Westlake Academy BOT Budget Questions vs 2
3 Village Circle, Suite 202 ~Westlake, Texas 76262
Metro: 817-430-0941 ~ Fax: 817-430-1812 ~ www.westlake-tx.org
MEMORANDUM
Date: August 28, 2009
TO: Honorable Board of Trustees
FROM: Ben Nibarger, Management Intern
SUBJECT: Question and Answer to Board of Trustees Questions regarding the
Westlake Academy Academic Services 09/10 Budget
CC: Tom Brymer, Debbie Piper, Ginger Awtry, Amanda DeGan, Mark Garcia,
Jamie Schmitz, Darcy McFarlane, Todd Wood
Introduction
During the August 3, 2009 the Board of Trustees was presented a draft budget of the
2009-2010 Westlake Academy’s Academic Services Budget. During this workshop
many questions were asked regarding the Academy’s performance compared to
adjacent independent school districts (ISDs) and charter schools. The list of questions
has been compiled and answers prepared for the Boards review.
The data used for comparative analyses of
surrounding ISDs and charter schools is the
2008 Snapshot from the Texas Education
Agency. This Snapshot combines all public
schools performance and financial data for
each fiscal year. It is important to note that the
figures, used for the student and teacher
population, in the Snapshot are collected on
October 26. These numbers will not correlate
with the corresponding numbers in the 2009-
2010 Westlake Academy Academic Services
Budget because yearend figures were used for
calculations in the budget document.
The TEA school district map shown in Figure 1
displays the radius of surrounding ISDs and
charter schools included in the analyses.
There are 28 ISDs and charter schools
included in the analyses. Although not all of
the ISDs and charter schools are comparable in geographic size or student population
they were included because of their close proximity to the Westlake Academy.
Figure 1 ‐TEA School District Map
Q: Compare funding with surrounding school districts, and what is the effect of Daily Average
Attendance on school funding?
A: The funding if Daily Average Attendance was increased to 100% could increase a maximum of
3.8% or roughly $150 per student.
97.50%
97.00%
96.90%
96.90%
96.60%
96.60%
96.60%
96.50%
96.30%
96.30%
96.20%
96.10%
96.10%
96.00%
96.00%
95.90%
95.80%
95.60%
95.60%
95.50%
95.50%
95.50%
95.30%
95.20%
95.10%
94.80%
94.70%
88.30%
82%84%86%88%90%92%94%96%98%100%
Arlington Classics Academy
Coppell
Harmony Sci Acad (Ft Worth)
North Hills
Carroll
Lewisville
Highland Park
Grapevine‐Colleyville
Hurst‐Euless‐Bedford
East Fort Worth Montessori
Westlake Academy Charter
Carrollton‐Farmers Branch
Keller
Argyle
Ft Worth Acad of Fine Arts
Little Elm
Denton
Ponder
Lake Dallas
Birdville
Arlington
Eagle Advantage
Grand Prairie
Eagle Mt‐Saginaw
Irving
Fort Worth
Lake Worth
Fort Worth Can Academy
Daily Average Attendance 07‐08
$6,213
$9,806
$9,824
$6,967
$11,532
$9,521
$9,437
$10,563
$8,934
$8,626
$8,391
$10,483
$7,962
$10,267
$6,408
$9,849
$10,452
$12,961
$9,375
$8,340
$8,020
$7,669
$8,074
$9,148
$8,780
$8,654
$11,007
$8,529
$‐$2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000
Arlington Classics Academy
Coppell
Harmony Sci Acad (Ft Worth)
North Hills
Carroll
Lewisville
Highland Park
Grapevine‐Colleyville
Hurst‐Euless‐Bedford
East Fort Worth Montessori
Westlake Academy Charter
Carrollton‐Farmers Branch
Keller
Argyle
Ft Worth Acad of Fine Arts
Little Elm
Denton
Ponder
Lake Dallas
Birdville
Arlington
Eagle Advantage
Grand Prairie
Eagle Mt‐Saginaw
Irving
Fort Worth
Lake Worth
Fort Worth Can Academy
Total Actual Revenue Per Pupil 07‐08
92%
16%
81%
90%
14%
16%
16%
16%
17%
75%
81%
15%
26%
15%
92%
40%
21%
14%
30%
30%
29%
85%
53%
20%
37%
37%
41%
92%
0%10%20%30%40%50%60%70%80%90%100%
Arlington Classics Academy
Coppell
Harmony Sci Acad (Ft Worth)
North Hills
Carroll
Lewisville
Highland Park
Grapevine‐Colleyville
Hurst‐Euless‐Bedford
East Fort Worth Montessori
Westlake Academy Charter
Carrollton‐Farmers Branch
Keller
Argyle
Ft Worth Acad of Fine Arts
Little Elm
Denton
Ponder
Lake Dallas
Birdville
Arlington
Eagle Advantage
Grand Prairie
Eagle Mt‐Saginaw
Irving
Fort Worth
Lake Worth
Fort Worth Can Academy
% of Funding from State Government 07‐08
ISDs local revenue is primarily generated via an ad valorem/property tax
6%
82%
4%
8%
84%
78%
84%
82%
77%
4%
17%
79%
72%
84%
3%
53%
74%
84%
64%
63%
65%
2%
40%
75%
54%
52%
44%
1%
0%10%20%30%40%50%60%70%80%90%
Arlington Classics Academy
Coppell
Harmony Sci Acad (Ft Worth)
North Hills
Carroll
Lewisville
Highland Park
Grapevine‐Colleyville
Hurst‐Euless‐Bedford
East Fort Worth Montessori
Westlake Academy Charter
Carrollton‐Farmers Branch
Keller
Argyle
Ft Worth Acad of Fine Arts
Little Elm
Denton
Ponder
Lake Dallas
Birdville
Arlington
Eagle Advantage
Grand Prairie
Eagle Mt‐Saginaw
Irving
Fort Worth
Lake Worth
Fort Worth Can Academy
% of Local & Other Revenue 07‐08
2%
3%
15%
2%
2%
5%
0%
3%
6%
21%
1%
6%
3%
1%
5%
7%
5%
2%
6%
8%
6%
13%
7%
5%
9%
11%
15%
7%
0%5%10%15%20%25%
Arlington Classics Academy
Coppell
Harmony Sci Acad (Ft Worth)
North Hills
Carroll
Lewisville
Highland Park
Grapevine‐Colleyville
Hurst‐Euless‐Bedford
East Fort Worth Montessori
Westlake Academy Charter
Carrollton‐Farmers Branch
Keller
Argyle
Ft Worth Acad of Fine Arts
Little Elm
Denton
Ponder
Lake Dallas
Birdville
Arlington
Eagle Advantage
Grand Prairie
Eagle Mt‐Saginaw
Irving
Fort Worth
Lake Worth
Fort Worth Can Academy
% of Funding from Federal Government 07‐08
$5,246
$7,411
$7,389
$6,075
$7,603
$7,546
$7,868
$7,560
$7,324
$7,481
$7,591
$7,964
$6,326
$7,608
$5,898
$7,345
$8,361
$8,505
$6,971
$6,971
$7,254
$6,612
$7,191
$6,798
$6,998
$7,839
$9,575
$7,846
$‐$2,000 $4,000 $6,000 $8,000 $10,000 $12,000
Arlington Classics Academy
Coppell
Harmony Sci Acad (Ft Worth)
North Hills
Carroll
Lewisville
Highland Park
Grapevine‐Colleyville
Hurst‐Euless‐Bedford
East Fort Worth Montessori
Westlake Academy Charter
Carrollton‐Farmers Branch
Keller
Argyle
Ft Worth Acad of Fine Arts
Little Elm
Denton
Ponder
Lake Dallas
Birdville
Arlington
Eagle Advantage
Grand Prairie
Eagle Mt‐Saginaw
Irving
Fort Worth
Lake Worth
Fort Worth Can Academy
Total Actual Operating Expenses Per Pupil 07‐08
$3,024
$4,479
$3,529
$3,927
$4,346
$4,553
$4,815
$4,494
$4,332
$3,279
$4,721
$4,619
$3,754
$4,135
$3,420
$3,921
$5,015
$4,757
$3,917
$4,189
$4,463
$3,250
$4,333
$4,068
$4,370
$4,295
$5,049
$3,570
$‐$1,000 $2,000 $3,000 $4,000 $5,000 $6,000
Arlington Classics Academy
Coppell
Harmony Sci Acad (Ft Worth)
North Hills
Carroll
Lewisville
Highland Park
Grapevine‐Colleyville
Hurst‐Euless‐Bedford
East Fort Worth Montessori
Westlake Academy Charter
Carrollton‐Farmers Branch
Keller
Argyle
Ft Worth Acad of Fine Arts
Little Elm
Denton
Ponder
Lake Dallas
Birdville
Arlington
Eagle Advantage
Grand Prairie
Eagle Mt‐Saginaw
Irving
Fort Worth
Lake Worth
Fort Worth Can Academy
Total Actual Instructional Expenditures 07‐08
$5,552
$10,275
$6,553
$5,097
$11,381
$10,522
$9,010
$12,428
$8,567
$7,000
$13,305
$11,395
$8,375
$9,510
$5,811
$9,463
$11,687
$9,733
$12,473
$8,880
$8,257
$5,547
$8,352
$11,644
$8,439
$8,645
$14,097
$5,808
$‐$2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000
Arlington Classics Academy
Coppell
Harmony Sci Acad (Ft Worth)
North Hills
Carroll
Lewisville
Highland Park
Grapevine‐Colleyville
Hurst‐Euless‐Bedford
East Fort Worth Montessori
Westlake Academy Charter
Carrollton‐Farmers Branch
Keller
Argyle
Ft Worth Acad of Fine Arts
Little Elm
Denton
Ponder
Lake Dallas
Birdville
Arlington
Eagle Advantage
Grand Prairie
Eagle Mt‐Saginaw
Irving
Fort Worth
Lake Worth
Fort Worth Can Academy
Total Expenditure Per Student 07‐08
(Including Debt Service)
Q: Why is there such a significant increase in per student funding and where are the additional
funds being spent?
A: State funding per student has increased due to changes in the foundation formula. These
changes were implemented in anticipation of a reduction in the fluctuation of state funding
seen in previous years. When you look at the total funding per student, including the federal
start‐up funds, there has been a slight increase each year excluding the 05/06 school year.
Q: Do we have an exit interview process for students leaving Westlake Academy?
A: We currently do not have exit interviews but will be implementing them in the upcoming school
year.
$4,809
$5,729
$5,624
$6,530
$6,623
$7,057
$7,279
$6,344
$6,733
$5,742
$6,696
$6,831
$7,296
$7,575
$‐$1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000
FY 03/04
FY 04/05
FY 05/06
FY 06/07
FY 07/08
FY 08/09
FY 09/10
Funding per Student by Source
State/Federal Funding State Funding Only
Q: What other funding options are there?
A: Several ideas have been discussed among some staff as potential options for increasing the
funding of Westlake Academy:
1. Open alternate locations in secondary boundaries where space is less expensive in order to
achieve economies of scale. The general administrative expenses could be better spread
across a larger student body without significant increases in staffing.
2. Increase grant writing
3. Increase fund raising activities through both the Academy and the Foundation
4. Offer expanded academic options with low cost partnerships
5. Offer charter school through a Distance Learning program
o There are currently three charter schools in Texas that offer a distance learning
program. The number of students has been limited to 3,500 and is still in the testing
stages but would allow the Academy to increase the student body without any increase
in staff. Lessons would be posted online (live or recorded) and allow students to
participate via chat rooms or VOIP applications.
o Charter schools participating
Texas Virtual Academy Southwest (1,500 students authorized)
• http://www.k12.com/txva/
• Uses the K12 international curriculum to deliver online educational
content.
iQ Academy of Texas (1,000 students authorized)
• http://www.iqacademytx.com/
• Uses elluminate a private educational content delivery system.
o ISDs participating
Houston ISD (1,000 students authorized)
• http://www.connectionsacademy.com/texas‐houston‐school/free‐
online‐public‐school.aspx
• Uses custom content delivery system for online classrooms. Provides
laptops and internet subsidy, part of a pilot program.
Q: What is the unfunded IT cost at the school?
A: Todd supplied the following spreadsheet outlining unfunded expenses for the next five years.
Column1 FY 09‐10FY 10‐11FY 11‐12FY 12‐13FY 13‐14
Domain Controller Servers10,000$ ‐ ‐
Cisco Call Manager Upgrade ‐ 15,240$ ‐ ‐ ‐
Telephones/Peripheral Devices2,000$ 2,032$ 5,195$ 10,660$ 11,000$
Replacement of Routers/Switches3,000$ 5,080$ 5,195$ 5,330$ 2,200$
Server Replacements4,000$ 4,064$ 4,156$ 4,264$ ‐
Network Printers3,000$ 3,731$
Totals22,000$ 26,416$ 14,546$ 23,985$ 13,200$
Q: What’s the change in hiring a new person ($330,000 town in‐kind costs)?
A: Todd spends 65 to 70 percent of his time on school related issues. The addition of the IT
position would not significantly affect Todd’s time allotment to the Academy.
Q: How do we fund the school’s library?
A: Additional fundraising and grant applications. There are dozens of potential grants, listed below
are two that focus on capital campaigns for educational purposes. If the library can be
associated with literacy programs for the community and overcoming the illiteracy problem
than many more funds become available.
• Roy and Christine Sturgis Trust Grants – The Roy and Christine Sturgis Charitable and
Educational Trust established in 1981, supports organizations involved with arts, education,
engineering/technology, food services, health care, the economically disadvantaged, health
organizations, associations for homeless human services, hospitals, social services,
homelessness, libraries/library science, medical research, institute, and science. Giving is
primarily centered in the states of Arkansas and Texas. Contact the Foundation for further
application information and guidelines.
• Textron Corporate Contributions Grants – Textron focuses philanthropic giving in the
following areas: workforce development and education‐‐education at all levels, job training
and employment development, and college/university support; and healthy families/vibrant
communities‐‐arts and culture, community revitalization, and health and human services
organizations. Types of support include general operating grants, capital campaigns, building
construction/renovation, equipment acquisition, program development, conferences and
seminars, publication, seed money, fellowships, scholarship funds, research, technical
assistance, consulting services, and matching funds. Guidelines and application are available
online.
Q: What is the breakdown of in‐kind Town support to the Academy?
A: Table 1 below outlines the staffing, facilities and debt service costs associated with the
academy. The large escalation of staffing funds seen in FY08/09 is due to the shared cost of the
Town Manager/Superintendent which had not been accounted for previously. Table 2 breaks
down the cost of staffing per department in FY 03/04 thru 07/08. Starting in FY 08/09 the
percentage of time spent on Academy business is accounted for per individual.
Table 1 ‐ Town Support to Westlake Academy
Fiscal YearStaffingFacilitiesDebt ServiceTotal
FY 03/04 actual18,138.38$ 3,150.92$ 682,952.00$ 704,241.30$
FY 04/05 actual87,261.10$ 156,664.91$ 1,028,103.76$ 1,272,029.77$
FY 05/06 actual89,681.43$ 174,230.68$ 1,378,633.76$ 1,642,545.87$
FY 06/07 actual95,077.54$ 155,043.78$ 1,334,655.62$ 1,584,776.94$
FY 07/08 actual119,430.73$ 188,086.74$ 1,318,943.76$ 1,626,461.23$
FY 08/09 estimated339,464.78$ 205,988.70$ 1,501,957.00$ 2,047,410.48$
FY 09/10 proposed339,469.42$ 248,637.97$ 1,499,751.00$ 2,087,858.39$
1,088,523.39$ 1,131,803.70$ 8,744,996.90$ 10,965,323.99$
9.93%10.32%79.75%100.00%
Town Support to Westlake Academy
Total Direct Financial Contributions and In‐Kind Support
Summary