second language acquisition? Does your campus provide the students with the opportunity to experience cultural programs/trips in order to expose the students to the language and the culture of different countries? Digital Learning Environment Does your campus have 100% of your teachers integrating technology in a manner that enhances learning? Does your campus have access for parents to online resources to monitor student learning and progress? Does your campus use social media for communication between students teachers and parents? Does your campus have policies that allow students and faculty to use their own technology during the school day for teaching and learning? Does the campus have an ongoing plan to update current and acquire new technology? Does the campus purchase and use electronic content and blended learning? Dropout Prevention Strategies Does your campus limit student transitions during critical developmental times? Does your campus have at least 90% of families represented in the PTA? Does your campus have plans in place to ensure authentic student engagement? Does your campus have an enforced policy of intervention when students have a high number of absences? Does your campus offer a wide range of extra curricular activities? Does your campus have a system in place related to college and (career) planning? Does your campus have a mentorship program that fosters individuals relationships with the students? Educational Programs for GT Students Is the curriculum implemented and executed effectively in each grade level in a way that enhances the learning of a Gifted and Talented student? Does your campus offer identified GT students services in the form of accelerated curriculum, flexible grouping and/or differentiated instruction that addresses diverse learning styles and multiple intelligences? Do students have opportunities to participate in external competitions and enrichment clubs such as MineCraft club, Destination Imagination, regional science fairs, art fairs and/or essay contests? Does your campus appropriately identify Gifted and Talented students? Does your campus consistently showcase work and activities that demonstrate accelerated achievement by students including Gifted and Talented students? Does your campus provide opportunity for the development of social/emotional/behavioral skills of Gifted and Talented students? Does your campus offer 90% course offerings at an accelerated or advanced level? Are teachers and parents offered training opportunities seminars and resources online and on campus that provide knowledge regarding how an IB education develops a Gifted and Talented learner? After generating these questions, the committee discussed and answered each question. This concluded the work of the committee. Next, Westlake Academy partnered with Region 11 to complete the evaluation process. The committee generated questions with answers were sent to Region 11 and processed. They following chart documents Westlake Academy’s scores of each required reporting area. # Factor Score 1 Fine Arts Exemplary 2 Wellness and Physical Education Exemplary 3 Community and Parental Involvement Exemplary 4 21st Century Workforce Development Program Recognized 5 2nd Language Acquisition Program Exemplary 6 Digital Learning Environment Exemplary 7 Dropout Prevention Strategies Exemplary 8 Educational Programs for GT Students Acceptable 9 Compliance with Statutory Reporting Policy Requirements Yes Overall Ranking Exemplary Overall, Westlake Academy reported a score of Exemplary to the state of Texas. These scores have been submitted to PEIMS as required by law and will be published on the Academy’s website by August 30, 2014. 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP/MYP/DP Meeting Date: August 11, 2014 Staff Contact: Dr. Mechelle Bryson Workshop Report Executive Principal/ Director of Education Subject: Academia Internacional San Miguel de Allende EXECUTIVE SUMMARY The purpose of this report is to inform the board on the impending relationship between Westlake Academy and the Academia Internacional San Miguel de Allende. It is the goal of this endeavor to create a mutually beneficial relationship that will improve the international mindedness of teachers and students from both organizations. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? Guidance will be needed when Westlake Academy seeks permission for students to travel internationally. Which policy governs this? Travel Policy What addit ional direction is necessary? None FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS None Needed ATTACHMENTS • San Miguel Report Westlake Academy and Pending Relationship with San Miguel Board of Trustees Report I am pleased to announce that Westlake Academy has begun conversations with an IB school in San Miguel, Mexico to create a long-term relationship that will mutually benefit our international mindedness missions. Ultimately, the goal is to create a sister school relationship with Academia Internacional San Miguel de Allende that will allow our teachers and students an opportunity to interact with other IB teachers and students on an international platform. Next summer, students from Westlake Academy will participate in an international leadership symposium in San Miguel while teachers from San Miguel will be invited to Westlake Academy to attend professional development with our teachers on Best Practices in an Internationally Minded Climate. We are excited about the prospect of increasing our international presence in the IB community. We are also eager to create a professional learning opportunity for our teachers that will enhance their international mindedness and, in turn, increase the international mindedness of our students. Academia Internacional San Miguel de Allende is a new K-12 IB World School. According to their website, “The Academia is a coeducational, nonprofit, nonsectarian day academy opened in August 2012 with an enrollment of more than 200 students.” Like Westlake Academy, the Academia Internacional San Miguel de Allende is authorized by the IB to offer the Primary Years Programme, Middle Years Programme and Diploma Programme. Dr. Bryson will be traveling to San Miguel in September to continue conversations and begin the planning process that will connect Westlake Academy to Academia Internacional San Miguel de Allende. DISCUSSION ITEMS a. Discussion of proposed Amendments to the Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program. (15 min) b. Discussion of proposed amendments to the Promotion & Retention Policy. (15 min) c. Discussion regarding the Diploma Programme’s IB exam results for the 2014 graduating cohort. (15 min) d. Continued Overview Presentation of Proposed Westlake Academy Proposed FY14- 15 Operating Budget. (30 min) e. Standing Item: Update and discussion regarding Westlake Academy Phase I expansion project, enrollment projections and technology for the Secondary building. (15 min) Westlake Academy Item # 5– Discussion Items Page 1 of 1 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: MYP / DP Meeting Date: August 11, 2014 Staff Contact: Dr. Mechelle Bryson Workshop Discussion Executive Principal/ Director of Education Subject: Discussion of proposed Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program EXECUTIVE SUMMARY The purpose of amending the Assessment and Grade Reporting policy is to address MYP: The Next Chapter requirements, grade reporting, weighted grades and transfer grades. Since Westlake Academy is subject to the grading expectations of the International Baccalaureate Organization (IBO), this board policy must be revised for alignment purposes. At the same time, the need to address weighted grading practices in order to improve the competiveness of Westlake Academy’s transcripts was requested by stakeholders. The proposed policy amendment establishes clear direction and provides an avenue for effective practice and has also been reviewed by our school attorney. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? Current policies needed revised to provide a stronger platform for effective practice. Which policy governs this? Assessment and Grading Policy What addit ional direction is nec essary? Review and Approval from the Board of T rustee s FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Recommend approval of the amended Assessment and Grading Policy. ATTACHMENTS • Assessment and Grade Reporting Policy Resolution 6.03 Page 1 of 3 TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 6.03: Date Board Adopted: November 3, 2009 Date Board Amended: N/A Effective Date: November 3, 2009 Policy Name: Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program Policy Category: Student Achievement Policy Goal: Definition, uniformity, and transparency in the Academy’s Secondary (MYP and DP) assessment and grading policy Policy Description: Grading Policy Uniform assessment of achievement and grade reporting standards are an important component to support student success in the Secondary (MYP and DP) programs at Westlake Academy. In order to accurately reflect the academic achievement of students, the Academy shall develop grading standards that incorporate the following purposes: • Reflect a student’s mastery of the curriculum based on the student’s performance on exams, homework assignments, projects, etc. • Allow the parent to easily identify and gauge their child’s performance and progress • Promote consistency across grade level(s) of assessment standards and grade reporting • Assist colleges in determining the scope of a student’s academic achievement • Demonstrate college readiness Resolution 6.03 Page 2 of 3 TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 09 - 18 (continued): • Identify any subject area where a student may need additional assistance to reach educational goals In order to promote the above-identified purposes and establish comprehensive grade assessment and reporting standards for the student body of Westlake Academy, Staff will develop uniform grading/assessment guidelines for all secondary grades and publish the information in the Parent/Student Handbook and on the Academy’s web site on an annual basis. These guidelines will address the Academy’s assessment philosophy and practices, the roles of summative and formative assessments, the role of grades, and the role of criterion–based rubrics and assessment. Use of Assessments Staff will administer a variety of assessments to measure student knowledge and progress throughout the year. The frequency and type of assessment utilized will be program specific (i.e. Primary, Middle Years or Diploma Programme) and will be published in the Parent/Student Handbook. In the Secondary School (Middle Years and Diploma Programme), a student shall not be required to complete more than two major assessments/tests on the same day. In addition, SENIORS in the Diploma Program sitting for the IB exams may be exempt from final exams based on criteria adopted by the Executive Principal or his/her designee. Grade & Progress Reports Westlake Academy will send home grade reports at the end of each quarter (approximately nine-week period). Additionally, parents shall receive interval reports on student progress once each semester by conference. Staff will conduct two (2) parent/teacher conferences per year − one (1) each semester. This will allow parents to meet with teachers and briefly discuss their child’s progress. Additional concerns may be addressed as needed at Resolution 6.03 Page 3 of 3 conferences scheduled at the request of the teacher or a parent any time during the school year. Weighted Grades The Academy shall identify courses for which weighted grades will be assigned and designate the courses and grade weighting procedures in the Parent/Student Handbook. The Academy shall assign a ten-point weight to semester grades for the designated courses and shall calculate a weighted numerical grade average. The Academy shall record the weighted numerical grades on each student’s academic achievement record. When a student transfers a grade that was subject to a grade weighting system from another school, the Academy shall assign weight to the transferred grade based on the category and grade weight system used by the school that assigned the grade. This paragraph applies only if the same or equivalent course is offered to the same class of students at the Academy. Evaluation of Credits for Transfer Students The Academy accepts credits from other schools accredited by the State of Texas. Transfer students may also request a transfer of credits from other privately accredited institutions. Upon receipt of a transcript, courses will be evaluated by a counselor to determine if the course meets the requirements for graduation from a Texas high school, as well as any applicable standards for Westlake Academy. Parents/Students are responsible for providing any additional information requested by the Academy’s counselor necessary for the counselor’s evaluation of the requested transfer credit. All transfer grades earned in accredited schools will be converted to the Westlake Academy grading scale and course designation consistent with the Academy’s standards and Board policy. In order to receive credit for completed work , students entering Westlake Academy from a non-accredited school or from home schooling must take credit- by-exam (CBE) tests approved in advance by Westlake Academy. Students are responsible for any applicable fees associated with these tests and must achieve acceptable test scores based on the standards of the administering organization. Guidelines consistent with these policies will be developed by Staff and published in the Parent/Student Handbook. Page 1 of 1 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: MYP / DP Meeting Date: August 11, 2014 Staff Contact: Dr. Mechelle Bryson Workshop Discussion Executive Principal/ Director of Education Subject: Discussion of proposed amendments to the Promotion and Retention Policy EXECUTIVE SUMMARY The Board of Trustees Policy Manual currently contains a separate policy for Retention and Transfer Course Credits and Promotion of Students in Academic Programs (K-12). In an effort to promote clarity for our students/parents this agenda items seeks to combine these into one comprehensive document in a Promotion and Retention Policy while eliminating any ambiguity as to intent and purpose of these policies. In the past, and to some extent today, there has been a lack of alignment between promotion and retention policies and practices. The proposed amendment establishes a clear direction, provides criteria for application/practice and has also been reviewed by our school attorney. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? Current policies needed revision to provide a stronger platform for effective practice and to adequately convey our parameters to parents/students. Which policy governs this? Retention and Transfer Course Credits (6.08) and Promotion of Students in Academic Programs (6.12) What addit ional direction is necessary? Review and Consent from the Board of Trustees FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Reco mmend approval of the combined and amended Promotion and Retention Policy. ATTACHMENTS • Promotion and Retention Policy Resolution 06.12 Page 1 of 4 TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 6.12: (Combined with 6.03) Date Board Adopted: November 3, 2009 Date Board Amended: N/A Effective Date: November 3, 2009 Policy Name: Promotion and Retention Policy Policy Category: Student Achievement Policy Goal: Describe the standards for promotion based on mastery of curriculum and the criteria/circumstances for consideration of student retention based on unsatisfactory academic achievement. Policy Description: The curriculum of Westlake Academy as an IB World School requires students to embark on the rigorous International Baccalaureate Organization (IBO) coursework found in the Primary Years Programme, Middle Years Programme, and the Diploma Programme. The curriculum content aligns the Texas Essential Knowledge and Skills (TEKS) requirements and the IBO learning outcomes. Instructional programs shall be developed at each grade level to implement the curriculum in a manner that supports the Academy’s vision to “…inspire students to achieve their highest individual potential.” In order to ensure academic achievement and the mastery of the necessary skills to advance to each subsequent grade level, the Staff of Westlake Academy will develop specific guidelines and procedures for instructional programs and course content, which will be published in the Parent/Student Handbook on an annual basis. Instructional programs are developed with the expectation that students will progress through the curriculum for one grade level each academic year. Promotion Students shall be promoted based on academic achievement and demonstrated proficiency of the subject matter or grade level. In addition to other factors that must be considered for promotion under state law, mastery of the curriculum for a particular grade/subject will generally be determined based on a final passing grade of 70 or higher and demonstrated mastery of the skills necessary for success at the next level. Resolution 06.12 Page 2 of 4 To evaluate a student’s mastery of the curriculum, principals may review and consider the following when making recommendations and/or decisions related to promotion: • School-work and achievement records for the student (internal assessments, report cards, etc.) • Recommendations from current or previous instructors/teachers • External standardized achievement exams (mandatory state assessments, the International School’s Assessment and other tests deemed appropriate by the Executive Principal or his/her designee) In addition to the above considerations, all promotion decisions must comply with applicable state law related to performance on required state assessments. A student may not be promoted to a sixth grade program if the student does not perform satisfactorily on the fifth grade mathematics and reading assessment instruments; and a student may not be promoted to the ninth grade program if the student has not performed satisfactorily on the eighth grade mathematics and reading assessment instruments unless an exception applies under the state assessment requirements that exempts the student from administration of the fifth or eighth grade assessments. Tex. Educ. Code 28.0211(a). The Academy is not precluded from retaining, in accordance with state law, a student who performs satisfactorily on a grade advancement test. Tex. Educ. Code 28.0211(g). Advanced Promotion The Board also recognizes that a student may progress at an advanced rate such that the student is prepared to pursue coursework in a grade or subject area above the student’s corresponding grade level based on age. The principal and/or a parent may initiate a request for a student to advance beyond the next grade level or in a particular subject area beyond the next grade level. In responding to such a request, the principal will review all the data identified above for promotion decisions as well as the following additional information: • Teacher recommendations that include social-emotional aspects and maturity of the student, and the student’s attitude toward learning and independent study in order to help determine the potential success of the student in the promoted course/grade • Documentation of additional academic work completed outside the normal classroom hours, and activities (academic competitions, summer camps, advanced tutoring programs, and/or on-line coursework, etc.) Resolution 06.12 Page 3 of 4 • If deemed necessary, performance on additional assessment(s) identified by the principal to determine the appropriate placement of the student and the student’s ability to advance in the applicable coursework. Credit for Graduation Requirements Credit must be earned for any course required for graduation. A student seeking credit for a course without receiving instruction in the course from Westlake Academy must meet all of the criteria for promotion along with the following: 1. The student shall complete a standardized exam, such as the Texas Tech high school exit-level course(s) or a similar assessment from a credit-awarding institution. The student must achieve a score of at least 90% or higher in order to receive credit for the course at the Academy. 2. All exams must be pre-approved by the principal(s). 3. The student shall be responsible for any associated exam fees required by the testing institution. Upon receipt of a request for credit under this section, the principal(s) should complete the review and consideration of the identified criteria within 15 days of the initial request and communicate a decision to the student and parents regarding whether the proposed alternative for obtaining credit will be accepted by Westlake Academy. Retention If either a parent or the Academy identifies a concern regarding a student’s ability to advance to the next grade level, state and/or internal assessments may be administered to assist the Academy in determining if a student has attained the necessary educational understanding to advance. Additional evaluation may include, but is not limited to , consideration of grade/subject specific examinations, essays, homework assignments, group and individual projects, and state mandated assessments. Summer School/Alternative Educational Programs Students, who do not meet the necessary requirements for advancement, must complete comparable coursework in summer school or through an alternative education program in order to avoid retention at the current grade level. A student who fails two (2) or more core classes may not advance to the next grade level. Students who do not satisfactorily complete a course required by the state or the Academy for high school graduation must complete the course through a summer or Resolution 06.12 Page 4 of 4 alternative educational program approved in advance by the Executive Principal/Director of Education or his/her designee prior to being considered for graduation from Westlake Academy. Students who fail a core course must retake the class during the summer session immediately following the academic year in which the class was failed. If the course is not offered at Westlake Academy, it is the parent/guardian’s responsibility to locate a summer school or alternative educational program within their home district for remediation that is acceptable for credit and approved by the Executive Principal/Director of Education or his/her designee. Westlake Academy reserves the right to accept or deny summer school credit. Prior to attending summer school or any alternative educational program, parents and students should obtain written approval from the Executive Principal/Director of Education or his/her designee to ensure that the program is acceptable to the Academy and to identify the required standards for the student to transfer the credit to the Academy. State Assessments and Remediation The Board of Trustees and the Staff of Westlake Academy are committed to student success on state-mandated assessments and take seriously the obligation to provide students the assistance they need to support an opportunity for students to succeed. All students at state-mandated assessment testing grade levels (Grades 3-11), will be taught the content contained within the Texas Essential Knowledge and Skills (TEKS) curriculum to ensure appropriate readiness for the successful completion of all state- mandated assessments. Students who are not making adequate progress will receive remedial assistance in accordance with state law requirements. A schedule(s) for accelerated instruction will be developed by Staff and communicated to the parent/guardian of the students needing additional assistance. Operational guidelines consistent with the above policy directives will be detailed and published as necessary by Academy Staff in the Parent/Student Handbook on an annual basis. Page 1 of 1 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: DP Meeting Date: August 11, 2014 Staff Contact: Dr. Mechelle Bryson Workshop Discussion Item Executive Principal/ Director of Education Subject: DP IB Results EXECUTIVE SUMMARY The purpose of this report is to inform the board of the Diploma Programme’s IB exam results for the 2014 graduating cohort. As such, the results for the 2014 seniors are compared to previous graduating classes to measure the effectiveness of Westlake Academy. Analysis will be provided and areas of strength and weakness will be identified. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? This is an annual discussion item. Which policy governs this? What addit ional direction is necessary? FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Review and discussion of IB exam results. ATTACHMENTS • DP IB Results Analysis WESTLAKE ACADEMY DIPLOMA PROGRAMME RESULTS BOARD OF TRUSTEES REPORT August 11, 2014 Executive Summary: This report is designed to provide an overview of the academic progress of the Westlake Academy’s diploma candidates for the 2014 graduating cohort. Five years of data are presented and provide a rich context for analyzing Westlake Academy’s ability to produce IB diploma graduates. In reviewing the data, the following statements can be inferred: • Westlake Academy’s graduating cohorts are increasing in number of enrollees, • Westlake Academy’s diploma candidates are increasing, • Westlake Academy diploma candidates have increased 129% from 2010 to 2014, • Westlake Academy diploma candidates have consistently outperformed the world average. Overall, more students are graduating from Westlake Academy with the IB diploma. As a diploma that is recognized and respected around the world, Westlake Academy students are prepared to meet the demands of a post-secondary education and beyond. In reaching deeper into the data, the following areas of weakness have been identified: • Although more candidates are seeking the IB diploma with Westlake Academy’s success rate varying but remaining above the world average, the individual scores in content areas have dipped. Students are earning more 4’s and less 5’s and 6’s than previous years, • Science scores are lower than other content areas, • Too many students are earning an E on extended essay and TOK papers. Overall, Westlake Academy will address these three areas with by providing additional IB training, content alignment with IB expectations and new leadership. Westlake Academy DP Enrollment Graduation Year # WA Seniors # Diploma Candidates % Diploma Candidates 2010 24 21 87.5% 2011 32 29 90.6% 2012 28 27 96.4% 2013 40 35 87.5% 2014 53 48 90.6% Westlake Academy IB Diploma Results Graduation Year # Diplomas Earned WA Pass Rate World Avg. Pass Rate U.S. Avg. Pass Rate 2010 12 (21) 57.1% 78.1% 68.0% 2011 25 (29) 86.2% 78.0% 67.0% 2012 24 (27) 88.9% 78.5% 66.0% 2013 29 (35) 82.9% 78.5% 68.0% 2014 38 (48) *79.2% 78.0% (est.) 68.0% (est.) * Additionally, three students are in the process of appealing their results that could increase the number of diplomas awarded to 41 (85.4%) Page 1 of 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP / MYP / DP Meeting Date: August 11, 2014 Staff Contact: Tom Brymer Workshop Meeting Town Manager / Superintendent Subject: Conduct a Public Hearing and Consider a Resolution Approving the Estimated Year-End Budget for Westlake Academy for the Fiscal Year Ending August 31, 2014 and Adopting the Proposed Budget for the Fiscal Year Ending August 31, 2015. EXECUTIVE SUMMARY The Board of Trustees reviewed the proposed budget for FY 2014-15 at our previous workshop held on May 12, 2014. At that time, Staff presented the projected year end expenditures, an analysis of the coming year revenues and expenditures related to the academic services of Westlake Academy and a five-year financial forecast. Based on discussions at our workshop, we have updated the budget to reflect the Board’s direction. This budget presentation is the final opportunity for Board follow-up and review of the proposed information for the coming fiscal and school year. In accordance with State law, the staff has prepared and presents the FY 2014-15 operating budget for the Academy outlining the anticipated revenues and expenditures of all funds for the Board’s review and consideration, including the estimated year-end budget for FY 2013-14. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Governance direction will provide the authority and directives of the Board to the Academy staff as it relates to administering to the financial concerns of the Academy. FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Following presentation of the final proposed FY 2014-15 operating budget and holding of the required public hearing, staff recommends approval of this resolution. ATTACHMENTS 1. Proposed FY 2014-15 Budget, including estimated year-end budget for FY 2013-14 Standing agenda item during the construction project e. Standing Item: Update and discussion regarding Westlake Academy Phase I expansion project, enrollment projections and technology for the Secondary building. (15 min) Westlake Academy Item # 5e – No Supporting documentation BOARD RECAP / STAFF DIRECTION Westlake Academy Item #6 Board Recap / Staff Direction Westlake Academy Item # 7 – Workshop Adjournment Back up material has not been provided for this item. CITIZENS' PRESENTATIONS AND RECOGNITIONS: This is an opportunity for citizens to address the Board on any matter whether or not it is posted on the agenda. The Board cannot by law take action nor have any discussion or deliberations on any presentation made to the Board at this time concerning an item not listed on the agenda. Any item presented may be noticed on a future agenda for deliberation or action. Westlake Academy Item # 2 – Citizens’ Presentations and recognitions CONSENT AGENDA: All items listed below are considered routine by the Town Council and will be enacted with one motion. There will be no separate discussion of items unless a Council Member or citizen so requests, in which event the item will be removed from the general order of business and considered in its normal sequence. a. Consider approval of the minutes from the June 2, 2014, meeting. b. Consider approval of Resolution 14-11, Amending the Promotion & Retention policy. c. Consider approval of Resolution 14-12, Amending the Assessment & Grading Policy. d. Consider approval of Resolution 14-13, Approving the firm of Weaver, L.L.P. to perform Westlake Academy’s audit for a 3-year period with the option of 2 additional years and authorizing the Finance Director to execute the FY 2013-2014 and subsequent engagement letters on behalf of Westlake Academy. e. Consider approval of Resolution 14-14, Amending the Westlake Academy Personnel Manual. f. Consider approval of Resolution 14-15, Approval of the ESC Region 11 Benefits Cooperative Interlocal Agreement. g. Consider approval of Resolution 14-16, Authorizing the Superintendent to sign a one-year contract for property insurance. Town of Westlake Item # 3 – Consent Agenda BOT Minutes 06/02 /14 Page 1 of 6 WESTLAKE ACADEMY BOARD OF TRUSTEES MEETING June 2, 2014 PRESENT: President Laura Wheat, Trustees: Michael Barrett, Alesa Belvedere, Carol Langdon, Rick Rennhack and Wayne Stoltenberg. Michael Barrett arrived at 5:28 p.m. ABSENT: OTHERS PRESENT: Superintendent Tom Brymer, Board Secretary Kelly Edwards, Executive Principal & Director of Education Dr. Mechelle Bryson, Primary Principal Rod Harding, Dr. Middle Years Principal Andra Barton, Finance Director Debbie Piper, Director of Facilities and Parks & Recreation Troy Meyer, Administrative Coordinator Ben Nibarger, Executive Director Westlake Academy Foundation Dr. Shelly Myers, Jason Power Director of Information Technology, Director of Communications & Community Affairs Ginger Awtry, and Communications Specialist Susan McFarland. Work Session 1. CALL TO ORDER President Wheat called the work session to order at 5:10 p.m. 2. PLEDGE OF ALLEGIANCE President Wheat led the pledge of allegiance to the United States and Texas flags. BOT Minutes 06/02 /14 Page 2 of 6 3. REVIEW OF CONSENT AGENDA ITEMS FOR THE JUNE 2, 2014, TRUSTEES REGULAR MEETING AGENDA. Town Secretary noted a revision which made to the members in attendance for the May 12, 2014, meeting. Superintendent Brymer provided an overview of the proposed lease agreement which will be discussed during the budget update. 4. REPORTS a. International Baccalaureate Organization (IBO) PYP Self-study Summary of Five Year Evaluation Report. Superintendent Brymer stated the item would be moved to the August meeting. b. Update on the curricular changes for the MYP at Westlake Academy. Dr. Barton and Dr. Bryson responded to questions from the Board. Discussion ensued regarding the AP curriculum course content, implementation using the units of study and changes to assist students during Study Hall. 5. DISCUSSION ITEMS a. Discussion of proposed amendments to the Retention and Transfer Course Credit Policy. Dr. Bryson provided a presentation and overview of the proposed revisions to the policy. Discussion ensued regarding the review of the Math curriculum and alignment, creating stricter guidelines for students that may need to make up courses, course recovery options, acceleration options, partnering with community colleges for dual credit, additional guidance for parents, and confirmation of course remediation. Promotion Retention policy shall be prepared for August and the Acceleration policy would be a separate policy. b. Discussion of proposed amendments to the secondary grading and assessment Policy. Dr. Bryson provided a presentation and overview of the proposed revisions to the policy. BOT Minutes 06/02 /14 Page 3 of 6 Discussion ensued regarding the deadline of assignments, working with kids and parents, formative and substantive assessments, extenuating circumstances, pros and cons of weighting grades, the implementation, possible effects on students should grades be weighted, and possible economic disadvantage for students transferring out to other schools. President Wheat recessed the work session to call the regular meeting to order at 6:53 p.m. President Wheat reconvened the work session at 7:19 pm. c. Discussion of proposed Amendment to the Board’s Admissions Policy. Superintendent Brymer provided an overview of the proposed amendments placing the requirements into an order of priority. Discussion ensued regarding the percentage??? Of what…. And offering faculty member’s children admission to the Academy is similar to other ISDs. d. Discussion of proposed Amendment to the Prevention of Discrimination Policy. Superintendent Brymer provided an overview of the proposed amendments. e. Standing Item : Update and discussion regarding Westlake Academy Phase I expansion project, enrollment projections and technology for the Secondary building. No additional discussion. President Wheat recessed the work session at 7:25 p.m. President Wheat reconvened the work session at 7:45 p.m. f. Continued Overview Presentation of Proposed Westlake Academy Proposed FY14-15 Operating Budget. Administrative Coordinator Nibarger provided a presentation and overview of the five year forecast, service level adjustments and accounting policy revisions. Discussion ensued regarding the Foundation’s contribution and endowment fund, parking fees and collection, the reduction of athletics, funding for insurances, insurance policy for the iPad minis, and the Granada subdivision development timeframe. Dr. Shelly Meyers, Executive Director, stated the reason revision of contributions by the Board is to provide less money for operating expenses and more grant opportunities. BOT Minutes 06/02 /14 Page 4 of 6 Director Power provided an overview of the proposed purchase of iPad minis for the student body. 6. BOARD RECAP / STAFF DIRECTION A Promotion and Retention policy shall be prepared for discussion at the August and the Acceleration policy would be a separate policy. Additional information regarding the Grading and Assessment policy would be provided in August. Proposed plans with explanations of weighting grades. A report regarding Athletic programs for the 2014-2015 school year. Increase parking fees for students and remove fees for teachers. Increase parking fund payment in the 2014-2015 fiscal year budget. 7. ADJOURNMENT President Wheat adjourned the work session at 8:52 p.m. Regular Session 1. CALL TO ORDER President Wheat called the regular session to order at 6:53 p.m. 2. CITIZENS' PRESENTATIONS AND RECOGNITIONS Boy Scout James Sanders, 411 Forest Trail, Argyle, provided an overview of his Eagle Scout project, building the circular tree bench located on the academy green engraved with the IB Learner traits. Boy Scout Elliot Taylor, 9405 Ellison Street, Keller, provided an overview of his Eagle Scout project, building three (3) wooden picnic tables on the patios of the PYP building for students and one that provides for wheelchair accessibility Ms. Ariana Jones, 4516 Wyvonnes Way, Plano, Grade 10 stated that her family has receive an opportunity that would require her to withdraw from the academy and that she would like to Board consider a waiver to the admissions policy allowing her continue with the DP programme. Mr. Andres Martinez Murillo, 2001 Hayley Drive, Keller, Grade 10 student, stated his concerns with recent faculty change regarding Ms. Miller, Mr. Peebles, and Ms. Kemmerer. He also presented the Board with a petition with student and parent support regarding these faculty members. BOT Minutes 06/02 /14 Page 5 of 6 President Wheat stated that faculty decisions are not made by the Board but all of the information will be provided to the Superintendent. Mr. Rahul Tharoor, 7801 Monticello Pkwy., Colleyville, stated his concerns with recent faculty changes regarding Ms. Miller, Mr. Peebles, and Ms. Kemmerer and believes that these teachers deserve additional opportunity asking the Board to consider the comments on the petitions. Mr. Tristan Maynard, 1624 Fair Oaks Ct., Westlake, submitted a petition regarding recent faculty changes. He also read several comments from the petition. Ms. Sarah Pinto, 600 Rustic Ridge Ct., Southlake, stated that she did not understand Administration setting a mold for teachers at the academy, discussed the move of Ms. Miller and read additional comments from of the petitions. Mrs. Melissa Sircar, 804 Timber Lake Circle, Southlake stated her concerns with the weighting grade policy proposals, how college admissions are reviewing Academy students transcripts which only contain weighted grades for the DP years, and for the best interest for students they should not be in a college admissions ‘hybrid pile’ they should be weighted or un-weighted to competing equally with other students seeking admission and scholarships. Deanne Jepesen, 2008 Wood Thrush Ct., Westlake, supported a policy to weight grades for all four (4) years and agreed with Mrs. Sircar’s statements. Mrs. Marla Goode, 1405 Lizzy Ct, Keller, asked the Board to consider weighted grades for all grades on a student’s transcript and not to continue with partial weighted grades for only 11th and 12 grades. MOTION: Trustee Stoltenberg made a motion to recess the regular meeting and reconvene the work session at 7:19 p.m. Trustee Langdon seconded the motion. The motion carried by a vote of 5-0. 3. CONSENT AGENDA President Wheat reconvened the regular meeting at 8:52 p.m. a. Consider approval of the minutes from the May 12, 2014, meeting. b. Consider approval of the minutes from the May 19, 2014, meeting. c. Consider approval of Resolution 14-07, Amending the Admissions Policy. d. Consider approval of Resolution 14-08, Amending the Non-Discrimination Compliance Policy. e. Consider approval of Resolution 14-09, Authorizing the Superintendent to enter into a lease agreement with VAR Resources, Inc. f. Consider approval of Resolution 14-10, Amending the Adherence to the Texas Education Agency, International Baccalaureate and Charter Guidelines. MOTION: Trustee Belvedere made a motion to approve the consent agenda with a revision to the May 12, 2014 minutes. Trustee Langdon seconded the motion. The motion carried by a vote of 5-0. BOT Minutes 06/02 /14 Page 6 of 6 4. BOARD CALENDAR 5. FUTURE AGENDA ITEMS No future agenda items. 6. ADJOURNMENT There being no further business before the Board, President Wheat asked for a motion to adjourn the meeting. MOTION: Trustee Rennhack made a motion to adjourn the regular session. Trustee Barrett seconded the motion. The motion carried by a vote of 5-0. President Wheat adjourned the regular session at 8:54 p.m. APPROVED BY THE BOARD OF TRUSTEES ON AUGUST 11, 2014. ATTEST: ____________________________ Laura Wheat, President _____________________________ Kelly Edwards, Board Secretary Page 1 of 1 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: MYP / DP Meeting Date: August 11, 2014 Staff Contact: Dr. Mechelle Bryson Consent Item Executive Principal/ Director of Education Subject: Promotion and Retention Policy EXECUTIVE SUMMARY The Board of Trustees Policy Manual currently contains a separate policy for Retention and Transfer Course Credits and Promotion of Students in Academic Programs (K-12). In an effort to promote clarity for our students/parents this agenda items seeks t o combine these into one comprehensive document in a Promotion and Retention Policy while eliminating any ambiguity as to intent and purpose of these policies. In the past, and to some extent today, there has been a lack of alignment between promotion and retention policies and practices. The proposed amendment establishes a clear direction, provides criteria for application/practice and has also been reviewed by our school attorney. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? Current policies needed revision to provide a stronger platform for effective practice and to adequately convey our parameters to parents/students. Which policy governs this? Retention and Transfer Course Credits (6.08) and Promotion of Students in Academic Programs (6.12) What addit ional directio n is necessary? Approval from the Board of Trustees FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Approval of the combined and amended Promotion and Retention Policy. ATTACHMENTS • Promotion and Retention Policy Resolution 14-11 Page 1 of 6 WESTLAKE ACADEMY RESOLUTION 14-11 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES COMBINING THE EXISTING RETENTION AND TRANSFER COURSE CREDITS POLICY (6.03) WITH THE PROMOTION OF STUDENTS IN ACADEMIC PROGRAMS (6.12) INTO A COMPREHENSIVE PROMOTION AND RETENTION POLICY FOR WESTLAKE ACADEMY. WHEREAS, the Westlake Academy Board of Trustees desires to amend the policy manual through the combining of two existing, yet inter-related policies into a comprehensive document ; and, WHEREAS, Westlake Academy Board of Trustees finds that this comprehensive Promotion and Retention policy will enhance student achievement, clarify the Board’s directives, and provide for an environment where students may reach “their highest individual potential”; 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 new Promotion and Retention policy for Westlake Academy attached to this resolution as Exhibit “A”. SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. Resolution 14-11 Page 2 of 6 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 11th DAY OF AUGUST 2014. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: ________________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution 14-11 Page 3 of 6 Exhibit A TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 6.12: (Combined with 6.03) Date Board Adopted: November 3, 2009 Date Board Amended: N/A Effective Date: November 3, 2009 Policy Name: Promotion and Retention Policy Policy Category: Student Achievement Policy Goal: Describe the standards for promotion based on mastery of curriculum and the criteria/circumstances for consideration of student retention based on unsatisfactory academic achievement. Policy Description: The curriculum of Westlake Academy as an IB World School requires students to embark on the rigorous International Baccalaureate Organization (IBO) coursework found in the Primary Years Programme, Middle Years Programme, and the Diploma Programme. The curriculum content aligns the Texas Essential Knowledge and Skills (TEKS) requirements and the IBO learning outcomes. Instructional programs shall be developed at each grade level to implement the curriculum in a manner that supports the Academy’s vision to “…inspire students to achieve their highest individual potential.” In order to ensure academic achievement and the mastery of the necessary skills to advance to each subsequent grade level, the Staff of Westlake Academy will develop specific guidelines and procedures for instructional programs and course content, which will be published in the Parent/Student Handbook on an annual basis. Instructional programs are developed with the expectation that students will progress through the curriculum for one grade level each academic year. Promotion Students shall be promoted based on academic achievement and demonstrated proficiency of the subject matter or grade level. In addition to other factors that must be considered for promotion under state law, mastery of the curriculum for a particular grade/subject will generally be determined based on a final passing grade of 70 or higher and demonstrated mastery of the skills necessary for success at the next level. Resolution 14-11 Page 4 of 6 To evaluate a student’s mastery of the curriculum, principals may review and consider the following when making recommendations and/or decisions related to promotion: • School-work and achievement records for the student (internal assessments, report cards, etc.) • Recommendations from current or previous instructors/teachers • External standardized achievement exams (mandatory state assessments, the International School’s Assessment and other tests deemed appropriate by the Executive Principal or his/her designee) In addition to the above considerations, all promotion decisions must comply with applicable state law related to performance on required state assessments. A student may not be promoted to a sixth grade program if the student does not perform satisfactorily on the fifth grade mathematics and reading assessment instruments; and a student may not be promoted to the ninth grade program if the student has not performed satisfactorily on the eighth grade mathematics and reading assessment instruments unless an exception applies under the state assessment requirements that exempts the student from administration of the fifth or eighth grade assessments. Tex. Educ. Code 28.0211(a). The Academy is not precluded from retaining, in accordance with state law, a student who performs satisfactorily on a grade advancement test. Tex. Educ. Code 28.0211(g). Advanced Promotion The Board also recognizes that a student may progress at an advanced rate such that the student is prepared to pursue coursework in a grade or subject area above the student’s corresponding grade level based on age. The principal and/or a parent may initiate a request for a student to advance beyond the next grade level or in a particular subject area beyond the next grade level. In responding to such a request, the principal will review all the data identified above for promotion decisions as well as the following additional information: • Teacher recommendations that include social-emotional aspects and maturity of the student, and the student’s attitude toward learning and independent study in order to help determine the potential success of the student in the promoted course/grade • Documentation of additional academic work completed outside the normal classroom hours, and activities (academic competitions, summer camps, advanced tutoring programs, and/or on-line coursework, etc.) • If deemed necessary, performance on additional assessment(s) identified by the principal to determine the appropriate placement of the student and the student’s ability to advance in the applicable coursework. Resolution 14-11 Page 5 of 6 Credit for Graduation Requirements Credit must be earned for any course required for graduation. A student seeking credit for a course without receiving instruction in the course from Westlake Academy must meet all of the criteria for promotion along with the following: 1. The student shall complete a standardized exam, such as the Texas Tech high school exit-level course(s) or a similar assessment from a credit-awarding institution. The student must achieve a score of at least 90% or higher in order to receive credit for the course at the Academy. 2. All exams must be pre-approved by the principal(s). 3. The student shall be responsible for any associated exam fees required by the testing institution. Upon receipt of a request for credit under this section, the principal(s) should complete the review and consideration of the identified criteria within 15 days of the initial request and communicate a decision to the student and parents regarding whether the proposed alternative for obtaining credit will be accepted by Westlake Academy. Retention If either a parent or the Academy identifies a concern regarding a student’s ability to advance to the next grade level, state and/or internal assessments may be administered to assist the Academy in determining if a student has attained the necessary educational understanding to advance. Additional evaluation may include, but is not limited to , consideration of grade/subject specific examinations, essays, homework assignments, group and individual projects, and state mandated assessments. Summer School/Alternative Educational Programs Students, who do not meet the necessary requirements for advancement, must complete comparable coursework in summer school or through an alternative education program in order to avoid retention at the current grade level. A student who fails two (2) or more core classes may not advance to the next grade level. Students who do not satisfactorily complete a course required by the state or the Academy for high school graduation must complete the course through a summer or alternative educational program approved in advance by the Executive Principal/Director of Education or his/her designee prior to being considered for graduation from Westlake Academy. Students who fail a core course must retake the class during the summer session immediately following the academic year in which the class was failed. If the course is not offered at Westlake Academy, it is the parent/guardian’s responsibility to locate a summer school or alternative educational program within their home district for remediation that is acceptable for credit and approved by the Executive Resolution 14-11 Page 6 of 6 Principal/Director of Education or his/her designee. Westlake Academy reserves the right to accept or deny summer school credit. Prior to attending summer school or any alternative educational program, parents and students should obtain written approval from the Executive Principal/Director of Education or his/her designee to ensure that the program is acceptable to the Academy and to identify the required standards for the student to transfer the credit to the Academy. State Assessments and Remediation The Board of Trustees and the Staff of Westlake Academy are committed to student success on state-mandated assessments and take seriously the obligation to provide students the assistance they need to support an opportunity for students to succeed. All students at state-mandated assessment testing grade levels (Grades 3-11), will be taught the content contained within the Texas Essential Knowledge and Skills (TEKS) curriculum to ensure appropriate readiness for the successful completion of all state- mandated assessments. Students who are not making adequate progress will receive remedial assistance in accordance with state law requirements. A schedule(s) for accelerated instruction will be developed by Staff and communicated to the parent/guardian of the students needing additional assistance. Operational guidelines consistent with the above policy directives will be detailed and published as necessary by Academy Staff in the Parent/Student Handbook on an annual basis. Page 1 of 1 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: MYP / DP Meeting Date: August 11, 2014 Staff Contact: Dr. Mechelle Bryson Consent Item Executive Principal/ Director of Education Subject: Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program EXECUTIVE SUMMARY The purpose of amending the Assessment and Grade Reporting policy is to address MYP: The Next Chapter requirements, grade reporting, weighted grades and transfer grades. Since Westlake Academy is subject to the grading expectations of the International Baccalaureate Organization (IBO), this board policy must be revised for alignment purposes. At the same time, the need to address weighted grading practices in order to improve the competiveness of Westlake Academy’s transcripts was requested by stakeholders. The proposed policy amendment establishes clear direction and provides an avenue for effective practice and has also been reviewed by our school attorney. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? Current policies needed revised to provide a stronger platform for effective practice. Which policy governs this? Assessment and Grading Policy What addit ional direction is nec essary? Review and Approval from the Board of Trustees FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Recommend approval of the amended Assessment and Grading Policy. ATTACHMENTS • Assessment and Grade Reporting Policy Resolution WA 14-12 Page 1 of 5 WESTLAKE ACADEMY RESOLUTION 14-12 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES APPROVING AN AMENDMENT ASSESSMENT AND GRADE REPORTING POLICY SECONDARY – MIDDLE YEARS PROGRAM AND DIPLOMA PROGRAM. WHEREAS, Westlake Academy is subject to the grading expectations of the International Baccalaureate Organization (IBO), this board policy must be revised for alignment purposes Westlake Academy; and WHEREAS, the assessment and grading processes should reflect the Next Chapter requirements for the M iddle Years Programme, grade reporting, weighted grades and transfer grades; 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 amendments to the Assessment and Grade Reporting Policy for Westlake Academy attached to this resolution as Exhibit “A”. SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. Resolution WA 14-12 Page 2 of 5 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 11th DAY OF AUGUST 2014. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: ________________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution WA 14-12 Page 3 of 5 Exhibit A TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 6.03: Date Board Adopted: November 3, 2009 Date Board Amended: August 11, 2014 Effective Date: November 3, 2009 Policy Name: Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program Policy Category: Student Achievement Policy Goal: Definition, uniformity, and transparency in the Academy’s Secondary (MYP and DP) assessment and grading policy Policy Description: Grading Policy Uniform assessment of achievement and grade reporting standards are an important component to support student success in the Secondary (MYP and DP) programs at Westlake Academy. In order to accurately reflect the academic achievement of students, the Academy shall develop grading standards that incorporate the following purposes: • Reflect a student’s mastery of the curriculum based on the student’s performance on exams, homework assignments, projects, etc. • Allow the parent to easily identify and gauge their child’s performance and progress • Promote consistency across grade level(s) of assessment standards and grade reporting • Assist colleges in determining the scope of a student’s academic achievement • Demonstrate college readiness • Identify any subject area where a student may need additional assistance to reach educational goals Resolution WA 14-12 Page 4 of 5 In order to promote the above-identified purposes and establish comprehensive grade assessment and reporting standards for the student body of Westlake Academy, Staff will develop uniform grading/assessment guidelines for all secondary grades and publish the information in the Parent/Student Handbook and on the Academy’s web site on an annual basis. These guidelines will address the Academy’s assessment philosophy and practices, the roles of summative and formative assessments, the role of grades, and the role of criterion–based rubrics and assessment. Use of Assessments Staff will administer a variety of assessments to measure student knowledge and progress throughout the year. The frequency and type of assessment utilized will be program specific (i.e. Primary, Middle Years or Diploma Programme) and will be published in the Parent/Student Handbook. In the Secondary School (Middle Years and Diploma Programme), a student shall not be required to complete more than two major assessments/tests on the same day. In addition, SENIORS in the Diploma Program sitting for the IB exams may be exempt from final exams based on criteria adopted by the Executive Principal or his/her designee. Grade & Progress Reports Westlake Academy will send home grade reports at the end of each quarter (approximately nine-week period). Additionally, parents shall receive interval reports on student progress once each semester by conference. Staff will conduct two (2) parent/teacher conferences per year − one (1) each semester. This will allow parents to meet with teachers and briefly discuss their child’s progress. Additional concerns may be addressed as needed at conferences scheduled at the request of the teacher or a parent any time during the school year. Weighted Grades The Academy shall identify courses for which weighted grades will be assigned and designate the courses and grade weighting procedures in the Parent/Student Handbook. The Academy shall assign a ten-point weight to semester grades for the designated courses and shall calculate a weighted numerical grade average. The Academy shall record the weighted numerical grades on each student’s academic achievement record. When a student transfers a grade that was subject to a grade weighting system from another school, the Academy shall assign weight to the transferred grade based on the category and grade weight system used by the school that assigned the grade. This paragraph applies only if the same or equivalent course is offered to the same class of students at the Academy. Resolution WA 14-12 Page 5 of 5 Evaluation of Credits for Transfer Students The Academy accepts credits from other schools accredited by the State of Texas. Transfer students may also request a transfer of credits from other privately accredited institutions. Upon receipt of a transcript, courses will be evaluated by a counselor to determine if the course meets the requirements for graduation from a Texas high school, as well as any applicable standards for Westlake Academy. Parents/Students are responsible for providing any additional information requested by the Academy’s counselor necessary for the counselor’s evaluation of the requested transfer credit. All transfer grades earned in accredited schools will be converted to the Westlake Academy grading scale and course designation consistent with the Academy’s standards and Board policy. In order to receive credit for completed work, students entering Westlake Academy from a non-accredited school or from home schooling must take credit-by-exam (CBE) tests approved in advance by Westlake Academy. Students are responsible for any applicable fees associated with these tests and must achieve acceptable test scores based on the standards of the administering organization. Guidelines consistent with these policies will be developed by Staff and published in the Parent/Student Handbook. Page 1 of 2 WESTLAKE ACADEMY AGENDA ITEM Curriculum: Finance Meeting Date: August 11, 2014 Staff Contact: Debbie Piper Consent Finance Director Subject: Consider and approve the firm of Weaver, L.L.P. to perform Westlake Academy’s audit for a 3-year period with the option of 2 additional years and authorize the Finance Director to execute the FY 2013-2014 and subsequent engagement letters on behalf of Westlake Academy. EXECUTIVE SUMMARY A “Request for Proposal” was published in the newspaper and posted on the Town and Academy websites with proposals to be received July 16, 2014. We received 4 proposals to perform the Academy’s audit. The references have been contacted with no negative feed-back on any of the firms. There were excellent comments made related to Weaver, LLP and the professional relationships formed with the cities contacted. One of the contacts commented the Senior Manager who would be in charge of our audit was very helpful in mentoring the staff as well as coming out to help with specific problems. The firm has local offices and services approximately 24 independent school districts and charter schools in Texas. The Academy has never submitted the audit to GFOA for the Certificate of Achievement but has included this in goals and objectives for the Finance Department. Several of the staff assigned to the Academy have reviewed audits submitted to the GFOA Certificate of Achievement program and will be helpful in completing this submission. They are able to comply with the time constraints of delivering the audit report and their fee appears reasonable. The prior year audit fee was $12,500. (See attached analysis of fees) PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? The auditor reviews our financial position at the behest of the governing bod y. Which policy governs this? Ad herence to the Education Code, Section 44.008 requiring all school districts, including charter schools must have their fiscal account audited annually at their own expense by a certified public accountant holding a permit from the Texas State Board of Public Accountancy. What addit ional direction is necessary? Consent from the Board of Trustee Page 2 of 2 FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Recommend the Board of Trustees authorize the firm of Weaver, LLP to perform Westlake Academy’s audit for a 3-year period with the option of 2 additional years and further authorizes the Finance Director to execute the FY 2014-2015 and subsequent engagement letters on behalf of Westlake Academy. ATTACHMENTS • Analysis of Fees • Resolution Firm FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Weaver, LLP 27,000$ 27,675$ 28,350$ 29,050$ 29,750$ Whitley Penn 40,100 40,100 40,100 40,100 40,100 Pattillo, Brown & Hill 27,000 27,000 27,000 27,500 27,500 Belt Harris Pechacek, LLP 26,000 26,260 26,523 26,788 27,056 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Weaver, LLP 12,500$ 12,800$ 13,100$ 13,400$ 13,750$ Whitley Penn 28,225 28,225 28,225 28,225 28,225 Pattillo, Brown & Hill 12,500 12,500 12,500 12,750 12,750 Belt Harris Pechacek, LLP 14,900 15,049 15,199 15,351 15,505 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Weaver, LLP 3,500$ 3,600$ 3,700$ 3,800$ 3,900$ 500 525 550 575 600 Whitley Penn 12,800 12,800 12,800 12,800 12,800 Pattillo, Brown & Hill 3,500 3,500 3,500 3,500 3,500 Belt Harris Pechacek, LLP 4,100 4,141 4,182 4,224 4,266 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Weaver, LLP 5,000$ 5,050$ 5,101$ 5,152$ 5,203$ 10,500 10,605 10,711 10,818 10,926 10,500 10,605 10,711 10,818 10,926 10,500 10,605 10,711 10,818 10,926 10,500 10,605 10,711 10,818 10,926 47,000 47,470 47,945 48,424 48,907 Whitley Penn 38,100$ 38,100$ 38,100$ 38,100$ 38,100$ Pattillo, Brown & Hill 50,000 50,000 50,000 51,500 51,500 Belt Harris Pechacek, LLP 4,100$ 4,141$ 5,250$ 5,375$ 5,500$ 10,000 10,025 10,500 10,750 11,000 10,000 10,025 10,500 10,750 11,000 10,000 10,025 10,500 10,750 11,000 10,000 10,025 10,500 10,750 11,000 44,100 44,241 47,250 48,375 49,500 TSH TOWN OF WESTLAKE AND ENTITIES AUDIT PROPOSAL ANALYSIS Town Academy Foundation Resolution WA 14-13 Page 1 of 2 WESTLAKE ACADEMY RESOLUTION NO. 14-13 A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY APPROVING THE FIRM OF WEAVER, L.L.P. TO PERFORM WESTLAKE ACADEMY’S AUDIT FOR A 3-YEAR PERIOD WITH THE OPTION OF 2 ADDITIONAL YEARS AND AUTHORIZING THE FINANCE DIRECTOR TO EXECUTE THE FY 2013-2014 AND SUBSEQUENT ENGAGEMENT LETTERS ON BEHALF OF WESTLAKE ACADEMY. WHEREAS, Section 44.008 of the Education Code requires that all school districts, including charter schools, must have their fiscal account audited annually at their own expense by a certified public accountant holding a permit from the Texas State Board of Public Accountancy; and WHEREAS, the Finance Director and Finance staff have considered the accounting firms that responded to the Request for Proposals regarding the audit and recommend that the Board of Trustees approve the firm of Weaver, LLP to perform Westlake Academy’s annual financial audit for a 3 -year period with the option of 2 additional years; and WHEREAS, the funds to facilitate the audit will be included in the proposed FY 2014/2015. 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, t he Board of Trustees Westlake Academy does hereby approve the firm of Weaver, L.L.P. to perform the Academy’s audit for a 3-year period with the option of 2 additional years and further authorizes the Finance Director to execute the FY 2013-2014 and subsequent engagement letters on behalf of Westlake Academy. SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. Resolution WA 14-13 Page 2 of 2 SECTION 4: This Resolution shall become effective upon the date of its passage. PASSED AND APPROVED ON THIS 11th DAY OF AUGUST, 2014. ___________________________________ Laura Wheat, Mayor ATTEST: _______________________________ __________________________________ Kelly Edwards, Secretary Tom Brymer , Town Manager APPROVED AS TO FORM: _________________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney July 16, 2014 Presented to: Town of Westlake Entities Presented by: Jerry Gaither, CPA, CGFM Partner, Assurance Services 972.448.6918| jerry.gaither@weaver.com Weaver 12221 Merit Drive, Suite 1400 Dallas, Texas 75251 www.weaver.com Proposal for Independent Auditing Services Weaver and Tidwell, L.L.P Page i Proposal for Professional Audit Services (RFP #14-20) City of Westlake, Texas WEAVER AND TIDWELL L.L.P. CERTIFIED PUBLIC ACCOUNTANTS AND CONSULTANTS 12221 MERIT DRIVE, SUITE 1400, DALLAS, TX 75251 P: (972) 490 1970 F: (972) 702 8321 Transmittal Letter July 16, 2014 Ms. Debbie Piper, CPA Finance Director Town of Westlake 3 Village Circle, Suite 202 Westlake, Texas 76262 RE: Request for Proposals for Independent Audit Services With this proposal, Weaver and Tidwell, L.L.P., (Weaver) commits to providing financial auditing services for the Town of Westlake and your associated entities. These audits will meet the requirements of your request for proposals, including government auditing standards, the U.S. Single Audit Act and Office of Management and Budget (OMB) Circular A-133, if required. We commit to offer you attentive personal service from a locally based audit team, to furnish results and reports conforming to relevant standards and your expectations, to work accurately and efficiently, and to meet your deadlines. Why will the Town of Westlake get the best results from Weaver? We offer: ▪ A Texas-based firm. With offices in nearby Dallas and Fort Worth, as well as five other Texas locations, Weaver has served Texas clients for almost 65 years. We have a deep understanding of both economic and regulatory environments here. ▪ Experience in municipal environments. Weaver currently serves as auditor for more than 100 public- sector clients, including 27 cities and towns. Through this work, we have grown familiar with the complexities of governmental accounting and financial reporting. ▪ Commitment to ongoing communication. Frequent, effective and honest communication is critical to a successful audit. Our partners and engagement team leadership remain accessible to you not just throughout the engagement, but throughout the year. ▪ High-quality work and on-time delivery. Weaver’s reputation has been built on the quality of our work and our ability to stay on schedule and on budget. We are dedicated to meeting the timelines and other commitments set forth in our proposal. Our goal is to provide you with more than just a financial and compliance audit. We want to offer the support and guidance you need to maintain world-class financial operations — efficient, accurate and secure, as required by a town like Westlake . As Weaver’s partner on the engagement, I am authorized to contractually bind the firm; upon award, we will furnish the certificates of insurance as requested in the RFP. This proposal is an irrevocable offer for a period of 90 days from the RFP closing date. If you have any questions regarding this proposal or any other matter, please do not hesitate to contact me directly at 972.448.6918 or via email at jerry.gaither@weaver.com. Sincerely, Jerry L. Gaither Engagement Partner Weaver and Tidwell, L.L.P Page i Proposal for Independent Auditing Services Town of Westlake , Texas Executive Summary As a vibrant, growing Town that offers exceptional services, Westlake needs an auditor who understands your financial challenges. You need a firm who understands component units, charter schools, nonprofit reporting and the Government Finance Officers Association (GFOA) award requirements — and one who can provide the information you need to make good decisions. You need a responsive local auditor who can support and guide you through changing standards, rapidly evolving technology, and economic cycles. You need Weaver. Weaver proposes to audit financial statements of the following entities: ▪ Town of Westlake for the fiscal years ending September 30, 2014 through 2016 ▪ Westlake Academy (blended component unit) for the fiscal years ending August 31, 2014 through 2016 ▪ Westlake Academy Foundation (component unit of the Academy) for the fiscal years ending August 31, 2014 through 2016 ▪ Texas Student Housing Authority and each of the four Texas Student Housing projects (discretely presented component units of the Town) for the fiscal years ending August 31, 2014 through 2016 The Town will have the option of extending the contract for the two subsequent years, through fiscal year 2018. The audits will be performed in accordance with Generally Accepted Auditing Standards (GAAS) as set forth by the American Institute of Certified Public Accountants (AICPA); standards for financial audits set forth in the U.S. General Accounting Office’s Government Auditing Standards (2011); and provisions of the Single Audit Act of 1996 and U.S. Office of Management and Budget (OMB) Circular A-133, Audits of States, Local Governments, and Non-Profit Organizations, if required. Based on the results of the audit, we will express opinions on the fair presentation of each entity’s basic financial statements and the accompanying supplementary information. We will perform specified procedures on the required supplementary information each year. In addition, we will report on the Town’s and Academy’s internal control over financial reporting and on its compliance with requirements described in generally accepted government auditing standards (GAGAS). Weaver will report on the Named to Inside Public Accounting’s “BEST of the BEST Firms” list (2012) Largest independent accounting firm in the Southwest Ranked #6 on the 2013 Largest North Texas Accounting Firms in the Dallas Business Journal Named an All-Star Firm and a Fastest Growing Firm by INSIDE Public Accounting (2013) Independent membership in Baker Tilly International, the world’s 8th largest accounting firm network FIRM OVERVIEW Industry Recognition Weaver and Tidwell, L.L.P Page ii Proposal for Independent Auditing Services Town of Westlake , Texas Town’s and Academy’s compliance with requirements applicable to each major program and internal control over compliance in accordance with the Single Audit Act and OMB Circular A-133, if required. In addition, Weaver will assist the Town in preparing a comprehensive annual financial report (CAFR) that meets the requirements of the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting. Our engagement team is very experienced with GFOA requirements; in fact, every city John DeBurro, senior manager, has ever assisted in preparing its CAFR has been awarded that Certificate of Achievement. Why Weaver? Experience With a dedicated public sector practice composed of more than 120 professionals — the largest industry practice within our firm — Weaver understands the nuances and intricacies of governmental operational structures, financials and reporting requirements. Weaver provides audit services for more than 100 public sector clients across Texas, including 40 entities that receive the GFOA award and more than 75 entities that receive federal funding sufficient for a single audit. The level of specialized knowledge we have developed over the past six decades is second to none, and we will bring that full knowledge to bear in service of the Town’s goals. Leveraging best practices and lessons learned from a wide variety of industries and organizations, we work to help you manage your financial reporting requirements efficiently, so you can focus on continuing to provide services to the businesses and citizens of Westlake. Collaboration At Weaver, success isn’t built on engagements, it’s built on relationships. We work to understand your unique needs. With a strong focus on continuity and communication, we work to cultivate a lasting, collaborative relationship with you. Our goal is not only to help the Town achieve your immediate audit objectives, but also to lay the foundation for achieving your long term strategic goals. To that end, our engagement partners provide much more than oversight and accountability during the audit — they remain available to you throughout the year. We also provide timely technical updates and consultation to ensure that you have the guidance and services necessary to help meet your changing needs over time. This collaborative spirit truly sets Weaver apart from other firms. Quality We are proud of our high standards and quality work product. Our auditors are recognized for their insight and ability to conduct both complex and relatively straightforward audits. Weaver professionals regularly author and present papers at various industry conferences. No firm in Texas can match Weaver’s experience and capabilities in providing audit services to Texas municipal entities. Weaver is a member of the AICPA Governmental Audit Quality Center. We’ve also been a member of the AICPA Center for Audit Quality since the inception of the program, and undergo an independent peer review every three years to ensure we’re maintaining the highest standards possible. Weaver has received the highest possible rating on every peer review completed to date. Value Weaver understands the importance of cost-effectiveness, especially for governmental entities. We also know you don’t want to sacrifice quality in favor of controlling costs. That’s why we focus on providing true value — ensuring that you get the highest degree of client service and quality with affordable fees. Our depth of experience and ability to leverage resources from across the firm enables us to take a function- specific approach: staffing the right resources at the right time, based on the tasks at hand. As a result, you are assured cost-efficient services without sacrificing the quality that has become our hallmark. Auditor of 5 of the 25 largest cities in the state Auditor of 10 of the 50 largest cities in the state Auditor of 16 of the 100 largest cities in the state Auditor of more top-100 Texas cities than any other firm Table of Contents License to Practice in Texas 1 Firm Qualifications and Experience 2 Partner and Staff Qualifications and Experience 6 Continuing Professional Education 9 Similar Engagements with Other Government Entities 10 Specific Audit Approach 12 Scope 12 Town of Westlake Audit at a Glance 13 The Transition to Weaver: Making it Easy 14 CAFR Preparation 14 Implementation of Auditing Standards 15 Communication, Technical Assistance and Staff Support 15 Phase-by-Phase Audit Approach 15 Potential Audit Problems 23 Technical Assistance and Education Offered Our Clients 23 Tax Approach 24 Proposed Schedule 25 Concluding Remarks 27 Cost of Services Schedule 29 Appendix A: Engagement Team Resumes 31 Weaver and Tidwell, L.L.P Page 1 Proposal for Independent Auditing Services Town of Westlake, Texas License to Practice in Texas Weaver is licensed to practice accountancy in Texas. All key staff assigned to the Town’s audit are properly licensed to practice in Texas. We are a registrant with the Texas State Board of Public Accountancy under Section 14 of the Public Accountancy Act of 1979, Texas Revised Civil Statutes, Article 41a-1. A copy of our license is provided at right. Each client-serving partner of the firm holds a certificate as a Certified Public Accountant pursuant to that act, as does each assigned key team member for your audit. Information about each team member’s licenses and certificates is provided within the resumes in Appendix A. Weaver and Tidwell, L.L.P Page 2 Proposal for Independent Auditing Services Town of Westlake, Texas Firm Qualifications and Experience Size of the Firm Weaver is a nationally recognized, Texas-based firm with approximately 500 professionals and offices in seven major Texas cities: Dallas, Fort Worth, Houston, Austin, San Antonio, Odessa and Midland. We will manage and staff this audit from our Dallas office, which has significant experience auditing towns like Westlake. In addition, because of our closely integrated offices and use of advanced technology, you will have access to the resources of the entire firm. Governmental Audit Staff Weaver has a dedicated practice focused on public sector entities across the state of Texas. It is one of the largest industry practices in the firm, with more than 120 professionals serving more than 100 public sector clients. In fact, public sector clients account for nearly 40 percent of the firm’s audit revenue. Specific Government and Charter School Auditing Experience Weaver serves as financial auditor for approximately 25 cities. Of the largest 100 cities in Texas (by population), we audit 16, more than any other firm. (Data based on published 2013 audited statements.) In addition, we audit approximately 20 public school districts, four charter schools, and numerous counties, councils of governments, and various other local governments. Our governmental practice is one of the largest and most respected in Texas. Other Services In addition to audit services, we also provide public sector clients with internal audits (both outsourced and co- sourced), risk assessments, enterprise risk management consulting, business process improvement, IT audits, data analytics and forensic accounting. The benefits of this diverse experience are clear: Weaver professionals are well informed about the wide array of issues our public sector clients face. Our broad and sustained experience enables us to take a particularly thoughtful approach, balancing your short-term reporting needs with your long-term objectives. Benefits to You Because of Weaver’s depth of experience, Westlake will gain the advantages of: A knowledgeable engagement team that can alert you to pending changes and coach you through them Professionals at every level who understand Government Auditing Standards CAFR review by staff who sit on the GFOA Special Review Committee for the Certificate of Achievement for Excellence in Financial Reporting Practical guidance to help you work more efficiently and ensure accuracy Year-round access to consultation and advice from well-informed industry leaders Free admission to Weaver’s annual day of continuing professional education designed specifically for our public- sector clients Confidence in the results of your audit Weaver and Tidwell, L.L.P Page 3 Proposal for Independent Auditing Services Town of Westlake, Texas GFOA and CAFR Experience The firm is the auditor of more than 40 entities who have received the GFOA certificate of achievement in each of the past two years. We are experienced with the reporting requirements of the GFOA and have the knowledge and experience to assist with reporting under these requirements. The firm has nine members of its staff who are currently members of the Special Review Committee of the GFOA that evaluate CAFRs for eligibility with Certificate of Achievement Program requirements. Two of your audit team members—Jerry Gaither and John DeBurro—are members of this Special Review Committee. One of these engagement team members who is also on the Special Review Committee will review prior-year GFOA comments and the Town’s CAFR for compliance with GFOA requirements and standards. Number and Nature of Staff Assigned to Westlake Weaver takes a function-specific approach to engagement staffing: we focus on leveraging the right resources at the right times, ensuring that teams are assigned based on the specific tasks required during each of the audit phases, as well as the timing of those tasks. The resources for your engagement have been chosen specifically for their broad understanding of public sector, utility and single audits, as well as their technical ability, experience and management skills. Partner Jerry Gaither, who has decades of experience leading government auditing engagements, will serve as the engagement partner. In this role, he will be responsible for the overall management of the engagement. Additional team members will include: ▪▪ Senior Manager John DeBurro (full-time) ▪▪ Senior Associate Meredith Churchill (full-time during field work) ▪▪ IT Advisory team members to assist in evaluating IT controls and security (part-time) ▪▪ Two audit associates (full-time during field work) The senior manager and senior associate will oversee the work of the audit associates during interim and final fieldwork. We may also draw upon additional resources and key subject matter advisors at various stages of the engagement. Our professionals have a broad range of public sector experience, knowledge and skills. With this leveraged model, Weaver is able to offer the Town a fully customized team that can adjust dynamically and quickly to meet your needs throughout all stages of the audit. It also enables us to provide a holistic, multidisciplinary audit with added innovation, thought leadership and insight. 40 clients currently receiving the GFOA Certificate of Achievement Nine members on the GFOA special review committee Two members of the SRC on the engagement team Weaver and Tidwell, L.L.P Page 4 Proposal for Independent Auditing Services Town of Westlake, Texas Our Involvement in Professional Organizations All of our technical staff are members of the AICPA, the Texas Society of CPAs (TSCPA), the Internal Auditing Association (IIA), or other organizations appropriate to their professional focus. Many of them are officers or committee chairs; some are frequently asked to make presentations at industry conferences or other professional development opportunities. These memberships and presentations are noted on individual staff members’ resumes. Weaver professionals have served in notable state-wide or even national leadership positions in our profession. Tommy Lawler, managing partner, is a former member of the AICPA Technical Issues Committee, and in that position, he dealt with all FASB pronouncements at the exposure draft stage. Terry Ford, audit partner, is a member of the AICPA National Peer Review Committee, where he evaluates member firms across the nation. Additionally, Greg Bailes, audit partner, is a past chair of the Texas State Board of Public Accountancy (TSBPA) and currently serves on a committee of the National Association of State Boards of Accountancy. David Duree, audit partner, is a former regional director of the National Association of State Boards of Accountancy, a current member of the AICPA Auditing Standards Board audit issues task force, and a past chair of the TSBPA. Jerry Gaither is also a Certified Government Financial Manager and a former member of the Technical Issues Committee of the AICPA as liaison to the Governmental Accounting Standards Board. This not only provides him with knowledge of new governmental standards before enactment, but also a role in helping shape those standards. Single Audit Experience Due to the nature and size of our public-sector practice, we audit numerous entities that receive Federal financial assistance. We audit more than 75 government and nonprofit organizations that require a single audit under OMB Circular A-133. Of those, seven are multi-faceted entities that receive in excess of $50 million in federal financial assistance, with two in excess of $100 million. Weaver and Tidwell, L.L.P Page 5 Proposal for Independent Auditing Services Town of Westlake, Texas External Quality Control Review The AICPA’s Government Audit Quality Control Center (GAQC) is a voluntary membership center for CPA firms and state audit organizations that perform governmental audits. Weaver has been a member since its inception. Every three years, the firm engages an independent accounting firm to determine if our quality control policies and procedures are suitably designed, and if our techniques for implementing these policies and procedures comply with professional standards. Each peer review has included a review of governmental audit engagements, as mandated by AICPA standards and GAQC requirements. Weaver has successfully completed all peer reviews to date. Our latest peer review was performed in September of 2013. Firms can receive a rating of pass, pass with deficiencies or fail. We are pleased to report that Weaver received the pass rating. The latest report is shown here. Field and Desk Reviews Three field reviews by the Department of Health and Human Services and the Texas Education Agency have been completed in the last three years. There were no findings. We have been notified by the Department of Health and Human Services that our audit of financial statements met federal audit requirements with no findings. We are not aware of the number of federal or state desk reviews that have been performed on our audits in the last three years; however, no findings have been communicated to us. Disciplinary Action No disciplinary action has ever been alleged and no action is pending or has ever been undertaken against the firm by the SEC, AICPA, state regulatory bodies or other professional organizations. Weaver and Tidwell, L.L.P Page 6 Proposal for Independent Auditing Services Town of Westlake, Texas Partner and Staff Qualifications and Experience At Weaver, we continually strive to bring you our best and brightest. Weaver engagement teams are marked by continuity, cross-functional communication, leadership and stability—all important factors for any engagement team to be effective. As mentioned previously, your engagement partner and managers remain accessible to you not just during the engagement, but throughout the year. This chart illustrates the team that will serve you: Continuing Education Program Policy Weaver’s continuing professional education policy requires that all staff comply with the continuing professional education requirements of the PCAOB, AICPA, Texas State Board of Public Accountancy, and other regulatory agencies. All professional staff receive at least 120 hours of continuing professional education every three years, with a majority of this training in their industries of concentration. The governmental audit staff is required by GAGAS to obtain 80 hours, with at least 24 hours relating to the governmental audit environment, every two years. Each member of the engagement team has met the GAGAS requirement. Weaver and Tidwell, L.L.P Page 7 Proposal for Independent Auditing Services Town of Westlake, Texas Policy Regarding Staff Rotation We have a governmental engagement and practice planning process stressing experience and continuity in the engagement team from year to year. Weaver is committed to providing continuity and will not rotate partners or managers unless requested by the Town or required through advancement or promotion of personnel. The depth of our governmental practice ensures the Town will have experienced professionals from year to year. Assignment of Auditing Staff and Changes in Auditing Staff The individuals described in this proposal are the people who will actually do the work associated with the Town’s audit. Weaver understands the Town reserves the right to approve any change to the assigned staff, both before and during the engagement. Before implementing any personnel change, Weaver will provide the resume of the proposed substitute, offer the Town an opportunity to interview that person and allow the Town to approve or deny the change. Commitment to Equal Employment Opportunity Weaver is an equal-opportunity employer. In accordance with federal, state and local laws, we recruit, hire, promote and evaluate all personnel without regard to race, color, religion, sex, age, national origin, citizenship status, physical or mental disability, or past, present, or future status in the uniformed services of the United States. Job applicants and present employees are evaluated solely on ability, experience, and the requirements of the job. Each employee is responsible for helping Weaver maintain a climate that provides equal opportunity for all. The objective of Weaver is to recruit, hire, promote and retain individuals who are the best qualified for each specific position based solely on job-related criteria of education, training accomplished, experience and personal qualifications. Any individual within the firm who has responsibility or input to personnel decisions is responsible for compliance with this policy. Weaver and Tidwell, L.L.P Page 8 Proposal for Independent Auditing Services Town of Westlake, Texas Team Leadership Jerry L. Gaither, CPA| Engagement Partner Jerry has more than 36 years of experience auditing government entities and is the partner-in-charge of Weaver’s public sector practice. With extensive experience leading audit teams, Jerry brings specialized government industry knowledge to each of his clients. In addition, he is responsible for developing Weaver’s audit methodologies for financial auditing of government entities including cities, regional governments and public school districts as well as single audits meeting the requirements of the U.S. Office of Management and Budget (OMB) A-133. Jerry is licensed to practice as a Certified Public Accountant in Texas He is an associate member of the Government Finance Officers Association and also serves on the Special Review Committee. Jerry is a Certified Government Finance Manager and a former member of the Technical Issues Committee of the American Institute of Certified Public Accountants as liaison to the Governmental Accounting Standards Board. With Jerry’s years of experience serving government entities and involvement in standard setting bodies, Jerry’s clients have access to important industry insights often before major changes happen. He graduated with a bachelor’s of business administration degree in accounting from Texas Christian University. Shawn M. Parker, CPA| Quality Control Partner Shawn has more than 25 years of experience in public accounting, 16 of which have been with Weaver. As the partner-in-charge of assurance services for Weaver’s Dallas location, he is responsible for overall growth and strategy for the local department. Shawn’s practice emphasis is in auditing and accounting for government entities, employee benefit plans, closely held businesses, nonprofit organizations, municipalities and school districts. Serving on the Special Review Committee for the Government Finance Officers Association, he brings specialized technical knowledge and experience to his government clients. Shawn is a member of the American Institute of Certified Public Accountants and the Texas Society of Certified Public Accountants. He is a frequent author of articles for professional and business publications, providing valuable industry insights. Shawn earned a bachelor’s degree from the University of Nebraska at Kearney. John DeBurro, CPA | Audit Senior Manager John will serve as audit engagement manager for the Town, leading day-to-day work and overseeing audit staff. He will ensure regular communication with management on the status of the audit and will provide technical assistance relating to accounting issues. John has more than 17 years of experience in public accounting, with a focus on audits of municipalities and other government entities, including entities with government-wide net position of more than $200 million. He also has experience managing single audits that meet the requirements of the U.S. Office of Management and Budget (OMB) A-133. John is licensed to practice as a Certified Public Accountant in Texas. He is a regular speaker at industry events, and a member of the Government Finance Officers Association Special Review Committee. He graduated from New Hampshire College with a master of science degree, and has a bachelor’s degree in business administration from the University of New Hampshire. His recent public sector audit experience includes the cities of Southlake, Wylie, Lewisville and Little Elm. Weaver and Tidwell, L.L.P Page 9 Proposal for Independent Auditing Services Town of Westlake, Texas Subject Matter Advisors Marlon Williams, CPA, ACDA| Data Analytics SME Marlon Williams has audited Texas governmental entities from the firm’s Dallas office for the past 16 years. Marlon has been involved in various data-mining projects. Marlon is licensed to practice as a Certified Public Accountant in Texas. He is also an ACL Certified Data Analyst, evidence of his skill and experience analyzing large volumes of computerized data. If needed, Marlon will apply these skills to mine and efficiently analyze any large volumes of data needing to be examined at the Town. Brittany Teare, CISA| IT SME Brittany Teare will serve as an IT consultant to the audit team to test security and ensure data integrity. Brittany is a manager in the firm’s IT audit services department; she has almost a decade of experience providing IT audit and consulting services to public sector and related entities. Her professional IT experience includes controls testing performed in SAP, JD Edwards, Oracle Database, Microsoft Dynamics (Great Plains), UNIX / LINUX, and Microsoft (SQL Server, Windows Server and Active Directory) environments. Continuing Professional Education Weaver’s continuing professional education policy complies with the revised government auditing standards requirement regarding formal education for professionals responsible for planning, conducting or reporting on government audit engagements. The governmental audit staff is required by GAGAS to obtain 80 hours of CPE every two years, with at least 24 hours relating to the governmental audit environment. Specific CPE credits for the past three years for the key members of the proposed audit team are summarized below: Continuing Professional Education (CPE) Credit Hours (Three Years) Team Member Government Audit Environment Total Hours Jerry L. Gaither 87.0 123.5 Shawn Parker 51.5 128.0 John DeBurro 91.5 185.4 Meredith Churchill 35.5* 147.5 *From the past two years. Staff Continuity Weaver makes engagement team continuity a client service priority; we established a formal policy years ago that states that continuity in engagement leadership should be maintained throughout a client relationship unless client interests indicate otherwise. This has proven to be a true differentiator for Weaver. We are committed to providing continuity for the Town, and will not rotate partners, managers or other supervisory staff unless the Town requests a change, or a change becomes necessary as a result of staff being promoted, leaving the firm or being assigned to another office. In these cases, Weaver will obtain prior express written permission from the Town , and will provide the Town with a resume of the proposed replacement team member. Weaver and Tidwell, L.L.P Page 10 Proposal for Independent Auditing Services Town of Westlake, Texas Similar Engagements with Other Government Entities The table below provides details regarding five similar engagements completed within the past three years by Weaver’s Dallas office. We currently audit several cities and towns similar to Westlake that have both blended and discretely presented component units as part of the reporting entity. Weaver also audits four charter schools: Dallas Can Academy, Midland Academy Charter School, Lena Pope–Chapel Hill Academy, and TLC Academy, with annual audits ranging from 200 to 500 hours. Client Partner Contact Scope of Work Dates Audit Hours City of Southlake Jerry Gaither Ms. Sharon Jackson Director of Finance 817.748.8042 Annual financial and compliance audits, including AUP for Southlake Tennis Center and GFOA submission 1997– present 600 hours/ year Town of Little Elm Jerry Gaither Mr. Alan Dickerson Finance Director 214.975.0415 Annual financial and compliance audits, including single audit, block grants and GFOA submission 2012 – present 450 hours/ year City of Wylie Jerry Gaither Ms. Linda Bantz Finance Director 972.516.6122 Annual financial and compliance audits, including single audit and GFOA submission 2008– present 500 hours/ years City of Lewisville Jerry Gaither Ms. Brenda Martin Finance Director 972.219.3775 Annual financial and compliance audits, including single audit and GFOA submission 2013– present 600 hours/ year Plano ISD Jerry Gaither Mr. Richard Matkin Assoc. Supt. for Business Services 469.752.8122 Annual financial and compliance audits, including single audit and GFOA submission; forensic investigations 2007– present 800 hours/ year Weaver and Tidwell, L.L.P Page 11 Proposal for Independent Auditing Services Town of Westlake, Texas In addition to these references, below is a partial list of public sector clients for whom Weaver has provided audit services: Municipalities City of Allen, Texas*/+ City of Benbrook, Texas* City of Bryan, Texas*/+/# City of Cedar Hill*/+ City of Denton*/+/# City of Euless, Texas*/+ City of Friendswood*/+ City of Galveston*/+ City of Grand Prairie*/+ City of Houston# City of Killeen*/+ City of McKinney*/+/# City of Midlothian, Texas+ City of Rowlett+ City of Saginaw, Texas* City of Sanger, Texas City of Southlake, Texas*/#/+ City of Springtown, Texas* City of University Park*/+ City of Wylie*/+ Town of Addison, Texas*/#/+ Town of Little Elm*/+ Town of Highland Park, Texas*/+ Town of Trophy Club+ Local & County Entities Bethany Special Utility District Central Texas Council of Governments*/+ Dallas County# Denton County Transit Authority*/+ East Texas Council of Governments*/+ Edwards Aquifer Authority* Ellis County Rural Rail Transport Emergency Communication District of Ector Co. Fort Worth Transportation Authority* Houston Galveston Council of Governments# Lake Cities Municipal Utility Authority Lubbock Housing Authority* MHMR of Tarrant County* Monahans Housing Authority* North Central Texas Council of Governments*/#/+ North Texas Municipal Water District# Odessa Housing Authority* Odessa Development Corporation Pecos County TJPC Reeves County Commissary Funds Reeves County TJPC Region XI Education Service Center# Tarrant Appraisal District Tarrant County College* Tarrant County Emergency Services District No. 10 Tarrant County Tax Collectors Office# Tarrant Regional Water District# Texas Coalition for Affordable Power Texas Municipal Power Agency+ Trinity River Authority+ Williamson County */+ State Entities Employee Retirement System of Texas# Texas Adjutant General’s Office Texas Department of Insurance# Texas Lottery Commission Texas Permanent School Fund Texas State Auditor's Office Educational Entities Burleson ISD*/+ Cedar Hill ISD* Conroe ISD*/+ Dallas County Schools Fort Worth ISD*/+/# Frisco ISD#/*/+ Hurst-Euless-Bedford ISD*/+ Higher Education Servicing Corporation# Highland Park ISD*/+ Irving ISD*/+/# Keller ISD Education Foundation, Inc. Keller ISD*/+ La Porte ISD*/+ Laredo ISD */+ Mesquite ISD* Midland ISD* Montgomery ISD */+ North Texas Higher Education Authority Northside ISD*/+ Plano ISD*/+ Rockwall ISD* Tarrant County College District*/+/# Legend * A-133 Single Audits + Recipients of GFOA Award for Excellence in Financial Reporting # Internal Control and/or IT Audit Experience Weaver and Tidwell, L.L.P Page 12 Proposal for Independent Auditing Services Town of Westlake, Texas Specific Audit Approach Scope Weaver will conduct an annual financial audit of the Town’s financial statements and a single audit of federal grants, if required, for the fiscal years ending September 30, 2014, through 2016. We will also conduct annual financial audits of the following entities for the fiscal years ending August 31, 2014, through 2016: ▪ Westlake Academy ▪ Westlake Academy Foundation ▪ Texas Student Housing Authority (TSHA) ▪ TSHA Ballpark Austin Project ▪ TSHA Town Lake Austin Project ▪ TSHA College Station Project ▪ TSHA The Ridge at North Texas Project The audits will be performed in accordance with GAAS as set forth by the AICPA; U.S. General Accounting Office’s Government Auditing Standards; and provisions of the Single Audit Act of 1996 and OMB Circular A-133, Audits of States, Local Governments, and Non-Profit Organizations, if required. Based on the results of the audit, Weaver will express opinions on the fair presentation of each of the Westlake Entities’ basic financial statements and the accompanying supplementary information, in relation to the basic financial statements as a whole for conformity with generally accepted accounting principles. We will perform specified procedures on the required supplementary information each year. Weaver will also report on each entity’s internal control over financial reporting and on its compliance with certain provisions of laws, regulations, contracts and grant agreements and other matters for the year being audited, in accordance with generally accepted government auditing standards (GAGAS). Finally, Weaver will report on each of the Westlak e Entities’ compliance with requirements applicable to each major program and internal control over compliance in accordance with the Single Audit Act and OMB Circular A-133, if required. Weaver will make immediate, written report to governance (audit committee chair, Town manager, finance director, or executive director) of any suspected irregularity or illegal act that we become aware of. We will communicate in a letter to management any significant deficiency, material weakness, or other control deficiency found during the audit. Additional details about the reports to be issued are provided in the section “Phase 5: Reporting.” Weaver and Tidwell, L.L.P Page 13 Proposal for Independent Auditing Services Town of Westlake, Texas Town of Westlake Audit at a Glance Weaver and Tidwell, L.L.P Page 14 Proposal for Independent Auditing Services Town of Westlake, Texas The Transition to Weaver: Making it Easy Our goal is to make the transition process seamless and efficient. Current auditing standards require us to get certain information from the previous auditor before accepting a new engagement. Once those inquiries are finished, we will coordinate the work paper review as quickly as possible and begin the planning stages of the Town’s audit, with the goal of a timely understanding of your controls and processes, to tailor our request list and audit plan accordingly. Weaver can accept electronic data from virtually every accounting system on the market, which minimizes the time required by your personnel to send us necessary information. We attempt to minimize the audit’s impact on your staff by using the information your management already prepares and uses regularly. Our objective is to allocate only those tasks to you that will result in the greatest cost-efficiency overall and only after we have completed our understanding of your controls and operations. This approach ensures that we are only requesting information that has a direct impact on your financial processes and makes our audits easier not only on you, but also on your third-party vendors and investment managers. CAFR Preparation Weaver has a well-established process that will allow us to assist the Town by preparing significant portions of the CAFR without impairing our independence. We will furnish a document to guide a Town representative through a review of the financial statements, ensuring that the Town has maintained oversight and taken responsibility for the work. Both Jerry Gaither, engagement partner, and John DeBurro, senior manager, have extensive experience meeting GFOA requirements and serve on the GFOA Special Review Committee. John’s clients who have routinely received the Certificate of Achievement include: ▪ City of Southlake ▪ City of Midlothian ▪ Town of Little Elm ▪ Town of Trophy Club ▪ City of Greenville ▪ City of Frisco ▪ City of Lewisville ▪ Plano ISD ▪ Highland Park ISD ▪ City of Wylie In fact, every governmental entity that John has assisted with its CAFR has been awarded GFOA recognition. Weaver and Tidwell, L.L.P Page 15 Proposal for Independent Auditing Services Town of Westlake, Texas Implementation of Auditing Standards Each year, we will discuss with you the implementation of new standards from GASB, FASB or GAO (for 2014, GASB statements 66, 67 and 70) and how they will impact your accounting and financial reporting. We will help you develop a plan to implement these standards, or, if such plans are already in place, we will evaluate and make recommendations for improvements, if necessary. Throughout our term as auditors, we will discuss emerging accounting standards with you as they are issued, in order to help you develop plans for timely implementation. Communication, Technical Assistance and Staff Support Creating value in any engagement starts with open and regular communication — hands-on partner involvement by leaders who communicate on a regular basis. This serves as the ever-valuable foundation in every Weaver engagement. Throughout the audit — and throughout our entire relationship with you — Weaver will remain in close communication with your management team. Our philosophy is a “no- surprises” audit. Therefore, whenever there is a question or a potential issue, we will immediately bring it to your attention, seek your confirmation of the data, and ask about any relevant circumstances. Weaver will identify all schedules customarily prepared by cities in conjunction with the annual audit, and provide a detailed list early enough to allow your staff time to prepare these schedules. Our objective is to allocate to you only those tasks that will result in the greatest cost-efficiency overall. Phase-by-Phase Audit Approach Weaver’s audit methodology is designed to be collaborative, comprehensive and efficient, with guidance from the engagement partner throughout. We focus on identifying potential risks that could lead to material misstatement of the basic financial statements, and tailor our audit accordingly. When we evaluate risks, we focus not only on understanding your operations and accounting processes, but also on examining your internal control systems and the personnel’s capabilities. We also take time to properly identify major programs for single audit purposes, so that the audit meets requirements without wasting our time or your money. Work Segmentation An overview of the key segments of our methodology is provided on the following page (for hours, see page 22. The timing indicated is based on our current understanding of the Town’s desired delivery of services. We will adjust the timing as necessary to accommodate your needs. Weaver is committed to meeting your timelines and engagement objectives; we take our commitment to you seriously and will work diligently with you to meet or exceed the scheduled deadlines. We will schedule our fieldwork to minimize disruption to the ongoing finance operations while adhering to your deadlines and participating in conferences as requested. The following timeline will be discussed with you, and can be modified to best meet your needs. Weaver and Tidwell, L.L.P Page 16 Proposal for Independent Auditing Services Town of Westlake, Texas Control Documentation and Preliminary Fieldwork Phase 1: Planning & Risk Assessment During the planning phase, we will meet with you to learn more about your operations and processes, find out your preferences, ask for the reports and data we will need, and set milestones and deadlines. We will also review prior-year work papers and financial statements, identify potential risks and calculate a preliminary estimate of materiality. In planning our detailed audit approach, we will ensure that audit tests are designed to be efficient, not repetitive. We will also modify the audit program as needed to reflect changes in conditions or audit standards, unexpected results from tests of operating effectiveness of internal accounting controls, new information or unanticipated activities. When learning about your operations, we will consider aspects that could affect our audit scope and approach, such as your organizational structure; governing laws and regulations; the annual budget, including sources of revenue; number of employees; and any significant events during the past year that might have affected your financial processes. During this phase, we will develop the following key parameters and plans for the audit, including: ▪▪ Audit objectives ▪▪ Staffing and responsibilities, including manager and partner supervision ▪▪ Application of analytical procedures ▪▪ Schedules and hour budgets by audit area ▪▪ Materiality levels used for planning ▪▪ A risk assessment of internal controls Phase 2: Internal Control Evaluation, Preliminary Fieldwork As an integral part of our audit planning, we complete questionnaires, narratives and walkthroughs relating to internal control, operations and accounting processes. An in-depth understanding of these areas helps us perform a more thorough, efficient and effective audit. The better we understand your organization, the more helpful our management comments and recommendations will be. An “internal control” is any process you institute to make your operations more effective, to comply with regulations, to improve the reliability of your financial reports, or to reduce the risk of fraud or other loss. In Phase 2, we will examine your internal controls to make sure they are properly designed and functioning as intended. This will be accomplished by: ▪▪ Reviewing controls and determining whether they have been placed in operation ▪▪ Assessing the materiality of the various account balances and transaction classes ▪▪ Evaluating the risk factors that could affect the scope of testing Planning and Risk Assessment Weaver and Tidwell, L.L.P Page 17 Proposal for Independent Auditing Services Town of Westlake, Texas Approach to Determining Laws and Regulations Subject to Testing In the course of planning the engagement, we will obtain an understanding of the effects of laws and regulations that have a direct and material effect on the determination of amounts in the financial statements. These steps will be taken to determine laws and regulations subject to audit tests: ▪▪ Discuss applicable laws and regulations with Town representatives and legal counsel, if indicated ▪▪ Utilize information from prior-year work papers ▪▪ Review certain grants and contracts ▪▪ Obtain written representations from management Assessment of IT System Controls Due to the anticipated size and scope of the Town’s computerized EDP function, we will use Weaver’s IT Advisory group to assist with the audit. This group will lead EDP testing. Weaver has significant experience providing auditing and advisory services related to other major financial and business systems. Our procedures for evaluating the security and integrity of EDP systems typically include procedures to validate system settings and user authorizations. A well-thought-out, scalable design of IT general and system controls at the process, transaction or application level is vital to an effective system of control. We will focus on business areas that are mission- critical—areas that may impact your ability to perform financial reporting or continue operations. While we utilize a variety of frameworks and standards in conducting specific IT application and security audits, Control Objectives for Information and Related Technology (COBIT) provides us with a comprehensive approach and methodology underlying all of our IT audit engagements and allows us to us focus on the specific requirements. We apply the COBIT framework in planning, executing and reporting the results of our IT related services. Audit Sampling The nature and size of the Town’s operations will require us to design procedures to include sampling applications. All sampling will be performed in accordance with AU Section 530 and the AICPA audit guide, “Audit Sampling.” Sampling applications will be used for these areas: ▪▪ Tests of accounting controls ▪▪ Tests of controls over compliance requirements of major federal programs ▪▪ Tests of compliance with major federal program requirements ▪▪ Substantive tests of account-balance details Depending on the strength of your internal control structure, we may be able to rely on those controls to reduce the amount of substantive testing. In that case, we must first design tests of those controls. Randomly selected transactions will be evaluated based on nonstatistical methods for attribute sampling. The tests of controls, if any, are to be performed during interim fieldwork. The need for tests of controls for transaction cycles will be determined by our evaluation of the design and effectiveness of your accounting controls. We expect to use nonstatistical and probability-based sampling. Sample sizes depend on the characteristics of your data and cannot be determined in advance. However, we expect to test controls over cash disbursements, purchasing bids, payroll, journal entries, utility billings (water and sewer) and similar areas. Weaver and Tidwell, L.L.P Page 18 Proposal for Independent Auditing Services Town of Westlake, Texas Final Fieldwork Phase 3: Final Fieldwork After you complete the year-end closing of accounts, our team will begin final fieldwork. This is the time when we perform most of the substantive tests on your data and prepare our audit work papers. During this time, the auditors will: ▪▪ Perform audit tests and complete preparation of audit work papers ▪▪ Complete audit programs, procedures and conclusions ▪▪ Discuss audit findings and adjusting entries with management ▪▪ Obtain your representations and attorney letters Throughout this phase—and throughout our entire relationship with you—Weaver will remain in close communication with your management. Our goal is a “no-surprises” audit. Therefore, whenever there is a question or a potential issue, we will immediately bring it to your attention, seek your confirmation of the data, and ask about any relevant circumstances. Substantive Procedures Weaver determines the audit approach and the specific procedures performed for various financial statement accounts and transactions (e.g., cash and investments, long-term debt, etc.) based on our experience with similar entities. We tailor these procedures to your specific accounting system and controls in order to perform the audit thoroughly and efficiently. The financial objectives of these procedures are to provide reasonable assurance that you will be able to accurately process, summarize and report financial data consistent with management’s assertions. Those assertions cover classes of transactions, year-end account balances, and presentation and disclosure of financial data. Analytical Procedures During your audit, we examine more than pieces of data in isolation. We also analyze the interrelationships of financial and nonfinancial data. Our extensive use of analytical procedures offers a natural extension to the process of understanding Town operations. As we develop this understanding, we determine what ratios, relationships, and internal or external data management tools will be useful in identifying and monitoring risks. The exact analytical procedures performed for the Town will be determined during the planning process, after we have examined your accounting systems and operations. Common procedures include trend analysis, ratio analysis, and predictive or “reasonableness” tests. For example, depending on the specifics of your data and processes, we may: ▪▪ Compare financial information with comparable prior periods, taking into account any known or expected changes. For example, we will compare revenues and expenditures with comparable previous periods and balances, looking for unexpected variations ▪▪ Compare actual with anticipated results (for example, budget-versus-actual comparison of revenues and expenditures) ▪▪ Evaluate relationships among different elements within the period, such as receivables in relation to billings, or revenues in relation to costs ▪▪ Analyze financial information in light of relevant nonfinancial information (growth, political changes, new regulatory requirements, etc.) ▪▪ Perform automated data analysis (data mining) using audit command language (ACL) and similar tools Weaver and Tidwell, L.L.P Page 19 Proposal for Independent Auditing Services Town of Westlake, Texas Use of Technology in the Audit Weaver uses cutting-edge electronic technology to improve our efficiency throughout the audit process. We were one of the first CPA firms to adopt the paperless environment. Now, over years of practice, we have organized our system to create the most efficient workflow. Our paperless audit file product, CCH engagement, is used to store, review and track all items related to the engagement. In addition, our staff is skilled at using common software programs such as Excel, Access, and Crystal Reports when those tools are called for. As our client, you will have access to a portal system to exchange files—no matter how large—in a secure environment. Our portal allows both teams to store files for instant, secure access, creating a virtual private network where the audit team can collaborate with you. We use data-mining software that can analyze any size and number of records. We are able to perform analytical reviews, review general ledger information, import trial balances, review check registers, and examine various other data obtained during the audit efficiently and effectively using ACL. Marlon Williams, who leads Weaver’s work using technology in audits, is one of a very few ACL Certified Data Analysts (ACDAs) in the state of Texas. Finally, Weaver uses an instant messaging client that enables our engagement team members at different locations to discuss work papers with supervisory personnel to look at documents together or review findings no matter where they are physically. Data Extraction Software (Data Mining) Weaver uses ACL, a data extraction application used as an investigative audit tool, during our audit engagements. ACL enables us to identify transactions with a higher-than-normal risk for errors or irregularities. With this tool, we can analyze all transactions in a data file for particular attributes defined by the auditor, efficiently identifying transactions that warrant further review and testing. Typically, we use ACL to test attributes of payroll transactions, purchasing and bidding compliance, purchase cards, and compliance with finance policies as well as other specific transactions identified during the planning process. Marlon Williams, ACL Certified Data Analyst (ACDA) and the partner in charge of Weaver Analytics, will be part of the Town’s engagement team to help plan and execute these advanced analytical procedures over your data. Phase 4: Financial Review and Quality Control Weaver has built multi-layered quality assurance processes into its audit methodology. These layers give us repeated opportunities to check each other’s work; they also ensure that the engagement partner and technical review partner are closely involved with your audit. After fieldwork is complete, the engagement partner will review the entire engagement, with particular attention to significant audit areas. In addition, the draft report and work papers will be reviewed by the technical review partner, with the work papers available, to determine the completeness with which the engagement has been performed. The auditor’s review will determine whether judgments made by others are reasonable in relation to the supporting data and to generally accepted accounting principles, auditing standards, government auditing standards and firm policy. We discuss and confirm our findings with appropriate Town staff whenever we discover an area of potential concern. In addition, we will review draft findings and recommendations with you throughout the engagement. At the reporting stage, there should be no surprises. Financial Review and Quality Control Weaver and Tidwell, L.L.P Page 20 Proposal for Independent Auditing Services Town of Westlake, Texas Review and quality control tasks include: ▪▪ Engagement partner review of all work papers to ensure compliance with technical standards ▪▪ Technical review of all work papers ▪▪ Performing any final analytical procedures ▪▪ A client conference to review financial statements, the auditor’s opinion and preliminary management letter comments ▪ Obtaining written representations from management Phase 5: Reporting Throughout the audit, if we become aware of irregularities or illegal acts, we will make an immediate, written report of those acts to the Town Council and management. After our internal reviews have confirmed that the audit is accurate and complete, you have reviewed the draft reports, and we have incorporated your management responses and related information, Weaver will issue the final audit documents, in both hard copy and electronic form: ▪▪ A report on the fair presentation of the Town’s financial statements in conformity with U.S. generally accepted accounting principles (GAAP), including an opinion on the fair presentation of the supplementary schedule of expenditures of federal awards in relation to the audited financial statements (10 copies) ▪▪ A report on the fair presentation of the Westlake Academy’s financial statements in conformity with GAAP (10 copies) ▪▪ A report on the fair presentation of the Westlake Academy Foundation’s financial statements in conformity with GAAP (15 copies) ▪▪ Separate reports on the fair presentation of the financial statements of the Texas Student Housing Authority (TSHA), TSHA Ball Park Austin Project, TSHA Town Lake Austin Project, TSHA College Station Project, and TSHA The Ridge at North Texas Project, in conformity with GAAP (10 copies each) ▪▪ A report on internal control over financial reporting and on compliance and other matters based on an audit of financial statements performed in accordance with government auditing standards for each entity (except the Westlake Academy Foundation) ▪▪ A report on compliance with laws, regulations, and grant requirements and on internal control over compliance applicable to each major federal and state award program in accordance with the U.S. Office of Management and Budget Circular A-133, if required ▪▪ Report to the Town Council and component unit governing boards and a management letter, if necessary Our final reports on compliance and internal controls will detail any “significant deficiencies” in internal control (as defined by GAGAS) found during the audit. Significant deficiencies that are also material weaknesses will be identified as such in the report. Lesser deficiencies will be reported in a separate letter to management. Weaver will present our findings to the parties designated by the Town. At that time, we will explain our findings, present practical recommendations for improvement (if needed), and answer your questions. After the end of the engagement, your engagement partner and manager will remain accessible to answer your questions and help you prepare for the next audit. The engagement partner and audit manager will also bring these reports to meetings as requested, including audit committees, governing boards, or managers and administrators. This provides your leaders with the opportunity to ask questions directly and enables us to explain our recommendations and any unusual findings. Reporting Weaver and Tidwell, L.L.P Page 21 Proposal for Independent Auditing Services Town of Westlake, Texas We will assure ourselves that the audit committees or governing boards are informed of the following information, as well as any other items required by audit standards: 1. The auditor's responsibility under generally accepted auditing standards and government auditing standards 2. Significant accounting policies 3. Management judgments and accounting estimates 4. Significant audit adjustments 5. Other information in documents containing audited financial statements 6. Disagreements with management 7. Management consultation with other accountants 8. Major issues discussed with management prior to retention 9. Difficulties encountered in performing the audit 10. Auditor’s judgments about accounting principles Weaver will address our findings to the Honorable Mayor and members of Town Council, the Audit Committee, the Town Manager and Finance Director. We will also address any findings related to the Academy and Foundation to the Academy board, and any findings related to the TSHA and/or individual projects to the TSHA Executive Director. At that time, we will explain our findings, present practical recommendations for improvement (if needed), and answer your questions. After the end of the engagement, your engagement partner and manager will remain accessible to answer your questions and help you prepare for the next audit. The engagement partner and audit manager will also bring these reports to meetings as requested, including audit committees, the governing boards, or managers and administrators. This provides your leaders with the opportunity to ask questions directly and enables us to explain our recommendations and any unusual findings. Record Retention Weaver will retain all working papers and reports, at our own expense, for at least five years from the report date. We will make these documents and working papers available, on request, to authorized parties or their designees, including successor auditors. Otherwise, we will protect them as confidential information. Weaver and Tidwell, L.L.P Page 22 Proposal for Independent Auditing Services Town of Westlake, Texas Staff Segmentation The following table includes the hours necessary to complete audits for the Town, Academy, Foundation, and Texas Student Housing Authority entities. Planning and Risk Assessment Control Testing and Single Audit/ Preliminary Field Work Final Field Work/ Financial Audit Financial Review, Quality Assurance, Reporting and Presentations Total Partner(s) 10 5 10 30 55 Senior Manager(s) 10 10 40 30 90 Senior Associate(s) 25 25 110 20 180 Associate(s) 15 50 195 0 260 Total 60 90 355 80 585 *Due to the interwoven nature of activities in Phases 4 and 5 of our audit methodology, these phases have been combined for the purposes of depicting hourly segmentation. Weaver and Tidwell, L.L.P Page 23 Proposal for Independent Auditing Services Town of Westlake, Texas Potential Audit Problems Based on the information provided by the Town, we do not anticipate any audit problems. Technical Assistance and Education Offered Our Clients Your engagement partner and management remain available to the Town throughout the year to answer questions. We also provide timely technical updates and consultation to ensure that you have the guidance and services necessary to help meet your changing needs over time. Weaver’s most immediate and ongoing professional development and technical assistance offered to clients occurs in the course of our work with you, during the audit and throughout the year. Our partners and managers will inform you of pending regulations and requirements, evolving industry standards and new best practices as we become aware of them. Additionally, we are available for technical accounting questions as needed at any time. Weaver routinely offers half-day to full-day continuing professional education (CPE) classes to targeted sectors of our client base, including governmental entities. These classes are led by the dedicated, industry- specific, professionals within our firm. We offer them at no cost to you; these opportunities are part of our commitment to add value to the Town. Weaver is a registered provider of CPE to the Texas Society of CPAs and these classes count as CPE hours for Texas-licensed CPAs. Please plan now to attend Weaver’s Free CPE Day, which is targeted specifically to the concerns of cities and other governmental entities. The North Texas session is planned for August 7, 2014, and we will send formal invitations in July. “Senior manager John DeBurro has always made himself available to us, not just during the field work of our audit, but all year long. Sometimes he feels more like a mentor than an auditor!” - CFO, Weaver Municipal Audit Client Weaver and Tidwell, L.L.P Page 24 Proposal for Independent Auditing Services Town of Westlake, Texas Tax Approach Simply complying with all of the current tax laws is a challenge for many organizations, but it is only one step in our approach to providing tax services. We also work to identify emerging tax issues and represent you before the IRS as your organization needs our assistance. We accomplish this by: ▪▪ Offering the highest quality of prompt, professional, and technically innovative advice ▪▪ Building and maintaining close client relationships to ensure we consistently provide tax solutions that are of the greatest benefit to you We also understand the importance of communication, with you and the tax authorities, and integrate it throughout every step of the process. We believe consistent and structured communication throughout the year is the key to a smooth tax return process. Tax partner Ira Nevelow, who leads tax compliance and planning services for many local nonprofit organizations, will work with you to help ensure that all state and national requirements are met and the Academy Foundation is prepared for looming changes. Form 990 Tax exempt organizations are required to file IRS Form 990. While there is no tax liability to consider there are numerous responses that if not answered correctly can draw IRS scrutiny. In addition, Form 990 is a public record and is available for viewing by potential donors and other interested parties. Proper completion of the form can be an important tool to market the organization. Weaver provides tax planning, tax return preparation and IRS representation services for approximately180 Form 990 filers and 75 private foundations. Weaver employs tax professionals who utilize their experience and judgment to prepare your Form 990 with both your donors and the IRS in mind. Our reputation is one of varied and in-depth experience, even during times of complicated tax reform. You can be confident that your best interests will be addressed faithfully and accurately. TAX SERVICES FOR NONPROFIT COMPONENT UNITS •• Prepare tax returns for nonprofit organizations and split interest trusts •• Identify areas of tax exposure, such as unrelated business income or excise taxes •• Consult regarding proper reporting to donors of the tax- deductible portion of their gifts •• Help organizations best utilize their chart of accounts and their accounting software’s report writing abilities to capture financial information in the format required for tax reporting •• Assist with special projects, such as accounting policy development and implementation or accounting software set up Weaver and Tidwell, L.L.P Page 25 Proposal for Independent Auditing Services Town of Westlake, Texas Proposed Schedule A preliminary, high-level schedule is provided below, based on our understanding of your needs and the work plan described in this proposal. We are committed to meeting the timelines indicated in the RFP. During the initial planning stage, we will work with you to finalize detailed, mutually agreeable schedules and the timing for receipt of information being provided by the Town. Adjustments can be made at that time to accommodate your needs, preferences and staff availability. The schedule may also be affected by any findings made during initial fieldwork. Town of Westlake Weaver and Tidwell, L.L.P Page 26 Proposal for Independent Auditing Services Town of Westlake, Texas Westlake Academy and Foundation Texas Student Housing Authority and TSHA Projects Weaver and Tidwell, L.L.P Page 27 Proposal for Independent Auditing Services Town of Westlake, Texas Concluding Remarks Weaver offers deep qualifications in all the areas most important to the Town: ▪ Recognized knowledge and experience in governmental auditing, both by the firm as a whole and by your specific audit team ▪ Experience with component units, charter schools, and nonprofit tax reporting ▪ Excellent track record of success helping clients receive the GFOA Certificate of Achievement for Excellence in Financial Reporting ▪ Local presence and responsive service ▪ Competitive fees What else makes Weaver special? Offering the resources of a national or international firm without the excessive fees Our local headquarters, combined with strategic national and international affiliations, allows us to offer you the resources of a large firm without the fees required to support national or international overhead. Committed to your complete satisfaction The only goal you can’t accomplish is the one you don’t go after! Our mission is to help you identify and achieve your financial goals. As such, we promise to deliver professional services that add measurable value. Providing unmatched client service Members of your engagement team, including senior management, will communicate with you in a timely and courteous manner all year long, not just during your engagement. As a firm and as individuals, we place great value on building long- term relationships, and providing outstanding service is one way we accomplish this. Understanding your needs As your professional services provider, we have a responsibility to learn your business and understand your needs. To accomplish this, we utilize comprehensive, industry-specific research tools to identify and address the issues facing you. Recognizing knowledge is power Each member of our client-serving staff participates in a rigorous program of continuing professional education so we can help you translate complex information into knowledge, and knowledge into decisions. We also have several specializations represented within the firm, including accredited business valuators, accredited estate planners, certified financial planners, certified fraud examiners, certified profit enhancement consultants, licensed attorneys and personal financial specialists. Taking a proactive stance on your behalf We strive to help you reach your financial goals, seize the opportunities and conquer the challenges along the way. Weaver works to keep you informed of changes in the law or services we can offer that will help you meet your goals. In addition to accounting, audit, tax and advisory services, we offer numerous specialized services, including some focused on specific industries. Weaver and Tidwell, L.L.P Page 28 Proposal for Independent Auditing Services Town of Westlake, Texas GFOA and CAFR Experience The firm is the auditor of more than 40 entities who have regularly receive the GFOA Certificate of Achievement (not all of whom are listed). We understand the reporting requirements of the GFOA and have the knowledge to help you with the reporting required. Nine Weaver staff members are currently members of the Special Review Committee of the GFOA that evaluate CAFRs for eligibility with Certificate of Achievement Program requirements. Weaver maintains internal quality control standards that will help ensure the Town’s receipt of the Certificate of Achievement. We conduct the following procedures: ▪▪ The CAFR goes through an initial review to ensure it agrees to the working trial balances that were audited. ▪▪ Once it is determined that all schedules agree to the trial balance (and to other schedules or notes within the report, where applicable), the CAFR is reviewed in relation to the GFOA checklist, financial disclosure checklist, MD&A checklist, and financial reporting checklist. Any suggestions/comments noted during our reviews will be communicated to Town staff. ▪▪ Prior-year GFOA comments are reviewed with the staff to ensure they are appropriately addressed during the preparation of the CAFR. ▪▪ The revised report is then reviewed by our staff for grammatical, format and other technical issues that may not have been observed during the first review. Our Involvement in the GFOA Jerry Gaither, audit partner, and John DeBurro, audit senior manager, are both members of the GFOA. Including them, nine Weaver professionals are members of the Special Review Committee, including: ▪▪ Jerry Gaither, partner ▪▪ James Fitts, partner ▪▪ Kevin Sanford, partner ▪▪ Adam McCane, partner ▪▪ John DeBurro, senior manager ▪▪ Sara Dempsey, senior manager ▪▪ Sarah Roberts, manager ▪▪ Greg Peterson, manager ▪▪ Jackie Gonzalez, manager Jerry Gaither is also a Certified Government Financial Manager and a former member of the Technical Issues Committee of the AICPA as liaison to the Governmental Accounting Standards Board. This not only provides him with knowledge of new governmental standards before enactment, but also a role in helping shape those standards. Weaver and Tidwell, L.L.P Page 29 Proposal for Independent Auditing Services Town of Westlake, Texas Cost of Services Schedule Weaver prides itself on offering the capabilities of a much larger firm without the expense. With our streamlined operations, we can provide the knowledge and experience you need, combined with a personal touch and individual attention. One of the most important factors in Weaver’s ability to perform cost-efficient services is our function- specific approach to rendering professional services. Weaver can field a team with experience at every level. As a result, we can apply staff time at the most cost-effective levels and rates. All-Inclusive Maximum Price Service FY2014 FY2015 FY2016 FY2017 FY2018 Financial audit for the Town of Westlake for the fiscal year ending September 30 $27,000 $27,675 $28,350 $29,050 $29,750 Financial audit for the Westlake Academy for the fiscal year ending August 31 $12,500 $12,800 $13,100 $13,400 $13,750 Preparation of IRS Form 990 for the Westlake Academy Foundation for the fiscal year ending August 31 $500 $525 $550 $575 $600 Financial audit for the Westlake Academy Foundation for the fiscal year ending August 31 $3,500 $3,600 $3,700 $3,800 $3,900 Financial audit for Texas Student Housing Authority for the fiscal year ending August 31 $5,000 $5,125 $5,250 $5,375 $5,500 Financial audit for Texas Student Housing Authority, Ballpark Austin Project, for the fiscal year ending August 31 $10,000 $10,250 $10,500 $10,750 $11,000 Financial audit for Texas Student Housing Authority, the Ridge at North Texas Project, for the fiscal year ending August 31 $10,000 $10,250 $10,500 $10,750 $11,000 Financial audit for Texas Student Housing Authority, Town Lake Austin Project, for the fiscal year ending August 31 $10,000 $10,250 $10,500 $10,750 $11,000 Financial audit for Texas Student Housing Authority, College Station Project, for the fiscal year ending August 31 $10,000 $10,250 $10,500 $10,750 $11,000 TOTAL $88,500 $90,725 $92,950 $95,200 $97,500 Weaver and Tidwell, L.L.P Page 30 Proposal for Independent Auditing Services Town of Westlake, Texas Our Investment in the Engagement A considerable amount of time is required during the first year of any engagement to train and familiarize staff with the nuances of your accounting and operations and to create necessary plans, programs and internal documents. Weaver will provide these hours of service without charge, as an investment in building a long-term relationship with you. Out-of-Pocket Expenses Weaver will not bill any additional costs for travel, lodging, subsistence or other expenses. The all-inclusive fee includes expenses. Additional Services If the Town requests additional services outside the established scope of work, Weaver will first discuss the services and associated costs with you. The costs will be negotiated based upon the timing of the work and skill level required. Determining Fees Although hourly rates are a convenient measure of effort and therefore costs, Weaver considers many factors to arrive at a fair and competitive fee. Such factors include the timing of the work, availability of professionals with suitable experience, associated risk factors, characteristics of the prospective client and its operations and our interest in working with that client. The fee proposal offered here was developed with all of these factors in mind. Manner of Payment Weaver will submit monthly invoices based on hours of work completed. Weaver and Tidwell, L.L.P Page 31 Proposal for Independent Auditing Services Town of Westlake, Texas Appendix A: Engagement Team Resumes Weaver and Tidwell, L.L.P Page 32 Proposal for Independent Auditing Services Town of Westlake, Texas Jerry L. Gaither, CPA, CGFM Partner-in-Charge, Public Sector Services Partner, Assurance Services Professional Experience ▪ More than 36 years of public accounting experience ▪ Extensive experience in the government and nonprofit industries providing financial audits, risk advisory services, forensic and litigation accounting support and consulting ▪ Directs Weaver’s strategic plans for the public sector practice, including the development of staff training, audit methodology and market development ▪ Develops Weaver’s audit methodologies for financial auditing of government entities including cities, regional governments and public school districts, providing single audits meeting the requirements of the U.S. Office of Management and Budget (OMB) A-133 ▪ Engagement partner for four of the 25 largest Texas cities and three of the 15 largest Texas school districts ▪ Serves as audit engagement partner for school districts with total assets up to $1.5 billion and total revenues up to $825 million ▪ Serves as audit engagement partner for governmental entities with government wide assets up to $1.3 billion and government wide revenues up to $350 million Representative Client Experience ▪ City of Allen ▪ City of Azle ▪ City of Carrollton ▪ City of Crowley ▪ City of Desoto ▪ City of Denton ▪ City of Duncanville ▪ City of Frisco ▪ City of Grand Prairie ▪ City of Greenville ▪ City of Haltom City ▪ City of Highland Village ▪ City of Killeen ▪ City of Lancaster ▪ City of Lewisville ▪ City of McKinney ▪ City of Rockwall ▪ City of Rowlett ▪ City of Sachse ▪ City of University Park ▪ Town of Addison ▪ Town of Highland Park ▪ Town of Little Elm ▪ Town of Trophy Club ▪ Town of Westlake ▪ Birdville ISD ▪ Carrollton–Farmers Branch ISD ▪ Fort Worth ISD ▪ Duncanville ISD ▪ Highland Park ISD ▪ Hurst-Euless-Bedford ISD ▪ Irving ISD ▪ Lancaster ISD ▪ Lewisville ISD ▪ Mansfield ISD ▪ Mesquite ISD ▪ Richardson ISD ▪ Plano ISD ▪ North Central Texas Council of Governments ▪ Central Texas Council of Governments ▪ Central Texas Workforce Development Board ▪ Greenville Electric Utility ▪ Texas Municipal Power Agency Weaver and Tidwell, L.L.P Page 33 Proposal for Independent Auditing Services Town of Westlake, Texas Jerry L. Gaither, continued Professional Involvement and Recognition ▪ Member, American Institute of Certified Public Accountants (AICPA) ▪ Member, Texas Society of Certified Public Accountants (TSCPA), Dallas chapter ▪ Member, Association of Government Accountants (AGA) ▪ Member, AICPA Government Audit Quality Center (GAQC) ▪ Member, Special Review Committee, Government Finance Officers Association of Texas (GFOAT) (More than 30 years) ▪ Associate Member, Association of School Business Officials (ASBO), Former member, Panel of Review ▪ Former Member, Technical Issues Committee to AICPA as a liaison to the Government Accounting Standards Board ▪ Former member, Strategic Planning committee, Town of Addison ▪ Former member, Charter Review committee, Town of Addison Education and Certifications ▪ Certified Public Accountant, Texas ▪ Certified Government Financial Manager, AGA ▪ Bachelor of Business Administration, Accounting, Texas Christian University ▪ Currently meets continuing professional education required by Generally Accepted Government Auditing Standards and Texas State Board of Public Accountancy Weaver and Tidwell, L.L.P Page 34 Proposal for Independent Auditing Services Town of Westlake, Texas Shawn M. Parker, CPA Partner-in-Charge, Dallas Assurance Services Professional Experience ▪▪ More than 25 years of experience in public accounting, including more than 16 years with Weaver ▪▪ Focus on auditing and accounting for government entities including water districts, municipalities and school districts, as well as employee benefit plans, closely held businesses and nonprofit organizations ▪▪ Industry experience includes government, estates and trusts, manufacturing/distribution, construction, healthcare and staffing services Representative Client Experience ▪▪ City of Cedar Hill ▪▪ City of Southlake ▪▪ Mesquite Independent School District ▪▪ North Texas Municipal Water District ▪▪ Trinity River Authority ▪▪ Town of Trophy Club ▪▪ Trophy Club Municipal Utility District ▪▪ Central Texas Workforce Development Board ▪▪ Central Texas Council of Governments ▪▪ North Central Texas Council of Governments Professional Involvement and Recognition ▪▪ Member, Texas Society of Certified Public Accountants (TSCPA), Dallas chapter ▪▪ Member, American Institute of Certified Public Accountants (AICPA) ▪▪ Member, Special Review Committee, Government Finance Officers Association (GFOA) ▪▪ Member, Nebraska Society of Certified Public Accountants (NSCPA) Education and Certifications ▪▪ Certified Public Accountant, Texas ▪▪ Bachelor of Science, University of Nebraska at Kearney ▪▪ Currently meets continuing professional education required by Generally Accepted Government Auditing Standards, and the Texas State Board of Public Accountancy Weaver and Tidwell, L.L.P Page 35 Proposal for Independent Auditing Services Town of Westlake, Texas John DeBurro, CPA Senior Manager, Audit Services Professional Experience ▪ Seventeen years of experience in public accounting ▪ Practice emphasis in accounting and auditing for governmental and nonprofit entities, including municipalities, public school districts, counties, municipal power agencies, and transportation districts. ▪ Manages the annual financial audit for four governmental entities with government-wide net position in excess of $200 million ▪ Prepares the CAFR and A-133 single audit report, state single audit report, and accountant’s reports on debt coverage ratios, when applicable, for approximately seven entities, all of which receive the GFOA award ▪▪ Supervises and reviews the work of engagement team staff ▪▪ Researches proper accounting for complex transactions and assists clients with implementation of new accounting standards Representative Client Experience ▪▪ City of Denton ▪▪ City of Southlake ▪▪ City of McKinney ▪▪ City of Frisco ▪▪ City of Greenville ▪▪ City of Lewisville ▪▪ City of Wylie ▪▪ City of Midlothian ▪▪ Town of Little Elm ▪▪ Town of Trophy Club ▪▪ Plano ISD ▪▪ Frisco ISD ▪▪ Cedar Hill ISD ▪▪ Highland Park ISD ▪▪ Wylie ISD ▪▪ Texas Municipal Power Agency ▪▪ Texas Coalition for Affordable Power ▪▪ Reeves County Professional Involvement and Recognition ▪▪ Member, Texas Society of Public Accountants and its Dallas chapter ▪▪ Member, American Institute of Certified Public Accountants ▪▪ Member, Government Finance Officers Association ▪▪ Member, Government Finance Officers Association of Texas ▪▪ Member, Special Review Committee of the Government Finance Officers Association (GFOA) ▪▪ Member, Planning Committee, Texas School Districts Annual Accounting and Auditing Conference Weaver and Tidwell, L.L.P Page 36 Proposal for Independent Auditing Services Town of Westlake, Texas John DeBurro, continued Presentations and Publications ▪▪ Speaker, Texas School Districts Annual Accounting and Auditing Conference, “GASB Update,” June 2013 and 2014, San Antonio, Texas ▪▪ Speaker, GFOAT Spring Institute, “Cash Flow Statements”, April 2013, Austin, Texas ▪▪ Speaker, GFOAT Fall Conference, “Single Audit / Grants Management Compliance”, October 2012, San Marcos, Texas ▪▪ Speaker, Summer 2012 Conference, GASB Update, June 2012, Allen, Texas ▪▪ Speaker, GFOAT Fall Conference, “Intermediate Government Accounting”, November 2011, Conroe, Texas ▪▪ Speaker, Annual Weaver CPE Event, “GASB 54”, “GASB Update,” 2011–2013 ▪▪ Speaker, Texas School Districts Annual Accounting and Au diting Conference, “Audit Findings under OMB Circular A-133 and GAS”, June 2010, San Antonio, Texas ▪▪ Speaker, GFOAT Spring Institute, “Accounting for Capital Assets: Using the New GFOA Manual”, April 2010, Austin, Texas Education and Certifications ▪▪ Certified Public Accountant, Texas ▪▪ Bachelor of Business Administration, University of New Hampshire ▪▪ Master of Science, New Hampshire College ▪▪ Currently meets continuing professional education required by Generally Accepted Government Auditing Standards and Texas State Board of Public Accountancy Weaver and Tidwell, L.L.P Page 37 Proposal for Independent Auditing Services Town of Westlake, Texas Meredith Churchill, CPA Senior Associate I, Audit Services Professional Experience ▪ Three years of experience in public accounting ▪ Practice emphasis in accounting and auditing for a wide array of nonpublic, nonprofit, and governmental entities including private foundations and schools, real estate management and investment companies, communication device providers, school districts, cities, and employee benefit plans ▪ Plans and performs audits in accordance with generally accepted auditing standards (GAAS), and with the Single Audit Act and OMB Circular A-133, where applicable, to the aforementioned entities. ▪ Supervises and reviews the work of engagement team staff ▪ Supervises the annual audits of nonpublic companies with total assets up to $53 million and revenues of $100 million ▪ Supervises the annual audits of employee benefit plan options with up to $13 million in net assets ▪ Performs the annual audit of cities and school districts with more than $1 billion in assets and $29 million in annual net income Representative Client Experience ▪ City of Denton, Texas ▪ City of Wylie, Texas ▪ Town of Addison, Texas ▪ Highland Park ISD ▪ Denton County Fresh Water Supply Districts Professional Involvement ▪ Member, Texas Society of Certified Public Accountants (TSCPA) Education and Certifications ▪ Certified Public Accountant, Texas ▪ Bachelor of Science in Accounting, Abilene Christian University ▪ Masters of Business Administration with a focus in Accounting, Abilene Christian University ▪ Currently meets continuing professional education required by Generally Accepted Government Auditing Standards and Texas State Board of Public Accountancy Weaver and Tidwell, L.L.P Page 38 Proposal for Independent Auditing Services Town of Westlake, Texas Ira L. Nevelow, CPA, AEP, JD Partner-in-Charge, Estate, Gift and Trust Taxation Services Professional Experience ▪ More than 30 years of experience in public accounting with concentrations in taxation of estates and trusts, nonprofit organizations and individuals ▪ Extensive experience working with individuals to strategically manage tax compliance responsibilities related to business and personal matters, including gift and estate planning and Texas separate property issues as a result of divorce ▪ Counsels nonprofit organizations regarding compliance responsibilities, unrelated business income, private foundation excise tax and gift substantiation issues ▪ Provides individual and business Internal Revenue Service proceeding representation ▪ Significant experience providing tax and financial consulting to privately-held and owner- managed businesses in a variety of industries, including investment partnerships, professional services organizations and real estate entities Representative Client Experience ▪▪ America Can! ▪▪ Dallas Lighthouse for the Blind ▪▪ Senior Citizens of Greater Dallas ▪▪ Community Council of Greater Dallas ▪▪ St. Paul Medical Foundation ▪▪ YWCA of Metropolitan Dallas Professional Involvement and Recognition ▪ Member, Texas Society of Certified Public Accountants (TSCPA) o Member, Nonprofit Organizations Conference committee o Former Chairman, Taxpayer Education committee, Dallas chapter ▪ Member, Gulf States Area TEGE (Tax Exempt and Governmental Entities) Council ▪ Member, American Institute of Certified Public Accountants (AICPA) ▪ Member, State Bar of Texas and Dallas Bar Association Education and Certifications ▪ Certified Public Accountant, Texas ▪ Accredited Estate Planner ▪ Licensed Attorney, Texas ▪ Juris Doctor, University of Houston ▪ Bachelor of Business Administration, Accounting, The University of Texas at Austin ▪ Currently meets continuing professional education required by the Texas State Board of Public Accountancy Weaver and Tidwell, L.L.P Page 39 Proposal for Independent Auditing Services Town of Westlake, Texas Marlon B. Williams, CPA, ACDA Partner, Assurance Services Professional Experience ▪▪ More than 17 years of experience in public accounting ▪▪ Leads the Weaver Analytics practice group, developing sophisticated data-mining and automated tools that can identify anomalies and potential areas of concern in large volumes of electronic data ▪▪ Directs Weaver’s use of ACL, a software tool used to analyze financial and other data during audits ▪▪ Practice emphasis in auditing and consulting with numerous nonprofit organizations, municipalities and independent school districts ▪▪ Significant experience in accounting and auditing of companies in the manufacturing, wholesale/distribution, financial services and service industries ▪▪ Member of Weaver’s Technical Integration Task Force Representative Client Experience ▪▪ City of Duncanville ▪▪ Garland ISD ▪▪ Irving ISD ▪▪ Allen ISD ▪▪ North Texas Regional Water District ▪▪ Lake Cities Municipal Utility Authority ▪▪ City of Cedar Hill ▪▪ City of Greenville ▪▪ City of Lancaster ▪▪ City of McKinney Professional Involvement and Recognition ▪▪ Member, Texas Society of Certified Public Accountants (TSCPA) ▪▪ Member, American Institute of Certified Public Accountants (AICPA) ▪▪ Member, Texas ACL User Group Education and Certifications ▪▪ Certified Public Accountant, Texas ▪▪ ACL Certified Data Analyst ▪▪ Bachelor of Business Administration, Accounting, Abilene Christian University Weaver and Tidwell, L.L.P Page 40 Proposal for Independent Auditing Services Town of Westlake, Texas Brittany George Teare, CISA Senior Manager, Advisory Services Professional Experience ▪▪ Nearly 10 years of experiencing performing IT audit, security and consulting services, including more than six years of public accounting experience ▪▪ Experience in oversight of the planning and performance of many of Weaver’s most significant IT controls engagements, which have a heavy focus on information security ▪▪ Practice emphasis in internal and external IT audits including risk assessment, planning and execution ▪▪ More than two years of experience in KPMG’s Information Technology Advisory practice and two and a half years with TXU/Capgemini Energy ▪▪ Managed System, Integration and User Acceptance testing activities across multiple project teams for projects sponsored by ERCOT (Energy Regulatory Commission of Texas) involving market participants across Texas while at TXU/Capgemini Energy ▪▪ Responsible for the oversight and management of the development and maintenance of annual IT audit and security project plans for multiple Fortune 500 companies. Additional experience in leading compliance engagement sections/phases, including the documentation of controls design and testing of controls ▪▪ Industry experience includes: technology solutions, utilities, oil and gas, municipalities, telecommunications, financial services, healthcare, food services, banking, government ▪▪ Documented and evaluated (SAP) internal general and application controls for compliance with security policies ▪▪ Oversight and coordination with external auditors and other outside consultants to ensure timely completion of SOX attestation, assistance in planning and coordinating SOX training sessions and SOX planning/status meetings ▪▪ Professional IT experience includes security controls testing performed in SAP, JD Edwards, Oracle Database, UNIX / LINUX, and Microsoft (SQL Server, Windows Server and Active Directory) environments Representative Client Experience ▪▪ Garland ISD ▪▪ City of Denton ▪▪ Baptist General Convention of Texas ▪▪ Frisco ISD ▪▪ City of Fort Worth Professional Involvement and Recognition ▪▪ Board Member, Information Systems Audit and Control Association (ISACA) ▪▪ Member, Institute of Internal Auditors (IIA) ▪▪ Member, AFCOM ▪▪ Member, Metroplex Technology Business Council (MTBC) ▪▪ Steering Committee Member, Cloud Computing Special Interest Group of the MTBC ▪▪ Member, Cloud Security Alliance (CSA) Education and Certifications ▪▪ Certified Information Systems Auditor ▪▪ SAP Certified Consultant ▪▪ Bachelor of Business Administration, Management Information Systems, University of Oklahoma Page 1 of 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP / MYP / DP Meeting Date: August 11, 2014 Staff Contact: Todd Wood Consent Dir. of HR & Administrative Services Subject: Consider a resolution amending the Westlake Academy Personnel Manual for the 2014-2015 school year. EXECUTIVE SUMMARY The Westlake Academy Personnel Manual is a written compilation of the Academy’s employee policies, procedures, and benefits. It is a comprehensive document which must be updated annual in response to changing laws, employment trends, as well as internal changes. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? School policy is a responsibility of the Board of Trustees. Which policy governs this? Previous policy and authority of the Board of Trustees. What addit ional directio n is necessary? Input and questions from the Board of Trustees. FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Staff recommends approval of the proposed policy amendments (contained in exhibit “A”), and their inclusion in the Westlake Academy Personnel Manual. ATTACHMENTS • Redline with proposed policy additions, deletions, and changes shown • Resolution • Exhibit “A” Exhibit “A” Westlake Academy Personnel Manual 2014-2015 Proposed Updates Workload and Work Schedules Professional employees Professional employees and academic administrators are exempt from overtime pay and are employed on a 10-, 11-, or 12 -month basis, according to the work schedules set by the Academy. A school calendar is adopted each year designating the work schedule for teachers and all school holidays. Notice of work schedules including required days of service and scheduled holidays will be distributed each school year. Classroom teachers will have planning periods for instructional preparation and conferences. The schedule of planning periods is at least 450 minutes within each two-week period in blocks not less than 45 minutes. Teachers and librarians are allowed a duty -free lunch period of at least 30 minutes. The Academy may require teachers to supervise students during lunch one day a week when no other personnel are available. Standards of conduct The attitude and behavior of all employees is seen as a direct reflection of Westlake Academy, its programs and policies. Employees should at all times present themselves in such a manner as to promote good will and a favorable attitude of the general public toward Westlake Academy. All employees are expected to work together in a cooperative and professional manner to serve the best interests of the Academy and to be courteous to students, one another, and the public. Expectations of professional conduct for employees include, but are not limited to, the following: • Demonstate professional conduct at all times in the workplace and in public. • Recognize and respect the rights and property of the public, students, and co -workers and maintain confidentiality in all matters relating to students and co -workers. • Report to work according to the assigned schedule. • Follow proper protocols in accordance with the Academy’s policies, procedures, and organizational stucture. • Faithfully perform all assigned duties with high ethical standards. • Notify immediate supervisors in advance (or as early as possible) if they must be absent or late. Unauthorized absences, chronic absenteeism, tardiness, and failure to follow procedures for reporting an absence may be cause for disciplinary action. • Know and comply with all Academy procedures and policies. • Observe all safety rules and regulations and report injuries or unsafe conditions to a super- visor immediately. • Use Academy time, funds, and property for authorized Academy business or activities only. • Discuss or share information related to Academy business to appropriate or authorized parties only. Leaves and absences Westlake Academy offers employees paid and unpaid leaves of absence in times of personal need. This handbook describes the basic types of leave available and restrictions on leaves of absence. Employees who have personal needs that will require long leaves of absence (5 days or more) are required to notify the Human Resources Office as well as their campus administrator or supervisor. When the need for a long leave is foreseeable, employees must provide a 30-day ad vance notice. Employees who take an unpaid leave of absence may continue their insurance benefits at their own expense. Health care benefits for employees on authorized leave under the Family and Medical Leave Act will be paid by the Academy, to the same extent as when the employee is working. Otherwise, the Academy does not make benefit contributions for employees who are on unpaid leave. Local and state personal leave is earned on an annual basis. Regular full-time and part-time employees (as opposed to temporary, substitute or seasonal) earn local and state personal leave, and is available for the employee’s use at the beginning of the school/contract year. If an employee leaves the Academy before the end of the work year, the cost of any unearned leave days already taken shall be deducted from the employee’s final paycheck. Local and state personal leave must be used in full-day or half-day increments. However, if an employee is taking family and medical leave, leave shall be recorded in one-hour increments. Earned comp time must be used before any available paid state personal or local leave. There are currently three categories of accumulated leave that an employee may have: • Local leave • State Personal Leave • State Sick Leave Unless an employee requests a different order, available leave will be used in the following order: • Earned Comp Time • Local Leave • State Leave Employees must follow the Academy procedures to report or request any leave of absence and complete the appropritate form or certification. Local leave Local leave is earned at a rate of one-half workday for each 18.7 days of employment, up to a maximum of five (5) seven (7) days per year . A day of earned local leave is equivalent to an assigned workday. There is no limit on the accumulation of local leave, and local leave is not transferrable to other Texas school districts or education service centers. Local leave can be used only in whole or half -day increments , except when coordinated with family and medical leave taken on an intermittent or reduced- schedule basis, or with Workers’ Compensation benefits. Local leave cannot be combined with scheduled holidays, staff development days, or days scheduled for required testing. Unauthorized absences under this policy will result in payroll deductions for any day(s) missed. State Personal leave State law entitles all employees to five days of paid personal leave per year. Personal leave is available for use a t the beginning of the year. A day of personal leave is equivalent to the number of hours per day in an employee’s usual assignment, whether full-time or part-time. State personal leave accumulates without limit, is transferable to other Texas school districts, and generally transfers to education service centers. Personal leave may be used for two general purposes: nondiscretionary and discretionary. Nondiscretionary: Leave that is taken for personal or family illness, emergency, a death in the family, or active military service is considered nondiscretionary leave. This type of leave allows very little or no advance planning and will be granted to employees in the same manner as sick leave. Discretionary: Leave that is taken at an employee’s discretion and that can be scheduled in advance is considered discretionary leave. An employee wishing to take discretionary personal leave must submit a notice of the request five (5) days in advance of the anticipated absence to the Superintendent his or her principal or supervisor. The effect of the employee’s absence on the educational program, as well as the availability of substitutes, will be considered by the principal or supervisor the Superintendent. Use of discretionary personal leave shall be consider ed granted unless the principal or supervisor notifies the employee to the contrary, within a reasonable period of time prior to the anticipated absence and stating the reason for denial. Discretionary personal leave may not be taken for more than five consecutive workdays except in extenuating circumstances as approved by the principal or supervisor. Discretionary leave shall not be allowed on the day before a school holiday, the day after a school holiday, days scheduled for end-of-semester or end-of-year exams, days scheduled for exams, state tests (ex: STAAR tests), the first or last day of instruction, nor on professional or staff development days, except with prior approval of the principal or supervisor. State Personal leave cannot be combined with scheduled holidays, staff development days, or days scheduled for required testing. Unauthorized absences under this policy will result in payroll deductions for any day(s) missed. Leave Proration: If an employee separates from employment with the Academy before his or her last duty day of the year, or begins employment after the first duty day, state personal leave will be prorated based on the actual time employed. When an employee separates from employment before the last duty day of the school year, the employee’s final paycheck will be reduced by the amount of state personal leave the employee used beyond his or her pro rata entitlement for the school year. State Sick Leave State sick leave accumulated before 1995 is available for use and may be transferred to other school districts in Texas. State sick leave can be used only only in whole or half-day increments, except when coordinated with family and medical leave taken on an intermittent or reduced- schedule basis or when coordinated with workers’ compensation ben-efits. State sick leave may be used for the following reasons only: • Employee illness • Illness in the employee’s immediate family • Family emergency (i.e., natural disasters or life-threatening situations) • Death in the immediate family • Active military service Pest control treatment Employees are prohibited from applying any pesticide or herbicide without appropriate training and prior approval of the integrated pest management (IPM) coordinator. Any application of pesticide or herbicide must be done in a manner prescribed by law and the Academy’s integrated pest management program. Notices of planned pest control treatment will be posted in affected building(s) 48 hours before the treatment begins. Notices are generally located in the Teacher’s lounge. In addition, individual employees may request in writing to be notified of pesticide applications. An employee who requests individualized notice will be notified by telephone, written or electric means. Pest con trol information sheets are available from the Director of Facilities upon request. Emergencies All employees should be familiar with the safety procedures for responding to a medical emergency and the evacuation diagrams posted in their work areas. Emergency drills will be conducted to familiarize employees and students with safety and evacuation procedures. All employees should be familiar with the evacuation routes of their work areas. Fire, tor nado, and other emergency drills will be conducted to familiarize employees and students with evacuation procedures. Fire extinguishers and automatic external defibrillators are located throughout the Academy campus. Employees should know the location of the extinguishers nearest their place of work and how to use them. Employees should know the location of these devices and procedures for their use. Personnel records Most Academy records, including personnel records, are public information and must be released upon request. Employees may choose to have the following personal information withheld: • Address • Phone number, including personal cell phone number • Emergency contact information • Social Security number • Information that reveals whether they have family members • Personal e-mail address The choice to not allow public access to this information may be done at anytime by submitting a written request to withhold personal information. New or terminating employees have 14 days after hire or termination to submit a request. Otherwise, personal information will be released to the public. Hazing Students must have prior approval from the Superintendent or designee for any type of “initiation rites” of a school club or organization. While most initiation rites are permissible, engaging in or permitting “hazing” is a criminal offense. Any teacher, administrator, or employee who observes a student engaged in any form of hazing, who has reason to know or suspect that a student intends to engage in hazing, or has engaged in hazing must report that fact or suspicion to the Superintendent or designee. Administering medication to students Only designated employees can administer prescription medication, nonprescription medication, and herbal or dietary supplements to students. Exceptions apply to the self-administration of asthma medication, medication for anaphylaxis (e.g., EpiPen©), and medication for diabetes management, if the medication is self-administered in accordance with Academy policy and procedures. A student who must take medication during the school day must bring a written request from his or her parent and the medicine, in its original, properly labeled container. Contact the Principal or the school nurse for informati on on procedures that must be followed when administering medication to students. Resolution WA 14-14 Page 1 of 7 WESTLAKE ACADEMY RESOLUTION NO. 14-14 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES AMENDING CURRENT MANUAL AND ADOPTING THE 2014-2015 WESTLAKE ACADEMY PERSONNEL MANUAL. WHEREAS, Westlake Academy recognizes that ongoing updates to the Academy’s personnel manual are necessary to ensure best practices; and, WHEREAS, t he leaders of Westlake Academy desire to promote professionalism, safety, security, and high standards of performance in the workplace; and, WHEREAS, Westlake Academy desires is to provide employees with a personnel manual that reflects the goals and vision of the Academy’s leaders; and, WHEREAS, t he Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the st udents, their parents, and faculty of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: SECTION 1: that, all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That the Westlake Academy Board of Trustees does hereby amends the current manual with the proposed personnel policy additions and changes, attached as Exhibit “A”, and adopts the 2014-2015 Westlake Academy Personnel Manual with the aforementioned additions . SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. Resolution WA 14-14 Page 2 of 7 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 11TH DAY OF AUGUST 2014. ___________________________________ ATTEST: Laura Wheat, President ___________________________ __________________________________ Kelly Edwards, Town Secretary Tom Brymer, Superintendent AP PROVED AS TO FORM: _____________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution WA 14-14 Page 3 of 7 Exhibit “A” Westlake Academy Personnel Manual 2014-2015 Proposed Updates Workload and Work Schedules Professional employees Professional employees and academic administrators are exempt from overtime pay and are employed on a 10-, 11-, or 12 -month basis, according to the work schedules set by the Academy. A school calendar is adopted each year designating the work schedule for teachers and all school holidays. Notice of work schedules including required days of service and scheduled holidays will be distributed each school year. • Classroom teachers will have planning periods for instructional preparation and conferences. The schedule of planning periods is at least 450 minutes within each two-week period in blocks not less than 45 minutes. Teachers and librarians are allowed a duty-free lunch period of at least 30 minutes. The Academy may require teachers to supervise students during lunch one day a week when no other personnel are available. Standards of conduct The attitude and behavior of all employees is seen as a direct reflection of Westlake Academy, its programs and policies. Employees should at all times present themselves in such a manner as to promote good will and a favorable attitude of the general public toward Westlake Academy. All employees are expected to work together in a cooperative and professional manner to serve the best interests of the Academy and to be courteous to students, one another, and the public. Expectations of professional conduct for employees include, but are not limited to, the following: • Demonstate professional conduct at all times in the workplace and in public. • Recognize and respect the rights and property of the public, students, and co-workers and maintain confidentiality in all matters relating to students and co -workers. • Report to work according to the assigned schedule. • Follow proper protocols in accordance with the Academy’s policies, procedures, and organizational stucture. • Faithfully perform all assigned duties with high ethical standards. • Notify immediate supervisors in advance (or as early as possible) if they must be absent or late. Unauthorized absences, chronic absenteeism, tardiness, and failure to follow procedures for reporting an absence may be cause for disciplinary action. • Know and comply with all Academy procedures and policies. • Observe all safety rules and regulations and report injuries or unsafe conditions to a super- visor immediately. • Use Academy time, funds, and property for authorized Academy business or activities only. • Discuss or share information related to Academy business to appropriate or authorized parties only. Resolution WA 14-14 Page 4 of 7 Leaves and absences Westlake Academy offers employees paid and unpaid leaves of absence in times of personal need. This handbook describes the basic types of leave available and restrictions on leaves of absence. Employees who have personal needs that will require long leaves of absence (5 days or more) are required to notify the Human Resour ces Office as well as their campus administrator or supervisor. When the need for a long leave is foreseeable, employees must provide a 30-day advance notice. Employees who take an unpaid leave of absence may continue their insurance benefits at their own expense. Health care benefits for employees on authorized leave under the Family and Medical Leave Act will be paid by the Academy, to the same extent as when the employee is working. Otherwise, the Academy does not make benefit contributions for employees who are on unpaid leave. Local and state personal leave is earned on an annual basis. Regular full-time and part-time employees (as opposed to temporary, substitute or seasonal) earn local and state personal leave, and is available for the employee’s use at the beginning of the school/contract year. If an employee leaves the Academy before the end of the work year, the cost of any unearned leave days already taken shall be deducted from the employee’s final paycheck. Local and state personal leave must be used in full-day or half-day increments. However, if an employee is taking family and medical leave, leave shall be recorded in one-hour increments. Earned comp time must be used before any available paid state personal or local leave. There are currently three categories of accumulated leave that an employee may have: • Local leave • State Personal Leave • State Sick Leave Unless an employee requests a different order, available leave will be used in the following order: • Earned Comp Time • Local Leave • State Leave Employees must follow the Academy procedures to report or request any leave of absence and complete the appropritate form or certification. Local leave Local leave is earned at a rate of one-half workday for each 18.7 days of employment, up t o a maximum of seven (7) days per year. A day of earned local leave is equivalent to an assigned workday. There is no limit on the accumulation of local leave, and local leave is not transferrable to other Texas school districts or education service cent ers. Local leave can be used only in whole or half -day increments, except when coordinated with family and medical leave taken on an intermittent or reduced-schedule basis, or with Workers’ Compensation benefits. Resolution WA 14-14 Page 5 of 7 Local leave cannot be combined with scheduled holidays, staff development days, or days scheduled for required testing. Unauthorized absences under this policy will result in payroll deductions for any day(s) missed. State Personal leave State law entitles all employees to five days of paid personal leave per year. Personal leave is available for use at the beginning of the year. A day of personal leave is equivalent to the number of hours per day in an employee’s usual assignment, whether full-time or part-time. State personal leave accumula tes without limit, is transferable to other Texas school districts, and generally transfers to education service centers. Personal leave may be used for two general purposes: nondiscretionary and discretionary. Nondiscretionary: Leave that is taken for personal or family illness, emergency, a death in the family, or active military service is considered nondiscretionary leave. This type of leave allows very little or no advance planning and will be granted to employees in the same manner as sick leave. Discretionary: Leave that is taken at an employee’s discretion and that can be scheduled in advance is considered discretionary leave. An employee wishing to take discretionary personal leave must submit a notice of the request five (5) days in advance of the anticipated absence to his or her principal or supervisor. The effect of the employee’s absence on the educational program, as well as the availability of substitutes, will be considered by the principal or supervisor. Use of discretionary personal leave shall be considered granted unless the principal or supervisor notifies the employee to the contrary, within a reasonable period of time prior to the anticipated absence and stating the reason for denial. Discretionary personal leave may not be taken for more than five consecutive workdays except in extenuating circumstances as approved by the principal or supervisor. Discretionary leave shall not be allowed on the day before a school holiday, the day after a school holiday, days scheduled for end-of-semester or end-of-year exams, days scheduled for exams, state tests (ex: STAAR tests), the first or last day of instruction, nor on professional or staff development days, except with prior approval of the principal or supervisor. • Leave Proration: If an employee separates from employment with the Academy before his or her last duty day of the year, or begins employment after the first duty day, state personal leave will be prorated based on the actual time employed. When an employee separates from employment before the last duty day of the school year, the employee’s final paycheck will be reduced by the amount of state personal leave the employee used beyond his or her pro rata entitlement for the school year. Resolution WA 14-14 Page 6 of 7 State Sick Leave State sick leave accumulated before 1995 is available for use and may be transferred to other school districts in Texas. State sick leave can be used only only in whole or half-day increments, except when coordinated with family and medical leave taken on an intermittent or reduced- schedule basis or when coordinated with workers’ compensation ben-efits. State sick leave may be used for the following reasons only: • Employee illness • Illness in the employee’s immediate family • Family emergency (i.e., natural disasters or life-threatening situations) • Death in the immediate family • Active military service Pest control treatment Employees are prohibited from applying any pesticide or herbicide without appropriate training and prior approval of the integrated pest management (IPM) coordinator. Any application of pesticide or herbicide must be done in a manner prescribed by law and the Academy’s integrated pest management program. • Notices of planned pest control treatment will be posted in affected building(s) 48 hours before the treatment begins. Notices are generally located in the Teacher’s lounge. In addition, individual employees may request in writing to be notified of pesticide applications. An employee who requests individualized notice will be notified by telephone, written or electric means. Pest con trol information sheets are available from the Director of Facilities upon request. Emergencies All employees should be familiar with the safety procedures for responding to a medical emergency and the evacuation diagrams posted in their work areas. Emergency drills will be conducted to familiarize employees and students with safety and evacuation procedures. Fire extinguishers and automatic external defibrillators are located throughout the Academy campus.. Employees should know the location of these devices and procedures for their use. Personnel records Most Academy records, including personnel records, are public information and must be released upon request. Employees may choose to have the following personal information withheld: • Address • Phone number, including personal cell phone number • Emergency contact information • Information that reveals whether they have family members • Personal e-mail address Resolution WA 14-14 Page 7 of 7 The choice to not allow public access to this information may be done at anytime by submitting a written request to withhold personal information. New or terminating employees have 14 days after hire or termination to submit a request. Otherwise, personal information will be released to the public. Hazing • Student s must have prior approval from the Superintendent or designee for any type of “initiation rites” of a school club or organization. While most initiation rites are permissible, engaging in or permitting “hazing” is a criminal offense. Any teacher, administrator, or employee who observes a student engaged in any form of hazing, who has reason to know or suspect that a student intends to engage in hazing, or has engaged in hazing must report that fact or suspicion to the Superintendent or designee. Administering medication to students • Only designated employees can administer prescription medication, nonprescription medication, and herbal or dietary supplements to students Exceptions apply to the self-administration of asthma medication, medication for anaphylaxis (e.g., EpiPen©), and medication for diabetes management, if the medication is self-administered in accordance with Academy policy and procedures. A student who must take medication during the school day must bring a written request from his or her parent and the medicine, in its original, properly labeled container. Contact the Principal or the school nurse for information on procedures that must be followed when administering medication to students. Page 1 of 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP / MYP / DP Meeting Date: August 11, 2014 Staff Contact: Todd Wood Consent Dir. of HR & Administrative Services Subject: Consider a Resolution authorizing Westlake Academy to renew participation with the ESC Region 11 Benefits Cooperative for the 2014- 2015 school year. EXECUTIVE SUMMARY Westlake Academy expanded and enhanced its employee benefit package by joining the ESC Region 11 Benefits Cooperative in August 2008. The Cooperative, currently serving many school districts consisting of thousands of members, offers Westlake Academy a more comprehensive and competitive benefits package at lower costs. By leveraging the numbers of its members, this program is capable of obtaining products and services more efficiently than the Academy can obtain on its own. It is necessary to renew the Academy’s participation by Interlocal Agreement on an annual basis. This renewal is for the 2014-2015 school year. PLAN DESIRED OUTCOMES High S tudent Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? School policy is a responsibility of the Board of Trustees. Which policy governs this? Previous policy and authority of the Board of Trustees. What additional direction is necessary? Input and questions from the Board of Trustees. FISCAL IMPACT Funded Not Funded N/A There is no additional budgetary impact in renewing participation with the ESC Region 11 Benefits Cooperative. RECOMMENDATION / ACTION REQUESTED/ OPTIONS Staff recommends the Board of Trustees adopt ESC Region 11 Benefits Cooperative Interlocal Resolution and Agreement, renewing Westlake Academy’s participation for the 2014-2015 school year. ATTACHMENTS ESC Region 11 Benefits Cooperative Interlocal Resolution and Agreement Resolution WA 14-15 Page 1 of 3 WESTLAKE ACADEMY RESOLUTION 14-15 EDUCATION SERVICE CENTER REGION 11 BENEFITS COOPERATIVE INTERLOCAL AGREEMENT RESOLUTION AND AGREEMENT. WHEREAS, Westlake Academy, an open-enrollment charter school operated by the Town of Westlake, Texas, (“Participant”) pursuant to the authority granted under Chapter 791 Government Code, as amended, desires to join together with other school districts, charter schools, or governmental entities to participate in employee benefits offered by the Education Service Center Region 11 Employee Benefits Cooperative (the “ESC Region 11 BC”), holding the opinion that participation in these programs will be beneficial to the school district, charter school, or governmental entities and its employees; and, WHEREAS, the ESC Region 11 BC is managed by a committee called the Board of Record that consists of the superintendents or chief executive officers or their designees from each of the Participants in the Coop; WHEREAS, the Board of Trustees finds that the passage of this Resolut ion 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 that Board of Trustees of Participant requests the ESC Region 11 BC to include Westlake Academy as a participant. Participant acknowledges and agrees to the following: 1. The purposes of the ESC Region 11 BC are governmental functions or services that each party to this agreement is authorized to perform individually; 2. Any obligation to pay any fees will come from current revenues available to the Participant; 3. Such fees fairly compensate the parties performing the functions and services under the agreement; 4. This agreement incorporates the Operational Procedures developed by the Board of Record as it currently exists or may be hereafter amended by action of the Board of Record; 5. Participant delegates to the Board of Record authority to modify the Operational Procedures as the Board of Record deems in the best interests of the ESC Region 11 BC; 6. Participant delegates to the Board of Record all purchasing functions related to the purposes of this interlocal agreement to the maximum extent permitted by law; 7. Participant shall comply with the Operational Procedures as established, modified, and/or approved by the Board of Record; 8. The ESC Region 11 BC shall comply with the purchasing requirements for the purchase of personal property and services as required by Chapter 44 of the Education Code and Chapter 791 of the Local Government Code; 9. The term of this agreement shall be one year, from September 1, 2014, to August 31, 2015, and Resolution WA 14-15 Page 2 of 3 10. Participant or the ESC Region 11 BC may terminate Participant’s participation in the ESC Region 11 BC for any reason by giving written notice to the ESC Region 11 BC Board of Record sixty (60) calendar days before the anniversary date of this agreement. 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 agreement for Westlake Academy 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. BE IT FURTHER RESOLVED that the Board of Trustees of Participant authorizes its Superintendent to execute any and all documents and take whatever action necessary to carry out the desires of the Board of Trustees as stated herein. Resolution WA 14-15 Page 3 of 3 I certify that the foregoing is a true and correct copy of the resolution and agreement adopted by the Board of Trustees of Westlake Academy and that the same is reflected in the minutes of the Board meeting held on August 11, 2014. In witness thereof, we hereunto affix our signatures this 11th day of August, 2014. BY: __________________________________ Laura Wheat Signature of School Board or Charter Typed Name of School Board or Charter School Board President School Board President __________________________________ Kelly Edwards Signature of School Board or Charter Typed Name of School Board or Charter School Board Secretary School Board Secretary __________________________________ Thomas Brymer Signature of School Board or Charter Typed Name of School Board or Charter School Superintendent School Board Superintendent Name of Agency: Westlake Academy Address: 2600 JT Ottinger Road Westlake, TX 76262 Name of Contact Person: Todd Wood Phone Number: (817) 490-5711 __________________________________ Wes Eversole Signature of ESC Region 11 BC Board Typed Name of ESC Region 11 BC Board President President __________________________________ William Stokes Signature of ESC Region 11 BC Board Typed Name of ESC Region 11 BC Board Secretary Secretary __________________________________ Dr. Clyde W. Steelman, Jr. Signature of ESC Region 11 BC Executive Typed Name of ESC Region 11 BC Director Executive Director __________________________________ Date Approved by ESC Region 11 Page 1 of 3 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP / MYP / DP Meeting Date: August 11, 2014 Staff Contact: Todd Wood Consent Dir. of HR & Administrative Services Subject: Consider a Resolution awarding the bid for property/casualty insurance products and services to Box Insurance Agency for FY 2014-2015. EXECUTIVE SUMMARY Westlake Academy recently obtained bids for insurance from two brokers, representing several insurance companies for our annual renewal of insurance programs. These programs include property, general liability, umbrella, workers’ compensation, auto, and a student accident policy. Bids were received from several companies in each category to ensure we continue to receive quality coverage from “A” rated carriers at competitive prices. The quotes from Box Insurance for all programs were approximately $6,000 higher; however, the competing quote did not include EPLI (Employment Practices Liability) and Directors & Officers coverage. It is estimated that t his endorsement would add $40-$60K in additional cost to our liability insurance premiums. Therefore, staff recommends retaining Box Insurance Agency as our broker for all Westlake Academy property/casualty insurance programs and services for the 2014-2015 school year. The total quote for all policies through Box Insurance would be approximately $20,000 less than currently budgeted. Due to ongoing growth and potential exposure to additional risk, staff recommends that that the Umbrella policy limits also be increased from $3 million to $5 million. The additional cost to increase these limits would be $3,099.00 for FY 2014-2015. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financia l Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? School policy is a responsibility of the Board of Trustees. Which policy governs this? Previous policy and authority of the Board of Trustees. What additional direction is necessary? Input and questions from the Board of Trustees. FISCAL IMPACT Funded Not Funded N/A Page 2 of 3 RECOMMENDATION / ACTION REQUESTED/ OPTIONS Staff recommends awarding the bid for Westlake Academy’s property/casualty insurance products and services to Box Insurance Agency for FY 2014-2015, and increasing the Umbrella limits from $3M to $5M. The total cost for this recommendation is $131,629.00. ATTACHMENTS • Recommended and Alternate bids • Resolution, with recommended bid attached as Exhibit “A” Page 3 of 3 Recommended and Alternate Insurance Bids Recommended Bid – Box Insurance Coverage Expiring Premium Renewal Premium Commercial Property- Travelers $59,820.00 $85,332.00 (Total Value @27,742,900) (Total value @40,288,880) General Liability - Utica $10,772.00 $11,369.00 (Based on 610 Students) (Based on 815 Students) Business Auto - Utica $ 2,902.00 $ 3,114.00 (Based on 2 Vehicles) (Based on 2 Vehicles) Umbrella ($3,000,000) – Utica * $ 5,630.00 $ 5,746.00 Workers Compensation - Travelers $15,597.00 $18,557.00 Student Accident Policy - QBE $ 3,861.00 $ 4,392.00 (Based on 650 Students) (Based on 815 Students) __________________________________________________________________________________ Total $98,582.00 $128,530.00 * Increasing Umbrella limits to $5,000,000 would incur an additional premium of $3,099 Alternate Bid – Box Insurance Coverage Expiring Premium Renewal Premium Commercial Property- Hartford $59,820.00 $88,000.00 (Total Value @27,742,900) (Total value @40,288,880) General Liability - Utica $10,772.00 $11,369.00 (Based on 610 Students) (Based on 815 Students) Business Auto - Utica $ 2,902.00 $ 3,114.00 (Based on 2 Vehicles) (Based on 2 Vehicles) Umbrella ($3,000,000) – Utica * $ 5,630.00 $ 5,746.00 Workers Compensation - Utica $15,597.00 $22,848.00 Student Accident Policy - QBE $ 3,861.00 $ 4,392.00 (Based on 650 Students) (Based on 815 Students) __________________________________________________________________________________ Total $98,582.00 $135,469.00 * Increasing Umbrella limits to $5,000,000 would incur an additional premium of $3,099 Resolution WA 14-16 Page 1 of 3 WESTLAKE ACADEMY RESOLUTION NO. 14-16 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES AWARDING THE BID FOR PROPERTY/CASUALTY INSURANCE PRODUCTS AND SERVICES TO BOX INSURANCE AGENCY FOR FY 2014-2015. 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, t he 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 14-15, attached hereto as Exhibit “A”; and further authorize the Superintendent or designee to execute this agreement. SECTION 2: that, all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. Resolution WA 14-16 Page 2 of 3 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 11TH DAY OF AUGUST 2014. ___________________________________ ATTEST: Laura Wheat, President ___________________________ __________________________________ Kelly Edwards, Town Secretary Thomas E. Brymer , Superintendent AP PROVED AS TO FORM: _____________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution WA 14-16 Page 3 of 3 Exhibit “A” Recommended Bid – Box Insurance Coverage Expiring Premium Renewal Premium Commercial Property- Travelers $59,820.00 $85,332.00 (Total Value @27,742,900) (Total value @40,288,880) General Liability - Utica $10,772.00 $11,369.00 (Based on 610 Students) (Based on 815 Students) Business Auto - Utica $ 2,902.00 $ 3,114.00 (Based on 2 Vehicles) (Based on 2 Vehicles) Umbrella ($3,000,000) – Utica * $ 5,630.00 $ 5,746.00 Workers Compensation - Travelers $15,597.00 $18,557.00 Student Accident Policy - QBE $ 3,861.00 $ 4,392.00 (Based on 650 Students) (Based on 815 Students) __________________________________________________________________________________ Total $98,582.00 $128,530.00 * Increasing Umbrella limits to $5,000,000 would incur an additional premium of $3,099 Page 1 of 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP / MYP / DP Meeting Date: August 11, 2014 Staff Contact: Tom Brymer Regular Meeting Town Manager / Superintendent Subject: Conduct a Public Hearing and Consider a Resolution Approving the Estimated Year-End Budget for Westlake Academy for the Fiscal Year Ending August 31, 2014 and Adopting the Proposed Budget for the Fiscal Year Ending August 31, 2015. EXECUTIVE SUMMARY The Board of Trustees reviewed the proposed budget for FY 2014-15 at our previous workshop held on May 12, 2014. At that time, Staff presented the projected year end expenditures, an analysis of the coming year revenues and expenditures related to the academic services of Westlake Academy and a five-year financial forecast. Based on discussions at our workshop, we have updated the budget to reflect the Board’s direction. This budget presentation is the final opportunity for Board follow-up and review of the proposed information for the coming fiscal and school year. In accordance with State law, the staff has prepared and presents the FY 2014-15 operating budget for the Academy outlining the anticipated revenues and expenditures of all funds for the Board’s review and consideration, including the estimated year-end budget for FY 2013-14. PLAN DESIRED OUTCOMES High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability ACADEMY VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Effective Educators & Staff GOVERNANCE FRAMEWORK Governance direction will provide the authority and directives of the Board to the Academy staff as it relates to administering to the financial concerns of the Academy. FISCAL IMPACT Funded Not Funded N/A RECOMMENDATION / ACTION REQUESTED/ OPTIONS Following presentation of the final proposed FY 2014-15 operating budget and holding of the required public hearing, staff recommends approval of this resolution. ATTACHMENTS 1. Resolution 2. Proposed FY 2014-15 Budget, including estimated year-end budget for FY 2013-14 WA Resolution 14-17 Page 1 of 2 WESTLAKE ACADEMY RESOLUTION NO. 14-17 A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY TO ADOPT THE REVISED OPERATING BUDGET FOR FISCAL YEAR ENDING AUGUST 31, 2014 AND THE PROPOSED BUDGET FOR FISCAL YEAR ENDING AUGUST 31, 2015 INCLUDING INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, COMMITTED AND ASSIGNED FUND BALANCES. BE IT RESOLVED BY THE BOARD OF DIRECTORS OF WESTLAKE ACADEMY: WHEREAS, Section 44.002 of the Education Code of the Texas Education Agency Texas School Law Bulletin states the budget must be prepared according to generally accepted accounting principles, and WHEREAS, the budget must be approved by the Board of Trustees prior to August 31st according to Texas Education Agency’s Financial Accountability System Resource Guide, Section 2.6.2 – TEA Legal Requirements; and WHEREAS, the Board of Trustees held a Public Hearing on August 11th, 2014; and WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE WESTLAKE ACADEMY: SECTION 1: That , all matters stated in the recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That the Board of Trustees hereby adopts the revised Westlake Academy Operating Budget for the fiscal year ending August 31, 2014 and the proposed Westlake Academy Annual Operating Budget for the fiscal year ending August 31, 2015 and appropriates the funds contained therein attached to this resolution as Exhibit “A”. SECTION 3: That the Board of Trustees hereby adopts the Fiscal and Budgetary Policies, Investment Policies, and the Committed and Assigned Fund Balance designations that are also included in Exhibit A. SECTION 4: That a copy of the official adopted 2014-2015 Budget shall be kept on file in the office of the Town Secretary. WA Resolution 14-17 Page 2 of 2 SECTION 5: If any portion of this resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. SECTION 6: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 11th DAY OF AUGUST, 2014. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: ________________________________ L. Stanton Lowry or Janet S. Bubert, School Attorney   "Reaching New Heights Together... One School, One Community”   Westlake Academy  FY 2014/15 Annual Operating Budget   INTRODUCTORY SECTION   Executive Summary      1   Budget Presentation      2   Westlake Academy Mission, Vision & Values      3   Budget Framework ‐ “Governing and Managing for Outcomes”     5   Academy Approach      6   Explanation & Summary of Major Budget Components      7   Other Considerations      8   Financial Summary      9   Budget Trends      11   Service Level Adjustments      13   Individual Fund Summary      15   Informational Summary      17   Performance Results      19    ORGANIZATIONAL SECTION   Board Members and Administration      23   Mission, Vision & Values      24   How did we get here?      25   Where are we going?      27   Achieving our Vision and Mission      28   Westlake Academy’s Desired Outcomes      30   Projects for 2014‐2015      31   Westlake Academy Organizational Structure      35   Academy Departments      37      Financial Structure      38   Westlake Academy Cost Sharing Analysis      40   Financial Structure Summary      43   Legal Status      44   Westlake Academy Boundaries      45   Demographic and Miscellaneous Statistics      46   Budgets and Budgetary Information      47   Fiscal and Budgetary Policies      47   2013‐14 Budget Planning Timeline      57   Westlake Academy Budget Guide       58  i     FINANCIAL SECTION    Combined Statement of Revenues, Expenditures and changes in Fund Balance    – All Governmental Funds      66     All Governmental Funds  ‐ Total Revenues & Expenditures      67     All Funds ‐ Revenue and Expenditures Graph      68     Combined Statement of Revenues, Expenditures and changes in Fund Balance    – General Fund      70     Combining Statement of Revenues, Expenditures and changes in Fund Balance    – General Fund      71     Statement of Revenues, Expenditures and Changes in Fund Balance    – Transportation/Parking Fund  197      72     Statement of Revenues, Expenditures and Changes in Fund Balance    – Athletics Activities Fund 198      73     Statement of Revenues, Expenditures and Changes in Fund Balance    – General Fund 199      74     Schedule of Expenditures by Function and Object Code  ‐ General Fund             75     General Fund ‐ Revenues and Expenditures Graph      77     General Fund ‐ Expenditures by Function Graph      78     General Fund ‐ Revenues and Expenditure Comparison      79     Combined Statement of Revenues, Expenditures and Changes in Fund Balance    – All Special Revenue Funds      80     Combining Statement of Revenues, Expenditures and Changes in Fund Balance    – All Special Revenue Funds      81  INFORMATIONAL SECTION   Fiscal Stewardship      83   Five Year Financial Forecast      85   Enrollment & Employee Information      87   Other Information      92   Parent Survey Results      103   Community Profile      105   Westlake Academy School Calendar      108   Investment Policy      109   Glossary      114  ii           The Government Finance Officers Association of the United States and Canada (GFOA) presented a  Distinguished Budget Presentation Award to Westlake Academy, Texas for its annual budget for the fiscal  year beginning September 1, 2013.  In order to receive this award, a governmental unit must publish a  budget document that meets program criteria as a policy document as an operations guide, as a financial  plan, and as a communications device.  This award is valid for a period of one year only.  We believe our current budget continues to conform to  program requirements, and we are submitting it to GFOA to determine its eligibility for another award. iii   Association of School Business Officials International  This Meritorious Budget Award is presented to WESTLAKE ACADEMY For excellence in the preparation and issuance of its school entity’s budget for the Fiscal Year 2013-2014.   The budget adheres to the principles and standards of ASBO International’s Meritorious Budget Award criteria. Ron McCulley, CPPB, RSBO John D. Musso, CAE, RSBA President Executive Director   iv                                   "Reaching New Heights Together... One School, One Community”     Executive Summary August 11, 2014            Honorable President and Board Trustees  Westlake Academy  2600 J. T. Ottinger Road  Westlake, TX  76262  Transmittal of FY 2014/15 Westlake Academy Budget  “Reaching New Heights Together...One School, One Community”  As Superintendent of Westlake Academy, I am submitting for your consideration the Budget for FY  2014/15.  This Budget for Westlake Academy encompasses all teaching and extra‐curricular operating  expenditures as well as State public school funding and private donations used to support the daily  school operations of Westlake Academy.    This FY 2014/15 All Funds Budget totals $7,803,324 representing a 12% increase from the prior year  primarily due to increasing the number of classes in the PYP Programme (Kindergarten, Grade One, and  Grade Three) as well as completion Phase I of the Master Plan and staffing changes in the MYP and DP  Programme.  The proposed FY 2014/15 budget decreases the fund balance by $236,031 with an ending  balance of $824,393. With the continued support of the Town and Westlake Academy Foundation, the  Academy will be able to balance the budget beyond the five‐year forecast.  Westlake Academy  anticipates state public education funding to maintain levels of 2013/14, approximately $6,840 per  student.  Figure 1 – All Funds Budget Summary   Estimated Proposed $ Increase % Increase FY 2013/14 FY 2014/15 (Decrease) (Decrease) Beginning Fund Balance $ 992,012 $ 1,060,424 $ 68,412 7% Revenues 7,036,474 7,567,293 530,818 8% Expenditures 6,968,062 7,803,324 835,262 12% Net Revenues over (Under) Expenditures 68,412 (236,031) (304,444) Other Resources 331,266 45,000 (286,266) -86% Other Uses (331,266) (45,000) 286,266 -86% Ending Fund Balance $ 1,060,424 $ 824,393 $ (236,031) -22% Assigned $ - $ 125,000 $ 125,000 Ending Fund Balance (Unassigned) $ 1,060,424 $ 699,393 $ (361,031) -34% # Days Operating (Based on 365) 56 33 (23) -41% Daily Operating Expense $ 19,091 $ 21,379 $ 2,288 12% 1   Budget I welcome interested education The devel Fund, and revenue a statemen The budge plan and t sections:   In im sn  O d le A th  Fi sc b  In in b t Presenta e the opportu d parties.  Int nal improvem lopment, revi d Special Reve and expenditu ts, Strategic P et document  the results of ntroductory S mportant info napshot of wh Organizationa eveloped and evel of service cademy’s org he developme inancial Secti chedules pres udget plans a nformational  nfluencing the udget decisio ation unity to prese eraction amo ments which b iew, and cons enue Funds) w ure item with Planning effo and the year f operations a Section – Intr ormation cont hat they can  l Section – Pr d managed.  T e to be provid ganizational a ent and admi ion – Present sent the adop and with futu Section – Co e adopted bu ons.  ent and discus ong interested become availa sideration of t were complet hin the contex rts, and Boar r‐end annual a at the Academ oduces the re tained in the  expect to find rovides the co The context fo ded the stude and financial s nistration of  ts the heart of pted budget f re projection ntains inform dget.  It puts  ss operationa d groups cons able to the stu the 2014/15 ted with a de xt of the Acad d Policy.  audit are the  my.  The budg eader to the d budget. User d in the rest o ontext and fra or the budget ents of the Ac structure as w the budget.  f the Academ for the Acade s.  mation on pas the adopted al plans and re sistently lead udents and p Government etailed and ex demy’s Vision  primary vehi get document document as  rs rely on this of the docum amework wit t is substantia cademy.  The  well as the co my’s budget d my compared st and future  budget into  elated financ ds to operatio arents of We al Fund Budg xhaustive revi n, Mission and icles to prese t is organized a whole. It h s section to ge ent.  thin which the ally predicate framework a ontrols that di ocument.  Th d with the re budgets and  context and i cial impact wit onal and  estlake Acade gets (the Gene iew of every  d Values  ent the financ d into the follo ighlights  et an overview e budget is  ed on the type lso includes t irect and regu he budget fina sults of past  factors  it explains pa th all  my.  eral  cial  owing  w – a  e and  the  ulate  ancial  st  2   Westlake Academy Mission, Vision & Values Westlake Academy is a public charter school offering the International Baccalaureate (IB) curriculum.   Founded in 2003, with a mission to achieve academic excellence and develop life‐long learners who  become well‐balanced, responsible global citizens, Westlake Academy is the first and only municipally‐ owned school in the state to receive a charter designation. Westlake Academy is the fifth school of only  ten in the United States, and the only public school, to offer the full IB curriculum for grades K‐12.  During this year’s budget retreat great care and consideration were given to the mission and vision of  the Academy and the impact that these have on both the long‐term goals of the Academy and its day‐ to‐day operation.  The vision and mission statements represent the outcome of this discussion and  evidence the Board’s continued dedication to academic excellence and personal achievement.  The  values statements are currently being reviewed by the Board and are listed here for reference only.    MISSION:    “Westlake Academy is an IB World School whose mission is to provide students with an internationally  minded education of the highest quality, so they are well‐balanced and respectful life‐long learners.”     VISION:    “Westlake Academy inspires students to achieve their highest individual potential   in a nurturing environment that fosters the traits found in the IB learner profile.”    ~ Inquirers, Knowledgeable, Thinkers, Communicators, Principled,   Open‐minded, Caring, Risk‐takers, Balanced, and Reflective~    VALUES  Maximizing Personal Development  Academic Excellence  Respect for Self and Others  Personal Responsibility  Compassion and Understanding          The following desired outcomes summarize the goals and objectives established by the Board of Trustees  and leadership staff at the Academy.      Desired Outcomes  High Student Achievement  Strong Parent & Community Connections  Financial Stewardship & Sustainability  Student Engagement‐Extracurricular Activities  Effective Educators & Staff 3   Board Members and Administration The Westlake Academy Board of Trustees consists of five trustees and the Board President.  Each  member of the Board serves a two year term with two members and the president being elected on  alternate years.  Several members of the Westlake Academy Leadership Team operate under a shared service agreement  with the Town of Westlake and serve dual roles.    Board of Trustees  Laura Wheat Alyssa Belvedere Michael Barrett Rick Rennhack Carol Langdon Wayne Stoltenberg Board President -----------------------------------------Board of Trustees---------------------------------------- Westlake Academy Leadership Team  *Thomas E. Brymer, Superintendent of Schools  Mechelle Bryson, Executive Principal  Rod Harding, Primary Years Principal  Andra Barton, Middle Years Principal  Andra Barton, Director of Curriculum and Instruction  Benjamin Nibarger, Administrative Coordinator   Alan Burt, Director of Athletics  Shelly Myers, Exec. Director of the WAF/Director of Development  Kristy Wilkinson, MYP Coordinator  Alison Schneider, PYP Coordinator  Christopher Hill, DP Coordinator  *Ginger Awtry, Director of Communications & Community Affairs  *Amanda DeGan, Assistant Town Manager  *Troy Meyer, Director of Facilities   *Debbie Piper, Director of Finance  *Todd Wood, Director of Human Resources & Administrative Services    *Asterisk denotes shared services personnel between Westlake Academy and the Town of Westlake  4   Budget Framework ‐ “Governing and Managing for Outcomes” The budget document is but one part of a system designed to link together critical governance and  management decision making tools.  This system is called “Governing and Managing for Outcomes” and  is designed to integrate:   Strategic planning   Five (5) year financial forecasting,  budgeting, and performance measurement  linked to priorities, objectives, and  outcomes   Reporting to monitor progress in outcome  achievement and accountability for results   Aligning resources to prioritized outcomes   Long term approach to ensure financial  sustainability   Working within Board adopted financial  policies for the Academy   Maintaining core services  Budget Process The process of projecting the budgeting needs of the Academy is a continual process that responds to the  changing needs of the Academy students and staff as well as changes in the fiscal environment such as  the reduced State funding from FY 2009/10.  The process of developing the Academy budget for fiscal  year 2014/15 began with the Westlake Board of Trustees meeting that was held in February of 2014.   Following is a summary of the main steps taken in preparation of the adopted budget.  BOARD OF TRUSTEE BUDGET REVIEW The Board of Trustees regularly receives quarterly budget updates, some of which are detailed in  the trend analysis and the five‐year financial forecast discussed later in this document.  Upon  receipt of the adopted annual budget, the Board holds budget workshops to review adopted  changes, their associated outcomes for the next fiscal year, as well as their impact in a five (5)  year financial forecast.  BUDGET ADOPTION The Board of Trustees holds the required public meeting and adopts the budget in August prior  to beginning the fiscal year which runs from September 1st to August 31st.  BUDGET AMENDMENTS The Final Amended Budget for the Year Ending August 31, 2014 will be submitted at the August,  2014 Board meeting. It will reflect all amendments previously approved by the Board of Trustees  plus any final amendments.  Often, these amendments influence the shaping of the current  budget as actual trends in revenues and expenditures are realized and accounted for.     5   Figure 2 Bud Timeline  October ‐ D December  January  January ‐ M February  April  May 17  June 7th  June ‐ July  August 11th September  Fall 2014  January 201   Academ The Acade environm driven an reviewed  personne dget Process  December  March  h  ‐ August  14  my Approa emy approac ent along wit d guided by t all revenues  l and financia Description  Strategic Pla Westlake Ac WALT meets Develop CIP Broad overv Develop imp Strategic Pla Current Bud BOT Budget BOT conside Budget Ame Begin strate Annual Fina ach  h to coping w th increasing  the Academy’ and expendit al, with the ac of Activities an preparatio cademy Leade s with WA aff P, Five Year Pr view of 2014/ provement pl an preparatio dget Review  t Retreat  eration/adopt endments for egic plan upda ncial Report f with the comb academic sta ’s Strategic Pl tures and foc ccomplishme on process occ ership Team  filiates for joi rojection & Pe /15 Budget w lans for each  on process occ tion of Westl r FY 2013/14 ate/review pr for FY 2013/1 bination of fas andards requi an.  During th used on align nt of establis curs  (WALT) begin nt planning f ersonnel Cost ith BOT  grade level/d curs, prelimin ake Academy rocess for FY  14  st student gro ires that the b he budget de ning the alloca hed goals and ns planning FY or FY 2014/1 t Estimates  dept.  nary budgets  y FY 2014/15  2015/16  owth in a rest budget proce evelopment p ation of resou d objectives.  Y 14/15 Budg 5  developed  Budget  tricted fundin ess is instructi rocess the sta urces, both    get  ng  ionally  aff  6   Explanation & Summary of Major Budget Components REVENUES The revenues received by Westlake Academy are classified into one of three broad categories: Federal,  State or Local.  State funding is the Academy’s largest revenue source making up over 78% of revenues  from all funds.  Staff estimates that the average level of total state aid paid through the Foundation  School Program (FSP) in FY 2014/15 will be approximately $6,840 per student; approximately the same  funding level as the FY 2013/14.  As an open‐enrollment charter school, Westlake Academy has the  ability to establish specific class sizes and set limitations on secondary boundary enrollment.  Enrollment  for FY 2014/15 is projected at 822 students in accordance with the current plan to attempt to maintain  eighteen (18) students per class in kindergarten through fifth‐grade and twenty‐five (25) students per  class in sixth‐grade through twelfth‐grade.    Federal funding is received through grants that support special education and is approximately one  percent (1%) of revenues for all funds.    Local funding consists of two major sources, the Town and the Westlake Academy Foundation.  As a  municipally‐owned charter school Westlake Academy does not have taxing authority; the Town of  Westlake is responsible for debt service and capital improvements, these costs are estimated at  $2,137,954 for FY 2014/15.  The Westlake Academy Foundation is an independent non‐profit  organization that raises funds through donations and fund raising; the FY 2014/15 forecast is $1.1 million.  EXPENDITURES Compensation and benefits are the largest operating cost for Westlake Academy.  The current teacher  pay scale is based on the Board policy of being within 3% of the median of the nine (9) surrounding public  school districts.  Per Board direction, the salary scale had a 1.5% pay increase for all faculty and staff  members in the FY 2013/14, and staff is recommending a 2% pay increase for all faculty and staff  members in the FY 2014/15 school year.  The increase for all applicable staff equals $149,743  (approximately 3%, including step‐increases).  The shared services model that the Academy operates under with the Town of Westlake provides  administrative services.  These costs were previously booked to the Westlake Academy operating budget,  but were removed from the Academy operating budget in the FY 2012/13 school year. The following  table illustrates the indirect operating costs of running the Academy which are booked to the Town of  Westlake’s General Fund and Debt Service Fund.  Figure 3 ‐ Overall Total Cost Summary – All Governmental  Funds and Municipal Debt Service Payments  Overall Cost Summary  Estimated Proposed FY 2013/14 FY 2014/15 Proposed Operating Expenditures $6,668,062 $7,503,324 Municipal‐Transfer to WA Operating Budget 390,000 315,000 Sub‐Total 7,058,062 7,818,324 Annual Debt Service Payment (paid from Municipal budget) 1,935,529 2,137,954 Major Maintenance and Replacement 165,000 71,000 In‐direct Operating Costs 325,000 450,500 Grand Total All Costs $9,483,591 $10,477,778 7   Other Considerations MULTI‐YEAR FINANCIAL FORECAST Due to increased student enrollment, slight increases in State of Texas public education funding,  additional support from the Westlake Academy Foundation and the Town of Westlake, the Academy  anticipates that its Fund Balance will remain above the TEA’s recommended 45 days.    Figure 4 – Revenues, Expenditures & Fund Balance – General Fund Summary  Historically, revenues and expenditures have increased at relatively the same rate which has dictated the need for a higher  fund balance in order to sustain the 45‐day minimum requirement established by Board policy.  PROGRAMS & FACILITIES Over the last three fiscal years, the Academy has increased course offerings in a number of areas,  including, foreign languages, theater arts, technology, and science.  This expansion of programs and  facilities was primarily funded through the student expansion in the secondary programme.  The  increased offerings necessitated additional facilities in the form of three portable classroom buildings.   During this same timeframe, the Academy has completed and the Board of Trustees adopted a Facility  Master Plan.  This plan provides a clear understanding of future growth needs at the Academy. The  Facility Master Plan can be viewed on the Academy’s or the Town of Westlake’s website.  The Academy is completing Phase 1 of the Academy’s expansion plan, which will be placed in service in  FY 2014/15.  This includes three additional buildings, a secondary classroom building, a multi‐ purpose hall, and field house.  These  additional facilities will allow the  Academy to accommodate  approximately 820 students as new  student enrollment occurs.   FY 09/10 Actual FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Estimated FY 14/15 Proposed FY 15/16 Estimated FY 16/17 Estimated Revenues $4,280,723$4,608,573$5,244,170$5,640,930$6,635,473$7,445,897$7,518,245$7,633,265 Expenditures $3,917,886$4,518,107$5,287,757$5,496,177$6,611,593$7,554,617$7,609,617$7,609,617 Fund Balance $767,491$914,660$814,487$959,240$1,239,386$1,130,666$909,295$932,943  $‐  $1  $2  $3  $4  $5  $6  $7  $8  $9 Mi l l i o n s WA  Program Growth 8       Financ The budge into a ser $7,567,29 The follow in the Aca and the D Academy  adopted w are includ Figure 5 – T REVENUES Federal Prog State Program Local Revenu Figure 6 – G The largest approximat   cial Summ et is develope ies of accoun 93 and total e wing schedule ademy’s Budg Debt Service F does not ma will be the Ge ded througho Table: Revenue S ram Revenues m Revenues ues Graph: Revenue  t revenue source tely three‐quart mary ed within the ts called fund expenditure a es present a c get. Budgets f Fund must be  intain a Food eneral Fund. F ut the presen Summary – All G Audited FY 10/11 $ 157,445 3,945,658 874,206 4,977,309 Summary – All  e for Westlake A ters of All Gove State Program Revenues 76% e guidelines p ds.  The total  ppropriation comparison o for the Gener included in t  Service Fund For informatio ntation.  Governmental F Audited FY 11/12 $ 152,351 4,362,921 1,237,004 5,752,276 Governmental F Academy is Sta ernmental fund  m  REV redicated by  revenue for a s amount to $ of revenues an ral Fund, the  he official dis d or a Debt Se onal purpose unds  Audited FY 12/13 $ 81,958 $ 4,648,649 1,205,931 5,936,538 Funds  te Foundation S revenues.  VENUES the Texas Ed all funds for t $7,803,324.   nd expenditu Food Service  strict budget  ervice Fund; t es only, budge Adopted Budget FY 13/14 $ 67,722 $ 4,855,506 1,538,434 6,461,662 School Program Fede R Loc S ucation Agen the Academy    res for all Go Fund (a Spec (legal or fisca therefore; the ets for Specia Estimated Budget FY 13/14 $ 80,008 $ 5,034,023 1,922,443 7,036,474 m funding which eral Program  Revenues 1% cal Revenues 23% ncy and is org is estimated  overnmental F cial revenue F al year basis). e only fund le l Revenue Fu Proposed Budget FY 14/15 $ 73,896 $ 5,782,092 1,711,305 7,567,293 h makes up  anized  to be  Funds  Fund)    The  egally  unds  Variance Estimated to Adopted $ (6,112) 748,069 (211,138) 530,818   9     Figure 7 Tab EXPENDI 11 - Instru 12 - Reso 13 - Staff 21 - Instru 23 - Scho 31 - Guida 33 - Healt 35 - Food 36 - CoCu 41 - Admi 51 - Maint 53 - Data 61 - Comm 71 - Debt 81 - Facili Total Exp Excess (D Over (Und Figure 8 – E The largest Governmen ble: Expenditure ITURES (BY FU uctional ources & Media Development uctional Leaders ool Leadership ance & Counsel th Services Services urricular/ Extra. A nistrative tenance & Oper Processing munity Services Service ity Acquisition/C enditures eficiency) of Rev der) Expenditure Expenditure Sum t expenditure ca ntal fund expen 65XX ‐ e Summary – All A UNCTION) F 2 ship ing Activities ations onstruction 4 venues s mmary – All Gov ategory is Payro ditures. 61XX ‐Pay Related It 72% ‐Debt Service 1% Ex l Governmental Audited Au FY 10/11 FY ,764,022 3,17 73,398 8 111,933 7 125,265 13 294,931 34 165,245 23 53,513 6 - 7,275 13 105,472 67 301,672 59 525,273 17 154,962 7 69,739 132,286 ,884,985 5,79 92,325 (4 ernmental Fund oll & Related ite yroll &  tems % 64XX ‐Oth Operatin 5% xpenditu  Funds  dited Audite 11/12 FY 12/ 70,372 3,458,1 89,129 57,7 74,656 130,9 35,962 93,9 47,515 341,5 32,419 244,8 60,917 58,2 11,517 31,972 125,1 75,763 363,5 96,913 614,0 73,587 160,6 76,880 86,8 - 15,960 27,9 93,560 5,763,6 41,285) 172,9 ds  ems which make her  g ures by  Adopted ed Budget /13 FY 13/14 117 3,633,683 784 60,785 924 144,154 965 185,339 524 456,515 899 238,786 208 58,620 - 15,116 137 221,087 547 362,289 041 674,112 695 247,719 844 92,091 - - 930 - 616 6,390,294 923 71,368 es up approxim 6 63 Object Estimated Budget FY 13/14 3 4,079,186 5 66,170 4 147,157 9 207,093 5 553,655 6 280,680 0 63,634 6 - 7 164,079 9 389,170 2 725,907 9 177,766 107,162 6,405 - 4 6,968,062 8 68,412 mately three‐qua 62XX ‐Contrac Services 14% XX ‐Supplies & Materials 8% Proposed Budget E FY 14/15 to 4,621,940 66,252 129,589 237,967 660,620 246,539 68,711 500 171,255 343,835 956,091 105,015 110,824 84,186 - 7,803,324 (236,031) arters of all  cted  &  Variance Estimated o Adopted 542,755 81 (17,568) 30,874 106,966 (34,141) 5,078 500 7,176 (45,335) 230,185 (72,751) 3,662 77,781 - 835,262 (304,444)   10   Budget Trends   GENERAL FUND ‐ STATE FUNDING Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the  national average for per pupil funding, providing $1,000 to $1,500 less per pupil than the national  average.  Due to its Charter status, Westlake Academy receives less State funding per student than other  non‐charter public schools because public charter schools in the State of Texas do not receive facility  funding.  The Academy’s State funding per pupil peaked in FY 09‐10 with cuts in the following two years  due to state budget short‐falls.  The state increased funding by approximately four percent (4%) in 2013.   In FY 2014/15, the Academy anticipates that state funding will remain flat from FY 2013/14.  Westlake Academy receives minimal federal funding (IDEA B – Special Education Funds) depending  primarily upon state education funds and private donations to cover operating costs. The 2013 legislative  session increased per student funding, but less than half the cut seen in the 2011 legislative session. As  the single largest expenditure in the state’s budget, it is likely that any possible future reductions in  spending may negatively impact public education funding. Due to prior state funding reductions, the  Academy has become more dependent upon the private donations for operating costs and further  financial support from the Town of Westlake.  Funding ongoing operating costs with one‐time dollars  raised through private donations places the Academy in a potentially tenuous situation.  If private  donations do not meet the levels necessary to offset public education reductions, then the Town of  Westlake must increase financial support or consider reducing levels of service.    Figure 9 ‐ Average Funding per Student    The difference between the amount of Texas State funding and Westlake Academy is the amount dedicated to facilities  funding.  Public charter schools in Texas do not receive facility funding.    8,340  10,838  7,214  8,283  4,809  6,817  4,000 5,000 6,000 7,000 8,000 9,000 10,000 11,000 12,000 2004200520062007200820092010201120122013 Average Funding per Student National Avg.Texas Westlake Academy 11   The largest funding sources for Westlake Academy continue to be State funding and the Westlake  Academy Foundation.  State funding was 86% of General Fund revenues in FY 09/10 and are currently  approximately 78%, while Westlake Academy Foundation contributions have climbed from less than 10%  to approximately 17% of the Academy’s total General Fund Revenues in FY 2014/15.  Figure 10 ‐ General Fund Revenues by Source  GENERAL FUND ‐ LOCAL FUNDING The WAF Annual Program contributions have increased each year since FY 06/07.  The average   contribution per student has increased sharply in response to the public education funding decreases.   WAF contributions are anticipated to reach $1.1 million in FY 2014/15.  Figure 11 – WAF Annual Program Contributions    The FY 2014/15 WAF Annual Program contribution of $1,100,000 is based upon prior years giving.     ‐  200  400  600  800  1,000  1,200  1,400  1,600  1,800 FY 11/12FY 12/13FY 13/14FY 13/14FY 14/15 Th o u s a n d s Revenues by Source Transportation/Parking Athletic Activities Town Contribution ‐ Westlake Reserve Town Contribution Food Services Interest Earned WAF Fund‐an‐Item WAF Donation Other Local Revenue WAF Salary Reimbursement $388 $407 $394 $431 $524  $680  $800  $1,079 $1,100   $‐  $200  $400  $600  $800  $1,000  $1,200 FY 06/07FY 07/08FY 08/09FY 09/10FY 10/11FY 11/12FY 12/13FY 13/14 Estimated FY 14/15 Proposed Th o u s a n d s WAF  Annual Program Contributions 12   Service Level Adjustments This budget makes use of Service Level Adjustments (SLA’s) to track any cost changes.  These cost  changes will fall into one of four categories:  first, increased operating costs to maintain current levels of  service; second, increased operating costs due to expanded levels of service; third, increased costs due to  the development of new services, and fourth, cost savings.  Cost savings may occur for any number of  reasons, but primarily arise due to increased efficiency, service level reductions, or not expending the  budgeted resources.  Generally speaking, Service Level Adjustments (SLA’s) in this budget fall into the category of increased  operating costs for existing programs.  Some SLA’s are due to existing program expansion, such as  increasing the number of staff and facilities.  SLA’s involving new expenditure areas to target for recommendation to the Board for FY 2014/15, staff  recommended several areas for adjustments:  Salary Related Expenditures Total: $439,787  Desired Outcome: High Student Achievement  In FY 2014/15 we will have 91.8 full‐time equivalent employees (FTE’s), an increase of  14.62 FTE’s.  The  increase in expenditures is the result of a combination of adding new positions, the years of experience  of our new teachers, an increase in unemployment insurance and other employer contributions, as well  as the increased cost associated with staffing. With addition of approximately 100 new students, staffing  increases were necessary.  Approximately $149,743 is related to the 2% salary increase.     Asst. to Executive Principal (.50)    PYP Kindergarten (1.0)   PYP Grade 1 (1.0)   PYP Grade 2 (1.0)   Primary Art (.50)   Strings Staff (.67)   Secondary Theater Arts  (‐.75)   Special Education (1.0)   Grade 6 (1.0)   Secondary Art (.50)   Secondary English (1.0)   Secondary Humanities (‐.50)   Secondary Economics (1.0)   Secondary Math (2.0)   Secondary Science (‐.16)   Secondary Phys. Ed (.50)   Speech (‐.17)   Counselors (‐.30)   Teaching Aides (1.93)   Director of Student Life (1.0)   Director of Curriculum (.50)   IT Tech (‐.70)   Office Aide (1.10)   Lunchroom Personnel (‐.40)   Day Porter (1.4)   Salary Adjustments ($86,400)    Professional & Contracted Services Total: $126,960  Desired Outcome: High Student Achievement  Professional and contracted services rendered to the Academy by firms, individuals, and other  organizations.  These represent the approximate services that are rendered for the Academy.   Instructional Services ($‐4,830)   Staff Development ($7,000)   School Leadership ($‐450)   Guidance & Counseling ($‐15,457)  13    H  A Supplies & Desired O Supplies a maintena  In  R  Sc  H  C   Other Op Desired O Other ope and dues,  In  R  St  A  R   Debt Serv Desired O  iP   ealth Service dmin Service & Materials  Outcomes: Eff and materials nce of the ca nstructional ($ esource & M chool Leaders ealth Service ounseling Ser erating Costs Outcome: Effe erating costs  , graduations  nstructional (‐ esource & M taff Developm dmin Service esource & M vice Costs  Outcome: Effe Pad Lease Pay s ($855)  s ($‐763)  fective Educat s costs are ass mpus, books, $210,223)  edia ($2,900) ship ($‐500)  s ($140)  rvices ($2,400 s  ctive Educato are associate expenses, an ‐$5,500)  edia (‐$500)  ment ($27,589 s ($5,881)  edia ($4,830) ctive Educato yment ($77,78 tors & Staff – sociated with , iPads, testin )  0)  ors & Staff – H ed with insura nd miscellane 9)  )  ors & Staff – H 81)    – High Studen  consumable ng materials, f     High Student A ance, professi eous costs.       High Student A  Facility &  Data Proc t Achievemen s that are use furniture, and  Food Serv  Admin Se  Facility &  Data Proc Achievement ional develop  Instructio  School Le  Guidance  Facility &  Commun   Achievement & Maintenanc cessing ($‐2,0 nt  ed in the clas d classroom s vices ($500)  ervices ($‐1,7 & Maintenanc cessing ($4,50 t  pment, travel, onal Leadersh eadership ($‐6 e & Counselin & Maintenanc nity Services ($ t  e ($143,105) 000)  Total: $23 sroom,  supplies.  75)  e ($15,413) 00)  Total: $6 , membership hip ($‐5,710) 6,250)  ng ($1,304)  e ($45,939) $‐2,950)  Total: 7 33,301  65,194  p fees  77,781  14   Individual Fund Summary GENERAL FUND The General Fund is a governmental fund with budgetary control which is used to show transactions  resulting from operations of on‐going organizations and activities from a variety of revenue sources.   FY 2014/15 Adopted:  Revenues = $6,212,057 Expenditures =$6,140,689   Figure 12 ‐ Revenue & Expenditure Comparison – General Fund    Revenues have exceeded expenditures over the last two fiscal years.  This is due to increased donations from the  Westlake Academy Foundation and the State’s increase in public education funding, approximately a four percent (4%)  increase.    $4 . 2 8 $4 . 6 1 $5 . 2 4 $5 . 6 4 $6 . 6 4 $7 . 4 5 $3 . 9 2 $4 . 5 2 $5 . 2 9 $5 . 5 0 $6 . 6 1 $7 . 5 5  $‐  $1  $2  $3  $4  $5  $6  $7  $8 FY 09/10 Audited FY 10/11 Audited FY 11/12 Audited FY 12/13 Audited FY 13/14 Estimated FY 14/15 Proposed Mi l l i o n s Revenue & Expenditure Comparison Revenue Expenditure 15   SPECIAL REVENUE FUNDS The Special Revenue Funds are the funds that account for local, state and federally financed programs or  expenditures legally restricted for specified purposes or where unused balances are returned to the  grantor at the close of a specified project period.      Figure 13 – Special Revenue Funds   Variance Estimated Proposed Estimated FY 13/14 FY 14/15 to Proposed SPECIAL REVENUE FUNDS Federal Grants through TEA Fund 224 - IDEA B $ 80,777 $ 92,331 $ 11,554 Sub-total Federal Grants 80,777 92,331 11,554 State Grants through TEA Fund 410 - Material Allotment Disbursement 55,442 - (55,442) Sub-total State Grants 55,442 - (55,442) Local Activities Fund 461 - Local Campus Activity 29,680 32,000 2,320 Fund 483 - International Symposium (HOC & WAF) 4,092 - (4,092) Fund 484 - Local Grants (HOC & WAF) 40,298 - (40,298) Sub-total Local Activities 74,070 32,000 (42,070) Hudson Foundation Grants Fund 481 - Hudson Foundation Curriculum Development 28,449 7,551 (20,898) Fund 485 - MYP Principal & Discretionary Funds 6,637 106,825 100,188 Fund 498 - Director of Curriculum & Instruction 69,345 - (69,345) Sub-total Hudson Foundation Grants 104,431 114,376 9,945 Westlake Academy Foundation (WAF) Grants Fund 486 - Support Math Teacher 25,000 - (25,000) Fund 487 - Recruit & Retain Legacy Teachers 15,000 7,500 (7,500) Fund 497 - Financial Assistance 1,750 2,500 750 Sub-total Foundation Grants 41,750 10,000 (31,750) Grant Total - All Special Revenue Funds $ 356,469 $ 248,707 $ (107,762)   16   Inform CHANGE Debt serv budget.  T be retired is approxi FACILITI The Acade of almost  beginning important resources three add These bui additiona PERSON The Acade as well as employee mational S ES IN DEBT vice for the Ac The amount o d in 2043.  The mately $2,14 TIES emy was orig 150 students g of the FY 20 t role in dete s.  Phase‐one  ditional purpo ldings will ho l facilities wil NNEL TREND emy has adde  curriculum e es. ummary cademy’s cap of debt outsta e average ann 40,000.    ginally designe s; the facilitie 14/15 school rmining facilit of the Facility ose built facili ouse a new se l allow space  DS ed personnel  expansion.  In ital infrastruc anding includ nual debt ser ed and built t es at the Acad  year.  Howev ty use; the IB y Master Plan ties schedule econdary scho for additiona each year sin  FY 2014/15 a cture is includ ing interest is rvice for Acad to service app demy are proj ver, curriculu B curriculum p n placed three ed to be place ool building, a al student enr nce its openin an additional ded in the Tow s approximat demy facilities proximately 6 jected to reac um and course places a uniqu e new portab ed in service i a multi‐purpo rollment. ng to support   14.62 FTE po wn of Westla ely $41,491,2 s paid by the  675 students,  ch full capacit e schedules p ue demand o ble classroom n the FY 2014 ose hall, and f  new grade le ositions for a  ake’s municip 285; this debt Town of Wes with the add ty at the  play an equall n staff and   buildings an 4/15 school y field house. T   evels and clas total of 91.8 al  t will  stlake  dition  ly  d  year.   The  sses  FTE  17   Figure 14 ‐ Westlake Academy FTE Staff    Staff levels have increased steadily since the Academy opened in FY 03/04 as the program offerings and each grade level  is fully filled. The Academy added 14.62 instructional FTE positions.    SUDENT ENROLLMENT TRENDS Westlake Academy’s student enrollment is established by two sets of boundaries.  The primary  boundary encompasses the Town of Westlake and allows Westlake residents automatic entry into  Westlake Academy.  The secondary boundaries are comprised of 31 of the surrounding school districts.  While any school‐age child from these districts is allowed to attend the Academy, demand for entrance  has exceeded the Academy’s capacity necessitating an annual lottery system that is carried out  according to the standards and practices dictated by Federal law.    Student enrollment has grown since the Academy’s opening in FY 03/04 with the addition of one new  grade level each year.  The Academy opened with Grades 1 through 6 and completed adding grade  levels in FY 09‐10.  The Academy’s enrollment continued to expand in FY 10/11 with an increase in  target class sizes of 20 pupils per class and the addition of a third section in the secondary programme.  In FY 2014/15 the campus facilities at the Academy are expected to reach full capacity.  Due to growth in  the primary boundary, the Academy placed three additional portable buildings in service in FY 2013/14  and three purpose built facilities in FY 2014/15. This additional facility space will allow the Academy to  service approximately 850 students, as growth in the primary boundary necessitates new enrollment.  As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment  numbers at levels determined by the Board of Trustees.  The Academy currently has over 2,000 students  on a waiting list spanning Kindergarten through grade eleven.  The waiting list which is developed each  37.00  44.60  50.10 55.62  60.44  69.53 73.07 77.18  91.80   ‐  10  20  30  40  50  60  70  80  90  100 FY 06/07 Actual FY 07/08 Actual FY 08/09 Actual FY 09/10 Actual FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Proposed Employee Growth (FTE) Primary Programme Secondary Programme Business Admin Special Education Instructional Administration Librarian / Aide Counseling Information Tech Nurse Facilities Instructional Aides Intern 18   year throu stable stu Figure 15 ‐ W Total enroll 530 in FY 10 offerings. W WORKIN Given the Town of W municipal made by t financial s thoughtfu funding a Academy  Perform In FY 2013 schools in ranking o The State  (TAKS) tes required u Readiness No Child L performa 0 200 400 600 800 1000 ugh a lottery  udent populat Westlake Acade lment has incre 0/11 to 610 in F With the comple NG LEAN e new paradig Westlake is co l financial sup the Blacksmit stewardship i ully crafted fin nd ensure tha for years to c mance Re 3/14, Westlak n the country. rganizations d     of Texas is cu st to assess st under Texas e s (STAAR) exa Left Behind A nce historica 346 3 FY 06/07FY  process, allow tion number a emy Student Enr eased steadily si FY 11/12 is due  etion of Phase I, gm of decreas ommitted to p pport where n th Campaign  n the school’ nancial foreca at a quality, I come.  esults ke Academy w .  This is the t due to rigoro urrently phas tudents’ attai education sta am has increa Act (NCLB).  Th lly, as well as  379 417 07/08FY 08 W ws the Acade and classroom rollment  ince FY 03/04 in to the Board’s  , the Academy  sing State aid  providing for  needed if futu and the West s operations  ast will help t B curriculum  was recognize hird year in w us and extrao sing out the u inment of rea andards; Its re sed rigor ove he charts belo against the s 7 491 /09FY 09/10 WA  Stude emy to fill sea m size.    n harmony with decision to exp will be adding a and increasin the long‐term ure budgets s tlake Academ and expendit to foresee fut will continue ed by the Wa which the Aca ordinary acad   se of the Tex ading, writing eplacement, t er the TAKS an ow utilize TEA state perform 530 0 FY 10/11 ent Enro ats if student  h the expansion pand class sizes  approximately 1 ng demand, W m viability of  stop short, ut my Foundation tures. These i ture negative  e to be offere shington Pos ademy has be demic perform xas Assessmen g, math, scien the State of T nd complies w A data to com mance.  630 FY 11/12FY ollment attrition occu n of grade levels in an effort to i 120 new studen Westlake Aca its program b ilizing and bo n, and contin initiatives com indicators of d to the stud st as one of th een recognize mance.  nt of Knowled nce, and socia Texas Assessm with the requ mpare Westla 658 69 Y 12/13FY 1 urs, maintaini s.  The increase  increase progra nts in FY 2014/1 demy and th by maintainin olstering dona uing a focus o mbined with  f decreased  ents of the  he best public ed by nationa   dge and Skills al studies skill ments of Acad uirements of t ke Academy’s 97 822 13/14FY 14/ Propos ing a    from  am  15.  e  ng  ations  on  a  c high  l  s  s  demic  the  s  15 sed 19     Description FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 Reading/ELA 99% 98% 99% 100% 98% 99% 99% 99% Writing 99% 91% 93% 100% 96% 99% 95% - Social Studies 99% 95% 98% 100% 99% 99% 99% 99% Mathematics 95% 91% 93% 98% 94% 96% 91% 96% Science 78% 88% 96% 99% 99% 99% 99% 97% Texas Accountability Rating Recognized Recognized Exemplary Exemplary Exemplary Exemplary Exemplary - % Commended 2005 2006 2007 2008 2009 2010 2011 2012 2013 Reading/ELA 57% 60% 61% 61% 51% 56% 56% 48% 17% Writing 54% 58% 51% 34% 55% 43% 40% - 8% Social Studies - 67% 44% 53% 58% 65% 44% 72% - Mathematics 45% 48% 43% 44% 40% 46% 37% 47% 21% Science 30% 34% 31% 45% 45% 43% 65% 40% -   The table above shows the Academy’s performance on the state’s standardized test from inception.  The TEA rolled out a  new state assessment the STAAR (State of Texas Assessments of Academic Readiness).  TAKS will be phased out over the  next year.    Grade Level Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8 2012 - Standard Phase-In 1 Final Phase-In 1 Final Phase-In 1 Final Phase-In 1 Final Phase-In 1 Final Phase-In 1 Final Reading 82% 44% 88% 69% 95% 76% 93% 73% 93% 73% 98% 85% Writing - - 95% 60% - - - - 93% 63% - - Mathematics 67% 22% 79% 21% 100% 71% 92% 63% 88% 50% - - Science - - - - 90% 45% - - - - 91% 67% Social Studies - - - - - - - - - - 84% 34% 2013 - Standard Phase-In 2 Final Phase-In 2 Final Phase-In 2 Final Phase-In 2 Final Phase-In 2 Final Phase-In 2 Final Reading 78% 59% 73% 54% 88% 72% 95% 85% 87% 68% 93% 83% Writing - - 75% 50% - - - - 75% 49% - - Mathematics 59% 50% 58% 23% 86% 74% 84% 73% 67% 54% - - Science - - - - 74% 43% - - - - 78% 51% Social Studies - - - - - - - - - - 60% 31% 2014 - Standard Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Reading 93% 79% 68% 91% 77% 57% 98% 89% 72% 98% 93% 84% 97% 93% 83% 95% 89% 77% Writing - - - 93% 81% 72% - - - 94% 93% 69% - - - - - - Mathematics 70% 54% 35% 80% 63% 41% 100% 94% 76% 98% 91% 78% 93% 84% 60% - - - Science - - - - - - 94% 81% 55% - - - - - - 87% 79% 61% Social Studies - - - - - - - - - - - - - - - 80% 61% 28%   The table above provides the Academy’s performance data on the first two‐years of the STAAR assessment.  The State has  increased the rigor of the state assessment and has developed a phased grading system.  The minimum performance  level will be increased each year, until FY 2014/15.  The table shows the relative overall performance with the phased‐in  and final measures.    20   Westlake A Rating Syst improve eff Academy’s  capital expe PARENT Westlake  constant i help ident Parent Su concerns  help craft satisfactio   81% of the  delivers to i Academy has ac tem for providin ficiencies and re expenditures a enditures.  T SURVEY RE Academy is f input from st tify any futur rvey was con were with th t improvemen on survey eve parent’s survey its students.  chieved a four a ng quality educa educed the per  are near the me ESULTS focused on de akeholders.   e needs and t nducted in Jun e Middle Yea nt plans for th ery other year yed were very s Very Sati Satis 81 Ov and one‐half sta ation at a reaso student cost.  B dian when com elivering high Each year We to prioritize r ne 2013 and s rs Programm he upcoming  r to continue  atisfied or satis isfied or  sfied % verall Sa Quality  ar rating from th onable cost per  Benchmarking a mparing expendi  quality educ estlake Acade resource alloc saw a slight d me Curriculum two‐years.  W to track over sfied with the o atisfactio of Educa he Texas State  student. Future against the surr itures per stude cational servic emy conducts cation.  The F decrease in sa m and Faculty. Westlake anti rall performa verall quality of Diss Neu 16 on with  ation Comptroller’s F e enrollment inc rounding local I ent excluding de ces and depe s an Annual P Y 2012/13 W atisfaction (3% .  The results  cipates comp nce and satis f education We satisfied 3% tral 6% FAST School Dist creases will furt ISDs, Westlake  ebt service and  nds upon the Parent Survey Westlake Acad %).  Primary  will be utilize pleting a pare faction.  estlake Academ   trict  ther  e  y to  emy  ed to  ent    y  21   AWARDS The Association of School Business Officials International (ASBO) has presented a Meritorious Budget  Award to Westlake Academy for four consecutive years.  Additionally, the Academy received the  Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA);  representing the fifth year the Academy has received this award.  These awards represent a significant achievement that reflect the dedication and commitment the  Board of Trustees and staff have given to meeting the highest principles of governmental accounting.   These awards are valid for one year only.  We believe our current budget continues to conform to  program requirements, and we are submitting it to ASBO and GFOA to determine its eligibility.  SUMMARY Westlake Academy has faced a number of hurdles over the last several years, decreased state funding,  increased rigor in state assessments, recruitment and retention of legacy teachers, facility issues, and  unprecedented growth, but through all of this, the students, staff, and faculty have shown an enormous  amount of determination to continually hold to our vision and rise to any challenge.  It is with this in  mind that we present the FY 2014/15 budget theme, “Reaching New Heights Together...One School,  One Community.”  Over the last year, many hours have been spent to further develop our vision of the future; determining  the best opportunities that lay before us to help us accomplish our mission and truly become a “shining  school on the hill.”  While we have many successes to celebrate, we are constantly striving to improve  the Academy through multiple avenues, including: getting the right people on the bus, making sure that  we are consistently taking measure of our course, and making adjustments as we move towards our  goal; it is through our talented faculty, staff, students, and their supportive families, that we are able to  unfailingly rise to the challenges, and hold to our vision.  On behalf of our entire learning community, I would like to thank the Board for their leadership,  dedication to excellence, and their support in making Westlake Academy and the Town of Westlake,  truly a shining example of what can be accomplished when people come together with a common  purpose:   great things can happen!  As with all good teams, it becomes necessary to draw attention to performers who go above and  beyond to make sure we accomplish our goals.  I would like to recognize the hard work of the  Westlake Academy and Municipal Leadership Team, and specifically Debbie Piper and Ben Nibarger  for their efforts in completing this award winning document.  I know with the team we have in place,  we will continue “Reaching New Heights Together...One School, One Community.”    Thomas E. Brymer  Town Manager/Superintendent Westlake Academy  22                           "Reaching New Heights Together... One School, One Community”   Board Members and Administration The Westlake Academy Board of Trustees consists of five trustees and the Board President.  Each  member of the Board serves a two year term with two members and the president being elected on  alternate years.  Several members of the Westlake Academy Leadership Team operate under a shared service agreement  with the Town of Westlake and serve dual roles.    Board of Trustees Laura Wheat Alyssa Belvedere Michael Barrett Rick Rennhack Carol Langdon Wayne Stoltenberg Board President -----------------------------------------Board of Trustees----------------------------------------   Westlake Academy Leadership Team *Thomas E. Brymer, Superintendent of Schools  Mechelle Bryson, Executive Principal  Rod Harding, Primary Principal/Campus Director  Andra Barton, Director of Curriculum & Instruction  Benjamin Nibarger, Administrative Coordinator   Alan Burt, Director of Athletics  Shelly Myers, Exec. Director of the WAF/Director of Development  Kirsty Wilkinson, MYP Coordinator  Alison Schneider, PYP Coordinator  Chris Hill, DP Coordinator  *Ginger Awtry, Director of Communications & Community Affairs  *Amanda DeGan, Assistant Town Manager  *Troy Meyer, Director of Facilities   *Debbie Piper, Director of Finance  *Todd Wood, Director of Human Resources & Administrative Services    *Asterisk denotes shared services personnel between Westlake Academy and the Town of Westlake  23   Mission, Vision & Values   MISSION:    “Westlake Academy is an IB World School whose mission is to provide students with an internationally  minded education of the highest quality, so they are well‐balanced and respectful life‐long learners.”       VISION:    “Westlake Academy inspires college bound students to achieve their highest individual potential   in a nurturing environment that fosters the traits found in the IB learner profile.”      ~ Inquirers, Knowledgeable, Thinkers, Communicators, Principled,   Open‐minded, Caring, Risk‐takers, Balanced, and Reflective~      VALUES     Maximizing Personal Development     Academic Excellence     Respect for Self and Others     Personal Responsibility     Compassion and Understanding         The Academy’s vision and mission determine where resources are allocated and provide the basic road  map to where we are going.  The Board of Trustees’ provides this direction and the necessary resources  to ensure that the Academy’s mission and vision are supported financially.    The administration supports the teachers in their never ending process of discovery in the classrooms.   Using the framework of the International Baccalaureate programme, the administration and teachers  are able to develop the systems and tools necessary to accomplish our mission and reach our vision.   Our teachers are the frontline in this process, working with each student at their own level of  understanding, helping each of them to reach their potential.   24   How did we get here? In September of 2003 the vision of many was made a reality when the Academy doors opened to the  first class of Westlake Academy students.  Many obstacles had to be traversed just to reach this point,  but as the students and teachers entered the Academy for the first time, their expectations high, we  realized that this decision will change the lives of hundreds of students and their lives will make an  impact felt around the world.    Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took  advantage of the State of Texas’ acceptance of chartered schools and thus, became the first and only  municipality in the state to receive a chartered school designation.     Job Title Description of Duties  Town Manager / Superintendent Executing the Board of Trustees adopted policies and hiring and  managing all employees and department directors  Assistant Town Manager /  Superintendent  Supporting the Town Manager / Superintendent in his assigned  duties, working on special projects as assigned  Financial Director Financial oversight, preparing the annual budget and audit for both  the Town and Academy  Human Resource Director Managing personnel needs of both Town staff and school faculty  Assistant to the Town Manager /  Superintendent & Administrative  Coordinator  Supporting the Town Manager / Superintendent in his assigned  duties, managing the administrative staff at the Academy,  completing state and federal filings, budget development, and  business office management  Primary Principal /  Campus Coordinator  Responsible for the educational outcomes in the PYP programme  and coordinating the activities that include the whole campus  (primary and secondary).  Executive Principal Responsible for the educational outcomes in the MYP and DP  programmes.  Director of Curriculum &  Instruction  Responsible for development, alignment, and articulation of the  Academy’s curriculum.  As a chartered school, Westlake Academy is an open enrollment pubic school.  In 2008 the Texas  Education Agency (TEA) renewed the Academy’s charter until 2016. The officials who pioneered the  school also decided to follow another brave path in offering the globally recognized International  Baccalaureate (IB) curriculum which is now being provided in over 900 schools nationwide and over  2,300 in 128 countries worldwide.   Westlake Academy became an IB World School in 2006 after it was authorized for the Primary Years  Programme (PYP); further accreditation followed in 2007 with the Middle Years Programme (MYP), and  2008 with the Diploma Programme (DP), making it the first school in Texas and fifth school in the United  States to offer all three IB programmes.   25   The schoo grade.  In  this intern chartered Assessme Westlake  foster a lo Margaret  The Acade classroom FY 2014/1 An enviro internatio Westlake  from othe   ol graduated  2008, this cla national accre d schools.  In F ent of Knowle Academy is s ove of learnin Lee Arts & Sc emy is curren m building, an 15 school yea onment rich w onally minded Academy is t er locations m its first class i ass became th editation, We FY 11/12, the dge and Skills situated on a  ng.   In 2009 th cience Center ntly construct d field house r.  with heritage,  d education o the Town limi may be consid in 2010 and b he first in Tex estlake Acade e Academy rec s (TAKS) tests beautiful 23  his was furthe r.  ting three new .  These will a the Westlake of the highest  its of Westlak dered if seats  became fully f xas to gradua emy also mee ceived an ‘Ex s for the fifth acre site, in a er expanded  w purpose bu add an additio e Academy m quality.  The  ke. As require are available functional fro te from the M ts all applicab emplary’ rati consecutive  a 60,000 sq. ft with the ope uilt facilities, a onal 39,000 s mission is to p primary geog ed by State an e.   om Kindergar MYP program ble state stan ng from the T year.  t. campus car ning of the n a multi‐purpo sq. ft. upon co rovide studen graphic servic nd Federal sta rten through 1 mme.  As well  ndards for  TEA for the Te refully design ew Sam and  ose hall, secon ompletion in  nts with an  ce area for  andards, stud 12th  as  exas  ned to  ndary  the  dents  26   Where At Westla child to re them to c they will b As they gr languages appreciat take risks, Most imp of their st             are we go ake Academy  each their pot continue to le be able to bu row, we help  s, and throug ion of the wo , exploring ne ortant, our fu trengths and  oing? we spend ou tential.  We h arn as they g ild thoughtfu them to bett h their ability orld helps the ew ideas and  uture leaders limitations, a r days with fu help them to d row.  This nat l, reasoned a ter understan y to work colla em to become making a pos  must be wel nd using them uture leaders develop their tural inquiry  nd ethical de nd and expres aboratively w e open‐minde sitive impact  l‐balanced an m to their adv s and provide  r natural curio leads to know ecisions.    ss their ideas  with others.  T ed and caring in the lives of nd reflective,  vantage as lif a framework osity and buil wledge, a fou in writing, ve Their underst g, while having f others.  understandin fe‐long learne k that allows e ld skills that a ndation on w erbally, in mu anding and  g the courage ng the import ers.    each  allow  which  ltiple  e to  tance  27   Achieving our Vision and Mission In order to better achieve our mission and reach our vision of the future we are moving into a Balanced  Scorecard system as a strategic and performance management tool.  The Balanced Scorecard system  provides a framework that aligns the work we do with our mission, vision, and strategy.  It will help to  communicate to internal and external stakeholders of the organization our strategic intent.   Figure 16 ‐ Strategic Balanced Scorecard System Logic    The Balanced Scorecard forces us to ask these questions:  What are we trying to accomplish?  Are we  doing the right things? If we are doing the right things, are we doing them right?  There are many  advantages to creating an integrated system that aligns the financial and human resources of the  Academy with its mission and vision.  By aligning the daily activities of the Academy to the available resources within a framework that  provides feedback at every level of the organization, it is possible for all the faculty and staff members at  the Academy to understand their impact on accomplishing the mission of the Academy, and reaching  our vision for the future.   What we hope to accomplish with the implementation of the Balanced Scorecard at Westlake Academy  is an alignment between the day‐to‐day operations and our mission and vision.  As this is another  system that utilizes continuous improvement, the process is never complete, but a loop that constantly  reviews what we are doing, and whether or not we are doing it well.           Board      Administrative 28   Organizatioonal Decision Moodel  29   Westla Westlake  of Trustee informatio success.    The Board statemen then expa 1. H p in 2. St W 3. Fi su 4. St se p 5. Ef p ce The West years by t format th   ake Academ Academy’s st es, and Westl on, discussed d met, during t and identify anded to inclu igh Student A eople who us ntercultural u trong Parent  Westlake Acad inancial Stew upport and ad tudent Engag ervice and ext rograms to p ffective Educ ersonal qualit entered curri lake Academ the Board of T at allows for  my’s Desi trategic plan  ake Academy d our long‐ran g a retreat in J y the values t ude five desir Achievement se their uniqu nderstanding & Communit demy commu wardship & Su dvance the m gement & Ext tracurricular  romote well‐ cators & Staff ties, skills and cula  y Leadership  Trustees and  better implem ired Outco is the result o y staff, which  nge goals and June of 2010, hat were imp red outcomes t ‐ Develop in ue talents to c g and respect ty Connection nity.  ustainability ‐ mission of Wes tracurricular A activities are  balanced stud f ‐ Recruit, de d expertise to Team has tak Westlake Aca mentation, tr omes of many hour spanned a ye  developed c  to develop W portant to the s:   quiring, know create a bette .  ns ‐ To involv ‐ To ensure su stlake Academ Activities ‐ To held to the s dents.  velop and ret o work effecti ken the groun ademy’s facu racking, and m rs of review a ear‐long proc comprehensiv Westlake Aca e success of th wledgeable, c er and more p ve all stakeho ufficient, wel my.  o ensure that same standar train a core fa ively with the ndwork which lty and staff a monitoring of and discussion cess where w ve guidelines  demy’s missi he Academy.  caring and dis peaceful wor lders in build l‐managed re t all athletics, d of excellenc aculty and sta e IB inquiry‐ba h has been de and placed in f the strategic n with the Bo e gathered  to ensure stu on / vision   The plan wa ciplined youn ld through  ding a better  esources to   community  ce as the curr aff with the  ased, student eveloped ove n an actionab c plan.       oard  udent  as  ng  ricula  t‐ er the  le  30   Projects for 2014‐2015 Starting in FY 11/12, the development of a Strategic Management System (SMS) utilizing the framework  of the Balanced Scorecard system has been underway.  In the June 2012 budget retreat the Board  reviewed and approved the new SMS.  The beta version of the system was rolled out in September  2013, followed by the full reporting system in conjunction with the quarterly financial reports.   Unit Goals & Objectives Significant work has already begun to align the Academy’s programs, processes and strategic initiatives  with the Vision and Mission established by the Board of Trustees.  During the budget development  process the Administration reviewed all revenues and expenditures and utilized a balanced scorecard  approach to align the allocation of resources, both personnel and financial, with the accomplishment of  the following goals and objectives. The following tables have been developed as companions to the  Strategic Plan and are organized using the components of the balanced score card; although incomplete,  they are indicative of the overall direction of the Strategic Plan and are representative of the types of  unit‐level goals and activities that we hope to implement.    Balanced Scorecard Guide:  Objectives ‐ An ends toward which we are directing our efforts, with measurable objectives for  specific actions; an interim step in achieving our mission.  Measures ‐ A quantifiable expression of the amount, cost, or result of activities indicating how  well services are provided.  o Effectiveness Measures – A type of performance measure used to assess how well we  have achieved our purpose or desired outcomes – Did we accomplish what we wanted?  o Efficiency Measures – A type of performance measure used to assess the cost of  providing services – What is the cost per unit of service?  o Workload Measures – A type of performance measure used to assess the amount of  work performed or services rendered – The number of students served in a program.   Targets ‐ A specific measure of where the Academy would like to see their service level.   Initiatives ‐ A detailed action step to help accomplish an objective.   Date Due ‐ The time that we would like to accomplish a specific initiative by.  SPIB S&P ‐ Alignment of our strategic plan with specific International Baccalaureate Standards  and Practices.  31  ST A K E H O L D E R EN G A G E M E N T & FI N A N C I A L ST E W A R D S H I P      Ob j e c t i v e s Me a s u r e s Ta r g e t s Actual Due Date SP/IB S&P Stakeholder Engagement Te a c h e r s a n d s t a f f a r e d e d i c a t e d a n d s a t i s f i e d Sa t i s f a c t i o n i n t h e W o r k p l a c e S u r v e y 95 % Nov. A1, B2 St a f f t u r n o v e r < 2 0 % June B2.2 Me d i a n s a l a r y ± 3 % -1.78% Aug B2.2 St u d e n t s a r e e n g a g e d i n l e a r n i n g a n d p e r s o n i f y i n g t h e I B p r o g r a m an d p h i l o s o p h y St u d e n t S a t i s f a c t i o n S u r v e y 95 % A1, B2, C1, C2, C3 # o f s t u d e n t s w h o r e c e i v e a n a w a r d 50 % A1.5 # o f s t u d e n t s p a r t i c i p a t i n g i n r e s i d e n t i a l t r i p s 60 % n/a A1.7 Pa r e n t s a n d c o m m u n i t y m e m b e r s a r e a c t i v e l y i n v o l v e d Pa r e n t / C o m m u n i t y S u r v e y s 95 % 81% June A1, B2, C4 # o f v o l u n t e e r h o u r s 20 , 0 0 0 8,061 June A1, B2, C4 Do n o r s a r e s a t i s f i e d a n d c o m m i t t e d Av e r a g e D o n a t i o n p e r S t u d e n t $2 , 5 0 0 $1,545 Aug. B1.6 % o f B l a c k s m i t h p a r t i c i p a t i o n 10 0 % 79% B1.6 Ob j e c t i v e s Me a s u r e s Ta r g e t s Actual Due Date SP/IB S&P Financial Stewardship So u n d f i n a n c i a l m a n a g e m e n t An n u a l A u d i t Pr e s e n t s Fa i r l y  Dec. B1, B2.1 Ex p e n d i t u r e p e r s t u d e n t ( $ ) $1 2 , 5 0 0 $12,238 Dec. St u d e n t a t t e n d a n c e - A D A ( % ) 97 % 96.7% June    Ex p e n d i t u r e s w i t h i n b u d g e t ( % ) 10 0 % 99.99% Aug.      32  LE A D E R S H I P , GR O W T H & LE A R N I N G Ob j e c t i v e s Me a s u r e s Ta r g e t s Actual Due Date SP/IB S&P Leadership, Growth & Development Te a c h e r s a n d s t a f f a r e w e l l t r a i n e d a n d h i g h l y q u a l i f i e d % o f s t a f f w i t h I B t r a i n i n g 10 0 % 100% B2.3 % o f s t a f f w i t h gr a d u a t e d e g r e e s # o f s t a f f t h a t a r e D P e x a m i n e r s 5 # o f t e a c h e r s l e a d i n g o r s e l e c t e d f o r e d u c a t i o n a l co n f e r e n c e , c o m m i t t e e s , o r o t h e r o p p o r t u n i t i e s 5 % o f t e a c h e r s a t t e n d i n g P D a n n u a l l y 10 0 % 100% Bo a r d p r o v i d e s e f f e c t i v e g o v e r n a n c e % o f t i m e s p e n t o n p o l i c y i s s u e s 90 % A1, B1.2; B2.1 Ad m i n i s t r a t i v e s t a f f m e m b e r s a r e h i g h l y c o m p e t e n t 10 0 % A1.2; B1.3; B2.2; C4    33  ED U C A T I O N A L & AD M I N I S T R A T I V E ME T H O D S Ob j e c t i v e s Me a s u r e s Ta r g e t s Actual Due Date SP/IB S&P Educational & Administrative Methods Cu r r i c u l u m i s s o u n d Se l f - A s s e s s m e n t ≥ 3 n/a B1, B2, C1-4 IB E v a l u a t i o n N o Re c o m m e n d a t i o n s  n/a In s t r u c t i o n i s e f f e c t i v e Se l f - A s s e s s m e n t ≥ 3 3 B1.7, C4.1 PY P S t u d e n t S e m e s t e r R e p o r t s ≥ 3 n/a Quarter C4.4;6-7 MY P S t u d e n t Q u a r t e r l y R e p o r t s ≥ 8 5 %  n/a C4.4;6-7 DP S t u d e n t Q u a r t e r l y R e p o r t s ≥ 8 5 %  n/a C4.4;6-7 Hi g h S c h o o l R a n k i n g ( W a s h i n g t o n P o s t ) To p 2 0 36 n/a Ne w s w e e k R a n k i n g To p 2 0 n/a n/a US N e w s & W o r l d R e p o r t R a n k i n g To p 2 0 - n/a % o f s t u d e n t s e n t e r i n g c o l l e g e 10 0 % 100% Sept. IS A A s s e s s m e n t C4.7 ST A R R A s s e s s m e n t C4.7 Av e r a g e P S A T C4.7 # o f n a t i o n a l m e r i t s c h o l a r s C4.7 Av e r a g e S A T C4.7 Av e r a g e A C T C4.7 % o f s t u d e n t s g r a d u a t i n g w / D i s t i n g u i s h e d Di p l o m a 10 0 % Ra t i o o f i n t e r n a t i o n a l t e a c h e r s ≤ 2 0 % A1.4, B2.2 % o f s t u d e n t s g r a d u a t i n g w i t h I B D i p l o m a ≥ 8 0 % 78% July A1.9, B2.12, C4.9 Se l f - A s s e s s m e n t ≥ 3 A1, B1.7, C1, C2, C3 Fo c u s o n c r e a t i n g a n e n v i r o n m e n t t h a t d e v e l o p s ch a r a c t e r a n d l i f e - l o n g l e a r n e r s Pa r e n t S u r v e y 95 % A1.7 Pa r e n t / C o m m u n i t y S u r v e y 95 % B2.5 Fa c i l i t i e s a r e s a f e an d w e l l m a i n t a i n e d # o f l o t t e r y a p p l i c a t i o n s r e c e i v e d 2, 5 0 0 2,177 Feb A1.6 Co m m u n i c a t i o n & m a r k e t i n g p l a n i s d e v e l o p e d a n d w e l l ex e c u t e d Pa r e n t / C o m m u n i t y S u r v e y A1.3 # o f s t r a t e g i c p a r t n e r s B2.11 34   T a m a m o s t f P T is A   The organizat authorizer on member Boar and operates  management  organizationa structure was the school’s o from the Supe Programme’s  The following s also meant  Academy, and We tional structu  behalf of the rd of Trustees the Academy and operatio l structure is  s adopted by t on‐going acad erintendent, f academic se  organization to be a tool t d to create cle estlake A re for Westla e State, the Te s that also ser y.  The Board  ons.   The Sup based on res the Board in  demic and ext for selection  rvices.   nal chart is a v to help enhan ear channels    Academy ke Academy  exas Educatio rves as the To of Trustees a erintendent a search into m Resolution 09 tra‐curricular  and evaluatio visual depictio nce our worki of communic y Organiz is established on Agency (TE own Council f appoints a Sup also serves as anagement o 9‐23 on Dece operations.   on of the facu on of the way ng relationsh cation in orde zational d by its charte EA).  Westlak for the Town  perintendent s Westlake’s T of municipally mber 7, 2009 T t p f f f m A f S i b P S W L w Each principa ulty and staff  y work is distr hip with the p er to better ac Structur er which is gr e Academy is of Westlake,  t to oversee t Town Manag y owned char 9.  The Superinte the implemen policy agenda facilitating the formulating p for Board con managerial ov Academy’s bu finances, and  Superintende nclude select both the Prim Programmes.  Superintende Westlake Aca Leadership Te with the respo al is responsib involved in p ributed within parents and st ccomplish ou re ranted throug s governed by the entity th the Academy’ ger.  The Acad rter schools.  T endent is resp ntation of the a for Westlake e Board’s stra policy recomm sideration, as versight of th udget adminis budget prepa nt responsibi tion of the pri mary and Seco  The Academ nt oversees t demy Execut eam which is  onsibility of m ble, with advi providing thei n Westlake A tudents of W r goals and o gh an  y a six  at owns  ’s  demy’s  The current  ponsible for  e Board’s  e Academy,  ategic plan,  mendations  s well as  e  stration,  aration.   ilities also  incipals for  ondary Years  my’s  the  ive  charged  managing  isement  r  Academy.  It  estlake  bjectives.   35   F Figure 17 ‐ Organ P nizational Chart PYP Principal PYP Coordin Prima Counse Prima Teach e Librari t  l   ator ry  elor ry  ers an MY Share Adm YP Principal MYP  Coordinat Secondar Counselo Secondar Teacher s ed Services  min. Staff Citiz We Bo Tr u Town  M Superi Exe Pri tor ry  or ry  s Admin Coor A zens of  estlake oard of  ustees Manager /  intendent ecutive  incipal nistrative  rdinator Administrativ Staff School  Nurse ve  Assis Princ Athletic  Direct Curricu Instru Develo Directo Directo stant  ipal /  Director tor of  ulum &  ction opment  r / Exec.  or WAF 36   Academy Departments PRIMARY PRINCIPAL/CAMPUS DIRECTOR The Primary Principal is the instructional leader for the Primary Years Programme (PYP). The Primary Years  Program, a curriculum framework for children in kindergarten through grade six, focuses on inquiry‐based  learning. By emphasizing knowledge, skills, critical thinking and the fostering and development of universal human  values, the PYP is a powerful means of going beyond subject domains, asking students to use their knowledge and  skills to solve real life problems. The PYP Principal is responsible for ensuring proper implementation of the IB curriculum, recruiting, mentoring,  and retaining talented faculty, and strong student performance.  The PYP Principal is also tasked with maintaining  consistency throughout the campus as the Campus Director.  This primarily relates to facility usage, approval of co‐ curricular and extra‐curricular activities. The Primary Principal is a member of the executive leadership team which  focuses on whole school issues.  EXECUTIVE PRINCIPAL The Executive Principal is the instructional leader for the Middle Years and Diploma Programmes (MYP & DP).  The  Secondary Programme is one that offers a truly global and holistic approach in its delivery.  The Executive Principal  ensures that there is a highly dedicated, cohesive and qualified teaching staff. The MYP Programme includes  grades seven through ten and is tasked with preparing students for the International Baccalaureate (IB) DP  Programme. The IB Diploma Programme is a challenging two‐year college prep curriculum, aimed at students in  11th and 12th grade. The DP Programme prepares students for university and encourages them to become life‐long  learners. The Executive Principal is a member of the executive leadership team which focuses on whole school  issues.  ADMINSTRATIVE COORDINATOR The Administrative Coordinator manages the central office activities of the Academy.  This includes finance,  budgeting, grants, federal and state reporting, the registrar’s office, supports the superintendent in his duties,  researches and analyzes performance data, strategic planning, and works with the Board of Trustees.  In addition,  the Coordinator directs all administrative staff at the Academy and works with the Principals in their roles as  Principals.  The Administrative Coordinator is a member of the executive leadership team which focuses on whole  school issues.  DIRECTOR OF CURRICULUM & INSTRUCTION The Director of Curriculum supports the Principals in their roles as the instructional leaders, helping teachers to  develop articulate curriculum through the entire continuum on the Academy’s K – Grade 12 campus.  The Director  of Curriculum is also responsible for helping to manage the planning process to encourage academic excellence.  The Director of Curriculum is a member of the executive leadership team which focuses on whole school issues.  DIRECTOR OF DEVELOPMENT The Director of Development and Westlake Academy Foundation Executive Director is primarily responsible for the  fundraising activities of the Academy.  The Director creates, implements, and manages donor activities; including  the annual Westlake Academy Blacksmith Drive, Baja, Gallery Night, grant applications, and other Academy or  Foundation related solicitations.  The Director of Development is a member of the executive leadership team  which focuses on whole school issues.  37   Financial Structure Westlake Academy operates as a blended component unit of the Town of Westlake and is a Texas non‐profit  Corporation under Chapter 12, Subchapter D of the Education Code to provide education.    FINANCIAL REPORTING ENTITY:   The Board of Trustees consists of six trustees (five trustees and the Board  President) that also serve as the Town Council for the Town of Westlake, the entity that owns and operates the  Academy.  The Academy prepares its basic financial statements in conformity with generally accepted accounting  principles promulgated by the Government Accounting Standards Board (the “GASB”) and other authoritative  sources identified in Statement on Auditing Standards No. 69 of the American Institute of Certified Public  Accountants; and it complies with the requirements of the appropriate version of the Texas Education Agency  (TEA) Financial Accountability System Resource Guide (the “Resource Guide”) and the requirements of contracts  and grants of agencies from which it receives funds.  The Board has the authority to make decisions, appoint administrators and managers, and significantly influence  operations.  It also has the primary accountability for fiscal matters.  Therefore, the Academy is a financial  reporting entity as defined by the GASB in its Statement No. 14, “The Financial Reporting Entity.”  The Academy’s basic financial statements include a separate entity that is controlled by or dependent on the  Academy.  The determination to include separate entities is based on the criteria of GASB Statement No. 24, “The  Financial Reporting Entity” as amended by GASB Statement No. 39, “Determining Whether Certain Organizations  are Component Units.”  GASB defines the reporting entity as the primary government and those component units  for which the primary government is financially accountable.  To be financially accountable, a voting majority of  the component unit’s ruling body must be appointed by the primary government, and either (a) the primary  government be able to impose its will, or (b) the primary government may potentially benefit financially or be  financially responsible for the component unit.  The Westlake Academy Foundation (the “Foundation”) is a 501(c)3 nonprofit organization which was established  exclusively for the purposes of supporting the Academy.  This includes fundraising for and contributing raised  funds to the Academy.  The Foundation is discretely presented in the Westlake Academy financial statements and  reported in a separate column to emphasize that it is legally separate from the Academy. Separate audited  financial statements of the Foundation are prepared annually.  BASIS OF BUDGETING:   Legal requirements for charter budgets are formulated by the state and TEA.  A Board  typically adopts an “Appropriated budget” on a basis consistent with GAAP for the general fund, debt service fund  and child nutrition program (which is included in special revenue funds).  The Academy does not maintain a debt  service nor child nutrition program; therefore, only the General Fund is required to be adopted.  At a minimum, the  Academy is required to present the original and the final amended budgets for revenues and expenditures  compared to actual revenues and expenditures for the General Fund.  Budgets are prepared on the same basis of accounting as that used in the financial statements.  The basis of  budgeting refers to when revenues and expenditures are recognized in the accounts and reported in the financial  statements.  Governmental fund types, the general fund and the special revenue funds, are budgeted using the  current financial resources measurement focus and the modified accrual basis of accounting.  The proprietary  fund, our fiduciary fund, the agency fund, is not a budgeted fund. 38   BASIS OF ACCOUNTING:   The accounts of the Academy are organized and operated on a basis of funds. A fund  is an independent fiscal and accounting entity with a self‐balancing set of accounts. Fund accounting segregates  funds according to their intended purpose and is used to aid management in demonstrating compliance with  finance related legal and contractual provisions. The minimum number of funds is maintained consistent with legal  and managerial requirements.   The funds of the Academy are classified into two categories: fiduciary and governmental.   Fiduciary funds consist of agency funds that are maintained in a custodial capacity for the benefit of student  organizations.   Governmental fund types are used to account for the Academy’s general government activities, including the  collection and disbursement of specific or legally restricted monies. Governmental funds use the flow of current  financial resources measurement focus and the modified accrual basis of accounting. Under the modified accrual  basis of accounting, revenue is recognized when it becomes susceptible to accrual, i.e., when it becomes  "measurable and available". Measurable means the amount of the transaction can be determined and available  means collectible within the current period or soon enough thereafter to pay liabilities of the current period. The  Academy considers revenues available if they are collected within 60 days after year‐end. Expenditures are  recognized when the related fund liability is incurred.  Foundation State Program (FSP) funds are susceptible to  accrual. Miscellaneous revenue items, which are not susceptible to accrual, are recognized as revenue only as they  are received in cash. Entitlements and grants are recognized as revenue at the time of receipt or earlier if the  susceptible to accrual criteria are met. Expenditure driven grants are recognized as revenue when the qualifying  expenditures have been incurred and all other grant requirements have been met.   Governmental fund types include the following:   The General Fund is the Academy's primary operating fund. It accounts for all financial resources of the  Academy, except those required to be accounted for in another fund.   Special Revenue Funds account for the revenue sources that are legally restricted to expenditures for  specific purposes. The Academy's special revenue funds are listed in the Organizational Section of this  document.  SIGNIFICANT ACCOUNTING POLICIES:   The Board of Trustees has established and regularly updates a  comprehensive set of financial policies for the Academy.  Some of the key features of these policies include:  Fund Balance: The Academy shall strive to maintain the General Fund unassigned fund balance at 45 days of  operation. Fund Balance will be targeted to only be used with Board approval for a specific list of uses.  Salary: The Academy shall strive to maintain competitive salary levels for faculty and staff (within 3% of the  median of surrounding schools).   Expenditure Control: Budget adjustments among funds must be approved by the Board.  The Academy shall  operate on a current funding basis. Expenditures shall be controlled so as not to exceed revenues plus the  planned use of fund balance accumulated through prior year savings.  39   C T m g 2 c H t a i f s w F p o f c f a T t f p b 3 1 s a s w c t h c r s a Campus F The land and  municipality i grades one (1 2009‐2010 sch campus is loca Highways 114 twenty nine (2 and kitchen a ncludes wood flooring. The S square feet of workroom, co Following Boa portable build operational b for the DP stu campus facilit full three sect additional spa The Academy three new po flexibility with provide three built facilities, 38,000 square 12 classroom  secondary sch additional adm space, a multi which will ser cafeteria and  the primary sc house, which  classroom, we rooms and sh storage space athletic progr W Facilities buildings tha ncorporated  ) through six  hool year, the ated on twen 4 and 170. The 29) classroom rea, locker ro d, vinyl cover Sam and Mar f building spa onference roo ard authorizat dings.  These  udget in the f udents and th ties will be at  tions; any sign ace.   is currently c rtable classro h the existing   new purpose , approximate e feet, includi building for t hool with  ministrative o i‐purpose hal ve as both a  gymnasium f chool, and a f will include a eight room, lo owers, and  e for the PE an ams.   Westlake t comprise th under State l (6) and has a e final compo nty three (23)  e original cam ms, administra ooms, and a g ing, carpet an rgaret Lee Art ace to the cam om, restroom tion, in FY10/ facilities were form of utiliti e Music and A operational c nificant enrol completing Ph oom buildings students.  In  e  ely  ing: a  the  office  l  for  field  a  ocker  nd  e Academ he Westlake A aw as a Type added a grade onent was add acres adjace mpus included ative offices,  gym.  These b nd tile floorin ts & Sciences  mpus.  This fa s and breako /11 the Acade e placed into  ies and regula Art program f capacity as of lment growth hase One of t s placed in se addition, Pha my Cost S Academy cam  A general law e each subseq ded with the  nt to J.T. Otti d three (3) sta restrooms, a  uildings total ng. The hallwa Center open cility includes out space.   emy signed a  service in FY  ar maintenan for the PYP st f the start of  h or curricula the Facility M rvice in FY 20 ase One cons Sharing A mpus are own w city.    West quent year.  W 12th grade in inger Road, w and‐alone aca  library, brea  52,600 squa ays are lined w ed in August  s one art room three (3) yea  11/12 and ha nce. These bu tudents.  Des FY 2014/15, w r expansions  Master Plan.  P 013/14.  Thes struction will  Analysis ed by the Tow tlake Academ With the com naugural grad which is near t ademic build kout area, a p re feet.  The A with wooden of 2009 and  m, two scienc ar lease agree ave a minima ildings are ut spite the addi when the sen will require t Phase‐one inc e classrooms be completed s wn of Westla my opened in  mencement  duating class. the intersecti ings with a to performance  Academy inte n lockers and  added anoth ce labs, five o ement for thr al impact on t tilized as class tion of these  nior class will  the lease or p cludes the add s provide need d in FY 2014/ ke, a  2003 with  of the   The  ion of State  otal of  hall, dining  erior design  carpet  er 8,400  offices, a  ee (3)  the on‐going  sroom space   buildings,  fill to the  purchase of  dition of  ded  /15 and  40   Capital Costs/Debt Service The Town of Westlake owns the land and facilities where the Academy is located.  They have issued and owe  approximately $40.5 million in debt on these facilities.  In addition, the Town and Academy have a shared service  arrangement where the Town provides HR, Financial, Facilities, and Administrative support services.  This is over  90% of the Town's debt burden however; the school is also the primary economic development tool for the Town.    The Town has issued certificates of obligation and general obligation bonds to fund the construction of the  campus.  As of FY 2014/15 there is $40,512,143 (principal and interest) of outstanding bonded indebtedness to  retire these bonds.  Included in this total, is the 2008 issuance of $2.5 million in G.O. bond debt to fund a portion  of the new $5.1 million Sam and Margaret Lee Arts & Sciences Building, and $8.5 million for the 2013 C.O. bond  debt to fund the Phase One of the Facility Master Plan.    Annual debt service payments are expensed to the Town’s municipal budget and the revenue stream presently  utilized to make the annual debt service payment is comprised of municipal sales tax.  As the owner of the land  and buildings where Westlake Academy is located, the Town of Westlake also assumes responsibility for all capital‐ related expenditures.  Phase I Expansion is currently being constructed and will be placed into service in FY  2014/15.    The following capital projects have been presented to the Board of Trustees and are currently unfunded and under  discussion:  Figure 18 – Unfunded (Under Discussion) Capital Projects  DESCRIPTION  FY 14‐15 FY 15‐16 FY 16‐17 FY 17‐18 FY 18‐19 TOTALS  UNFUNDED PROJECTS             WA – Phase II Secondary Addition ‐‐‐        ‐ 3,600,955 3,600,955 WA – Phase II Arts & Science Classroom         ‐        ‐           ‐                ‐  2,058,000 2,058,000 WA ‐ Phase III Kindergarten Addition ‐‐‐        ‐ 1,023,620 1,023,620 WA ‐ Phase III Performing Arts Center         ‐        ‐            ‐                ‐  5,234,600 5,234,600 TOTAL UNFUNDED PROJECTS  $         ‐  $         ‐  $         ‐ $         ‐ 11,917,175 $11,917,175   Any future additions to campus facilities will increase the operational costs of the Academy in conjunction with  increases in casualty insurance, faculty and maintenance personnel.  These projects include estimates of their  related impacts to the operating budget in the Capital Improvement Plan which is available to the public on the  Town’s website.      Figure 19 – UNFUNDED PROJECTS IMPACT ON OPERATING BUDGET  DESCRIPTION  FY 14‐15 FY 15‐16 FY 16‐17 FY 17‐18 FY 18‐19 TOTALS  IMPACT ON OPERATING BUDGET             WA – Phase II Secondary Addition ‐‐‐ ‐     52,200 52,200 WA – Phase II Arts & Science Classroom ‐‐‐ ‐     23,520 23,520 WA ‐ Phase III Kindergarten Addition ‐‐‐ ‐     28,000 28,000 WA ‐ Phase III Performing Arts Center           ‐         ‐            ‐                  ‐          11,200          11,200  TOTAL UNFUNDED PROJECTS  $             ‐$             ‐$            ‐$            ‐   $    114,920 $       114,920   41   Indirect Operating Costs Board direction in the June 2011 budget retreat directed the transfer of $306,900 from the General Fund of  Academy to the General Fund of the Town as payment for central office services that are carried out by the  municipal staff, including various administrative support services for the Academy and to avoid duplication of  costs.  This fact was used as part of the charter application process with the TEA to help bolster the Town’s case for  having a community school without duplicating cost structures and required resources.  These support services for  the Academy that generate indirect costs paid by the Town of Westlake are:   Human resources   Information technology   Risk management   Finance and accounting services   Facility maintenance services   General managerial oversight (Superintendent)   Board support services including policy advisement and strategic planning (Superintendent)   Official Board records maintenance and election administration (Town Secretary)  As the Academy’s enrollment and staffing levels have increased, the level of demand for support services that the  Town provides the Academy has also grown.  Per Board direction at its June 2011 budget retreat, beginning in FY  11/12, the indirect costs of approximately $306,900 were expensed to the Academy’s operating budget.    In the June 2012 Board budget retreat, staff recommended suspending the transfer of funds from the Academy’s  General Fund due to the change in the States public education funding formula.  This change resulted in an 8%  decrease in funding.  This reduction in State funding has accelerated the use of the Academy’s fund balance.  The  adopted budget for FY 12/13 suspended the transfer of $306,900, to help maintain the TEA’s recommended 45 day  fund balance.  In FY 2014/15 the indirect operating cost is approximately $450,000.   The Town of Westlake Bond Rating Standard & Poor's Ratings Services raised its rating on Westlake, Texas general obligation (GO) debt one notch to  ‘AA+’ from ‘AA‘.  The outlook is stable.  Below is an excerpt from communication from Standards and Poors:  The ratings reflects our opinion of the following factors for Westlake, specifically its: (a) Inclusion in the deep and diverse  Dallas‐Fort Worth metropolitan statistical area (MSA) economy; (b) Very strong budgetary flexibility with fiscal 2012 audited  reserves in excess of 50% of general fund expenditures; (c) Very strong liquidity, providing very strong cash to cover debt  service and expenditures; and (d) Strong management conditions, supported by good financial policy implementation.    42   T F   The following Figure 18 ‐ Overa Overall Cost  Proposed Op Municipal‐Tr Sub‐Total  Annual Debt  Major Mainte In‐direct Ope Grand Total A  table reflects all Total Cost Su Summary  perating Expen ansfer to WA O Service Payme enance and Re erating Costs  All Costs  Fina s these transf ummary  ditures  Operating Bud ent (paid from  eplacement  ancial St fers with the  get  Municipal bud tructure indirect costs dget)  e Summa s included in  ary the FY 2014/ Estimated  FY 2013/14  $6,668,062 390,000 7,058,062 1,935,529 165,000 325,000 $9,483,591 /15 adopted b Propose FY 2014/1 $7,503,32 315,00 7,818,32 2,137,95 71,00 450,50 $10,477,77 budget.  ed 15 24 00 24 54 00 00 78 43   I o S A C t E A lo T   n 2002, the T operated ope Subsequently Academy rece Charter schoo the authorizin Education Age As an open‐en ocation of the Trustees polic Town of West n‐enrollment , Westlake Ac eived its ten y ols are public  ng agent(s) in  ency acts as t nrollment cha e student’s p cy and is a con tlake successf t charter scho cademy beca year charter r schools that  each state w the authorizin arter school, W ermanent res ndition of the Leg fully petitione ool under Sub me the only m renewal in 20 are operated which are dete ng body.     Westlake Aca sidence.  This e Academy’s c gal Statu ed the Texas E bchapter D, C municipally o 06.   d under a cont ermined by th ademy can on s requirement charter.  us Education Ag hapter 12 of  operated char tract called a he States Leg nly impose as t is establishe gency (TEA) to the Texas Ed rter school in   charter.  Thi islature.  In T s a condition o ed per a TEA a o establish a m ucation Code the State of T s contract is i Texas, the Tex of enrollment approved Boa municipally  e (TEC).   Texas.  The  issued by  xas  t, the  ard of  44   W e s t n F W b A D G K S   Westlake Aca encompasses  secondary bo these districts necessitating  Federal law.    Westlake Aca boundaries:  Argyle ISD, Ar Decatur ISD, D Grand Prairie  Krum ISD, Lak Springtown IS demy’s stude the Town of  undaries are  s is allowed to an annual lot demy’s secon rlington ISD, A Denton ISD, D ISD, Grapevin ke Dallas ISD,  SD, and Weat Wes ent enrollmen Westlake and comprised of o attend the A ttery system t ndary bounda Azle ISD, Birdv Duncanville IS ne‐Colleyville Lewisville ISD herford ISD  stlake Ac nt is establish d allows Wes f 31 of the su Academy, de that is carried aries are com ville ISD, Boyd SD, Eagle Mou e ISD, Highlan D, Little Elm IS cademy B ed by two se tlake residen rrounding sch mand for ent d out accordin prised of the  d ISD, Carroll  untain‐Sagina d Park ISD, H SD, McKinney Boundar ts of bounda nts automatic  hool districts trance has exc ng to the stan  following Ind ISD, Carrollto aw ISD, Fort W urst‐Euless‐B y ISD, Northw ries ries.  The prim  entry into W . While any sc ceeded the A ndards and p dependent Sc on‐Farmers B Worth ISD, Fri Bedford ISD, I west ISD, Para mary bounda Westlake Acad chool‐age chi Academy’s cap ractices dicta chool District  Branch ISD, Co isco ISD, Garl rving ISD, Kel adise ISD, Pon ry  demy.  The  ild from  pacity  ated by  oppell ISD,  and ISD,  ller ISD,  nder ISD,  45   Demographic and Miscellaneous Statistics         Location:  32 deg. 58’57”N 97 deg.12’20”W  Approximately 25 miles West of Dallas  and 20 miles South of Denton    Date of Charter: February 15, 2002  Population Served: Over 2 million**  Area Served: Over 1,000 Square miles **  Student Population: 677  Teaching Staff (FTE) 91.8  Average Class Size: 18 (kindergarten thru grade five)  25 (all other grades)  Faculty holding master’s  degree or higher: 27  ** The secondary boundaries for Westlake Academy consist of the boundaries of 31 metro‐area school districts.  These school districts serve six counties: Collin, Dallas, Denton, Parker, Tarrant, and Wise.                                           46   A w O p p T w b F I   T lo i T d a T r e                     Annual budge with generally On or before A proposed bud public meetin The appropria within a fund, budget.  The l Fiscal and I. STATEME The broader i ong‐term sta ntegrity, prud The more spe day‐to‐day fin and Academy The scope of t reporting, inte expenditure c ets are adopte y accepted ac August 31st o dget for the sc ngs as necessa ated budget i , and may am egal level of  d Budgeta NT OF PURP ntent of the f ble and posit dent, steward ecific purpose nancial affairs  Board of Tru these policies ernal controls control, asset  Budget ed for all gove ccounting prin f each year, t chool year co ary, the final b s prepared by mend the tota budgetary co ary Policie POSE following Fisc ive financial c dship, plannin  is to provide s and in devel ustees.   s generally sp s, operating b managemen ts and Bu ernmental fu nciples. All ap the Superinte ommencing on budget is pre y fund and fu l budget follo ontrol is at the es cal and Budge condition.  Th ng, accountab e guidelines to oping recom pan, among ot budgeting, rev t, debt mana udgetary nd types; the ppropriations  endent is to su n that date.  A pared and ad nction.  The B owing the sam e fund level.  etary Policy St he watchword bility, and full o the Finance mendations t ther issues, a venue manag gement, and  y Inform e budgets are  lapse at fisca ubmit for rev After reviewi dopted.  Board may m me procedure tatements is t ds of the Acad  disclosure.  e Director in p to the Academ accounting, pu gement, cash  planning con mation  all adopted o al year‐end.  view by the Bo ng the propo make transfers es required to to enable the demy’s financ planning and  my Superinte urchasing, au  and investm ncepts, in ord on a basis con oard of Truste osed budget a s between fun o adopt the o e Academy to cial managem directing the  endent or his  uditing, financ ent managem der to:  nsistent  ees a  and holding  nctions  riginal  o achieve a  ment include  Academy’s  designate  cial  ment,  47    Present fairly and with full disclosure the financial position and results of the financial operations of the  Academy in conformity with generally accepted accounting principles (GAAP), and   Determine and demonstrate compliance with finance related legal and contractual issues in accordance  with provisions of the Texas Local Government Code and other pertinent legal documents and mandates.  The Academy Board of Trustees will annually review and approve the Fiscal and Budgetary Policy Statements as  part of the budget process.  II. SUMMARY OF POLICY INTENDED OUTCOMES This policy framework mandates pursuit of the following fiscal objectives:  Operating Budget:  Prepare conservatively, estimate revenues, present and adopt the Academy’s annual operating  plan.  Revenues Management:  Design, maintain and administer a revenue system that will assure a reliable, equitable,  diversified and sufficient revenue stream to support desired Academy services.  Expenditure Control:   Identify priority services, establish appropriate service levels and administer the  expenditure of available resources necessary to assure fiscal stability and the effective and efficient delivery of  services.  Fund Balance:  Maintain the fund balance of the various operating funds at levels sufficient to protect the  Academy’s creditworthiness as well as its financial position from emergencies.  Intergovernmental Relationships:  Coordinate efforts with other agencies to achieve common policy objectives,  share the cost of providing governmental services on an equitable basis and support favorable legislation at the  State and Federal level.  Grants:  Seek, apply for and effectively administer Federal, State, and foundation grants‐in‐aid which address the  Academy’s current priorities and policy objectives.  Fiscal Monitoring:  Prepare and present regular reports that analyze, evaluate, and forecast the Academy’s  financial performance and economic condition.  Financial Consultants:  With available resources, seek out and employ the assistance of qualified financial advisors  and consultants in the management and administration of the Academy’s financial functions.  Accounting, Auditing, and Financial Reporting:  Comply with prevailing Federal, State and local statues and  regulations.  Conform to generally accepted accounting principles as promulgated by the Government Accounting  Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government  Finance Officers Association (GFOA).  Internal Controls: To establish and maintain an internal control structure designed to provide reasonable  assurances that the Academy’s assets are safeguarded and that the possibilities for material errors in the  Academy’s financial records are minimized.  48   III. OPERATING BUDGET Preparation – Budgeting is an essential element of the financial planning, control, and evaluation process.  The  “operating budget” is the Academy’s annual financial operating plan related to educational service instructional  costs.    The Academy operating budget is legally required to include the Academy’s General, Debt Service, and Food  Service Funds.  Currently, Westlake Academy only has one fund, the General Fund, which must be legally adopted  annually.  The Academy budgets the Special Revenue Funds for informational purposes only.    Information to be prepared includes documentation related to Service Level Adjustments (SLAs) for increases to  existing service levels or additional services, position control schedules, general and administrative cost  implications, etc. will be submitted and reviewed during the budget process.  SLA’s related to new position requests will include an assessment of their impact on additional internal services  necessary to support these positions as it relates to General & Administrative (G&A) charges in the Academy  budget ( subject to funding availability) to fund these costs.   A budget preparation calendar and timetable will be established and followed in accordance with State law.  Revenue Estimates for Budgeting ‐ In order to maintain a stable level of services, the Academy shall use a conservative,  objective, and analytical approach when preparing revenue estimates. The process shall include analysis of probable  economic changes and their impacts on revenues, number of students, and trends in revenues. It will also include an  assessment of the State legislative environment related to public charter school funding levels.  This approach should  reduce the likelihood of actual revenues falling short of budget estimates during the year and should avoid mid‐year  service reductions.  Balanced Budget – A balanced budget is a budget with total expenditures not exceeding total revenues and  monies available in the fund balance within an individual fund.  Proposed Budget Content and Process – A proposed budget shall be prepared by the Superintendent or his  designate with the participation of the Academy’s Leadership Team, Finance Director and Academy staff, and then  submitted to the Superintendent for review.  Following the Superintendent’s review, the proposed budget will be  presented to the Board for its consideration.  The proposed budget shall include five basic segments for review and evaluation: (1) personnel costs, (2) base  budget for operations and maintenance costs, (3) service level adjustments for increases of existing service levels  or additional services, (4) revenues, and (5) General Administrative (G&A) costs.  The proposed budget review process shall include Board of Trustees review of each of the four segments of the  proposed budget and a public hearing to allow for citizen participation in the budget preparation process.  Concurrent with the Academy budget preparation, Town staff will identify and provide to the Board all direct  Academy expenses contained in the Town’s municipal budget.  The proposed budget process shall allow sufficient time to provide review as well as address policy and fiscal issues  by the Board of Trustees.  49   A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the Board of Trustees  as well as placed on the Academy’s website.  Budget Adoption ‐ Upon the determination and presentation of the final iteration of the proposed budget  document as established by the Board of Trustees, a public hearing will be set and publicized.  The Board will  subsequently consider a resolution which, if adopted, such budget becomes the Academy’s Annual Budget.  The  adopted budget will be effective for the fiscal year beginning September 1.  Budget Amendments – The Superintendent or his designate and Finance Department will monitor all financial  operations.  A school district must amend the official budget before exceeding a functional expenditure category,  i.e., instruction, administration, etc. in the total budget. The budget team will decide whether to proceed with the  budget amendment and, if so, will then present the request to the Board of Trustees.  If the Board decides a  budget amendment is necessary, the amendment is adopted in resolution format and the necessary budgetary  changes are then made.    Planning – The budget process will be coordinated so as to identify major policy issues for the Board of Trustees by  integrating it into the Board’s overall strategic planning process for the Academy.  Reporting ‐ Monthly financial reports will be prepared by the Finance Department and distributed to the  Superintendent or his designate.  Information obtained from financial reports and other operating reports is to be  used by personnel to monitor and control the budget.  Summary financial reports will be presented to the Board  quarterly.  IV. REVENUES MANAGEMENT A. REVENUE DESIGN PARAMETERS.  The Academy will strive for the following optimum characteristics in its  revenue system:   Simplicity ‐ The Academy, where possible and without sacrificing accuracy, will strive to keep the revenue  system simple in order to reduce costs, achieve transparency, and increase parent and citizen  understanding of Academy revenue sources.   Certainty ‐ A thorough knowledge and understanding of revenue sources increases the reliability of the  revenue system.     Administration ‐ The benefits of a revenue source will exceed the cost of administering that revenue.   Every effort will be made for the cost of administration to be reviewed annually for cost effectiveness as a  part of the indirect cost and cost of service analysis.   Equity ‐ The Academy shall make every effort to maintain equity in its revenue system:  i.e. the Academy  shall seek to minimize or eliminate all forms of subsidization between entities.   Adequacy, Diversification and Stability – To the extent practical, the Academy shall attempt to achieve a  balance in its revenue system.  The Academy shall also strive to maintain a balanced and diversified  revenue system to protect the Academy from fluctuations in any one source due to changes in local  economic conditions which adversely impact that source.     B. REVENUE CLASSIFICATION AND SOURCES.  The revenues received by Westlake Academy are classified into one  of three broad categories: Federal, State or Local and come from the following sources:   State Education funding   State and Federal Grants  50    General Donations – The Academy recognizes that private donations comprise a significant part of the  Westlake Academy budget.  All funds received will become part of the budget and be subject to  appropriation for Academy general operations.   o Westlake Academy Foundation  o House of Commons  o Westlake Academy Athletic Club  o Local Merchants   Specific Purpose Donations – Funds donated  for a specific purpose    C. REVENUE MONITORING.   Revenues as they are received will be regularly compared to budgeted revenues  and variances will be investigated.  This process will be summarized in the appropriate budget report.  V. EXPENDITURE CONTROL  Appropriations – The point of budgetary control is at the function level in the General Fund and Special  Revenue Funds.  When budget adjustments among functions are necessary, they must be approved by the  Board of Trustees.   Current Funding Basis ‐ The Academy shall operate on a current funding basis. Expenditures shall be budgeted  and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated  through prior year savings. (The use of fund balance shall be guided by the Fund Balance/Retained Earnings  Policy Statements.)   Avoidance of Operating Deficits ‐ The Academy shall take immediate corrective actions if at any time during  the fiscal year expenditure and revenue re‐estimates are such that an operating deficit (i.e., projected  expenditures in excess of projected revenues) is projected at year‐end. Corrective actions can include a hiring  freeze, expenditure reductions, or use of fund balance within the Fund.  Use of fund balance must be  recommended by the Superintendent and approved by the Board of Trustees.   Expenditure deferrals into the following fiscal year, short‐term loans, or use of one‐time revenue  sources shall be avoided to balance the budget.   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.).   Periodic Program Reviews ‐ The Superintendent or his designate shall undertake periodic staff and third‐party  reviews of Academy programs for both efficiency and effectiveness. Where appropriate, privatization and  contracting with other governmental agencies will be evaluated as alternative approaches to service delivery.  Service delivery which is determined to be inefficient and/or ineffective shall be reduced in scope or  eliminated.   General and Administrative (G&A) Charges – To the extent practical, an annual analysis of G&A charges will be  performed and, if available, funding may be allocated at the Board’s discretion.  The analysis shall involve an  objective consideration of the service demands currently being met by municipal staff to support Academy  operations and a determination of factors that will continue to affect and increase the time needed for the  performance of these services.  For example, new Academy staff requires additional support staff time to  perform tasks related to insurance, payroll, etc.   Where feasible, G&A costs will be charged to all funds for  services of indirect general overhead costs, which may include general administration, finance, facility use,  personnel, technology, engineering, legal counsel, and other costs as deemed appropriate.    If funding is not  available, these costs will be shown below the line of the financial statement in the five‐year financial forecast  51   in order to promote transparency and provide the Board with a full cost accounting of services.  The charges  will be determined through an indirect cost allocation study following accepted practices and procedures.   Purchasing ‐ The Academy shall make every effort to maximize any discounts offered by creditors/vendors.  Staff shall also use purchasing cooperatives as well as competitive bidding in accordance with State law to  attain the best possible price on goods and services.   Prompt Payment ‐ All invoices will be paid within 30 days of receipt in accordance with the prompt payment  requirements of State law.     Salary ‐ The Academy shall strive to maintain competitive salary levels for faculty and staff.  A salary survey will  be conducted annually, sampling surrounding Independent School Districts and Charter Schools, to create a  comparison.  The Academy will strive to maintain salary levels within three percent (3%) of the median of  surveyed schools.    VI. FUND BALANCE    Fund Balance Reporting ‐ The District shall report governmental fund balances per GASB 54 definitions in the  balance sheet as follows: Non‐spendable, Restricted, Committed, Assigned, and Unassigned.   General Fund Unassigned Fund Balance ‐ The Academy shall maintain the General Fund unassigned fund  balance at 45 days of operation.   Use of Fund Balance ‐ Fund Balance will be targeted to only be used with Board approval and can be only be  used for the following:  emergencies, non‐recurring expenditures, such as technology/FF&E (furniture, fixtures  and equipment), or major capital purchases that cannot be accommodated through current year savings.   Should such use reduce the balance below the appropriate level set as the objective for that fund,  recommendations will be made on how to restore it.  The Board of Trustees shall approve all commitments by  formal action.  The action to commit funds must occur prior to fiscal year‐end, to report such commitments in  the balance sheet of the respective period, even though the amount may be determined subsequent to fiscal  year‐end.  A commitment can only be modified or removed by the same formal action. The Board of Trustees  delegates the responsibility to assign funds to the Superintendent or his/her designee.  The Board of Trustees  shall have the authority to assign any amount of funds.  Assignments may occur subsequent to fiscal year‐end.  The Board of Trustees will utilize funds in the following spending order: Restricted, Committed, Assigned,  Unassigned VII. INTERGOVERNMENTAL RELATIONSHIPS    Inter‐local Cooperation in Delivering Services ‐ In order to promote the effective and efficient delivery of  services, the Academy shall actively seek to work with other local entities in joint purchasing consortium,  sharing facilities, sharing equitably the costs of service delivery, and developing joint programs to improve  service to its students.   Legislative Program ‐ The Academy shall cooperate with other entities to actively oppose any state or federal  regulation or proposal that mandates additional Academy programs or services and does not provide the  funding to implement them. Conversely, as appropriate, the Academy shall support legislative initiatives that  provide additional funding.  52   VIII. GRANTS  Grant Guidelines ‐ The Academy shall apply, and facilitate the application by others, for only those grants that  are consistent with the objectives and high priority needs previously identified by Academy Board of Trustees.  The potential for incurring ongoing costs, to include the assumption of support for grant funded positions from  local revenues, will be considered prior to applying for a grant.   Grant Review ‐ All grant submittals shall be reviewed for their cash match requirements, their potential impact  on the operating budget, and the extent to which they meet the Academy's policy objectives. If there are cash  match requirements, the source of funding shall be identified prior to application.  Staff will focus on one‐time  grants to avoid long‐term implications related to additional expenditures in future years.     Grant Program Termination ‐ The Academy shall terminate grant funded programs and associated positions  when grant funds are no longer available unless alternate funding is identified and obtained.  IX. FISCAL MONITORING  Financial Status and Performance Reports ‐ Quarterly reports comparing expenditures and revenues to  current budget, noting the status of fund balances to include dollar amounts and percentages, and outlining  any remedial actions necessary to maintain the Academy's financial position shall be prepared for review by  the Superintendent and the Board of Trustees.  Student roster information will also be included in the quarter  reports submitted to the Board of Trustees.   Compliance with Board Policy Statements ‐ The Fiscal and Budgetary Policies will be reviewed annually by the  Board of Trustees and updated, revised or refined as deemed necessary. Policy statements adopted by the  Board of Trustees are guidelines, and occasionally, exceptions may be appropriate and required. However,  exceptions to stated policies will be specifically identified, and the need for the exception will be documented  and fully explained.  X. FINANCIAL CONSULTANTS The Academy employs the assistance of qualified financial advisors and consultants as needed in the management  and administration of the Academy's financial functions. These areas include but are not limited to investments,  debt administration, financial accounting systems, program evaluation, and financial impact modeling. Advisors  shall be selected on a competitive basis using objective questionnaires and requests for proposals based on the  scope of the work to be performed. XI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING The Academy strives to comply with prevailing local, state, and federal regulations relative to accounting, auditing,  and financial reporting.  Accounting practices and financial reporting shall conform to generally accepted  accounting principles as promulgated by the Governmental Accounting Standards Board (GASB), the American  Institute of Certified Public Accountants, (AICPA), and the Government Finance Officers Association (GFOA). The  Board shall select an independent firm of certified public accountants to perform an annual audit of all operations.   Required Texas Education Agency (TEA) account coding will be used for all revenue and expenditure reporting.   Accounting ‐ Currently, the Education Service Center (Region XI) books all revenues and expenditures, and  prepares bank reconciliations.  Academy staff is responsible for all coding and approval of expenditures and  revenues.  Documentation and coding of deposits are forwarded to the Town’s Finance Department for review  and preparation of deposit slips.  Town’s Finance Director and staff are responsible for review and transfer of  53   invoices and other documentation to the Service Center for processing as well as the physical deposit of funds.   It is the responsibility of the Superintendent or his designate and Academy staff to review the monthly reports  for any discrepancies and report to the Town’s Finance Director for analysis and re‐class of questioned  bookings, if appropriate.     External Auditing ‐ Academy will be audited annually by outside independent accountants (auditors).  The  auditors must be a CPA firm and must demonstrate significant experience in the field of local government  auditing.  They must conduct the Academy’s audit in accordance with generally accepted auditing standards.   The auditors’ report on Academy’s financial statements will be completed within a timely period of the  Academy’s fiscal year‐end.  The auditor will jointly review the management letter with the Academy Board of  Trustees, if necessary.  In conjunction with this review, the Finance Director shall respond in writing to the  Academy Board of Trustees regarding the auditor’s Management Letter, addressing the issued contained  therein.   The Academy will not require auditor rotation, but will circulate request for proposal for audit  services on a periodic basis as deemed appropriate.   Responsibility of Auditor to Academy Board of Trustees ‐ The auditor is retained by and is accountable  directly to the Academy Board of Trustees and will have access to direct communication with the Academy  Board of Trustees if the Academy Staff is unresponsive to auditor recommendations or if the auditor considers  such communication necessary to fulfill its legal and professional responsibilities.   Internal Financial Reporting ‐ The Finance Department will prepare internal financial reports sufficient for  management to plan, monitor, and control Academy’s financial affairs.  XII. INTERNAL CONTROLS  Written Procedures ‐ Whenever possible, written procedures will be established and maintained by the  Finance Director and utilized by all Academy personnel for all functions involving purchasing, cash handling  and/or accounting throughout the Academy.  These procedures will embrace the general concepts of fiscal  responsibility set forth in this policy statement.   Academy Staff Responsibilities ‐ The Superintendent or his designate, in consultation with the Finance  Director, will be responsible for ensuring that appropriate internal controls are followed throughout the  Academy, that all directives or internal controls are implemented, and that all independent auditor internal  control recommendations are addressed.  Staff will develop and periodically update written internal control  procedures.  XIII. ASSET MANAGEMENT  Investments – The Finance Director shall promptly invest all Academy funds with the depository bank in  accordance with the provisions of the current Bank Depository Agreement or in any negotiable instrument  authorized by the Academy Board of Trustees.   The Academy Board of Trustees has formally approved a  separate Investment Policy for the Academy of Westlake that meets the requirements of the Public Funds  Investment Act (PFIA), Section 2256 of the Texas Local Government Code.  The Academy’s investment  practices will be conducted in accordance with this policy. The Finance Director will issue quarterly reports on  investment activity to the Academy Board of Trustees.     Cash Management ‐ Academy’s cash flow will be managed to maximize the cash available to invest.  Such cash  management will entail the centralization of cash collections, where feasible, including field trips, and other  collection offices as appropriate.  Periodic review of cash flow position will be performed to determine  performance of cash management and conformance to investment policies.  The underlying theme will be that  54   idle cash will be invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize  return.     Fixed Assets and Inventory ‐ Such assets will be reasonably safeguarded and properly accounted for and  prudently insured.  The fixed asset inventory will be updated regularly.   Capital Assets – Currently all capital assets of Westlake Academy are owned and purchased by the Town of  Westlake.  In subsequent years, additional asset purchases may be paid with Westlake Academy funds.   Capitalization Criteria – For purposes of budgeting and accounting classification, the following criteria must be  capitalized:  o The asset is owned by the Westlake Academy  o The expected useful life of the asset must be longer than one year, or extend the life on an identifiable  existing asset by more than one year  o The original cost of the asset must be at least $5,000  o The asset must be tangible  o On‐going repairs and general maintenance are not capitalized  o New Purchases – All costs associated with bringing the asset into working order will be capitalized as a part  of the asset cost.  This includes startup costs, engineering or consultant type fees as part of the asset cost  once the decision or commitment to purchase the asset is made.  The cost of land acquired should include  all related costs associated with its purchase  o Improvements and Replacement – Improvement will be capitalized when they extend the original life of an  asset or when they make the asset more valuable than it was originally.  The replacement of assets  components will normally be expenses unless they are a significant nature and meet all the capitalization  criteria.   Computer System/Data Security – The Academy shall provide security of its computer/network system and  data files through physical and logical security systems that will include, but are not limited to:  network user  authentications, firewalls, content filtering, spam/virus protection, and redundant data backup.    55   THE BUDGET PROCESS The Superintendent submits the budget to the Board of Trustees.  The Academy’s fiscal year begins each year on  October 1st and ends on September 30th of the following calendar year.   Prior to the beginning of the fiscal year, the Superintendent must submit a proposed budget, which includes:  • A budget message  • A consolidation statement of anticipated revenues and proposed expenditures for all funds  • General fund resources in detail  • Special fund resources in detail  • A summary of proposed expenditures by department and activity  • Detailed estimates of expenditures shown separately to support the proposed expenditure    The proposed revenues and expenditures must be compared to prior year revenues and expenditures.  The budget  preparation process begins early in the calendar year with the establishment of overall town goals, objectives, and  analysis of current year operations compared to expenditures.  Budget policies and procedures are reviewed at the  same time to reduce errors and omissions.  In May, the Finance Department prepares such items as budget forms  and instructions for estimating revenues and expenditures.  Department heads submit proposed baseline  expenditures for current service levels and any additional one‐time or on‐going request they may have for their  department.  A round‐table meeting is subsequently held with the Superintendent, the finance staff and each  department head for review.  After all funding levels are established and agreed upon; the proposed budget is  presented by the Superintendent to the Board of Trustees.  A public hearing on the budget is conducted in  accordance with state and local law.  This meeting is held after the 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 October 1st, prior to the expenditure of any Town funds for that budget year.    BUDGET AMENDMENT PROCESS The Superintendent may request that the current year budget be amended.  In this process, the Superintendent  will review the documentation and draft an ordinance to formally amend the current budget. This ordinance is  presented to the Board of Trustees for consideration.  Following the consideration of the proposed amendment,  the Board will vote on the amendment ordinance.  If the amendment is approved, the necessary budget changes  are then made.  All budget amendments will be approved by the Board of Trustees prior to the expenditure of  funds in excess of the previously authorized budgeted amounts within each fund.   56   2014/15 Budget Planning Timeline Figure 19 – FY 2014/15 Budget Calendar  ~ Westlake Academy FY 2014/15 ~ ~ BUDGET CALENDAR ~ February Preliminary discussion of WA's 2014/15 Budget March Five Year Projection Scenarios distributed HR prepare actual costs associated with personnel requests April Develop improvement plans for each grade level/department May Orientation and overview of FY 2014/15 budget process Staff resource requests Strategic Planning Retreat Presentation of 5-year forecast Prepare first draft of function level budgets IT prepare actual costs associated with technology requests Year-end estimate spreadsheet distributed Budget Retreat June First Draft to Superintendent for review Superintendent and Finance begin detail reviews with administration Review Current-Year Estimated year-end budget with Board July Power point presentation work Superintendent review of final budget Publish Notice of Public Hearing on Budget August Public Hearing on Budget Present Proposed FY 2014/15 Westlake Academy Budget for Board approval September Fiscal Year 2014/15 begins       57   Westlake Academy Budget Guide GOVERNMENTAL FUND TYPES GENERAL FUND The General Fund is comprised of three subordinate funds: General, Athletic Activities, and Transportation.  This  fund accounts for the majority of the operational activities required to maintain the Academy’s facilities and pay  its employees.  The fund is supported by State and local revenues.  Fund 199 – General Fund This classification must be used for funds in which the local governing board designates.  The local governing  board has wide discretion in their use as provide by law.  This fund usually includes transactions as a result of  revenues from local sources and Foundation School Program Sources.  Any locally defined code that is used at  the local option is to be converted to Fund 199 for PEIMS reporting.  Fund 198 – Athletic Activities This locally defined fund code is used to account for expenditures for athletics that normally involve  competition between schools (and frequently involve offsetting gate receipts or fees such as football,  baseball, volleyball, track, tennis and golf).  This fund is converted to Fund 199 for PEIMS reporting.  Fund 197 – Transportation/Parking This locally defined fund code is used to account for revenues and expenditures related to transportation for  students as well as to collect parking fees and remit them to the Town of Westlake as a reimbursement for  the expense of the new parking lot built in the summer of 2010 (funded by the Town). This fund is converted  to Fund 199 for PEIMS reporting.    SPECIAL REVENUE FUNDS The Special Revenue Funds are the funds that account for local, state and federally financed programs or  expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at the  close of a specified project period; approximately 27% of these funds are federally funded, 73% are locally funded.    Fund 224 IDEA‐B Formula (Federally Funded) Fund is used, on a project basis, for funds granted to operate educational programs for children with  disabilities.  Fund 461 Campus Activities (Locally Funded) Fund is to be used to account for transactions related to a principal’s activity fund if the monies generated are  not subject to recall by the school district’s Board of Trustees into the general fund.  These funds provide  after‐school activities at Westlake Academy.  Fund 481 Hudson Foundation (Locally Funded) This locally defined fund is used to account for grants awarded to the Academy by the Hudson Foundation to  be used to support the Director or Curriculum and Instruction.  58   F F F F T F T t it a Fund 485 Hu This loca be used t Fund 487 We This gran of legacy Fund 497 We This gran Fund 498 Hu This gran Instructio The Academy FIDUCIARY F The agency fu the property o ts strategic p audited financ   udson Founda lly defined fu to pay for the estlake Acade nt from the W y teachers.  estlake Acade nt from the W udson Founda nt from the H on.   reports the f FUND und accounts  of students o lanning proce cial report.  ation – Staff/ und is used to e new MYP Pr emy Foundat Westlake Acad emy Foundat Westlake Acad ation – Direc udson Found following pro for resources r others.  The ess and cover /Developmen o account for  rincipal, profe tion – Teach demy Founda tion – Financ demy Founda ctor of Curric dation provide prietary fund s held in a cu ese are not bu rs the financia nt (Locally Fu grants award essional deve er Recruit/R tion is to be u cial Assistanc tion provides culum & Instr es funding for d:  stodial capac udgeted fund al cycle startin unded) ded to the Aca elopment, and Retain (Locall used for the r ce (Locally F s financial ass ruction (Loca r the hire of a city by the Aca ds.  The Acade ng with budg ademy by the d curriculum  ly Funded) recruitment, t Funded) sistance for st ally Funded) a Director of C ademy, and c emy’s budget get planning a e Hudson Fou coach.  training, and  tudent activit ) Curriculum an consist of fun t process inte and ending wi undation to  retention  ties.  nd  ds that are  egrates with  ith the  59   OVERVIEW OF ACCOUNT CODES Section 44.007 of the Texas Education Code (Code or TEC) requires that a standard school district fiscal accounting  system be adopted by each school district. The system must meet at least the minimum requirements prescribed  by the State Board of Education and also be subject to review and comment by the state auditor. Additionally, the  accounting system must conform to Generally Accepted Accounting Principles (GAAP). This section further requires  that a report be provided at the time that the school district budget is filed, showing financial information  sufficient to enable the state board of education to monitor the funding process and to determine educational  system costs by school district, campus and program.   The Texas Education Code, Section 44.008, requires each school district to have an annual independent audit  conducted that meets the minimum requirements of the state board of education, subject to review and comment  by the state auditor. The annual audit must include the performance of certain audit procedures for the purpose of  reviewing the accuracy of the fiscal information provided by the district through the Public Education Information  Management System (PEIMS). The audit procedures are to be adequate to detect material errors in the school  district’s fiscal data to be reported through the PEIMS system for the fiscal period under audit.   A major purpose of the following accounting code structure is to establish the standard school district fiscal  accounting system required by law. Although certain codes within the overview may be used at local option, the  sequence of the codes within the structure, and the funds and chart of accounts, are to be uniformly used by all  school districts in accordance with generally accepted accounting principles.   ACCOUNT CODE STRUCTURE X X X - X - X X - X X X - X X - X X X X X X X - X X Fund Code Year Code Function Code Organization Code Program Intent Code Local Option Code Object Code Sub-Object Code (1xx-8xx) Account Groups (9xx) (0-9) (11-99) (001-999) (11-99) (xxx) Assets (1xxx) Liabilities (2xxx) Fund Equity (3xxx) Clearing Accounts (4xxx) Revenues/Income (5xxx) Expenditures (6xxx) Other Resources/Non Operating Revenues/Residual Equity Transfers In (7xxx) Other Uses/Non Operating Expenses/Residual Equity Transfers Out(8xxx) (xx) FUNCTIONS A function code represents a general operational area at the Academy and groups together related activities.  The  assignment and use of function numbers is based on the financial accountability standards established by the  Texas Education Agency in accordance with the Texas Administrative Code.   The function code is a 2‐digit number  that follows the 3‐digit fund code and single digit year code in the accounting number scheme.  OBJECTS The object number is a 4‐digit code that describes the type of expenditure incurred and is comprised of the  fifteenth through eighteenth digits in the code structure.        60   Figure 20 – Account Coding Matrix  Account Coding Matrix  Function Code Function Code Description  11 Instruction & Related  12 Instructional Resources & Media Sources (Library)  13 Curriculum Development & Inst. Staff Development  21 Instructional Leadership  23 School Leadership (Principal)  31 Guidance, Counseling & Evaluation Services  32 Social Work Services  33 Health Services  34 Student (Pupil) Transportation  35 Food Services  36 Cocurricular/extracurricular activities  41 General Administration (Superintendent/Board)  51 Plant Maintenance and Operations  52 Security and Monitoring Services  53 Data Processing Services  61 Community Services  71 Debt Service  81 Facilities Acquisition and Construction  Object Codes Object Code Description  61XX Payroll and Payroll Related  62XX Professional & Contracted Services  63XX Supplies and Materials  64XX Other Operating Costs  65XX Debt Service  66XX Capital       61   FUNCTION CODES – GENERAL DESCRIPTIONS 10 Instruction and Instructional Related Services Function 11 ‐ Instruction  This function is used for activities that deal directly with the interaction between teachers and students. This  function includes expenditures for direct classroom instruction and other activities that deliver, enhance, or  direct the delivery of learning situations to students. Expenditures for the delivery of instruction in regular  program basic skills, bilingual and ESL programs, compensatory, remedial or tutorial programs, gifted and  talented education programs, and vocational education programs are classified in function 11. For example,  function 11 includes classroom teachers, teacher assistants, and graders, but does not include curriculum  development (function 13) or principals (function 23).  Function 12 ‐ Instructional Resources and Media Services  This function is used for expenditures that are directly and exclusively used for resource centers, establishing and  maintaining libraries, and other major facilities dealing with educational resources and media. For example,  function 12 includes librarians, but does not include textbooks (function 11) or reference books in the classroom  (also function 11).  Function 13 ‐ Curriculum Development and Instructional Staff Development  This function is used for expenditures that are directly and exclusively used to aid instructional staff in  planning, developing, and evaluating the process of providing learning experiences for students. This  function also includes expenditures related to research and development activities that investigate,  experiment and/or follow‐through with the development of new or modified instructional methods,  techniques, procedures, service, etc. For example, this function includes staff that research and develop  innovative, new, or modified instruction and staff who prepare in‐service training for instructional staff, but  does not include salaries of instructional staff when attending in‐service training (function 11 or 12).  20 Instructional and School Leadership Function 21 ‐ Instructional Leadership  This function encompasses those district‐wide activities which have as their purpose managing, directing, and  supervising the general and specific instructional programs and activities. For example, function 21 includes  instructional supervisors but does not include principals (function 23).  Function 23 ‐ School Leadership  This function includes expenses for directing, managing, and supervising a school. It includes salaries and supplies  for the principal, assistant principal, and other administrative and clerical staff, including attendance clerks.  30 Support Services – Student Function 31 ‐ Guidance, Counseling, and Evaluation Service  This function includes expenses for testing and assessing students' abilities, aptitudes, and interests with respect  to career and educational goals and opportunities. It includes psychological services, testing, and counseling.  Function 32 ‐ Social Work Services  This function includes expenditures which directly and exclusively promote and improve school attendance.  Examples include social workers, non‐instructional home visitors, home visitor aides, and truant officers.  62   Function 33 ‐ Health Services  This function embraces the area of responsibility providing health services which are not a part of direct  instruction. It includes medical, dental, and nursing services.  Function 34 ‐ Student Transportation  This function includes the cost of providing management and operational services for transporting students  to and from school. Function 34 includes transportation supervisors and bus drivers, but does not include  field trips (function 11) or student organization trips (function 36).  Function 35 ‐ Food Services  This function includes the management of the food service program at the schools and the serving of meals,  lunches, or snacks in connection with school activities. Function 35 includes cooks and food purchases, but  does not include concession stands (function 36).  Function 36 ‐ Co‐curricular/Extracurricular Activities  This function incorporates those activities which are student and curricular related, but which are not  necessary to the regular instructional services. Examples of co‐curricular activities are scholastic competition,  speech, debate, and band. Examples of extracurricular activities are football, baseball, etc. and the related  activities (drill team, cheerleading) that exist because of athletics. Function 36 includes athletic salary  supplements paid exclusively for coaching, directing, or sponsoring extracurricular athletics, but does not  include salaries for teaching physical education (function 11).  40 Support Services ‐ Administrative Function 41 ‐ General Administration  This function includes expenses incurred for the overall administrative responsibilities of the District. It  includes expenses for the school board, superintendent's office, personnel services, and financial services.  50 Support Services ‐ Non Student Based Function 51 ‐ Plant Maintenance  This function deals with expenditures made to keep buildings, grounds, and equipment safe for use and in  efficient working condition. This function also includes expenditures associated with warehousing services.  Examples include janitors, facility insurance premiums, utilities, and warehouse personnel.  Function 52 ‐ Security and Monitoring Services  This function is used for expenditures that are for activities to keep student and staff surroundings safe,  whether in transit to or from school, on a campus, or participating in school‐sponsored events at another  location.  Function 53 ‐ Data Processing Services  This function is for non‐instructional data processing services which include computer facility management,  computer processing, systems development, analysis, and design. Personal computers that are stand alone  are to be charged to the appropriate function. Peripherals including terminals and printers are also to be  charged to the appropriate function.  63   6 F 7 F 8 F                       60 Ancillary Function 61 ‐  This fun or bene program 70 Debt Serv Function 71 ‐  This fun 80 Capital Ou Function 81 –  This fun facilities     Services Community S nction encom efit to the com ms, natatorium vice Debt Service  nction include utlay Capital Acqu nction include s.   Services  passes all oth mmunity as a  m, and paren es expenditur uisition & Con es expenditur her activities  whole or a p nting program res for bond a struction  res that are ac of the school ortion of the  ms.  and lease pur cquisitions, co  district, whic community.  chase princip onstruction, o ch are design  Examples wo pal, and all typ or major reno ed to provide ould include r pes of interes ovation of Ac e a service  recreation  st paid.   ademy  64                               "Reaching New Heights Together... One School, One Community”                                  Explanation & Summary of Major Budget Components REVENUES:  The revenues received by Westlake Academy are classified into one of three broad categories:  Federal, State or Local.  State funding is the Academy’s largest revenue source making up over 76% of revenues  from all funds.  Staff estimates that the average level of total state aid paid through the Foundation School  Program (FSP) in FY 2014/15 will be approximately $6,840 per student; this is flat from the FY 2013/14 levels.  As  an open‐enrollment charter school, Westlake Academy has the ability to establish specific class sizes and set  limitations on secondary boundary enrollment.  Enrollment for FY 14/15 is projected at 822 students in accordance  with the current plan to attempt to maintain eighteen (18) students per class in kindergarten through grade five,  and twenty‐five (25) students in grade six through grade 12.    Federal funding is received through grants that support special education and accounts for approximately one  percent (1%) of revenues for all funds.   Local funding consists of two major sources, the Town and the Westlake Academy Foundation.  As a municipally‐ owned charter school Westlake Academy does not have taxing authority; the Town of Westlake is responsible for  debt service and capital improvements, these costs are estimated at $2,137,954 for FY 2014/15.  The Westlake  Academy Foundation is an independent non‐profit organization that raises funds through donations and fund  raising; the FY 2014/15 forecast is $1,100,000. Westlake Academy is supported by a non‐profit organization called  the Westlake Academy Foundation (WAF).  The WAF conducts several annual fundraising activities: first, the  Blacksmith Campaign is an annual fund drive that focuses specifically on the parents of students at the Academy  and tries to leverage these donations with the employers who have matching programs for individuals who  contribute time or money to non‐profits.  The Blacksmith Campaign is held each year in the month of October and  each family is asked to contribute $2,500 per student to help cover the gap between the state public education  funding and what the Academy actually spends on each student.  EXPENDITURES:  Compensation and benefits are the largest operating cost for Westlake Academy.  The current  teacher pay scale is based on the Board policy of being within 3% of the median of the nine (9) surrounding public  school districts.  Per Board direction, the salary scale had a 1.5% pay increase for all faculty and staff members in  the FY 2013/14, and staff is recommending a 2% pay increase for all faculty and staff members in the FY 2014/15  school year.  The increase for all applicable staff equals $149,743 (approximately 3%, including step‐increases).  Financial Summary The budget is developed within the guidelines predicated by the Texas Education Agency and is organized into a  series of accounts called funds.  The total revenue for all funds for the Academy is estimated to be $7,567,293 and  total expenditure appropriations amount to be $7,803,324.  The following schedules present a comparison of  revenues and expenditures for all Governmental Funds in the budget. Budgets for the General Fund, the Food  Service Fund (a Special revenue Fund) and the Debt Service Fund must be included in the official district budget  (legal or fiscal year basis).  The Academy does not maintain a Food Service Fund or a Debt Service Fund; therefore;  the only fund legally adopted will be the General Fund.   65   WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL GOVERNMENTAL FUNDS For the Year Ending August 31, 2015 Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Proposed REVENUES Federal Program Revenues $ 157,445 $ 152,351 $ 81,958 $ 67,722 $ 80,008 $ 73,896 $ (6,112) State Program Revenues 3,945,658 4,362,921 4,648,649 4,855,506 5,034,023 5,782,092 748,069 Local Revenues 874,206 1,237,004 1,205,931 1,538,434 1,922,443 1,711,305 (211,138) 4,977,309 5,752,276 5,936,538 6,461,662 7,036,474 7,567,293 530,818 EXPENDITURES (BY FUNCTION) 11 - Instructional 2,764,022 3,170,372 3,458,117 3,633,683 4,079,186 4,621,940 542,755 12 - Resources & Media 73,398 89,129 57,784 60,785 66,170 66,252 81 13 - Staff Development 111,933 74,656 130,924 144,154 147,157 129,589 (17,568) 21 - Instructional Leadership 125,265 135,962 93,965 185,339 207,093 237,967 30,874 23 - School Leadership 294,931 347,515 341,524 456,515 553,655 660,620 106,966 31 - Guidance & Counseling 165,245 232,419 244,899 238,786 280,680 246,539 (34,141) 33 - Health Services 53,513 60,917 58,208 58,620 63,634 68,711 5,078 35 - Food Services - 11,517 - 15,116 - 500 500 36 - CoCurricular/ Extra. Activities 7,275 131,972 125,137 221,087 164,079 171,255 7,176 41 - Administrative 105,472 675,763 363,547 362,289 389,170 343,835 (45,335) 51 - Maintenance & Operations 301,672 596,913 614,041 674,112 725,907 956,091 230,185 53 - Data Processing 525,273 173,587 160,695 247,719 177,766 105,015 (72,751) 61 - Community Services 154,962 76,880 86,844 92,091 107,162 110,824 3,662 71 - Debt Service 69,739 - - - 6,405 84,186 77,781 81 - Facility Acquisition/Construction 132,286 15,960 27,930 - - - - Total Expenditures 4,884,985 5,793,560 5,763,616 6,390,294 6,968,062 7,803,324 835,262 Excess (Deficiency) of Revenues Over (Under) Expenditures 92,325 (41,285) 172,923 71,368 68,412 (236,031) (304,444) OTHER FINANCING SOURCES (USES) 79 - Other Resources 659,704 26,124 40,959 45,000 331,266 45,000 (286,266) 89 - Other Uses (603,000) (26,124) (40,959) (45,000) (331,266) (45,000) 286,266 79 - Special Item - Resource 67,760 - - - - 89 - Extraordinary Item - Use (124,346) - - - - Total Other Financing Sources (Uses) 56,704 (56,586) - - - - - NET CHANGES IN FUND BALANCE 149,029 (97,871) 172,923 71,368 68,412 (236,031) (304,444) FUND BALANCE, BEGINNING 767,934 916,962 819,090 992,012 992,012 1,060,424 68,412 FUND BALANCE, ENDING 916,962 819,090 992,012 1,063,380 1,060,424 824,393 (236,031) Assigned - Tech/FF&E Replacement 100,000 - - - - 125,000 125,000 Assigned - Special Revenue Funds - - - - - - - Assigned - Uniforms/Equip Rep. 4,499 - - - - - - Assigned - Facility Maintenance/FFE - - - - - - - FUND BALANCE, UNASSIGNED $ 812,464 $ 819,090 $ 992,012 $1,063,380 $1,060,424 $ 699,393 $ (111,031) 66   ALL GOVERNMENTAL FUNDS – TOTAL REVENUES Adopted Estimated Proposed Variance Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 13/14 FY 14/15 Proposed General Fund $ 5,640,930 $ 6,212,057 $ 6,635,473 $ 7,445,897 $ 810,424 Special Revenue Funds 295,608 249,605 401,001 121,396 (279,605) Total Governmental Funds $ 5,936,538 $ 6,461,662 $ 7,036,474 $ 7,567,293 $ 530,818 ALL GOVERNMENTAL FUNDS – TOTAL EXPENDITURES Adopted Estimated Proposed Variance Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 13/14 FY 14/15 Proposed General Fund $ 5,496,177 $ 6,140,689 $ 6,611,593 $ 7,554,617 $ 943,024 Special Revenue Funds 267,439 249,605 356,469 248,707 (107,762) Total Governmental Funds $ 5,763,616 $ 6,390,294 $ 6,968,062 $ 7,803,324 $ 835,262 ALL GOVERNMENTAL FUNDS – EXPENDITURES BY OBJECT CODE Adopted Estimated Proposed Variance Audited Budget Budget Budget Estimated to Expenditures by Object FY 12/13 FY 13/14 FY 12/13 FY 13/14 FY 13/14 61XX - Payroll & Related Items $ 4,339,742 $ 4,832,464 $ 5,196,595 $ 5,618,025 421,430 62XX - Contracted Services 865,171 882,229 935,779 1,064,256 128,477 63XX - Supplies & Materials 268,069 385,613 503,367 672,890 169,523 64XX - Other Operating 290,634 289,989 325,917 363,967 38,051 65XX - Debt Service - - 6,405 84,186 77,781 Total Expenditures $ 5,763,616 $ 6,390,294 $ 6,968,062 $ 7,803,324 $ 835,262    67   WESTLAKE ACADEMY REVENUE SUMMARY - ALL GOVERNMENTAL FUNDS For the Year Ending August 31, 2015                          Adopted Estimated Proposed         Audited Budget Budget Budget         FY 12/13 FY 13/14 FY 13/14 FY 14/15  REVENUES               Federal Program Revenues   $            81,958  $            67,722  $            80,008   $            73,896  State Program Revenues            4,648,649           4,855,506           5,034,023            5,782,092  Local Revenues              1,205,931           1,538,434           1,922,443            1,711,305    Total Revenues            5,936,538           6,461,662           7,036,474            7,567,293                        WESTLAKE ACADEMY EXPENDITURE SUMMARY - ALL GOVERNMENTAL FUNDS For the Year Ending August 31, 2015          Adopted Estimated Proposed         Audited Budget Budget Budget  EXPENDITURES (BY FUNCTION)   FY 12/13  FY 13/14 FY 13/14 FY 14/15  11  ‐ Instructional     $       3,458,117  $       3,633,683  $       4,079,186   $       4,621,940  12  ‐ Resources & Media                  57,784                 60,785                 66,170                  66,252  13  ‐ Staff Development               130,924              144,154              147,157               129,589  21  ‐ Instructional Leadership                  93,965              185,339              207,093               237,967  23  ‐ School Leadership               341,524              456,515              553,655               660,620  31  ‐ Guidance & Counseling               244,899              238,786              280,680               246,539  33  ‐ Health Services                    58,208                 58,620                 63,634                  68,711  35  ‐ Food Services                             ‐                   15,116                          ‐                         500  36  ‐ CoCurricular/ Extra. Activities              125,137              221,087              164,079               171,255  41  ‐ Administrative                 363,547              362,289              389,170               343,835  51  ‐ Maintenance & Operations               614,041              674,112              725,907               956,091  53  ‐ Data Processing                 160,695              247,719              177,766               105,015  61  ‐ Community Services                  86,844                 92,091              107,162               110,824  71  ‐ Debt Service                             ‐                            ‐                     6,405                  84,186  81  ‐ Facility Acquisition/Construction                 27,930                          ‐                            ‐                             ‐      Total Expenditures   $       5,763,616  $       6,390,294  $       6,968,062   $       7,803,324     68     65XX All Fun State Progra Revenues 76% 61XX ‐Pa Related 72% X ‐Debt Service 1% E Westla nds Reven  Fisca m  RE ayroll &   Items % 64XX ‐Ot Operati 5% e Expendit ake Acad nues and al Year 14 EVENUES ther  ng tures by demy   Expendi 4/15  Fed L S 6 y Object tures  deral Program  Revenues 1% ocal Revenues 23% 62XX ‐Contra Services 14% 63XX ‐Supplies Materials 8% s acted  s s &    69   WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND For the Year Ending August 31, 2015 Adopted Estimated Proposed Variance Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Proposed REVENUES State Program Revenues $4,362,921 $4,648,649 $4,802,607 $5,034,023 $5,782,092 $ 748,069 Local Revenues 881,249 992,281 1,409,450 1,601,450 1,663,805 62,355 Total Revenues 5,244,170 5,640,930 6,212,057 6,635,473 7,445,897 810,424 EXPENDITURES (BY FUNCTION) 11 - Instructional 2,825,527 3,278,767 3,513,062 3,854,828 4,510,171 655,343 12 - Resources & Media 74,628 57,784 60,785 64,838 66,252 1,413 13 - Staff Development 9,732 89,084 75,170 69,500 104,089 34,589 21 - Instructional Leadership 134,839 93,965 185,339 202,477 213,111 10,635 23 - School Leadership 341,469 332,693 456,515 552,222 606,038 53,816 31 - Guidance & Counseling 229,067 241,791 238,786 280,680 246,539 (34,141) 33 - Health Services 60,917 58,208 58,620 63,634 68,711 5,078 35 - Food Services 11,517 - 15,116 - 500 500 36 - CoCurricular/ Extra. Activities 103,131 96,063 161,087 134,398 139,255 4,857 41 - Administrative 655,149 358,311 362,289 379,276 343,835 (35,441) 51 - Maintenance & Operations 584,891 614,041 674,112 725,907 956,091 230,185 53 - Data Processing 164,049 160,695 247,719 177,766 105,015 (72,751) 61 - Community Services 76,880 86,844 92,091 99,662 110,824 11,162 71 - Debt Service - - - 6,405 84,186 77,781 81 - Facility Acquisition/Construction 15,960 27,930 - - - - Total Expenditures 5,287,757 5,496,177 6,140,689 6,611,593 7,554,617 943,024 Excess (Deficiency) of Revenues Over (Under) Expenditures (43,587) 144,753 71,368 23,880 (108,720) (132,600) OTHER FINANCING SOURCES (USES) 79 - Other Resources 93,884 40,959 45,000 331,266 45,000 (286,266) 89 - Other Uses (150,470) (40,959) (45,000) (75,000) (45,000) 30,000 Total Other Financing Sources (Uses) (56,587) - - 256,266 - (256,266) NET CHANGES IN FUND BALANCE (100,174) 144,753 71,368 280,146 (108,720) (388,866) - FUND BALANCE, BEGINNING 914,660 814,487 959,241 959,241 1,239,387 280,146 FUND BALANCE, ENDING 814,487 959,241 1,030,608 1,239,387 1,130,667 (108,720) Assigned - Tech/FF&E Replacemt - - - - 125,000 125,000 Assigned - Uniforms/Equip Rep. - - - - 5,000 5,000 FUND BALANCE, UNASSIGNED $ 814,487 $ 959,241 $1,030,608 $1,239,387 $1,000,667 $ 21,280     70   WESTLAKE ACADEMY COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND For the Year Ending August 31, 2015 Proposed FY 14/15 197 198 199 Total Transportation/ Athletic General General Parking Fund Activities Fund Fund FY 14/15 FY 14/15 FY 14/15 FY 14/15 REVENUES State Program Revenues $ - $ - $ 5,782,092 $ 5,782,092 Local Revenues 46,000 64,000 1,553,805 1,663,805 Total Revenues 46,000 64,000 7,335,897 7,445,897 EXPENDITURES (BY FUNCTION) 11 - Instructional 16,561 - 4,493,610 4,510,171 12 - Resources & Media - - 66,252 66,252 13 - Staff Development - - 104,089 104,089 21 - Instructional Leadership - - 213,111 213,111 23 - School Leadership - - 606,038 606,038 31 - Guidance & Counseling - - 246,539 246,539 33 - Health Services - - 68,711 68,711 35 - Food Services - - 500 500 36 - CoCurricular/Extracurricular Activities 20,298 110,613 8,344 139,255 41 - Administrative - - 343,835 343,835 51 - Maintenance & Operations - - 956,091 956,091 53 - Data Processing - - 105,015 105,015 61 - Community Services - - 110,824 110,824 71 - Debt Service - - 84,186 84,186 81 - Facility Acquisition/Construction - - - - Total Expenditures 36,859 110,613 7,407,145 7,554,617 Excess (Deficiency) of Revenues Over (Under) Expenditures 9,141 (46,613) (71,248) (108,720) OTHER FINANCING SOURCES (USES) 79 - Other Resources - 45,000 - 45,000 89 - Other Uses - - (45,000) (45,000) Total Other Financing Sources (Uses) - 45,000 (45,000) - NET CHANGES IN FUND BALANCE 9,141 (1,613) (116,248) (108,720) FUND BALANCE, BEGINNING 56,796 56,135 1,126,455 1,239,387 FUND BALANCE, ENDING 65,938 54,522 1,010,206 1,130,666 Assigned - Technology/FF&E Replacement - - 125,000 125,000 Assigned - Uniform/Equipment Replacement - 5,000 - 5,000 Assigned - Facility Maintenance/FFE - - - - ENDING FUND BALANCE (UNASSIGNED) $ 65,938 $ 49,522 $ 885,206 $ 1,000,666 71   WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE TRANSPORTATION/PARKING FUND - 197 For the Year Ending August 31, 2015 Adopted Estimated Proposed Variance Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Proposed REVENUES State Program Revenues $ - $ - $ - $ - $ - $ - Local Revenues 49,855 36,010 50,000 50,000 46,000 (4,000) Total Revenues 49,855 36,010 50,000 50,000 46,000 (4,000) EXPENDITURES (BY FUNCTION) 11 - Instructional 862 14,798 21,530 21,530 16,561 (4,969) 12 - Resources & Media - - - - - - 13 - Staff Development - - - - - - 21 - Instructional Leadership - - - - - - 23 - School Leadership - - - - - - 31 - Guidance & Counseling - - - - - - 33 - Health Services - - - - - - 35 - Food Services - - - - - - 36 - CoCurricular/Extracurricular Activities 16,979 7,597 20,310 15,640 20,298 4,659 41 - Administrative - - - - - - 51 - Maintenance & Operations - - - - - - 53 - Data Processing - - - - - - 61 - Community Services - - - - - - 71 - Debt Service - - - - - - 81 - Facility Acquisition/Construction - - - - - - Total Expenditures 17,841 22,395 41,840 37,170 36,859 (311) Excess (Deficiency) of Revenues Over (Under) Expenditures 32,014 13,616 8,160 12,830 9,141 (3,689) OTHER FINANCING SOURCES (USES) 79 - Other Resources - - - - - - 89 - Other Uses - - - - - - Total Other Financing Sources (Uses) - - - - - - NET CHANGES IN FUND BALANCE 32,014 13,616 8,160 12,830 9,141 (3,689) FUND BALANCE, BEGINNING (1,664) 30,350 43,966 43,966 56,796 12,830 FUND BALANCE, ENDING 30,350 43,966 52,126 56,796 65,938 9,141 Assigned - Parking - - - - - - Assigned - Transportation - - - - - - ENDING FUND BALANCE (UNASSIGNED) $ 30,350 $ 43,966 $ 52,126 $ 56,796 $ 65,938 $ 9,141    72   WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ATHLETIC ACTIVITIES FUND – 198 For the Year Ending August 31, 2015 Adopted Estimated Proposed Variance Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Proposed REVENUES State Program Revenues $ - $ - $ - $ - $ - $ - Local Revenues 49,821 56,298 67,350 67,350 64,000 (3,350) Total Revenues 49,821 56,298 67,350 67,350 64,000 (3,350) EXPENDITURES (BY FUNCTION) 11 - Instructional - 1,464 - - - - 12 - Resources & Media - - - - - - 13 - Staff Development - - - - - - 21 - Instructional Leadership - - - - - - 23 - School Leadership - - - - - - 31 - Guidance & Counseling - - - - - - 33 - Health Services - - - - - - 35 - Food Services - - - - - - 36 - CoCurricular/Extracurricular Activities 58,553 85,309 138,026 110,613 110,613 - 41 - Administrative - - - - - - 51 - Maintenance & Operations - - - - - - 53 - Data Processing - - - - - - 61 - Community Services - - - - - - 71 - Debt Service - - - - - - 81 - Facility Acquisition/Construction - - - - - - Total Expenditures 58,553 86,773 138,026 110,613 110,613 - Excess (Deficiency) of Revenues Over (Under) Expenditures (8,732) (30,474) (70,676) (43,263) (46,613) (3,350) OTHER FINANCING SOURCES (USES) 79 - Other Resources 26,124 - 45,000 75,000 45,000 (30,000) 89 - Other Uses - - - - - - Total Other Financing Sources (Uses) 26,124 - 45,000 75,000 45,000 (30,000) NET CHANGES IN FUND BALANCE 17,392 (30,474) (25,676) 31,737 (1,613) (33,350) FUND BALANCE, BEGINNING 37,481 54,873 24,398 24,398 56,135 31,737 FUND BALANCE, ENDING 54,873 24,398 (1,278) 56,135 54,522 (1,613) Assigned - Technology/FF&E Replacement - - - - - - Assigned - Uniform/Equipment Replacement - - - 4,720 5,000 280 Assigned - Facility Maintenance/FFE - - - - - - ENDING FUND BALANCE (UNASSIGNED) $ 54,873 $ 24,398 $ (1,278) $ 51,415 $ 49,522 $ (1,893)   73   WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND - 199 For the Year Ending August 31, 2015 Adopted Estimated Proposed Variance Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 13/14 FY 14/15 Proposed REVENUES State Program Revenues $ 4,648,649 $ 4,802,607 $ 5,034,023 $ 5,782,092 $ 748,069 Local Revenues 899,972 1,292,100 1,484,100 1,553,805 69,705 Total Revenues 5,548,621 6,094,707 6,518,123 7,335,897 817,774 EXPENDITURES (BY FUNCTION) 11 - Instructional 3,262,506 3,491,532 3,833,298 4,493,610 660,312 12 - Resources & Media 57,784 60,785 64,838 66,252 1,413 13 - Staff Development 89,084 75,170 69,500 104,089 34,589 21 - Instructional Leadership 93,965 185,339 202,477 213,111 10,635 23 - School Leadership 332,693 456,515 552,222 606,038 53,816 31 - Guidance & Counseling 241,791 238,786 280,680 246,539 (34,141) 33 - Health Services 58,208 58,620 63,634 68,711 5,078 35 - Food Services - 15,116 - 500 500 36 - CoCurricular/Extracurricular Activities 3,157 2,751 8,146 8,344 198 41 - Administrative 358,311 362,289 379,276 343,835 (35,441) 51 - Maintenance & Operations 614,041 674,110 725,907 956,091 230,185 53 - Data Processing 160,695 247,721 177,766 105,015 (72,751) 61 - Community Services 86,844 92,089 99,662 110,824 11,162 71 - Debt Service - - 6,405 84,186 77,781 81 - Facility Acquisition/Construction 27,930 - - - - Total Expenditures 5,387,009 5,960,823 6,463,810 7,407,145 943,335 Excess (Deficiency) of Revenues Over (Under) Expenditures 161,612 133,884 54,313 (71,248) (125,561) OTHER FINANCING SOURCES (USES) 79 - Transfers In - - 256,266 - - 89 - Transfer Out (Use) - (45,000) (75,000) (45,000) 30,000 79 - Extraordinary Item 40,959 - - - - 89 - Extraordinary Item (40,959) - - - - Total Other Financing Sources (Uses) - (45,000) 181,266 (45,000) - NET CHANGES IN FUND BALANCE 161,612 88,884 235,579 (116,248) (95,561) - FUND BALANCE, BEGINNING 729,264 890,876 890,876 1,126,455 (20,687) FUND BALANCE, ENDING 890,876 979,760 1,126,455 1,010,206 (116,248) Assigned - Technology/FF&E Replacement - 125,000 125,000 Assigned - Uniform/Equipment Replacement - - - - Assigned - Facility Maintenance/FFE - - - ENDING FUND BALANCE (UNASSIGNED) $ 890,876 $ 979,760 $ 1,126,455 $ 885,206 $ 8,752      74   WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2015 Adopted Estimated Proposed Variance Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 13/14 FY 13/14 FY 14/15 Proposed EXPENDITURES 11 Instructional 6100 Payroll $ 2,260,355 $ 3,040,837 $ 3,272,941 $ 3,434,729 $ 3,895,179 $ 460,450 6200 Contracted Services 53,085 80,430 88,150 104,150 94,320 (9,830) 6300 Supplies & Materials 135,772 120,569 116,071 274,549 484,772 210,223 6400 Other Operating 44,042 36,932 35,900 41,400 35,900 (5,500) Total Instructional 2,493,253 3,278,767 3,513,062 3,854,828 4,510,171 655,343 12 Resource & Media 6100 Payroll 63,904 52,051 51,035 54,488 53,502 (987) 6200 Contracted Services 1,640 1,575 1,450 1,450 1,450 - 6300 Supplies & Materials 7,840 3,234 6,000 6,600 9,500 2,900 6400 Other Operating 15 924 2,300 2,300 1,800 (500) Total Resource & Media 73,398 57,784 60,785 64,838 66,252 1,413 13 Staff Development 6100 Payroll - - - - - - 6200 Contracted Services 3,200 16,563 - 5,000 12,000 7,000 6300 Supplies & Materials 708 - - - - - 6400 Other Operating 45,444 72,521 75,170 64,500 92,089 27,589 Total Staff Development 49,351 89,084 75,170 69,500 104,089 34,589 21 Instructional Leadership 6100 Payroll 120,319 91,108 179,939 191,167 207,511 16,345 6200 Contracted Services - - - - - - 6300 Supplies & Materials - 350 - 200 200 - 6400 Other Operating 1,476 2,507 5,400 11,110 5,400 (5,710) Total Instructional Leadership 121,795 93,965 185,339 202,477 213,111 10,635 23 School Leadership 6100 Payroll 267,996 322,213 451,515 538,022 599,038 61,016 6200 Contracted Services 23,560 - - 450 - (450) 6300 Supplies & Materials 437 700 1,000 3,500 3,000 (500) 6400 Other Operating 2,333 9,779 4,000 10,250 4,000 (6,250) Total School Leadership 294,326 332,693 456,515 552,222 606,038 53,816 31 Guidance & Counseling 6100 Payroll 128,157 177,604 180,526 180,945 160,817 (20,128) 6200 Contracted Services 32,461 56,654 53,400 88,977 73,520 (15,457) 6300 Supplies & Materials 4,276 3,702 4,360 4,608 4,748 140 6400 Other Operating 351 3,831 500 6,150 7,454 1,304 Total Guidance & Counseling 165,245 241,791 238,786 280,680 246,539 (34,141) 33 Health Services 6100 Payroll 51,340 57,395 57,120 62,389 64,211 1,823 6200 Contracted Services - 145 - 145 1,000 855 6300 Supplies & Materials 1,595 667 1,500 1,100 3,500 2,400 6400 Other Operating 578 - - - - - Total Health Services 53,513 58,208 58,620 63,634 68,711 5,078 35 Food Services 6100 Payroll 6,650 - 14,616 - - - 6300 Supplies & Materials 624 - 500 - 500 500 6400 Other Operating - - - - - - Total Food Services 7,275 - 15,116 - 500 500      75   WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2015 Adopted Estimated Proposed Variance Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 12/13 FY 12/13 FY 13/14 Proposed 36 CoCurricular Activities 6100 Payroll 56,789 32,690 47,910 57,813 58,108 295 6200 Contracted Services 22,156 22,352 50,750 29,280 33,780 4,500 6300 Supplies & Materials 16,838 28,319 32,800 23,220 22,720 (500) 6400 Other Operating 7,348 12,702 29,627 24,085 24,647 562 Total CoCurricular Activities 103,131 96,063 161,087 134,398 139,255 4,857 41 Administrative 6100 Payroll 125,468 128,828 132,019 135,986 97,202 (38,784) 6200 Contracted Services 447,817 158,769 149,779 163,257 162,494 (763) 6300 Supplies & Materials 7,869 9,963 11,750 13,525 11,750 (1,775) 6400 Other Operating 73,995 60,750 68,741 66,508 72,389 5,881 Total Administrative 655,149 358,311 362,289 379,276 343,835 (35,441) 51 Maintenance & Operations 6100 Payroll 55,757 83,332 66,427 88,170 113,898 25,728 6200 Contracted Services 417,338 443,099 470,200 499,200 642,305 143,105 6300 Supplies & Materials 57,131 35,489 73,233 74,287 89,700 15,413 6400 Other Operating 54,665 52,121 64,250 64,250 110,189 45,939 Total Maintenance & Operations 584,891 614,041 674,110 725,907 956,091 230,185 53 Data Processing 6100 Payroll 144,800 143,159 149,621 152,796 72,715 (80,081) 6200 Contracted Services 4,243 3,768 8,500 13,500 11,500 (2,000) 6300 Supplies & Materials 14,746 12,455 85,500 10,500 15,000 4,500 6400 Other Operating 260 1,313 4,100 970 5,800 4,830 Total Data Processing 164,049 160,695 247,721 177,766 105,015 (72,751) 61 Community Services 6100 Payroll 76,880 86,844 92,089 94,912 109,024 14,112 6400 Other Operating - - 4,750 1,800 (2,950) Total Community Service 76,880 86,844 92,089 99,662 110,824 14,112 71 Debt Service 6500 Debt Service - - - 6,405 84,186 77,781 Total Debt Service - - - 6,405 84,186 77,781 81 Facility Acquisition/Construction 6200 Contracted Services 15,960 27,930 - - - - Total Facility Acquisition/Construction 15,960 27,930 - - - - Total Expenditure $ 5,287,757 $ 5,496,177 $ 6,140,689 $ 6,611,593 $ 7,554,617 $ 943,024 EXPENDITURES BY OBJECT CODE 61XX - Payroll & Related Items $ 3,880,327 $ 4,216,062 $ 4,695,758 $ 4,991,417 $ 5,431,204 $ 439,787 62XX - Contracted Services 1,028,151 811,285 822,229 905,409 1,032,369 126,960 63XX - Supplies & Materials 194,327 215,449 332,714 412,089 645,390 233,301 64XX - Other Operating 184,952 253,380 289,988 296,273 361,467 65,194 65XX - Debt Service - - - 6,405 84,186 77,781 Total Expenditures $ 5,287,757 $ 5,496,177 $ 6,140,689 $ 6,611,593 $ 7,554,617 $ 943,024 76     General  State Progr Revenue 78% 61XX ‐Payr Related Ite EXPE West Fund  Re  Fiscal ram  es RE roll &  ems NDITUR lake Acad evenues a l Year 201 EVENUES RES BY  O demy  and Expen 14/15  Lo S 62 6 BJECT C nditures  ocal Revenue 22% 2XX ‐Contra Services 6 65XX ‐Debt  Service ODE es acted  63X Suppl Mate 64XX ‐Other Operating   XX ‐ lies &  erials r  77   11  ‐In 11  ‐ Instru 13  ‐ Staff  23  ‐ Scho 33  ‐ Healt 36  ‐ CoCu 51  ‐ Main 61  ‐ Comm 81  ‐ Facili Genera nstructional 60% uctional Developme ol Leadershi th Services urricular/ Ext ntenance & O munity Serv ity Acquisitio West al Fund E  Fisca nt ip tra. Activitie Operations ices on/Construc tlake Aca Expenditu l Year 20   12  ‐  21  ‐  31  ‐  35  ‐  s 41  ‐  53  ‐  71  ‐  ction demy  ures by Fu 014/15  Resources & Instructiona Guidance & Food Servic Administrat Data Proces Debt Service unction  12  ‐Re M 5 53  ‐ Proce 1 & Media al Leadership & Counseling es tive ssing e esources &  Media 1% 21  ‐Instr Leade 3% 23  ‐Schoo Leadership 8% 31  ‐Gui Couns 3% 41  ‐ Administr 5% 1  ‐Mainten & Operatio 13% ‐Data  essing 1% p   ructional  ership % ol  p dance &  seling % ‐ rative nance  ons 78     Westlake Academy  General Fund ‐ Revenue and Expenditure Comparison  Fiscal Year 03/04 through 14/15                   Fiscal Year Revenues inc % Expenditures inc %   Net Change FY 03/04 audited $1,094,608     $1,068,857     $25,751 FY 04/05 audited $1,831,898 67%  $1,612,198 51%   $219,700 FY 05/06 audited $2,407,526 31%  $2,211,897 37%   $195,629 FY 06/07 audited $2,879,531 20%  $2,615,511 18%   $264,020 FY 07/08 audited $3,168,968 10%  $3,226,254 23%   ‐$57,286 FY 08/09 audited $3,661,645 16%  $3,709,086 15%   ‐$47,441 FY 09/10 audited $4,280,723 17%  $3,917,886 6%   $362,837 FY 10/11 audited $4,608,573 8%  $4,518,107 15%   $90,466 FY 11/12 audited $5,244,170 14%  $5,287,757 17%   ‐$43,587 FY 12/13 audited $5,640,930 ‐9%  $5,496,177 ‐10%   $144,753 FY 13/14 adopted $6,212,057 18%  $6,140,689 16%   $71,368 FY 13/14 estimated $6,635,473 7%  $6,611,593 8%   $23,880 FY 14/15 proposed $7,445,897 12%  $7,554,617 14%   ‐$108,720                                                                                                                                                                                                                                                                                                                          $2 . 8 8 $3 . 1 7 $3 . 6 6 $4 . 2 8 $4 . 6 1 $5 . 2 4 $5 . 6 4 $6 . 2 1 $6 . 6 4 $7 . 4 5 $2 . 6 2 $3 . 2 3 $3 . 7 1 $3 . 9 2 $4 . 5 2 $5 . 2 9 $5 . 5 0 $6 . 1 4 $6 . 6 1 $7 . 5 5 $0 $1 $2 $3 $4 $5 $6 $7 $8 FY 06/07FY 07/08FY 08/09FY 09/10FY 10/11FY 11/12FY 12/13FY 13/14 Adopted FY 13/14 Estimated FY 14/15 Proposed Mi l l i o n s Revenue & Expenditure Comparison Revenues Expenditures 79   WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2015 Adopted Estimated Proposed Variance Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 13/14 FY 14/15 Proposed REVENUES Federal Program Revenues $ 81,958 $ 69,239 $ 80,008 $ 73,896 $ (6,112) State Program Revenues 47,891 - 76,605 - (76,605) Local Program Revenues 165,759 101,640 244,389 47,500 (196,889) Total Revenues 295,608 170,879 401,001 121,396 (279,605) EXPENDITURES (BY FUNCTION) 11 - Instructional 179,349 115,239 224,358 111,769 (112,588) 12 - Resources & Media - - 1,332 - (1,332) 13 - Staff Development 41,840 46,352 77,657 25,500 (52,157) 21 - Instructional Leadership - - 4,616 24,856 20,239 23 - School Leadership 8,831 - 1,433 54,582 53,149 31 - Guidance & Counseling 3,109 - - - - 33 - Health Services 29,074 - - - - 35 - Food Services - - - - - 36 - Extracurricular Activities 29,074 30,000 29,680 32,000 2,320 41 - Administrative 5,237 - 9,893 - (9,893) 51 - Maintenance & Operations - - - - - 53 - Data Processing - - - - - 61 - Community Services - - 7,500 - (7,500) 71 - Debt Service - - - - - 81 - Facility Acquisition/Construction - - - - - Total Expenditures 296,513 191,591 356,469 248,707 (107,762) Excess (Deficiency) of Revenues Over (Under) Expenditures (904) (20,712) 44,532 (127,311) (171,843) NET CHANGES IN FUND BALANCE (904) (20,712) 44,532 (127,311) (171,843) FUND BALANCE, BEGINNING 4,603 3,699 3,699 48,231 44,532    FUND BALANCE, ENDING 3,699 (17,013) 48,231 (79,080) (127,311)    FUND BALANCE, ENDNG (Unassigned) $ 3,699 $ (17,013) $ 48,231 $ (79,080) $ (127,311) EXPENDITURES BY OBJECT CODE 61XX - Payroll & Related Items $ 123,681 $ 105,239 $ 205,178 $ 186,820 $ (18,358) 62XX - Contracted Services 53,886 30,000 30,370 31,887 1,517 63XX - Supplies & Materials 52,619 45,640 91,278 27,500 (63,778) 64XX - Other Operating 37,253 10,712 29,644 2,500 (27,144) 65XX - Debt Service - - - - - Total Expenditures $ 267,439 $ 191,591 $ 356,469 $ 248,707 $ (107,762) 80   WESTLAKE ACADEMY COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2015 Hudson WAF WAF Total IDEA-B Campus Hudson Staff/ Teacher Financial Special Formula Activity Foundation Development Recruit/Retain Assistance Revenue 224 461 481 485 487 497 Funds REVENUES Federal Program Revenues $ 73,896 $ - $ - $ - $ - $ - $ 73,896 State Program Revenues - - - - - - - Local Program Revenues - 45,000 - - - 2,500 47,500 Total Revenues 73,896 45,000 - - - 2,500 121,396 EXPENDITURES (BY FUNCTION) 11 - Instructional 92,331 - 7,551 1,887 7,500 2,500 111,769 13 - Staff Development - - - 25,500 - - 25,500 21 - 24,856 24,856 23 - School Leadership - - - 54,582 - - 54,582 36 - Co-Curricular Activities - 32,000 - - - - 32,000 Total Expenditures 92,331 32,000 7,551 106,825 7,500 2,500 248,707 Excess (Deficiency) of Revenues Over (Under) Expenditures (18,435) 13,000 (7,551) (106,825) (7,500) - (127,311) NET CHANGES IN FUND BALANCE (18,435) 13,000 (7,551) (106,825) (7,500) - (127,311) FUND BALANCE, BEGINNING - 6 7,551 106,825 7,500 - 12, FUND BALANCE, ENDNG $ (18,435) $ 1,6 $ - $ - $ - $ - $ ()                   81             "Reaching New Heights Together... One School, One Community”  82                             "Reaching New Heights Together... One School, One Community”    Fiscal Stewardship   The Superintendent and Board of Trustees is devoted to developing safeguards to keep the school system from  having financial problems and is committed to improving the financial condition of the Westlake Academy. To  achieve these results, a General Fund – Fund Balance of at least 45 days of daily operating costs or 12% of  annual expenditures is needed.    There are four primary reasons to maintain an adequate fund balance:   Cash Flow – It is essential for the Board of Trustees to have enough cash on hand for payroll and other  obligations to be made timely because most state and federal grants require the Academy to make  payment first before the grant will make reimbursement.   Unforeseen Events – Reserves often act as a contingency to meet unbudgeted and unexpected needs,  thus allowing time to make permanent changes to the budget and preventing fiscal problems from  needlessly worsening.   Financial Security – A fund reserve demonstrates a sign of financial strength and security to banking  and financial institutions allowing the Town to borrow funds and sell bonds when additional facilities  need to be built or renovated at more favorable rates, thus saving the taxpayers money.   Interest Earning – Having a fund balance allows the Academy to earn additional revenues without  having to tax citizens.  Figure 21 –Fund Balance Analysis ‐ General Fund  Fiscal Year   Revenues Expenditures Unassigned  Fund Balance % Daily Cost Min. $$Min % FY 03/04 audited $1,094,608 $1,068,857 $12,391 1% $2,928 $131,777 12%  FY 04/05 audited $1,831,898 $1,612,198 $232,091 14%$4,417 $198,764 12%  FY 05/06 audited $2,407,526 $2,211,897 $427,720 19%$6,060 $272,700 12%  FY 06/07 audited $2,879,531 $2,615,511 $691,740 26%$7,166 $322,460 12%  FY 07/08 audited $3,168,968 $3,226,254 $634,454 20%$8,839 $397,757 12%  FY 08/09 audited $3,661,645 $3,709,086 $502,322 14%$10,162 $457,285 12%  FY 09/10 audited $4,280,723 $3,917,886 $753,772 19%$10,734 $483,027 12%  FY 10/11 audited $4,608,573 $4,518,107 $798,851 18%$12,378 $557,027 12%  FY 11/12 audited $5,244,170 $5,287,757 $814,487 15%$14,487 $651,915 12%  FY 12/13 audited $5,640,930 $5,496,177 $959,240 17%$15,058 $677,611 12%  FY 13/14 adopted $6,212,057 $6,140,689 $1,030,608 17%$16,824 $757,071 12%  FY 13/14 estimated $6,635,473 $6,611,593 $1,239,386 19%$18,114 $815,128 12%  FY 14/15 proposed $7,445,897 $7,554,617 $1,005,666 13%$20,698 $931,391 12%                       The table above lists the revenues and expenditures for each year since the Academy began operating.  The  Fund Balance column lists the accumulated ending fund balance (the chart does not show transfers in/out  which influence the fund balance each year); the percentage that follows this column represents the ratio of  fund balance to annual expenditures i.e. in FY 04/05, 14% correlates to the $232,091 fund balance that was  equal to approximately 12% of annual expenditures of $1,612,198 for the same fiscal year.  Daily cost is  calculated by dividing the annual expenditure amount by 365 days.  The minimum dollar and minimum  83   percentage amounts are calculated based on the Board’s financial policy of maintaining a minimum of 45 days  of operating costs in fund balance i.e. daily cost multiplied by 45.   Future Board Direction and Financial Forecast The Board, at its May 2014 Board meeting, directed staff to include the following in FY 2014/15:    Adopt a policy reflecting a hold on increasing expenditures unless offset by new revenue sources.   The following financial forecast was created to reflect this directive and supply the Board with a conservative  estimate of how these decisions will affect future revenues.  The key assumptions used to calculate future  revenues are listed below.  This five year forecast indicates that once conservative estimates for expenditures and revenues have been  calculated; the Academy budget will utilize fund‐balance to balance the budget in FY 2014/15 and 2015/16.    FORECAST ASSUMPTIONS Basic Assumptions:   18 students per class in Kindergarten through G5   23‐24 students per section in G6‐G12   Average Daily Attendance rate of 97%  Revenues:   100% use of WAF Annual Program revenues (proposed $1.1 million)   no increase in FSP funding in FY 2014/15 and held flat   Expenditure:   Personnel costs & Professional Services will only increase if revenues increase   Supplies increase will only increase if revenues increase   Other operating will only increase if revenues increase                84   Figure 22 – Five (5) Year Forecast   AuditedAuditedAdoptedEstimated Updated  07/30/14 Year ‐to‐ Date Proposed Projected ProjectedProjectedProjected FY 11/12FY 12/13FY 13/14FY 13/14FY 13/14FY 14/15FY 15/16FY 16/17FY 17/18FY 18/19 1 GENERAL  FUND BEG. BALANCE  $  914,660  $   814,487 959,240$   959,240$   959,240$    $1,239,386  $1,000,666  $     909,295  $   932,943  $     962,616  2 REVENUES 3 Local Revenues 4 WAF Salary Reimbursement40,251       44,200        47,600        47,600        45,661        48,790        49,766         60,849          62,066        63,307           5 Other Local  Revenue60,301       28,546        20,000        20,000        7,369          32,500        33,475         65,280          67,238        69,256           6 WAF Donation674,604     740,416     1,079,000  1,079,000  853,180     1,100,000   1,100,000   1,170,928    1,170,928   1,170,928      8 WAF Fund‐an‐Item ‐              82,066        50,000        50,000        ‐              50,000        50,000         50,000          50,000        50,000           9 Interest Earned2,417         1,594          2,500          2,500          1,222          1,515           2,479           1,438            1,819           1,866              10 Food Services4,000         3,150          3,000          3,000          3,000          6,000           6,000           6,000            6,180           6,365              11 Town Contribution ‐              ‐              90,000        282,000     37,500        15,000        15,000         15,000          15,000        15,000           12 Town Contribution ‐ Westlake Reserve ‐              ‐              ‐              ‐              30,000        300,000      300,000      300,000        300,000      300,000         13 Athletic  Activities49,821       56,298        67,350        67,350        51,996        64,000        65,280         66,586          67,917        69,276           14 Transportation/Parking 49,855       36,010        50,000        50,000        20,915        46,000        46,920         47,858          48,816        49,792           15 Total Local Revenues 881,249     992,281     1,409,450  1,601,450  1,050,844  1,663,805   1,668,920   1,783,939    1,789,964   1,795,790      16 State Revenue 17 TEA ‐ FSP Funds 4,129,084 4,416,962  4,542,811  4,774,227  3,806,794  5,453,806   5,520,154   5,520,154    5,520,154   5,520,154      18 TRS On‐behalf/Medicare Part B233,836     231,687     259,796     259,796     ‐              328,286      329,172      329,172        329,172      329,172         19 Total State Revenues 4,362,921 4,648,649  4,802,607  5,034,023  3,806,794  5,782,092   5,849,326   5,849,326    5,849,326   5,849,326      20 TOTAL  REVENUES5,244,170 5,640,930  6,212,057  6,635,473  4,857,638  7,445,897   7,518,245   7,633,265    7,639,290   7,645,116      21 EXPENDITURES by FUNCTION   Five Year Financial Forecast ‐ FY 2014‐15 thru FY 2019‐20 Westlake Academy ‐ General Fund 22 Function 11 ‐ Instructional 2,825,527 3,278,767  3,513,062  3,854,828  3,224,841  4,510,171    23 Function 12 ‐ Resources  & Media 74,628       57,784        60,785        64,838        52,187        66,252         24 Function 13 ‐ Curriculum & Staff Development 9,732         89,084        75,170        69,500        62,118        104,089       25 Function 21 ‐ Instructional Leadership 134,839     93,965        185,339     202,477     158,002     213,111       26 Function 23 ‐ School  Leadership 341,469     332,693     456,515     552,222     472,052     606,038       27 Function 31 ‐ Guidance & Counseling 229,067     241,791     238,786     280,680     247,122     246,539       28 Function 33 ‐ Health Services 60,917       58,208        58,620        63,634        53,619        68,711         29 Function 35 ‐ Food Services 11,517       ‐              15,116        ‐              ‐              500               30 Function 36 ‐ Co/Extracurricular Activities 103,131     96,063        161,087     134,398     110,729     139,255       31 Function 41 ‐ Administrative 655,149     358,311     362,289     379,276     344,505     343,835       32 Function 51 ‐ Maintenance & Operations 584,891     614,041     674,110     725,907     582,548     956,091       33 Function 53 ‐ Data Processing 164,049     160,695     247,721     177,766     152,475     105,015       34 Function 61 ‐ Community Services 76,880       86,844        92,089        99,662        89,575        110,824       35 Function 71 ‐ Debt Service ‐              ‐              ‐              6,405          6,405          84,186         36 Function 81 ‐ Facility Acquisition/Construction 15,960       27,930        ‐              ‐              ‐              ‐                37 TOTAL  EXPENDITURES5,287,757 5,496,177  6,140,689  6,611,593  5,556,179  7,554,617   ‐               ‐                 ‐               ‐                  38 EXPENDITURES by OBJECT 39 Object Code 61XX ‐ Salaries 3,880,327 4,216,062  4,695,758  4,991,417  4,225,364  5,431,204   5,486,204   1 5,486,204    5,486,204   5,486,204      40 Object Code 62XX ‐ Prof. Contracted Services1,028,151 811,285     822,229     905,409     774,909     1,032,369   1,032,369   1,032,369    1,032,369   1,032,369      41 Object Code 63XX ‐ Supplies  & Materials 194,327     215,449     332,714     412,089     289,154     645,390      645,390      645,390        645,390      645,390         42 Object Code 64XX ‐ Other Operating Costs184,952     253,380     289,988     296,273     260,346     361,467      361,467      361,467        361,467      361,467         43 Object Code 65XX ‐ Debt Service ‐              ‐              ‐              6,405          6,405          84,186        84,186         84,186          84,186        84,186           44 Object Code 66XX ‐ Capital Assets ‐              ‐              ‐              ‐              ‐               ‐               ‐                 ‐               ‐                  45 TOTAL  EXPENDITURES5,287,757 5,496,177  6,140,689  6,611,593  5,556,179  7,554,617   7,609,617   7,609,617    7,609,617   7,609,617      46 OTHER RESOURCES (USES) 47 Other Resources  ‐ Local 26,124       40,959        45,000        331,266     ‐              45,000        45,000         45,000          45,000        45,000           49 Other Uses  ‐ Local(26,124)      (40,959)      (45,000)      (75,000)      ‐              (45,000)       (45,000)       (45,000)         (45,000)       (45,000)          52 Net ‐Other Resources (Uses)(56,587)      ‐              ‐              256,266     ‐              ‐               ‐               ‐                 ‐               ‐                  53 Excess Revenues Over (Under) Expenditures (100,174)   144,753     71,368        280,146     (698,541)    (108,720)     (91,371)       23,648          29,673        35,499           54 GENERAL  FUND ENDING BALANCE 814,487     959,240     1,030,608  1,239,386  260,699     1,130,666   909,295      932,943        962,616      998,114         55 Assigned ‐ Technology/FFE ‐              ‐              ‐              ‐              ‐              125,000      ‐               ‐                 ‐               ‐                  56 Assigned ‐ Uniform/Equipment Replacement ‐              ‐              ‐              ‐              ‐              5,000           ‐               ‐                 ‐               ‐                  59 ENDING FUND BALANCE (Unassigned)814,487     959,240     1,030,608  1,239,386  260,699     1,000,666   909,295      932,943        962,616      998,114         60 # of Operating Days (365)56               61                68                17                48                44                 2 45                  46                48                   61 Students Enrolled 62 Primary 300             320             346             346             324              324              324                324              324                 63 Secondary 330             330             353             353             498              508              508                508              508                 64 Total Students Enrolled630             650             698             699             822              832              832                832              832                 65 TEA Funding/Student 6,817$        6,840$        6,840$        6,840$        6,840$         6,840$          6,840$        6,840$           1  The  forecast reflects no increases in expenditures, unless offset by new revenues from federal, state, or local sources. 1  The  fund balance drops below the  Board Adopted Policy of 45 days. 85   Economic Outlook Currently, there is an enormous amount of economic uncertainty both at the federal and state levels which has  caused many to question what the future will hold in terms of federal and state funding for public schools like  Westlake Academy.  While each economic recession is unique, the effects they have on the market prices of  goods and services are substantially similar; the staff has utilized regression analysis to estimate revenues and  expenditures which helps mitigate uncertainty by taking into account past trends.    Revenues  Unlike most other public school districts, Westlake Academy itself does not have taxing authority.  As State  funding makes up approximately 78% of General Fund revenues, the Academy is greatly affected by the State’s  decisions regarding public charter school funding.  The five year forecast has been prepared based on the  expectation that the 2013 legislative funding increases, of approximately four percent (4%), are permanent; it  will take at least two years for the State to authorize any additional increases due to the biennium budget  cycle.   It is also important to note that many of the Academy’s major revenues are a function of the total  number of students enrolled at the Academy.  Thus, as enrollment has increased, revenues have also  increased; this trend is expected to continue as enrollment increases through FY 2015/16 when the Academy  reaches full enrollment capacity in the new facilities.    Expenditures  Similar to the Academy’s revenues, its expenditures have also increased relative to increases in student  enrollment.  To some extent, student population is indicative of the demand for teachers and support  personnel; the largest expenditure category is salaries and benefits for the Academy’s faculty and staff.  The  current forecast assumes no further expansions of curriculum or other programme areas that would  necessitate additional staff; no increases in personnel are included in the forecast.  Other costs including  utilities, supplies, professional services and payroll and related expenses are held flat unless additional revenue  sources are realized.  This inflationary estimate is based on the Fed’s current policy of maintaining low interest  rates in order to prevent high rates of inflation.    Fund Balance  The purpose of a financial forecast is to project current funding decisions into the future so that fiscal and  budgetary consequences can be recognized and addressed; they are an ‘early warning system’ for elected  leaders and staff.   The current five‐year forecast estimates the fund balance in the General Fund will decrease  slightly through FY 2015/16.  The decline is the result of increased expenditures without reaching total student  capacity until FY 2015/16, as well as flat revenues from the state.  The Westlake Academy is currently  completing the construction of Phase One of the Facility Master Plan which will service approximately 820  students in FY 2014/15.  The increase in students in the primary and secondary school in will improve the  Academy’s financial outlook if future spending is matched with future revenues.   86   Enrollment & Employee Information Enrollment History and Methodology In past years, student enrollment at Westlake Academy has increased in concert with the expansion of grade  level offerings.  In the 2009/10 fiscal year the Academy completed its grade‐level expansion such that the  Academy now offers all grades, K–12.  In FY 2010/11, student enrollment increased to an average of 20  students per class (Kindergarten, Grade 11, and Grade 12 excepted).  In FY 2011/12, a third section in Grade 6  was added as well as a third section in grades seven through eleven (G7 – G11). An increase in enrollment is  planned in FY 2014/15.  This is the result of increased demand for services in the primary boundary.  The  Academy will be able to service approximately 820 students in the FY 2014/15 school year, with the  completion of Phase One of the Facility Master Plan.  As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment  numbers at levels determined by the Board of Trustees.  The Academy currently has over 2,000 students on a  waiting list spanning Kindergarten through grade eleven.  The waiting list which is developed each year  through a lottery process, allows the Academy to fill seats if student attrition occurs, maintaining a stable  student population number and classroom size.    Figure 23 ‐ Westlake Academy Student Enrollment                346 379 417 491 530 630 658 697 822 0 100 200 300 400 500 600 700 800 900 FY 06/07FY 07/08FY 08/09FY 09/10FY 10/11FY 11/12FY 12/13FY 13/14FY 14/15 Proposed WA   Student Enrollment 87   Figure 24 ‐ FY 14/15 Student Waiting List    Record breaking participation in the FY 12/13 lottery resulted in the largest waiting list that the Academy has  ever held until FY 2014/15.  There are a number of factors that may have played into the large increase.  First,  recent discussions on expanding the number of students and sections at Academy, and second, the Academy  has been ranked by the Washington Post, Newsweek, and U.S. News and World Report  as one of the top 50  high schools in the country.  We anticipate even stronger participation in the FY 2014/15 school year due to  the new facilities and potential for more open slots.     746 845 1021 1241 1265 844 705 1027 2128 2194 2177 0 500 1000 1500 2000 2500 FY 04‐05FY 05‐06FY 06‐07FY 07‐08FY 08‐09FY 09‐10FY 10‐11FY 11‐12FY 12‐13FY 13‐14FY 14‐15 Lottery Waiting List 88   Number of Full Time Employees Figure 25 ‐ Westlake Academy Total Staff Count      The employee growth is directly correlated with the growth in student population.  The school offered G1 – G6  in 2003 and has grown by one grade each year.  In FY 11/12 the Academy added a third section of 20 students  in grades seven through grade eleven (G7 – G11) and the facility should be at capacity in the FY 2015/16 senior  class is filled.   There was an increase in FY 2013/14 to begin this expansion and will continue in FY 2014/15 to provide  additional classroom services to the primary school.  This will include an additional Kindergarten and grade two  teacher, several specialist, and additional support staff.    44.60 50.10 55.62 60.44  69.53 73.07 77.18  91.80   ‐  10.00  20.00  30.00  40.00  50.00  60.00  70.00  80.00  90.00  100.00 FY 07/08 Actual FY 08/09 Actual FY 09/10 Actual FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Proposed Total  Staff 89   Position Summary Position Summary Fiscal Year FY 09/10 Actual FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Proposed Increase Classes Served K-12 K-12 K-12 K-12 Executive Principal - - - - 0.50 1.00 0.50 Primary Principal 1.00 1.00 1.00 1.00 1.00 1.00 - Secondary Principal 1.00 1.00 1.00 1.00 1.00 1.00 - Asst.Secondary Principal - - - 0.50 1.00 1.00 - Admin Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 - PYP Coordinator 0.60 0.60 0.60 1.00 1.00 1.00 - MYP Coordinator 0.50 1.00 0.50 1.00 1.00 1.00 - DP Coordinator 0.50 0.40 0.40 0.50 0.50 0.50 - Athletic Director 0.75 - - - - - - Primary - K 2.00 2.00 2.00 2.00 2.00 3.00 1.00 Primary 1 1.70 2.00 2.00 2.00 2.00 3.00 1.00 Primary 2 2.00 2.00 2.00 2.00 2.00 3.00 1.00 Primary 3 2.00 2.00 3.00 2.00 3.00 3.00 - Primary 4 2.00 2.00 2.00 3.00 3.00 3.00 - Primary 5 2.00 3.00 2.00 2.00 3.00 3.00 - Primary 6 1.80 2.00 3.00 3.00 2.00 3.00 1.00 Primary - PE 1.00 1.50 1.50 2.00 2.00 2.00 - Primary - Reading Spec. 0.40 1.00 0.40 1.00 1.00 1.00 - Primary - Art 0.90 1.00 1.00 1.00 1.00 1.50 0.50 Primary - Music 1.00 1.00 1.00 1.00 1.00 1.00 - Primary - Spanish 1.20 1.00 1.60 2.00 2.00 2.00 - Primary - IT - 0.40 0.40 - - - - Special Education 2.00 2.00 2.00 2.00 2.00 3.00 1.00 Secondary Theater Arts - - 1.00 1.00 1.00 0.25 (0.75) Secondary - Art 1.00 0.85 0.90 0.90 0.90 1.40 0.50 Secondary English 3.00 3.00 3.50 3.00 3.00 4.00 1.00 Secondary - Humanities 3.10 3.00 4.00 4.00 4.25 3.75 (0.50) Secondary - Economics - - - - - 1.00 1.00 Secondary - IT 0.30 0.20 1.00 - - - - Secondary - Math 2.00 2.00 3.00 3.00 3.00 5.00 2.00 Secondary - Science 3.25 3.60 3.60 3.50 3.66 3.50 (0.16) Secondary - Foreign Lang. 2.00 2.60 3.00 3.34 4.34 4.34 - Secondary - PE 0.72 1.50 1.50 1.50 1.50 2.00 0.50 Secondary - Reading Spec. - - 0.25 0.66 0.66 0.66 Secondary - CAS 0.25 - - - - - - Teaching Intern - - 0.75 - - - - Study Hall/Tutor - - - 1.00 1.00 1.00 - Speech - - - 0.17 0.17 - (0.17) Strings Staff 0.25 0.33 0.33 0.33 0.33 1.00 0.67 Librarian/Aide 1.00 1.00 2.00 1.00 1.00 1.00 - IT Integration - - - 1.00 1.00 1.00 - Counselors 2.00 3.00 3.00 3.00 3.00 2.70 (0.30) Teaching Aides 3.70 3.66 4.50 5.87 6.07 8.00 1.93 Nurse 1.00 1.00 1.00 1.00 1.00 1.00 - Dir. of Student Life - - - - - 1.00 1.00 Dir. of Curriculum - - - - 0.50 1.00 0.50 Facilities Technician - - 1.00 1.00 1.00 1.00 - IT Tech 1.70 1.80 1.80 1.80 1.80 1.10 (0.70) Asst. to Head of School - - - - - - - Registrar 1.00 1.00 1.00 1.00 1.00 1.00 - Office Aide 3.00 3.00 3.00 3.00 3.00 4.10 1.10 Lunchroom Personnel 0.40 0.40 0.40 0.40 0.40 - (0.40) Day Porter 0.60 0.60 0.60 0.60 0.60 2.00 1.40 Total Positions 55.62 60.44 69.53 73.07 77.18 91.80 14.62 Amanda Cawthra (Student Life) Cynthia Hague (Math, 33%) Andra Barton (50%)   *The table above lists each position in terms of the number of FTE (full time equivalent)staff currently employed.  90   Selective Staff to Pupil Ratios   The chart breaks down the number of employees by job function, primary school teachers, secondary school  teachers, instructional administration, etc.  Growth in the number of employees has been primarily the result  of the school expanding the number of students as it matured into a full K through Grade 12 campus.      37.00  44.60  50.10 55.62  60.44  69.53 73.07 77.18  91.80   ‐  20  40  60  80  100 FY 06/07 Actual FY 07/08 Actual FY 08/09 Actual FY 09/10 Actual FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Proposed Employee Growth (FTE) Primary Programme Secondary Programme Business Admin Special Education Instructional Administration Librarian / Aide Counseling Information Tech Nurse Facilities Instructional Aides Intern Total 91   Performa In FY 2013/14 schools in the organizations The State of T to assess stu education sta has increased The charts be the state per   Description Reading/ELA Writing Social Studies Mathematics Science Texas Accountabi Rating % Commended Reading/ELA Writing Social Studies Mathematics Science   The table abov state assessme   Grade Level 2012 - Standard Reading Writing Mathematics Science Social Studies 2013 - Standard Reading Writing Mathematics Science Social Studies ance Data 4, Westlake A e country.  Th s due to rigor     Texas is curre dents’ attainm andards; Its r d rigor over t elow utilize T rformance.  FY 06/0 99% 99% 99% 95% 78% ility Recogn 200 57% 54% - 45% 30% ve shows the Ac ent the STAAR (S Grade 3 Phase-In 1 F 82% 4 - 67% 2 - - Phase-In 2 F 78% 5 - 59% 5 - - a – Selecte Academy was his is the third rous and extra ently phasing  ment of read eplacement,  he TAKS and  EA data to co Y 07 FY 07/08 % 98% % 91% % 95% % 91% % 88% nized Recognized 5 2006 % 60% % 58% 67% % 48% % 34% ademy’s perfor State of Texas A Gra Final Phase-In 1 44% 88% - 95% 22% 79% - - - - Final Phase-In 2 59% 73% - 75% 50% 58% - - - - Other I ed School R s recognized b d year in whic aordinary aca out the use o ing, writing, m the State of T complies wit ompare West FY 08/09 99% 93% 98% 93% 96% d Exemplary 2007 61% 51% 44% 43% 31% rmance on the s Assessments of  ade 4 Final Phas 1 69% 95 60% - 21% 100 - 90 - - Final Phas 2 54% 88 50% - 23% 86 - 74 - - Informa Report Ca by the Washin ch the Academ ademic perfo of the Texas A math, science Texas Assessm h the require lake Academy FY 09/10 F 10 100% 9 100% 96 100% 9 98% 94 99% 9 Exemplary Exem 2008 20 61% 5 34% 55 53% 58 44% 40 45% 45 state’s standard Academic Read Grade 5 se-In Final % 76% - 0% 71% % 45% - se-In 2 Final % 72% - % 74% % 43% - ation ard Data ngton Post as my has been  rmance.  Assessment o e, and social s ments of Acad ements of the y’s performan FY 0/11 FY 11/12 8% 99% 6% 99% 9% 99% 4% 96% 9% 99% mplary Exempla 009 2010 1% 56% 5% 43% 8% 65% 0% 46% 5% 43% dized test from  diness).  TAKS w Grade 6 Phase-In 1 Final 93% 73% - - 92% 63% - - - - Phase-In 2 Final 95% 85% - - 84% 73% - - - - s one of the b recognized b of Knowledge studies skills r demic Readin e No Child Lef nce historical FY 12/13 99% 95% 99% 91% 99% ary Exemplary 2011 56% 40% 44% 37% 65% inception.  The will be phased o Grade 7 l Phase-In 1 93% 93% 88% - - l Phase-In 2 87% 75% 67% - - best public hig by national ra    and Skills (TA required und ness (STAAR)  ft Behind Act  lly, as well as  * FY 2013/14 99% - 99% 96% 97% - 2012 48% - 72% 47% 40% e TEA rolled out  out over the nex 7 Gra Final Phase-In 1 73% 98% 63% - 50% - - 91% - 84% Final Phase-In 2 68% 93% 49% - 54% - - 78% - 60% gh  nking  AKS) test  er Texas  exam  (NCLB).   against  2013 17% 8% - 21% - a new  xt year.  ade 8 Final 85% - - 67% 34% Final 83% - - 51% 31% 92   Grade Level Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8 2014 - Standard Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Ph a s e - I n 1 Ph a s e – I n 2 Re c o m m e n d e d Reading 93% 79% 68% 91% 77% 57% 98% 89% 72% 98% 93% 84% 97% 93% 83% 95% 89% 77% Writing - - - 93% 81% 72% - - - 94% 93% 69% - - - - - - Mathematics 70% 54% 35% 80% 63% 41% 100% 94% 76% 98% 91% 78% 93% 84% 60% - - - Science - - - - - - 94% 81% 55% - - - - - - 87% 79% 61% Social Studies - - - - - - - - - - - - - - - 80% 61% 28%   The table above provides the Academy’s performance data on the first two‐years of the STAAR assessment.  The State has  increased the rigor of the state assessment and has developed a phased grading system.  The minimum performance level will be  increased each year, until FY 2014/15.  The table shows the relative overall performance with the phased‐in and final measures.        Westlake Academy has achieved a four and one‐half star rating from the Texas State Comptroller’s FAST School District Rating  System for providing quality education at a reasonable cost per student. Future enrollment increases will further improve  efficiencies and reduced the per student cost.  Benchmarking against the surrounding local ISDs, Westlake Academy’s  expenditures are near the median when comparing expenditures per student excluding debt service and capital expenditures.       In addition to state‐mandated testing, as a member of the International Baccalaureate Organization,  Westlake Academy’s students have the option of taking IB tests to earn an IB diploma.  In FY 13/14 the  Academy had an 78% pass rate is which is better than the world average.   93   Academic & Athletic Programs Westlake Academy is authorized by the International Baccalaureate (IB) to offer:   The IB Primary Years Programme (grades K‐5)   The IB Middle Years Programme (grades 6‐10)   The IB Diploma Programme (grades 11‐12)  These three curricula combine synergistically to form the IB Continuum which is the cornerstone of the  educational efforts pursued by Westlake Academy to produce IB diploma graduates. The IB programmes  encourage students to be active learners, well‐rounded individuals and engaged community members.  Universities and colleges actively recruit IB graduates, often offering them credit or advanced standing for their  IB work. Leading public and private universities and government officials recognize IB as excellent preparation  for success in post‐secondary education and in life. Students who earn an IB diploma are equipped with the  knowledge, skills, and abilities to compete with students around the world. The IB continuum is not only a  pathway for students to an academically‐rigorous, internationally recognized education. It prepares students  for success in college or university by:    Focusing on the transference of learning with understanding to worthy tasks;   Fostering critical thinking, intellectual, and emotional maturity; and   Learning intellectual coherence through the alignment of what is taught and what is tested.  When schools implement the full continuum of IB programmes, they realize several benefits:   An increased number of students prepared for and applying to the Diploma Programme as well as IB  Diploma graduates;   Improved standardized test scores;   An understanding and appreciation of the world’s cultures and histories among their students; and   A sense of community and shared goals among parents, students, teachers, and administrators.  COST FOR MAINTAINING THE IB PROGRAMMES The IB programme related costs contained in this budget total $26,000 and are comprised of the annual fees  described in the table below.  Cost for Maintaining the IB Programmes PYP MYP  DP Total  Annual Fees $7,250  $8,500  $10,200  $26,000  Evaluation Costs $3,500  $3,500  $3,500  $10,500  Scheduled Evaluation Visits  FY  2018/19 FY 17/18 FY 14/15            The IB curriculum continues to be the top reason parents seek out Westlake Academy for their  child’s education as evidenced in this response from the 2010 parents’ survey:  *Evaluation visits occur every five (5) years after the initial visit.  The IB programme continues to be the top reason parents seek out Westlake Academy for their child’s  education as evidenced in the 2013 Parent’s survey:   94         95   IB LEARNER PROFILE Westlake Academy will follow the tenants of the International Baccalaureate Organization.  IB idealistically fosters the development of universal human values and includes them in the curriculum. These  are outlined in the IB Learner Profile, which helps teachers and students to establish goals, plan units of  inquiry, and assess performance.     IB learners strive to be:   Inquirers ‐ They develop their natural curiosity. They acquire the skills necessary to conduct inquiry and  research and show independence in learning. They actively enjoy learning and this love of learning will be  sustained throughout their lives.   Knowledgeable ‐ They explore concepts, ideas and issues that have local and global significance. In so  doing, they acquire in‐depth knowledge and develop understanding across a broad and balanced range of  disciplines.   Thinkers ‐ They exercise initiative in applying thinking skills critically and creatively to recognize and  approach complex problems, and make reasoned, ethical decisions.   Communicators ‐ They understand and express ideas and information confidently and creatively in more  than one language and in a variety of modes of communication. They work effectively and willingly in  collaboration with others.   Principled ‐ They act with integrity and honesty, with a strong sense of fairness, justice and respect for  the dignity of the individual, groups and communities. They take responsibility for their own actions and  the consequences that accompany them.   Open‐minded ‐ They understand and appreciate their own cultures and personal histories, and are open  to the perspectives, values and traditions of other individuals and communities. They are accustomed to  seeking and evaluating a range of points of view, and are willing to grow from the experience.   Caring ‐ They show empathy, compassion and respect towards the needs and feelings of others. They  have a personal commitment to service, and act to make a positive difference to the lives of others and to  the environment.   Risk‐takers ‐ They approach unfamiliar situations and uncertainty with courage and forethought, and  have the independence of spirit to explore new roles, ideas and strategies. They are brave and articulate  in defending their beliefs.   Balanced ‐ They understand the importance of intellectual, physical and emotional balance to achieve  personal well‐being for themselves and others.   Reflective ‐ They give thoughtful consideration to their own learning and experience. They are able to  assess and understand their strengths and limitations in order to support their learning and personal  development.          96   PRIMARY YE   Westlake Aca achieved IB a The Primary  learning. By e human value knowledge a must work co All of the IB p Academy add without 'teac   YEARS PROGR ademy has be authorization  Years Program emphasizing  es, the PYP is a nd skills to so ollaboratively programmes  dresses all the ching to the t RAMME  een successfu in July 2006. mme, a curric knowledge, s a powerful m olve real life p y with peers a are flexible e e TEKS but en est.   ully implemen    culum framew kills, critical t means of going problems.  Th and build on e nough to ena ndeavors to d nting the Prim work for child thinking and t g beyond sub us students b each member able teachers  do so within a mary Years Pro dren aged 3 ‐ the fostering  bject domains become respo r's strength.  to respond t a much more  ogramme (PY 12, focuses o and develop s, asking stud onsible for th o local requir transdisciplin YP) since 2003 on inquiry‐bas ment of unive ents to use th heir own learn rements; thus nary manner a 3 and  sed  ersal  heir  ning and  s the  and  97   MIDDLE YEARS PROGRAMME Westlake Academy first began implementing the International Baccalaureate Middle Years Programme (MYP)  in August 2004, and gained authorization to offer the IB Middle Years Programme in July 2007.   The MYP programme is one that offers a truly global and holistic approach in its delivery with a highly  dedicated, cohesive and qualified teaching staff. Westlake Academy's goal is to add an additional grade for  each year of the programme (Grades 7, 8, 9 & 10) and to have the students prepared for the International  Baccalaureate Diploma programme (Grades 11 & 12).   The International Baccalaureate is an organization that has grown in stature since its introduction over five  decades ago. The IB Diploma is the most prestigious high school diploma in the world. It is the only diploma  recognized internationally. More than 400 colleges and universities in the United States provide admission,  scholarships and advanced placement opportunities for IB students. Although there are certain similarities  with the AP programme, the IB Diploma offers a more rounded programme of studies.  The Middle Years staff at Westlake Academy has great confidence in the students, the facilities, the  programme and the support from parents and the administration, in order to implement the IB Middle Years  Programme successfully over the course of the next four years.   98   DIPLOMA PROGRAMME The International Baccalaureate (IB) Diploma Programme (DP) is a challenging two‐year curriculum, primarily  aimed at students aged 16 to 19. It leads to a qualification that is widely recognized by the world’s leading  universities.    Students learn more than a collection of facts. The Diploma Programme prepares students for university and  encourages them to:   Ask challenging questions   Learn how to learn   Develop a strong sense of their own identity and culture   Develop the ability to communicate with and understand people from other countries and  cultures.  The curriculum contains six subject groups together with a core made up of three separate parts. This is  illustrated by a hexagon with the three parts of the core at its centre.           99   DIPLOMA PROGRAMME MODEL Students study six subjects selected from the subject groups. Normally three subjects are studied at higher  level (courses representing 240 teaching hours), and the remaining three subjects are studied at standard level  (courses representing 150 teaching hours).  All three parts of the core requirements, "extended essay, theory  of knowledge and creativity, action, service" are compulsory and are central to the philosophy of the Diploma  Programme.  Subject Groups:  *Extended essay  The extended essay has a prescribed limit of 4,000 words. It offers the opportunity to investigate a topic of  individual interest, and acquaints students with the independent research and writing skills expected at  university.  *Theory of knowledge (TOK)  The interdisciplinary TOK course is designed to provide coherence by exploring the nature of knowledge across  disciplines, encouraging an appreciation of other cultural perspectives.  *Creativity, action, service (CAS)  Participation in the school’s CAS programme encourages students to be involved in artistic pursuits, sports and  community service work, thus fostering students’ awareness and appreciation of life outside the academic  arena.  How are students assessed?  At the end of the two‐year programme, students are assessed both internally and externally in ways that  measure individual performance against stated objectives for each subject.  Internal assessment  In nearly all subjects at least some of the assessment is carried out internally by teachers, who mark individual  pieces of work produced as part of a course of study. Examples include oral exercises in language subjects,  projects, student portfolios, class presentations, practical laboratory work, mathematical investigations and  artistic performances.  External assessment  Some assessment tasks are conducted and overseen by teachers without the restrictions of examination  conditions, but are then marked externally by examiners. Examples include world literature assignments for  language A1, written tasks for language A2, essays for theory of knowledge and extended essays.  Because of the greater degree of objectivity and reliability provided by the standard examination environment,  externally marked examinations form the greatest share of the assessment for each subject.  The grading system is criterion based (results are determined by performance against set standards, not by  each student’s position in the overall rank order); validity, reliability and fairness are the watchwords of the  Diploma Programme’s assessment strategy.    100   FY 2013/14 ACADEMIC ACHIEVEMENTS  Westlake Academy was ranked # 36 out of approximately 1,900 public high schools  in the United  States in the Washington Post Challenge Index    In 2014, WA students achieved the IB Diploma well above the world rate with 78% of the students  earning the diploma.   Staff Accomplishments:  Several faculty members continue to represent the International Baccalaureate as Workshop  Leaders, Site Visitors and Consultants.   Westlake Academy received the Distinguished Budget Presentation Award from the Government  Finance Officers Association.   The Academy received the Meritorious Budget Award from the Association of School Business  Officials International (ASBO).  Student Accomplishments:  48 Academy graduates from the Class of 2014 received the prestigious IB Diploma.     The graduating class or 2014 received $3.9 million in scholarship and grant offers.  All students  were accepted into respected colleges/universities across the State and the U.S.       101   WESTLAKE While menti State Di W Jun E ACADEMY oning our ac coming sc educatio specia spor Ac co (W i Junior Varsit Regional C Junior High District C Varsity District C e Champion ( Junior Hig strict & Regio Men’s Varsit District C State Ru Women’s Vars District C State Ch nior Varsity M District C State Ru Y ATHLETIC ademic prog chool year.   on and compl l features is t rt of their c ademy athle oaches and as WAAC).  26 H n grades 9‐12 FY 20   ty Volleyball  Champions  h Volleyball  hampions  y Soccer  Champion  3rd Year in a    gh Soccer  onal Champio   ty Basketball hampions  unner‐Up    sity Basketba hampions  ampions    Men’s Basketb hampions  unner‐up  CS rams, we mu Athletics at  iment their c that it offers  hoosing (ma etics is the t ssistant coach High School at 2 played at lea 013/14 ATH Row)  ons    all  ball  ust also take  the Academ class room w all our stude ny play seve tremendous  hes, as well a thletes earned ast one sport. HLETIC ACH a moment a my are inten ork.  One of  nts an oppor eral).  Anoth core of tale as serve in the d All‐State Ho   HIEVEMENT Junior Va R Junior High M District D M Sta M and focus on nded to roun the Academy rtunity to actu her special a ented parent e Westlake A onors and 69% TS   arsity Women egional Cham   Men’s & Wom t & Regional    Varsity Base District Cham State Champ   Varsity Soft State Runne   Men’s Varsity T ate Team Run   Men’s Varsity State Champ            our athletic nd out our s y’s athletic p ually play at l attribute of W ts who volu Academy Athl % of the stud n’s Basketbal mpions  men’s Basket Champions  eball  pions  pions  ball  r‐Up  Tennis  nner Up  y Golf  pion  s for the  students’  rogram’s  least one  Westlake  nteer as  etic Club  ent body  ll  tball  102   Parent Survey Results The Board of Trustees and Staff of Westlake Academy are dedicated to the success of Westlake Academy.  The  Board recognizes the critical role Westlake Academy’s parents play in this endeavor and to that end, has  instituted an annual parent survey.  This survey allows parents an opportunity to provide valuable feedback about their perspectives on everything  from communication to curriculum.   In June of 2013, the Academy conducted the Westlake Academy Board of  Trustees Parent Survey for the fourth consecutive year.  These surveys have each helped to build a basis of  comparison as well as performance metrics that help the faculty and Board gauge our progress in achieving the  vision and mission of Westlake Academy.   The results from these surveys provide insight into parent’s  concerns and help make Westlake Academy a better place for its students by helping us recognize our  weaknesses and continually improve.  Overall, the feedback we received in our last parent survey was positive.  The survey did convey dissatisfaction  with the MYP Programme, but only eight (8) out of the 36 measures showed a decrease in satisfaction.  Below  are a few of the areas where the Academy made great improvements, as well as areas for improvement:   Satisfaction with the PYP teacher / Faculty increased from 77% to 91%   Satisfaction with IB Curriculum increased from 86% to 90%   Satisfaction with DP Curriculum increased from 82% to 88%   Satisfaction with Opportunities for parent involvement increased from 79% to 85%   Satisfaction with Lunch program increased from 37% to 54%   Satisfaction with Secondary Counseling increased from 56% to 73%   Satisfaction with School Uniform Vendors increased from 57% to 69%   Satisfaction with Quality of Communication increased from 58% to 78%   Satisfaction with the Academy Website increased from 62% to 84%              103       104   History of The Town of  the cross tim Houston, tre has always b and northeas desirable and The Town ha members me how our Tow Westlake. Th Denton Cree Denton Cree In the early 1 Westlake abo In 1973, Wes In the mid‐19 known for its bankruptcy a f Westlak Westlake has mbers met the mendous arc een known fo st Tarrant Cou d sought afte s seen much  et to discuss T wn operates to he area includ k. This northe k was damme 1970s, Housto out building a stlake disanne 970s, the Circ s glamorous p and the ranch ke s a short but  e prairie, hold heological tre or its natural  unty has main r places to liv change since Town busines oday.  ded what is kn ern land was  ed and Lake G on developers a golf course,  exed that are cle T Ranch w parties attend h was up for s Commu fascinating hi s tales of sett easures, and  bounty, its tr ntained that d ve in America e its original in ss in the comf nown today a later disanne Grapevine wa s Johnson and country club a, clearing th as purchased ded by celebr ale. It was pu unity Pro istory. The ge tlers from the some of the o rade value, an distinction ov .    ncorporation fort of each o s Westlake, p exed from We as formed.  d Loggins and , and a housi e way for the d by oil million ities from all  urchased by R ofile eographic reg e Peters Colo oldest settlem nd its wonder ver the years, .  During the  other’s living r In G 2, 11 C an su in plus the area  estlake and fo d professiona ng developm e upscale hou naire Nelson  over the wor Ross Perot Jr.  gion, known a ny, Indian tre ments in nort rful people. T , becoming on early years, o rooms – an in n 1956, Westl lenn Turner p ,000 acres alo 14. The area  ircle T Ranch. nd homeown urrounding co ncorporated,  north, to the ormed Trophy al golfer Ben H ment. Resident using develop Bunker Hunt rld. By 1989,  in 1993.  as the place w eaties signed  th Texas.  The he Town of W ne of the mos our Mayor an nteresting con lake Dallas law purchased ab ong State Hig came to be k .  Soon after,  ners in the  ommunity  taking the na e northern sho y Club. By 195 Hogan approa ts' interests d pment.   . The ranch b Hunt had dec where  by Sam  e region  Westlake  st  d Board  ntrast to  wyer  bout  hway  known as  ranches  ame  ore of  52,  ached  differed.  ecame  clared  105   Location Minutes from upscale resid along with a  conveniently While nearby restaurants s Basic Dem  992 r  53%   Aver  100% Commerc In the mid‐19 mid‐1990s. A Eventually, IB The turn of t       m downtown  dential comm commitment y accessed by  y cities are ea serve up Italia mographics residents acco male, 47% fe age appraised % living in sing cial Develo 980s, IBM bui At that time, s BM sold its pa he century ha Fort Worth a unities and F t to excellenc several majo asily accessibl an and Tex‐M s ording to 201 emale   d home value gle‐family ho opment ilt Solana, the several of the artnership int as seen the ad nd DFW Inte ortune 500 co e. The Town  or thoroughfa e, staying in T ex specialties 10 Census   e: $1,061,221 useholds   e multi‐use of e office buildin terest.  ddition of sev rnational Airp ompanies, all is located in n res, including Town for dini s, and choices 1   ffice complex ngs became a veral major co include First  m port, the Tow l of which sha northeast Tar g SH 114 and  ing and enter s even includ x. IBM mainta available for u orporations t e Fidelity Inve American Tit meetings wer Learning an Center and  114 & US 3 which is cur funded con operations  the years, W and innovat wn of Westlak are a unique c rrant County  US 377.  rtainment is j e a delicatess ained a large p use by other c to the Westla estments, Dai tle.  In 2008, p re conducted  nd Leadership for Westlake 77.  The Delo rrently the la nstruction pro in the Fall of  Westlake has  tive business ke is home to  character and and may be  ust as easy. L sen.  presence unt corporations ke landscape mler‐Chrysle pre‐developm for the Deloi p Developme e Corners at S oitte facility p rgest private oject in Texas  2011.  Throu proven to be  location.  several  d charm,  Local  il the  .  e.  These  r, and  ment  itte LLP  nt  South‐SH  roject  ly‐ began  ughout  e an ideal  106   Westlake The Westlake Enrollment C opened Sept Westlake Aca itself among  educational o particular foc style academ The program Baccalaureat (Primary Yea Years Progra Program) hav the educatio Educational t pervasive and classroom cu An environm each child in  The primary  locations ma Westlake Aca 2010 school y Westlake Aca schools in the resources an e Academy e Academy is  Charter Schoo ember 1, 200 ademy disting neighboring  offerings with cus on interna mics.   s of the Inter te Organizatio rs Program, M m, and Diplom ve been selec nal model.  technology w d will infuse t urriculum.  ent rich with keeping with geographic se y be consider ademy serves year.  ademy is a pr e State of Tex d facilities to y an Open  ol that  03.  guishes  h a  ational‐ rnational  on  Middle  ma  cted as  will be  the   heritage, the h his or her in ervice area fo red if seats ar s as a full K‐12 remier learnin xas and pride  excel.  e Westlake Ac dividual need or Westlake A re available. 2 charter scho ng establishm s itself on pro cademy missi ds.    Academy is th ool and gradu ment that is ra oviding a lear ion is to prov he town limits uated their fir anked in the t rning environ ide education s of Westlake rst class of se top three (5% ment where  nal opportun e; students fro eniors in the 2 %) percent of a students hav ities to  om other  2009‐ all public  e the  107         108   Investment Policy   I. POLICY STATEMENT  It is the policy of the Westlake Academy (the “Academy") that the administration of its funds and the  investment of those funds shall be handled as its highest public trust.  Investments shall be made in a  manner which will provide the maximum security of principal invested through limitations and  diversification while meeting the daily cash flow needs of the Academy and conforming to all  applicable state and Academy statutes governing the investment of public funds.  The receipt of a  market rate of return will be secondary to the requirements for safety and liquidity.      It is the intent of the Academy to be in complete compliance with local law and the Texas Public Funds  Investment Act (the "Act", Texas Government Code 2256).  The earnings from investments will be used  in a manner that best serves the public trust and interests of the Academy.    II. SCOPE  This Investment Policy applies to all the financial assets and funds held of the Academy.  Any new funds created by the Academy will be managed under the provisions of this Policy unless  specifically exempted by the Academy Board of Trustees and this Policy.    III. OBJECTIVES AND STRATEGY  It is the policy of the Academy that all funds shall be managed and invested with four primary  objectives, listed in order of their priority: safety, liquidity, diversification and yield.  These objectives  encompass the following.    Safety of Principal  Safety of principal is the foremost objective of the Academy.  Investments shall be undertaken in a  manner that seeks to insure the preservation of capital in the overall portfolio. The suitability of each  investment decision will be made on the basis of safety.    Liquidity  The Academy's investment portfolio will remain sufficiently liquid to enable it to meet all operating  requirements which might be reasonably anticipated.  Investment decisions will be based on cash flow  analysis of anticipated expenditures.    Diversification  Diversification is required in the portfolio's composition.  Diversification will include diversification by  maturity and market sector and will include the use of a number of broker/dealers or banks for  diversification and market coverage.  Competitive bidding will be used on each sale or purchase.     Yield  The Academy's investment portfolio shall be designed with the objective of attaining a reasonable  market yield, taking into account the Academy's risk constraints and cash flow needs.   A reasonable  market yield for the portfolio will be defined as the six month (180 day) U.S. Treasury Bill which  compares to the portfolio's maximum weighted average maturity of six months.    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.      109   The maximum weighted average maturity of the portfolio will be no more than 180 days and the  maximum stated maturity of any security will not exceed two years.  The funds are combined for  investment purposes but the unique needs of all the funds in the portfolio are recognized and  represented.    Effective cash management is recognized as essential to good fiscal management.  Cash management  is defined as the process of managing monies in order to ensure maximum cash availability.  The  Academy shall maintain a cash management program which includes timely collection of accounts  receivable, prudent investment, disbursement of payments within invoice terms and the management  of banking services.    IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY  Specific investment parameters for the investment of public funds in Texas are stipulated in the Public  Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act").  The Act is attached as  Exhibit A.      The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies collateral  requirements for all public funds deposits.  The Collateral Act is attached as Exhibit B.    The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local governments in  Texas to participate in a Texas investment pool established thereunder.    V. DELEGATION OF INVESTMENT AUTHORITY  The Finance Director of the Town of Westlake, acting on behalf of the Board of Trustees, is designated  as the Investment Officer of the Academy and is responsible for all investment management decisions  and activities.  The Board of Trustees is responsible for considering the quality and capability of staff,  investment advisors, and consultants involved in investment management and procedures.  All  participants in the investment process shall seek to act responsibly as custodians of the public trust.    The Investment Officer shall develop and maintain written administrative procedures for the operation  of the investment program which are consistent with this Investment Policy.  Procedures will include  safekeeping, wire transfers, banking services contracts, and other investment related activities.  The Investment Officer shall be responsible for all transactions undertaken and shall establish a system  of controls to regulate the activities of subordinate officials and staff.      The Investment Officer shall designate a staff person as a liaison/deputy in the event circumstances  require timely action and the Investment Officer is not available.      No officer or designee may engage in an investment transaction except as provided under the terms of  this Policy and the procedures established by the Investment Officer and approved by the  Superintendent.    VI. PRUDENCE  The standard of prudence to be used in the investment function shall be the "prudent person"  standard and shall be applied in the context of managing the overall portfolio.  This standard states:    "Investments shall be made with judgment and care, under circumstances then prevailing,  which persons of prudence, discretion, and intelligence exercise in the management of their  own affairs, not for speculation, but for investment, considering the probable safety of their  capital as well as the expected income to be derived."  110   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.      A. Obligations of the United States Government, its agencies and instrumentalities, not to exceed two  (2) years to stated maturity and excluding mortgage backed securities;    B. Fully insured or collateralized certificates of deposit from a bank doing business in the State of  Texas and under the terms of a written depository agreement with that bank, not to exceed one  year to stated maturity;    C. No‐load, SEC registered money market mutual funds.  No more than 80% of the entity's monthly  average balance may be invested in money market funds and;    D. Constant dollar, AAA‐rated Texas Local Government Investment Pools as defined by the Public  Funds Investment Act.    If additional types of securities are approved for investment by public funds by state statute, they will  not be eligible for investment until this Policy has been amended and the amended version adopted by  the Board of Aldermen.    Delivery versus Payment  All investment security transactions shall be conducted on a delivery versus payment (DVP) basis to  assure that the Academy has control of its assets and/or funds at all times.    IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS    Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria as  determined by the Investment Officer including state registration and completion of an Academy  Broker/Dealer questionnaire (attached as Exhibit D).  The following criteria must be met by authorized  firms.  - annual provision of an audited financial statement,  - proof of certification by the National Association of Securities Dealers (NASD)  - proof of current registration with the Texas State Securities Commission, and   - completion of the Academy's broker/dealer questionnaire.    111   Every bank and broker/dealer with whom the Academy transacts business will be provided a copy of  this Investment Policy to assure that they are familiar with the goals and objectives of the investment  program.  The firm will be required to return a signed copy of the Certification Form (attached as  Exhibit C) certifying that the Policy has been received and reviewed and only those securities approved  by the Policy will be sold to the Academy.    X. DIVERSIFICATION AND MATURITY LIMITATIONS  It is the policy of the Academy to diversify its investment portfolio.  Invested funds shall be diversified  to minimize risk or loss resulting from over‐concentration of assets in a specific maturity, specific  issuer, or specific class of securities.  Diversification strategies shall be established and periodically  reviewed.      XI. SAFEKEEPING AND COLLATERALIZATION  The laws of the State and prudent treasury management require that all purchased securities be  bought on a delivery versus payment (DVP) basis and be held in safekeeping by either an approved,  independent third party financial institution or the Academy's designated depository.    Securities Owned by the Academy  All safekeeping arrangements shall be approved by the Investment Officer and an agreement of the  terms executed in writing. The safekeeping bank may not be within the same holding company as the  bank from which the securities are purchased. The custodian shall be required to issue original  safekeeping receipts to the Academy listing each specific security, rate, description, maturity, cusip  number, and other pertinent information.      Collateral  Collateralization shall be required on all bank time and demand deposits for principal and accrued  interest amounts over the FDIC insurance coverage of $100,000 (by tax identification number).  In  order to anticipate market changes and provide a level of additional security for all funds, collateral  with a market value equal to 102% of the total deposits are required.  The pledging bank will be made  contractually liable for monitoring and maintaining the collateral levels at all times.  All collateral will  be held by an independent third party bank outside the holding company of the bank, pledged to the  Academy.    Authorized collateral will include only:  - Obligations of the US Government, its agencies and instrumentalities to include mortgage  backed securities which pass the bank test,  - Municipal obligations rated at least A by two nationally recognized rating agencies.    The custodian shall be required to provide original safekeeping receipts clearly marked that the  security is pledged to the Academy.      XII. REPORTING  The Investment Officer shall submit quarterly reports to the Board of Trustees containing sufficient  information to permit an informed outside reader to evaluate the performance of the investment  program and in full compliance with the Act.  At a minimum the report shall contain:  - Beginning and ending market value of the portfolio by market sector and total portfolio  - Beginning and ending book value of the portfolio by market sector and total portfolio  - Change in market value during the period  - Detail on each asset (book, market, description, par ad maturity date)  - Earnings for the period  - Overall weighted average maturity of the portfolio  112   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.     113   Glossary   Account:  A descriptive heading under which are recorded financial transactions that are similar in terms of a  given frame of reference, such as purpose, object or source.  Accounting Period:  A period of the end of which, and for which, financial statements are prepared; for  example, September 1 through August 31. See also FISCAL PERIOD  Accounting Procedure:  The arrangement of all processes which discover, record, and summarize financial  information used to produce financial statements and reports and to provide internal control.  Accounting System:  The total structure of records and procedures which discover record, classify and report  information on the financial position and operations of a school district or any of its funds, balanced account  groups, and organizational components.  Accrual Basis of Accounting:  The basis of accounting, under which revenues are recorded when earned, and  expenditures are recorded as soon as they result in liabilities, regardless of when revenue is actually received  or a payment is actually made.  Accrue: To record revenues when earned or when levies are made and to record expenditures as soon as they  result in liabilities, regardless of when the revenue is actually received or the payment is actually made.  Sometimes, the term is used in a restricted sense to denote the recording of revenues earned but not yet due,  such as accrued interest on investments and the recording of expenditures which result in liabilities that are  payable in another accounting period, such as accrued interest on bonds.  ADA:  Average Daily Attendance is based on the number of days of instruction in the school year. The  aggregate day’s attendance is divided by the number of days of instruction to compute average daily  attendance. ADA is used in the formula to distribute funding to Texas public school districts.  Administration:  Those activities which have as their purpose the general regulation, direction, and control of  the affairs of the local education agency that are system‐wide and not confined to one school subject, or  narrow phase of school activity.  Appropriation:  An authorization granted by a legislative body to make expenditures and to incur obligations  for specific purposes. An appropriation is usually limited in amount and as to the time when it may be  expended.  Academic Excellence Indicators System (AEIS): A system of indicators established by the Legislature and  adopted by the State Board of Education to help determine the quality of learning on a campus and in a school  district. The indicators include passing rates on the state assessment tests, attendance, graduation rates,  dropout rates, and scores on college entrance exams. The state will assess district and school performance  compared with state‐level standards. AEIS is the foundation for a school district's accountability rating.  Accountability Ratings: The Accountability Ratings System ranks campuses and districts as exemplary,  recognized, acceptable, and low performing based on the percentage of students who pass the state  assessment instruments and the dropout rate.  114   Accrual Basis of Accounting: A method of accounting that recognizes the financial effect of transactions,  events, and interfund activities when they occur, regardless of the timing of related cash flows.  Assigned Fund Balance: reports amounts that are constrained by the government’s intent that they will be  used for specific purposes.  Decision making with regard to these amounts may be made by a committee or  other governmental official.  Compared to Committed Fund Balance, the resources represented by the  Assigned Fund Balance can be more easily redeployed and the constraints are not as stringent.  Except for the  General Fund, fund balance amounts that are not labeled as non‐spendable, restricted or committed would be  reported in the Assigned Fund Balance category.  Therefore, the Assigned Fund Balance becomes the residual  amount for the Special Revenue Fund, Capital Project Fund and Debt Service Funds.  Association of School Business Officials International (ASBO): The Association of School Business Official'  International, founded in 1910, is a professional association which provides programs and services to promote  the highest standards of school business management practices, professional growth, and the effective use of  educational resources.  Audit:  A comprehensive review of the manner in which the government's resources were actually utilized. A  certified public accountant issues an opinion over the presentation of financial statements, tests the controls  over the safekeeping of assets and makes recommendations for improvements for where necessary.  Balanced Budget: A balanced budget is a budget with total expenditures not exceeding total revenues and  monies available in the fund balance within an individual fund.   Balance Sheet:  A summarized statement, as of a given date, of the financial position of a local education  agency per fund and/or all funds combined showing assets, liabilities, reserves, and fund balance.  Budget:  A plan of financial operation embodying an estimate of proposed expenditures for a given period or  purpose and the proposed means of financing them. The budget usually consists of three parts. The first part  contains a message from the budget‐making authority together with a summary of the proposed expenditures  and the means of financing them. The second part is composed of drafts of the appropriation, revenue, and  borrowing measures necessary to put the budget into effect. The third part consists of schedules supporting  the summary. These schedules show in detail the proposed expenditures and means of financing them  together with information as to past years' actual revenues and expenditures and other data used in making  the estimates.  Budgetary Control:  The control management of the business affairs of the school district in accordance with  an approved budget with a responsibility to keep expenditures within the authorized amounts.  Basic Allotment: The basic allotment is the initial or starting number that, after adjustment, is used to  calculate foundation program costs and state aid to school districts and charters.   Budgetary Basis of Accounting: The method used to determine when revenues and expenditures are  recognized for budgetary purposes.  Capital Expenditures:  Capital expenditures are defined as charges for the acquisition at the delivered price  including transportation, costs of equipment, land, buildings, or improvements of land or buildings, fixtures,  and other permanent improvements with a value in excess of $5,000 and a useful life expectancy of greater  than 1 year.  115   Classification, Function:  A function represents a general operational area in a school district and groups  together related activities; for example, instruction, campus administration, maintenance and operations, etc.  Classification, Object:  An object has reference to an article or service received; for example payroll costs,  professional and contracted services, supplies and materials, and other operating expenses.  Co‐curricular Activities: Direct and personal services for public school pupils such as interscholastic athletics,  entertainments, publications, clubs, and strings, which are managed or operated by the student body under  the guidance and direction of an adult, and are not part of the regular instructional program.  Coding:  A system of numbering, or otherwise designating, accounts, entries, invoices, vouchers, etc., in such a  manner that the symbol used reveals quickly certain required information.  Consultant:  A resource person who provides assistance to the regular personnel through conference,  demonstration, research, or other means.    Contracted Services:   Labor, material and other costs for services rendered by personnel who are not on the  payroll of the Academy.  Committed Fund Balance: represents amounts that have internally imposed restrictions mandated by formal  action of the government’s highest level of decision‐making authority.  The committed amounts cannot be  redeployed for other purposes unless the same type of formal action is taken by the highest level of decision‐ making authority to reserve or modify the previously imposed restriction.   Comprehensive Annual Financial Report (CAFR): A financial report that encompasses all funds and  component units of the government. The CAFR should contain (a) the basic financial statements and required  supplementary information, (b) combining statements to support columns in the basic financial statements  that aggregate information from more than one fund or component unit, and (c) individual fund statements as  needed. The CAFR is the governmental unit's official annual report and also should contain introductory  information, schedules necessary to demonstrate compliance with finance‐related legal and contractual  provisions, and statistical data.  Cost of Education Index (CEI) or Adjustment: An index the state uses to adjust the basic allotment to  account for geographic or other cost differences beyond local school district control. The current index has not  been updated since 1990.  Current Budget:  The annual budget prepared for and effective during the present fiscal year.  Current Expenditures per Pupil:  Current expenditures for a given period of time divided by a pupil unit of  measure (average daily attendance, etc.)  Debt:  An obligation resulting from the borrowing of money or from the purchase of goods and services. Debts  of local education agencies include bonds, leases, etc.  Education Service Center (ESC): Twenty intermediate education units located in regions throughout Texas  that assist and provide services for local school districts.  Estimated Revenue:  This term designates the amount of revenue expected to be earned during a given  period.  116   Expenditures:  This includes total charges incurred, whether paid or unpaid, for current expense, capital  outlay, and debt service. (Transfers between funds, encumbrances, exchanges of cash for other current  assets such as the purchase stores and investment of cash in U.S. Bonds, payments of cash in settlement of  liabilities already accounted as expenditures, and the repayment of the principal of current loans are not  considered as expenditures.)  Fiduciary Funds:  Fiduciary Funds account for assets held in a trustee or agent capacity for outside parties,  including individuals, private organizations, and other governments.  Fiscal Period:  Any period at the end of which a local education agency determines its financial position and  the results of its operations. The period may be a month, or a year, depending upon the scope of operations  and requirements for managerial control and reporting.  Fiscal Year:  A twelve‐month period of time to which the annual budget applies and at the end of which a  local education agency determines its financial position and the results of its operations. The District's fiscal  year is July 1 through June 30.  Foundation School Program (FSP): A program for the support of a basic instructional program for all Texas  school children. Money to support the program comes from the Permanent School Fund, Available School  Fund, Foundation School Fund, state general revenue, and local property taxes.  Currently, the FSP described in  the Texas Education Code consists of three parts or tiers. The first tier provides funding for a basic program.  The second tier provides a guaranteed‐yield system so that school districts have substantially equal access to  revenue sufficient to support an accredited program. The third tier equalizes debt service requirements for  existing facilities debt.  Fund:  An independent fiscal and accounting entity with a self‐balancing set of accounts recording cash  and/or other resources, together with all related liabilities, obligations, reserves, and equities which are  segregated for the purpose of carrying on in accordance with special regulations, restrictions, or limitations.  Fund Balance:  The excess of assets of a fund over its liabilities and reserves.  During the fiscal year prior to  closing, it represents the excess of the fund's assets and estimated revenues for the period over its liabilities,  reserves and appropriations.  These assets are added to any other assets and/or resources remaining from  prior years and are available to be budgeted.  Furniture:  Those moveable items used for school operation that are not of a mechanical nature. Chairs,  tables, desks, file cabinets, pictures, chalkboards, lamps, lockers and carpets, etc., are examples of furniture.  General Fund:  A fund group with budgetary control used to show transactions resulting from operations of  ongoing organizations and activities from a variety of revenue sources for which fund balance is controlled  by and retained for the use by the local education agency. The General Fund is used to finance the ordinary  operations of a governmental unit except those activities required to be accounted for in another fund.  Government Finance Officers Association (GFOA): A professional association of state/provincial and local  finance officers in the United States and Canada, and has served the public finance profession since 1906. The  association's nearly 15,000 members are dedicated to the sound management of government financial  resources.  117   Governmental Funds:  Funds generally used to account for tax‐supported activities. There are five different  types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects  funds and permanent funds.  Grant:  A contribution by one governmental unit to another. The contribution is usually made to aid in the  support of specified function (for example, job training), but it is sometimes also for general purposes.  Independent Audit:  An audit performed by an independent auditor.  Individual Education Plan (IEP): A document required by federal law that details the special education  requirements for each disabled student and explains how the school intends to address the student's needs.  An IEP is intended to help ensure that disabled students have equal access to public education in the least  restrictive environment.  Individuals with Disabilities Education Act (IDEA): The 1997 IDEA strengthens academic expectations and  accountability for the nation's 5.4 million children with disabilities.  Modified Accrual Basis of Accounting: Basis of accounting according to which (a) revenues are recognized in  the accounting period in which they become available and measurable and (b) expenditures are recognized in  the accounting period in which the fund liability is incurred, if measurable, except for un‐matured interest on  general long‐term debt and certain similar accrued obligations, which should be recognized when due.  Non‐spendable Fund Balance: includes amounts that cannot be spent and are, therefore, not included in the  current year appropriation.  Two components: 1) Not in spendable form – previously recorded disbursements  and include items that are not expected to be converted into cash, i.e. inventories, pre‐paid items, etc. and 2)  Legally or contractually required to be maintained intact – refers to an amount that has been received that  must be invested indefinitely, i.e. a donation received by the government from a citizen, the principal of which  is to be invested in a permanent fund and the earnings used for general governmental purposes.  Object Code:  As applied to expenditures, this term has reference to an article or service received; for  example, payroll costs, purchased and contracted services, materials and supplies.  Open‐Enrollment Charters: Open‐enrollment charter schools may be established by private nonprofit  organizations, colleges and universities, and other governmental entities that apply to the State Board of  Education. The law authorizes the State Board to approve up to 215 open‐enrollment charter schools. Law also  provides for creation of college or university charter schools at "public senior colleges and universities." There  is no limit on the number of these charter schools that may be granted. Other charter programs include home‐ rule school district charters and campus or campus program charters.  Personnel, Full‐Time:  Academy employees who occupy positions with duties which require them to be on  the job on school days throughout the school year, or at least the number of hours the school is in session.  Personnel, Part‐Time:  Personnel who occupy positions with duties which require less than full‐time service.  Proprietary Funds:  Funds that focus on the determination of operating income, changes in net assets (or cost  recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise  funds and internal service funds.  118   Public Education Information Management System (PEIMS): A data management system that includes  information on student demographics, performance, teacher salaries, etc. The information for PEIMS is  transmitted from local school districts to the Texas Education Agency by the education service centers.  Public Information Act (PIA): PIA defines public information as information collected, assembled, or  maintained under a law or in connection with a governmental body's transaction of official business. PIA  provides that public information must be made available to the public upon request during the normal  business hours of the district, unless an exception applies that allows or requires that the information not be  made public.  Refined ADA:  Refined Average Daily Attendance is based on the number of days of instruction in the school  year. The aggregate eligible day’s attendance is divided by the number of days of instruction to compute the  refined average daily attendance. See also ADA.  Restricted Fund Balance:  reports on resources that have spending constraints that are either: 1) externally  imposed by creditors, grantors, contributors or laws and regulations of other governments, i.e. grants, etc. ‐or‐  2) imposed by law through constitutional provision or enabling legislation. The amounts represented by this  fund balance category have very stringent conditions imposed by external parties or by law.  Therefore, the  amounts are restricted to very specific purposes and cannot be redeployed for other purposes.  The  government can be compelled by an external party to undertake the spending requirements represented by  the Restricted Fund Balance.  School Board Authority: Statute gives local school boards the exclusive power and duty to govern and  oversee the management of the public schools. Powers and duties not specifically delegated to the Texas  Education Agency or the State Board of Education are reserved for local trustees.  Special Revenue Funds:  Funds that are used to account for funds awarded to the Academy for the purpose  of accomplishing specific educational tasks as defined by grantors in contracts or other agreements.  State Board for Educator Certification (SBEC): SBEC is a quasi‐independent body that gives educators more  authority to govern the standards of their profession. SBEC regulates and oversees all aspects of the  certification, continuing education, and standards of conduct of public school educators. As a state agency,  SBEC is responsible for certification testing, accountability programs for educator preparation programs, and  certification of teachers and administrators.  State Board of Education (SBOE): A 15‐member body elected by general election (staggered, four‐year  terms) from various regions statewide to provide leadership and to adopt rules and policies for public  education in the state. The board's primary responsibility is to manage the Permanent School Fund.  Teacher Retirement System (TRS): TRS delivers retirement and related benefits authorized by law for  members and their beneficiaries.  Technology Allotment: This allotment is part of the state textbook fund and can be used to purchase  electronic textbooks or technological equipment that contributes to student leaning or teacher training. The  allotment is $30 per ADA.    119   Texas Assessment of Academic Skills (TAAS): A state‐developed test administered each year to students in  grades 3 through 8 and 10 (exit‐level) to determine student achievement levels on state‐established leaning  objectives. Replaced by the Texas Assessment of Knowledge and Skills (TAKS) effective for the 2002‐03 school  year.  Texas Assessment of Knowledge and Skills (TAKS): TAKS replaces the Texas Assessment of Academic Skills  (TAAS), a criterion‐referenced test used in Texas schools for 12 years. TAKS began in spring 2003, with tests in  reading in grades 3 through 9; language arts in grades 10 and 11; mathematics in grades 3 through 11. The  11th grade exit‐level test will assess English Ill, algebra I, geometry, biology, integrated chemistry and physics,  early American and U.S. history, world geography, and world history. TAKS will be a more challenging  examination for Texas students, according to the results of field tests.  Texas Education Agency (TEA): The administrative and regulatory unit for the Texas public education system  managed by the commissioner of education. TEA is responsible for implementing public education policies as  established by the Legislature, State Board of Education, and commissioner of education.  Texas Education Code (TEC): This code applies to all educational institutions supported in whole or in part by  state tax funds.  Texas Essential Knowledge and Skills (TEKS): Subject‐specific state leaning objectives adopted by the State  Board of Education. The State's academic tests. [see Texas Assessment of Knowledge and Skills (TAKS)] are  aligned with the TEKS.  Texas Open Meetings Act (TOMA): TOMA makes school board meetings to discuss and decide public  business accessible. The TOMA Decision requires governmental entities to provide prior public notice of what  is to be discussed and where and when discussion will take place. Closed meetings are permitted only when  specifically authorized by law. Civil and criminal penalties can result when a board violates provisions of this  act.  Unassigned Fund Balance: the residual fund balance for the General Fund.  It represents the amount of fund  balance remaining after allocation to the Non‐spendable, restricted, committed and assigned fund balances.   This amount reflects the resources that are available for further appropriation and expenditure for general  governmental purposes.  Weighted Students in Average Daily Attendance (WADA): In Texas, students with special educational needs  are weighted for funding purposes to help recognize the additional costs of educating those students.  Weighted programs include special education, career and technology, bilingual, gifted and talented, and  compensatory education. A weighted student count is used to distribute guaranteed‐yield funding and  establish Chapter 41 thresholds.      120  Westlake Academy Registration in the Commons August 6, 2014, 9:00 a.m. – 3:00 p.m. August 7, 2014, 4:00 p.m. – 7:00 p.m. (Closed from noon to 1 p.m. for lunch)  Westlake Academy Back to School nights in the Gym August 18, 2014 - PYP at 6:00 p.m. August 19, 2014 - MYP/DP at 6:00 p.m.  Westlake Academy Faculty/Staff begin Orientation & Convocation week August 19 & 20, 2014  Northwest Metroport Chamber hosted Business Builder Coffee in Westlake Marriott Solana; 8-9:00 a.m. (rotated each month at 6 member cities locations- previous coffees have been well attended) August 20, 2014  First Day of School for Westlake Academy students and Ribbon-Cutting with Mrs. Margaret Lee at the Lee Field House for all new buildings August 21, 2014; 8:00 a.m. School Starts 8:30 a.m. Ribbon Cutting  Town Council Meeting August 25, 2014  Westlake Business Partner Reception re: WA Student Shoulder to Shoulder August 26, 2014 ; Bill & Jennifer Cassidy’s home in Vaquero; 5:30 p.m.  Final Public Input Workshop for Westlake’s Comprehensive Plan Update in WA Performance Hall; Rescheduled workshop date will be sent out via email, postcard mail-out, and posted on the website as soon as date is firm. ***September 10, 2014 (new target date) Westlake Academy Item #5 Board Calendar FUTURE AGENDA ITEMS: Any Board member may request at a workshop and / or Board meeting, under “Future Agenda Item Requests”, an agenda item for a future Board meeting. The Board member making the request will contact the Superintendent with the requested item and the Superintendent will list it on the agenda. At the meeting, the requesting Board member will explain the item, the need for Board discussion of the item, the item’s relationship to the Board’s strategic priorities, and the amount of estimated staff time necessary to prepare for Board discussion. If the requesting Board member receives a second, the Superintendent will place the item on the Board agenda calendar allowing for adequate time for staff preparation on the agenda item. Trustee Rick Rennhack: Discuss employee turnover past five (5) years at Westlake versus surrounding school districts Carroll, Keller and Byron Nelson; include student teacher ratios. Westlake Academy Item # 6 – Future Agenda Items Westlake Academy Item # 7 – Adjournment Back up material has not been provided for this item.