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08-07-17 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 7, 2017 1500 Solana Boulevard Building 7, Suite 7200 1st FLOOR, COUNCIL CHAMBER WESTLAKE, TX 76262 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. REPORTS Reports are prepared for informational purposes and will be accepted as presented. (there will no presentations associated with the report items) There will be no separate discussion unless a Trustee requests that report be removed and considered separately. a. Report regarding international teachers, a review of the immigration status of non- permanent residents employed at Westlake Academy. b. Report regarding Faculty Turnover and student/teacher ratios for the 2016-2017 school year, including comparisons with surrounding districts and IB charter schools for the 2015-2016 school year. c. Report regarding the New School Year 2017-2018 School Focus/Theme. 4. DISCUSSION ITEMS a. Discussion and overview of the IMES2017 and Summer Student Travel. b. Presentation and discussion regarding STAAR EOC results and student assessments completed during the 2016-17 school year. c. Presentation and discussion regarding the 2017 Westlake Academy (WA) student performance on International Baccalaureate (IB) and Advanced Placement (AP) assessments. 5. REVIEW OF CONSENT AGENDA ITEMS LISTED ON THE REGULAR MEETING AGENDA. 6. BOARD RECAP / STAFF DIRECTION 7. ADJOURNMENT Regular Session 1. CALL TO ORDER 2. ITEMS OF COMMUNITY INTEREST: President and Trustee Reports on Items of Community Interest pursuant to Texas Government Code Section 551.0415 the Board of Trustees may report on the following items: (1) expression of thanks, congratulations or condolences; (2) information about holiday schedules; (3) recognition of individuals; (4) reminders about upcoming Board of Trustee events; (5) information about community events; and (6) announcements involving imminent threat to public health and safety. Page 3 of 4 3. CITIZEN COMMENTS: This is an opportunity for citizens to address the Board on any matter whether or not it is posted on the agenda. The Board cannot by law take action nor have any discussion or deliberations on any presentation made to the Board at this time concerning an item not listed on the agenda. Any item presented may be noticed on a future agenda for deliberation or action. 4. CONSENT AGENDA: All items listed below are considered routine by the Board of Trustees and will be enacted with one motion. There will be no separate discussion of items unless a Board member or citizen so requests, in which event the item will be removed from the general order of business and considered in its normal sequence. a. Consider approval of the minutes from the June 5, 2017, meeting. b. Consider approval of Resolution 17-09, Amending the Westlake Academy Personnel Manual for the 2017-2018 school year. c. Consider approval of Resolution 17-10, Awarding the bid for property/casualty insurance products and services to Box Insurance Agency for FY 2017-2018 in the amount of $135,460.00. d. Consider approval of a Resolution 17-11, Authorizing the Superintendent to Execute a Contract with the Education Service Center Region 11 for various Business and Student Support Services for the operation of Westlake Academy. 5. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 17-12, APPROVING THE AMENDED YEAR-END BUDGET FOR WESTLAKE ACADEMY FOR THE FISCAL YEAR ENDING AUGUST 31, 2017 AND ADOPTING THE PROPOSED BUDGET FOR THE FISCAL YEAR ENDING AUGUST 31, 2018. 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. 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, 1500 Solana Blvd., Building 7, Suite 7200, Westlake, TX 76262, on August 3, 2017, 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. Board of Trustees Item # 2 – Pledge of Allegiance Texas Pledge: “Honor the Texas flag; I pledge allegiance to the, Texas, one state under God, one and indivisible.” REPORTS Reports are prepared for informational purposes and will be accepted as presented. (there will no presentations associated with the report items) There will be no separate discussion unless a Trustee requests that report be removed and considered separately. a. Report regarding international teachers, a review of the immigration status of non-permanent residents employed at Westlake Academy. b. Report regarding Faculty Turnover and student/teacher ratios for the 2016- 2017 school year, including comparisons with surrounding districts and IB charter schools for the 2015-2016 school year. c. Report regarding the New School Year 2017-2018 School Focus/Theme. Board of Trustees Item #3 – Reports Town of Westlake Westlake Academy Human Resources Department _________________________________________________________________________________________________________________________ _________________________________________________________________________________________ 1301 Solana Blvd., Building 4, Suite #4202  Westlake, Texas 76262 Metro: 817-490-5711  Fax: 817-430-1812  www.westlakeacademy.org Report – Immigration Status of International Employees at Westlake Academy Background Westlake Academy has employed international employees since the 2004-2005 school year. Non-US citizens are required to have authorization from the federal government to work in the United States. Westlake Academy has employed international employees utilizing a variety of mechanisms, including J-1 visas, H1-B visas, and Permanent Residence status, commonly referred to as a “green card.” Status of International Employees Current Westlake Academy employees who do not hold U.S. citizenship are legally employed under one of the following categories. The following illustrates the number of employees employed in each category: • Permanent Residents (2 employees) • Naturalized Citizens (2 employees) In Process In 2016, Westlake Academy successfully obtained Permeant resident status for one employee; a process that required over three years to complete. One of the three employees under this status left the Academy following the 2016-2017 school year. Currently, Westlake Academy does not have any pending immigration applications in process Page 1 of 1 estlake Academy Board of Trustees TYPE OF ACTION Workshop - Report Westlake Board Meeting Monday, August 07, 2017 TOPIC: Report regarding Faculty Turnover and student/teacher ratios for the 2016- 2017 school year, including comparisons with surrounding districts and IB charter schools for the 2015-2016 school year. STAFF CONTACT: Todd Wood, Director of HR & Administrative Services Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence People, Facilities, & Technology PYP / MYP / DP Attract, Recruit & Retain the Highest Quality Workforce Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 1, 2016 Completion Date: August 1, 2017 Funding Amount: N/A Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) At the direction of the Board of Trustees, staff prepares a report of teacher turnover and teacher/student ratios on an annual basis. This report provides a comparison to Independent School Districts located within Westlake’s municipal boundaries, charter schools in the DFW metroplex, and IB charter schools within the state of Texas. RECOMMENDATION None. ATTACHMENTS Report – 2016/2017 Teacher Turnover, Teacher/Student Ratios, and International Teacher status. WESTLAKE ACADEMY Report of Teacher Turnover Student/Teacher Ratios Teacher Tenures Source: Texas 2012-2016 Academic Performance Reports http://ritter.tea.state.tx.us/perfreport/tapr/index.html WESTLAKE ACADEMY Annual Teacher Turnover Comparison Surrounding Districts and State Average 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Westlake Academy 26.6%23.0%29.8%25.9%24.4% Keller ISD 11.9%10.2%10.9%10.0% NWISD 14.2%15.8%14.1%13.7% Carroll ISD 12.2%11.5%12.6%13.1% State Average 15.3%16.2%15.2%16.5% Data Not Available WESTLAKE ACADEMY Surrounding Districts and State Average WESTLAKE ACADEMY Student/Teacher Ratio Comparison Surrounding Districts and State Average 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Westlake Academy 14.0 13.8 13.5 13.1 13.1% Keller ISD 17.1 16.6 15.6 15.4 NWISD 15.9 16.0 15.4 15.4 Carroll ISD 15.1 14.9 14.8 15.0 State Average 15.5 15.5 15.2 15.2 Data Not Available WESTLAKE ACADEMY Surrounding Districts and State Average WESTLAKE ACADEMY Annual Teacher Turnover Comparison Charter Schools in the DFW Metroplex 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Westlake Academy 26.6%23.0%29.8%25.9% Uplift 25.3%30.1%30.0%28.9% KIPP Academy 62.5%41.2%37.5%57.1% Winfree Academy 30.7%51.0%51.6%61.7% State Average 15.3%16.2%16.6%16.5% Data Not Available WESTLAKE ACADEMY Charter Schools in the DFW Metroplex WESTLAKE ACADEMY Student/Teacher Ratio Comparison Charter Schools in the DFW Metroplex 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 Westlake Academy 14.0 13.8 13.5 13.1 13.1% Uplift 17.1 16.6 15.6 15.8 KIPP Academy 15.9 16.0 15.4 23.2 Winfree Academy 15.1 14.9 14.8 24.0 State Average 15.5 15.5 15.2 15.2 Data Not Available WESTLAKE ACADEMY Charter Schools in the DFW Metroplex WESTLAKE ACADEMY Texas IB Charter Schools WESTLAKE ACADEMY Texas IB Charter Schools estlake Academy Board of Trustees TYPE OF ACTION Workshop - Discussion Item Westlake Board Meeting Monday, August 07, 2017 TOPIC: Discussion and presentation regarding New school year theme and focus STAFF CONTACT: Dr. Mechelle Bryson Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence Academic Operations PYP / MYP / DP Increase the Capacity of Teachers & Staff Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 7, 2017 Completion Date: June 6, 2017 Funding Amount: N/A Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) The purpose of this report is to articulate the professional learning focus for the 2017-2018 academic school year. Professional learning is a vital component in establishing the conditions and environment that foster student success. In doing so, it is vital that educators remain on the cutting edge of the future of education and instructional pedagogy. As such, the goal of professional development must be to train our teachers in the IB philosophy, theory and practice along with Visible Learning. These training opportunities foster teacher efficacy and furnish data to inspire meaningful change that transforms classrooms into 21st century learning environments. It is through the professional development of teachers that Westlake Academy becomes the best place for teachers to teach and for students to learn. RECOMMENDATION Seeking continued support of professional learning initiatives at Westlake Academy. ATTACHMENTS No Attachment 1 MEMORANDUM DATE: August 7, 2017 TO: Honorable President and Board of Trustees Members THROUGH: Mr. Tom Brymer, Town Manager/WA Superintendent FROM: Dr. Mechelle Bryson, Executive Director SUBJECT: 2017-2018 School Focus/Theme A culture of learning is an imperative foundation for student success. Creating a culture and environment that will act as the foundation for a learning organization begins with a commitment to learning at all levels of the organization. As Peter Senge writes, “a learning organization is an organization that is continually expanding its capacity to create its future.” He further asserts that in the act of learning, we are able to reinvent ourselves. During the past three years, Westlake Academy has placed a greater emphasis on organizational leaning. Professional development has been streamlined to cultivate the Academy’s collective teacher efficacy. In learning together and sharing craft knowledge, the Academy has been able to create a shared vocabulary and strengthen the pedagogical expertise of teacher serving the organization. In turn, this has improved the academic achievement of students. We have also concentrated professional learning efforts on the IB framework with a special emphasis on visible learning’s alignment thereof. This has created a sustained effort and created continuity of learning that is often lacking in other school communities. In doing so, the Academy has realized the following benefits of a strong organizational learning culture, include, but are not limited to: • Increased student achievement • Increased teacher pedagogical expertise and a culture of shared craft knowledge • Decreased employee turnover, as employee satisfaction levels rise and loyalty is increased • Facilitation of continuous improvement mindset and improved efficiency and productivity • Capacity building of leaders at all levels, which helps with succession planning • Increased collective teacher efficacy to embrace and adapt to change There is no doubt that there is great work being done at Westlake Academy, an exceptional school with great potential. Our quest to become the best place for teachers to teach and for students to learn is at the forefront of our preparation for the 2017-2018 school year. As such, our theme for the new year is: I=E³: Inquiry is the Solution ... Engage ... Explore ... Empower! 2 Our new theme is designed to support our IB mission and the inspired and passionate teaching strand of visible learning. Through an intense exploration of inquiry and its role in IB, the staff and I will hone our instructional pedagogy and build our collective efficacy. Indeed, this is important work. Previous themes of the Academy have explored best practices in formative assessment, effective feedback, and data-driven dialogues to explore teachers’ impact on student achievement. These themes included: ⇒ FY 2016-2017 - Know Your Impact: Ignite … Innovate … Inspire ⇒ FY 15/16 - Dream … Create … Achieve: Building a Collective Legacy of Excellence ⇒ FY 14/15 - Reaching New Heights Together ... One School, One Community ⇒ FY 13/14 - Growing Together; One School, One Community ⇒ FY 12/13 - Holding to the Vision, Rising to the Challenge ⇒ FY 11/12 - Continued Excellence in the Face of Change As I have said before, we have an extraordinary opportunity to transform the very manner in which education is delivered to our students and, in doing so, lead other schools by our example. This is no small task, but it is firmly within our grasp. DISCUSSION ITEMS a. Discussion and overview of the IMES2017 and Summer Student Travel. b. Presentation and discussion regarding STAAR EOC results and student assessments completed during the 2016-17 school year. c. Presentation and discussion regarding the 2017 Westlake Academy (WA) student performance on International Baccalaureate (IB) and Advanced Placement (AP) assessments. Board of Trustees Item # 4 – Discussion Items estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Monday, August 07, 2017 TOPIC: Discussion and overview of the IMES2017 and Summer Student Travel STAFF CONTACT: Dr. Mechelle Bryson Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective 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 life-long learners. Citizen, Student & Stakeholder PYP / MYP / DP Strengthen IB Philosophy & Implementation Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: June 5, 2017 Completion Date: July 31, 2017 Funding Amount: $7,500 Status - Funded Source - Contributions/Grants EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) One of the cornerstones of the IB mission is international mindedness. As an IB World School, our goal is to create opportunities that expand our students’ frame of mind that transcends international borders. In addition, global collaboration is a critical component in preparing our students to successfully compete in a global 21st century marketplace. During the past summer, Westlake Academy teachers participated in our third annual International Mindedness Educator Symposium. We are exceedingly proud of the outcome. Participants of the symposium represented five countries, Mexico, Costa Rica, Canada and Argentina as well as the United States. This summer, students participated in Student Shoulder to Shoulder travel opportunities while others students participated in our Costa Rica student exchange program, our Argentina student exchange program and our San Miguel Summer Spanish Immersion program. The purpose of this presentation is to provide an overview of our International Mindedness efforts at Westlake Academy. RECOMMENDATION Seeking continued support of International Mindedness initiatives at Westlake Academy. ATTACHMENTS No Attachment estlake Academy Board of Trustees TYPE OF ACTION Workshop - Discussion Item Westlake Board Meeting Monday, August 07, 2017 TOPIC: STAAR/EOC Results STAFF CONTACT: Jennifer Furnish & Beckie Paquin Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Vision: Westlake Academy inspires college bound students to achieve their highest individual potential in a nuturing environment that fosters the traits found in the IB Learner Profile. Academic Operations PYP / MYP / DP Increase the Future Readiness of All Students Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 18, 2016 Completion Date: June 5, 2017 Funding Amount: N/A Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) The purpose of this discussion is to inform the board of the 2016-2017 STAAR/EOC results and provide an opportunity for the board to gain an understanding of the status of Westlake Academy’s academic progress on state mandated assessments for grades 3 through 11. The ultimate aim is to disaggregate the data in order to measure the effectiveness of Westlake Academy’s curriculum and instructional alignment across all IB programmes. Analysis will be provided and areas of strength and weakness identified in order to build an organizational culture where stakeholders use data continuously, collaboratively and effectively to improve the academic performance of all students. RECOMMENDATION Providing an update on state assessment results and seeking board input. ATTACHMENTS PowerPoint – “2016-2017 State Assessment Results” STAAR/EOC Results The following data is preliminary. Final numbers will be received from the TEA late fall and will be included in our school accountability rating. Math Results Grade Level Comparison Year Passed Mastered at Advanced Level 3 2014-2015 89%21% 2015-2016 97%24% 2016-2017 100%55% 4 2014-2015 94%35% 2015-2016 89%30% 2016-2017 97%44% 5 2014-2015 96%41% 2015-2016 100%38% 2016-2017 100%57% 6 2014-2015 97%20% 2015-2016 97%35% 2016-2017 99%44% 7 2014-2015 94%39% 2015-2016 97%38% 2016-2017 94%62% Math Results Cont. Alg 2014-2015 100%52% 2015-2016 99% 55% 2016-2017 99%44% Math Highlights Math STAAR/EOC passing rates increased overall with a significant increase in students who performed at the Advanced Level. Reading Results Grade Level Comparison Year Passed Mastered at Advanced Level 3 2014-2015 94%47% 2015-2016 97%58% 2016-2017 96%62% 4 2014-2015 98%38% 2015-2016 96%41% 2016-2017 97%47% 5 2014-2015 98%38% 2015-2016 100%36% 2016-2017 98%55% 6 2014-2015 100%54% 2015-2016 97%50% 2016-2017 93%44% 7 2014-2015 99%58% 2015-2016 97%50% 2016-2017 100%57% 8 2014-2015 100%65% 2015-2016 100%45% 2016-2017 96%58% English Results Eng I Comparison Year Passed Mastered at Advanced Level 2014-2015 100%60% 2015-2016 99%46% 2016-2017 99%32% Eng II 2014-2015 99%24% 2015-2016 100%35% 2016-2017 96%22% Reading/English ECO Highlights Reading STAAR/EOC passing rates stayed consistent with previous years performance scoring in the high 90th percentile. Several grade levels saw a substantial increase in students performing at the Advance Level. Writing Grade Level Comparison Year Passed Mastered at Advanced Level 4 2014-2015 93%20% 2015-2016 89%37% 2016-2017 81%16% 7 2014-2015 97%39% 2015-2016 99%28% 2016-2017 93%31% Science Results Grade Level Comparison Year Passed Mastered at Advanced Level 5 2014-2015 87%20% 2015-2016 88%2% 2016-2017 98%33% 8 2014-2015 97%28% 2015-2016 99%39% 2016-2017 93%19% 9 EOC Biology 2014-2015 99%38% 2015-2016 100%46% 2016-2017 100%53% Science Highlights Science STAAR/EOC passing rates increased as well as Advance Level. There was a significant increase in Grade 5 Advanced scores from 2% in 2015-2016 to 33% in 2016-2017 illustrating the success of improved curricular alignment and instructional strategies. History/Humanities Grade Level Comparison Year Passed Mastered at Advanced Level 8 2014-2015 99%31% 2015-2016 99%55% 2016-2017 91%53% 11 EOC U.S. History 2014-2015 100%62% 2015-2016 100%71% 2016-2017 100%70% Humanities Highlights Humanities EOC maintained 100% passing rate for the past three years and 70% of students performed at the Advanced Level. estlake Academy Board of Trustees TYPE OF ACTION Workshop - Discussion Item Westlake Board Meeting Monday, August 07, 2017 TOPIC: Presentation and discussion concerning the 2017 Westlake Academy (WA) student performance on International Baccalaureate (IB) and Advanced Placement (AP) assessments. STAFF CONTACT: Stacy Stoyanoff, Secondary Principal Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence Academic Operations MYP / DP Increase the Future Readiness of All Students Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: June 1, 2010 Completion Date: Ongoing Funding Amount: N/A Status - Not Funded Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) This presentation will examine and discuss the 2017 student performance on IB and AP assessments. It will include data analysis in the context of IB global performance, AP performance, and WA historical trends. RECOMMENDATION N/A ATTACHMENTS N/A REVIEW OF CONSENT AGENDA ITEMS a. Consider approval of the minutes from the June 5, 2017, meeting. b. Consider approval of Resolution 17-09, Amending the Westlake Academy Personnel Manual for the 2017-2018 school year. c. Consider approval of Resolution 17-10, Awarding the bid for property/casualty insurance products and services to Box Insurance Agency for FY 2017-2018 in the amount of $135,460.00. d. Consider approval of a Resolution 17-11, Authorizing the Superintendent to Execute a Contract with the Education Service Center Region 11 for various Business and Student Support Services for the operation of Westlake Academy. Board of Trustees Item # 5 – Review of Consent Agenda Items BOARD RECAP / STAFF DIRECTION Board of Trustees Item # 6 – Board Recap / Staff Direction Board of Trustees Item # 7 – Adjournment Work Session ITEMS OF COMMUNITY INTEREST: President and Trustee Reports on Items of Community Interest pursuant to Texas Government Code Section 551.0415 the Board of Trustees may report on the following items: (1) expression of thanks, congratulations or condolences; (2) information about holiday schedules; (3) recognition of individuals; (4) reminders about upcoming Board of Trustee events; (5) information about community events; and (6) announcements involving imminent threat to public health and safety.  WA Registration (To be completed on-line) Staff support available: • Friday, August 4, 2017; 8:00 am -12:00 pm • Tuesday, August 8, 2017; 3:00 pm – 6:00 pm -Personalized registration emails to be sent August 1; Notaries available at WA beginning August 1  Coffee & Conversation with the Mayor/Board President Monday, August 7, 2017; 8:00 – 9:30 am Marriott Solana Hotel – Great Room  WA Board of Trustees Workshop/Meeting Monday, August 7, 2017* Westlake Town Hall, Solana Terrace - Bldg. 7 – Council Chambers (New location)  WA Primary Years Program (PYP) Round-Up (For new primary students & their families) Wednesday, August 9, 2017; 6:00 – 7:00 pm WA Main (PYP) Entrance – Commons  Town Council Budget Workshop Wednesday, August 9, 2017; 12:00 – 5:00 pm Westlake Town Hall, Solana Terrace - Bldg. 7, Council Chambers (New location)  WA Secondary (MYP Grades 6-10 & DP Grades 11-12) Back to School Night Monday, August 14, 2017; 5:30 pm – 7:30 pm WA Campus - Gymnasium  WA Primary (PYP Grades K-5) Back to School Night Tuesday, August 15, 2017; 5:30 pm – 7:30 pm WA Campus - Gymnasium  WA First Day of School Thursday, August 17, 2107; 7:55 am – 3:10 pm Coming up next month…  House of Commons (HOC- WA’s PTO) hosts New WA Families (Parents) Welcome Breakfast Friday, Sept.1, 2017: 8:00 – 9:00 am WA Campus-Sam & Margaret Lee Fieldhouse Classroom  Grade Level Curriculum Meetings (for parents & students) -Tuesday, Sept. 5: Kindergarten 6:00-6:45 pm and Grade 5 6:45-7:30 pm -Wednesday, Sept.6: Grade 1 6:00-6:45 pm and Grade 4 6:45-7:30 pm -Thursday, Sept. 7: Grade 2 6:00-6:45 pm and Grade 3 6:45-7:30 pm All meetings to take place in students’ applicable classrooms  Danish & Dialogue w/ Academy Leaders Thursday, Sept. 7, 2017; 8:00 – 9:00 am WA Campus-Lee Fieldhouse Classroom *For meeting agendas and details on WA calendar events or Municipal calendar events, please visit the Westlake Academy website or the Town of Westlake website for further assistance. Board of Trustees Item # 2 – Items of Community Interest CITIZEN COMMENTS: This is an opportunity for citizens to address the Board on any matter whether or not it is posted on the agenda. The Board cannot by law take action nor have any discussion or deliberations on any presentation made to the Board at this time concerning an item not listed on the agenda. Any item presented may be noticed on a future agenda for deliberation or action. Board of Trustees Item # 3 – Citizen Comments 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 5, 2017, meeting. b. Consider approval of Resolution 17-09, Amending the Westlake Academy Personnel Manual for the 2017-2018 school year. c. Consider approval of Resolution 17-10, Awarding the bid for property/casualty insurance products and services to Box Insurance Agency for FY 2017-2018 in the amount of $135,460.00. d. Consider approval of a Resolution 17-11, Authorizing the Superintendent to Execute a Contract with the Education Service Center Region 11 for various Business and Student Support Services for the operation of Westlake Academy. Board of Trustees Item # 4 – Consent Agenda BOT Minutes 06/05/17 Page 1 of 4 WESTLAKE ACADEMY BOARD OF TRUSTEES MEETING June 5, 2017 PRESENT: President Laura Wheat, Trustees: Alesa Belvedere, Carol Langdon, and Wayne Stoltenberg. Michael Barrett and Rick Rennhack arrived at 5:21 p.m. ABSENT: OTHERS PRESENT: Superintendent Tom Brymer, Assistant to the Superintendent Amanda DeGan, Board Secretary Kelly Edwards, Executive Director Dr. Mechelle Bryson, PYP Principal Rod Harding, DP Principal/Coordinator Stacy Stoyanoff, Director of Facilities and Parks & Recreation Troy Meyer, Director of Communications Ginger Awtry, and Communications Manager Jon Sasser. 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 06/05/17 Page 2 of 4 3. RECOGNITION OF THE 2017 VALEDICTORIAN AND SALUTATORIAN. President Wheat introduced Valedictorian Julian Sanders and Salutatorian Ryan Parkey. 4. REPORTS a. Report regarding Career Technology Education (CTE) (offering/participation/next year). 5. DISCUSSION ITEMS a. Presentation and discussion regarding the various national school rankings awarded to the Academy. Mr. Stoyanoff and Dr. Bryson provided a presentation and overview of the rankings. Discussion ensued regarding the increasing number of AP exams given to students, US News and World Reports ranking not including IBO testing results, historical ranking data not readily accessible, Newsweek ranking data retrieval, the self- reporting of the Washington Post, and policy changes that effect the rankings. b. Discussion regarding the Strings Program offering a different service delivery configuration in School Year 2017-2018. Mr. Harding and Mrs. Paquin provided a presentation and overview of the program. Discussion ensued regarding the proposed Trimesters, Grade mandatory and optional program, percussion instruments, purchasing classroom set of instruments, how to measure success, forecasting the number of students in Grades 4 and 5, options for upper grade levels, and the vision for the program. Mr. Gale Krieger, 2003 Nighthawk Court, stated her concerns about the trimesters for new students participating in ensembles. Mr. Aalok Shah, parent of 4th grader, stated he would recommend be consistent for the whole year. c. Presentation and discussion regarding the creation of an emergency response team to help ensure the safety of our students, teachers, parents and visitors at the Westlake Academy this would also include establishing guiding principles in developing an Emergency Operations Plan for Westlake Academy. Mr. Meyer and Dr. Bryson provided an overview and progress of training, policies, tabletop exercises, and current monthly drills. BOT Minutes 06/05/17 Page 3 of 4 Discussion ensued regarding communications plan should another agency take the lead on a possible security lockdown. 6. REVIEW OF CONSENT AGENDA ITEMS LISTED ON THE REGULAR MEETING AGENDA. No additional discussion. 7. BOARD RECAP / STAFF DIRECTION Additional research on the Strings program options and when to communicate it to the parent body. Additional research and inquiring on ratings and rankings. 8. ADJOURNMENT President Wheat adjourned the work session at 6:19 p.m. Regular Session 1. CALL TO ORDER President Wheat called the regular session to order at 6:19 p.m. 2. ITEMS OF COMMUNITY INTEREST Ms. Awtry provided an update regarding graduation and overview of the upcoming events. Dr. Bryson introduced Elizabeth Sutton who is pursuing her Superintendent studies. 3. CITIZEN COMMENTS No one addressed the Board. 4. CONSENT AGENDA a. Consider approval of the minutes from the April 3, 2017, meeting. b. Consider approval of Resolution 17-08, Amending the 2017-2018 Academic Calendar. BOT Minutes 06/05/17 Page 4 of 4 MOTION: Trustee Rennhack made a motion to approve the consent agenda. Trustee Langdon seconded the motion. The motion carried by a vote of 5-0. 5. FUTURE AGENDA ITEMS No future agenda items. 6. ADJOURNMENT There being no further business before the Board, President Wheat asked for a motion to adjourn the meeting. MOTION: Trustee Rennhack made a motion to adjourn the regular session. Trustee Stoltenberg seconded the motion. The motion carried by a vote of 5-0. President Wheat adjourned the regular session at 6:24 p.m. APPROVED BY THE BOARD OF TRUSTEES ON AUGUST 7, 2017. ATTEST: ____________________________ Laura Wheat, President _____________________________ Kelly Edwards, Board Secretary estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Monday, August 07, 2017 TOPIC: Consider a resolution amending the Westlake Academy Personnel Manual for the 2017-2018 school year. STAFF CONTACT: Todd Wood, Dir. of HR & Administrative Services Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Personal Responsibility People, Facilities, & Technology PYP / MYP / DP Attract, Recruit & Retain the Highest Quality Workforce Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 7, 2017 Completion Date: August 06, 2018 Funding Amount: N/A Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) 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 annually in response to changing laws, employment trends, as well as internal changes to policies and procedures. RECOMMENDATION Staff recommends approval. ATTACHMENTS Proposed policy additions, deletions, and changes summary. Exhibit “A”: 2017-2018 Westlake Academy Personnel Manual Resolution Summary of Policy Additions and Deletions (additions shown in blue, deletions shown in red) Recertification of Employment Authorization At the time of hire all employees must complete the Employment Eligibility Verification Form (Form I-9) and present documents to verify identity and employment authorization. Employees whose immigration status, employment authorization, or employment authorization documents have expired must present new documents that show current employment authorization. Employees should file the necessary application or petition sufficiently in advance to ensure that they maintain continuous employment authorization or valid employment authorization documents. Contact the Human Resources Office if you have any questions regarding reverification of employment authorization. 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 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. Sick and personal leave is earned on an annual basis. Regular full-time and part-time employees (as opposed to temporary, substitute or seasonal) earn sick and 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. 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. Immediate Family. For purposes of leave other than family and medical leave, immediate family is defined as the following: • Spouse • Son or daughter, including a biological, adopted, or foster child, a son- or daughter-in-law, a stepchild, a legal ward, or a child for whom the employee stands in loco parentis. • Parent, stepparent, parent-in-law, or other individual who stands in loco parentis to the employee. • Sibling, stepsibling, and sibling-in-law • Grandparent and grandchild • Any person residing in the employee’s household at the time of illness or death For purposes of family and medical leave, the definition of family is limited to spouse, parent, son or daughter, and next of kin. Family Medical Leave (FMLA) – General Provisions The following text is from the federal notice, Employee Rights and Responsibilities Under the Family and Medical Leave Act. Specific information that the Academy has adopted to implement the FMLA follows this general notice. FMLA Leave Entitlements. FMLA requires covered employers to provide Eligible employees who work for a covered employer can take up to 12 weeks of unpaid, job-protected leave in a 12-month period for the following reasons: • The birth of a child or placement of a child for adoption or foster care; • To bond with a child (leave must be taken within 1 year of the child’s birth or placement); • To care for the employee’s spouse, child, or parent who has a qualifying serious health condition; • For the employee’s own qualifying serious health condition that makes the employee unable to perform the employee’s job; • For qualifying exigencies related to the foreign deployment of a military member who is the employee’s spouse, child, or parent. An eligible employee who is a covered servicemember’s spouse, child, parent, or next of kin may also take up to 26 weeks of FMLA leave in a single 12-month period to address certain qualifying exigencies. Qualifying exigencies may include attending certain military events, arranging for alternative childcare, addressing certain financial and legal arrangements, attending certain counseling sessions, and attending post-deployment reintegration briefings to care for the servicemember with a serious injury or illness. A covered servicemember is (1) a current member of the Armed Forces, including a member of the National Guard or Reserves, who is undergoing medical treatment, recuperation, or therapy, is otherwise in outpatient status, or is otherise on the temporary disability retired list, for a serious injury or illness*; or (2) a veteran who was discharged or released under conditions other than dishonorable at any time during the five-year period prior to the first date the eligible employee takes FMLA leave to care for the covered veteran, and who is undergoing medical treatment, recuperation, or therapy for a serious injury or illness*. *The FMLA definitions of “serious injury or illness” for current servicemembers and veterans are distinct from the FMLA definition of “serious health condition”. An employee does not need to use leave in one block. When it is medically necessary or otherwise permitted, employees may take leave intermittently or on a reduced schedule. Employees may choose, or an employer may require, use of accrued paid leave while taking FMLA leave. If an employee substitutes accrued paid leave for FMLA leave, the employee must comply with the employer’s normal paid leave policies. Benefits and Protections. While employees are on FMLA leave, the employer must maintain the employee’s health coverage under any “group health plan” on the same terms as if the employee were not on leave continued to work. Upon return from FMLA leave, most employees must be restored to their original or equivalent positions with equivalent pay, benefits, and other employment terms. While employees are on FMLA leave, cannot result in the loss of any employment benefit that accrued prior to the start of an employee’s leave. An employer may not interfere with an individual’s FMLA rights or retaliate against someone for using or trying to use FMLA leave, opposing any practice made unlawful by the FMLA, or being involved in any proceeding under or related to the FMLA. Eligibility Requirements. An employee who works for a covered employer must meet three criteria in order to be eligible for FMLA leave. The employee must: • Have worked for the employer for at least 12 months; • Have at least 1,250 hours of service in the 12 months before taking leave; and • Work at a location where the employer has at least 50 employees within 75 miles of the employee’s worksite. Substitution of Paid Leave for Unpaid Leave. Employees are required to use accrued paid leave while taking FMLA leave. In order to use paid leave for FMLA, employees must comply with the Academy’s normal paid leave policies. Employee Responsibilities Requesting Leave. Generally, employees must give 30-days’ advance notice of the need for FMLA leave. If it is not possible to give 30-days’ notice, an employee must notify the employer as soon as possible and, generally, follow the employer’s usual procedures. Employees do not have to share a medical diagnosis, but must provide enough information to the employer so it can determine if the leave qualifies for FMLA protection. Sufficient information could include informing an employer that the employee is or will be unable to perform his or her job functions, that a family member cannot perform daily activities, or that hospitalization or continuing medical treatment is necessary. Employees must inform the employer if the need for leave is for a reason for which FMLA leave was previously taken or certified. Employers can require a certification or periodic recertification supporting the need for leave. If the employer determines that the certification is incomplete, it must provide a written notice indicating what additional information is required. Employer Responsibilities. Once an employer becomes aware that an employee’s need for leave is for a reason that may qualify under the FMLA, the employer must notify the employee if he or she is eligible for FMLA leave and, if eligible, must also provide a notice of rights and responsibilities under the FMLA. If the employee is not eligible, the employer must provide a reason for ineligibility. Employers must notify its employees if leave will be designated as FMLA leave, and if so, how much leave will be designated as FMLA leave. Enforcement. Employees may file a complaint with the U.S. Department of Labor, Wage and Hour Division, or may bring a private lawsuit against an employer. The FMLA does not affect any federal or state law prohibiting discrimination or supersede any state or local law or collective bargaining agreement that provides greater family or medical leave rights. Family Medical Leave (FMLA) – Local Provisions Eligible employees can take up to 12 weeks of unpaid leave in the 12-month period beginning on the first duty day of the school year measured forward from the date an individual employee’s first FML begins. Use of Paid Leave. FML runs concurrently with accrued sick and personal leave, temporary disability leave, compensatory time, assault leave, and absences due to a work-related illness or injury. Westlake Academy will designate the leave as FML, if applicable, and notify the employee that accumulated leave will run concurrently. Combined Leave for Spouses. Spouses who are employed by Westlake Academy are limited to a combined total of 12 weeks of FML to care for a parent with a serious health condition; or for the birth, adoption, or foster placement of a child. Military caregiver leave for spouses is limited to a combined total of 26 weeks. Intermittent Leave. When medically necessary or in the case of a qualifying exigency, an employee may take leave intermittently or on a reduced schedule. Westlake Academy does not permit the use of intermittent or reduced-schedule leave for the care of a newborn child or for adoption or placement of a child with the employee. Fitness for Duty. An employee that takes FML due to the employee’s own serious health condition shall provide, before resuming work, a fitness-for-duty certification from the health care provider. If certification of the employee’s ability to perform essential job function is required, the Academy shall provide a list of essential job functions (e.g., job description) to the employee with the FML designation notice to share with the health care provider. Reinstatement. An employee returning to work at the end of FML will be returned to the same position held when the leave began or to an equivalent position with equivalent employment benefits, pay, and other terms and conditions of employment. In certain cases, instructional employees desiring to return to work at or near the conclusion of a semester may be required to continue on family and medical leave until the end of the semester. The additional time off is not counted against the employee’s FML entitlement, and the Academywill maintain the employees group health insurance and reinstate the employee at the end of the leave. Failure to Return. If, at the expiration of FML, the employee is able to return to work but chooses not to do so, the Academy may require the employee to reimburse the employer’s share of insurance premiums paid during any portion of FML when the employee was on unpaid leave. If the employee fails to return to work for a reason beyond the employee’s control, such as a continuing personal or family serious health condition or a spouse being unexpectedly transferred more than 75 miles from the Academmy, the Academyt may not require the employee to reimburse the employer’s share of premiums paid. Contact Information. Employees that require FML or have questions should contact the Human Resources Department for details on eligibility, requirements, and limitations. Jury Duty The Academy provides paid leave to employees who are summoned to jury duty. Employees who report to the court for jury duty may keep any compensation the court provides. An employee should report a summons for jury duty to his or her supervisor as soon as it is received and may be required to provide the Academy a copy of the summons to document the need for leave. Employees must present documentation of the service and shall be allowed to retain any compensation they receive. An employee may be required to report back to work as soon as they are released from jury duty. The supervisor may consider the travel time required and the nature of the individual’s position when determining the need to report to work. A copy of the release from jury duty or of documentation of time spent at the court may be required. Compliance with a Subpoena Employees will be paid while on leave to comply with a valid subpoena to appear in a civil, criminal, legislative, or administrative proceeding and will not be required to use personal leave. Employees may be required to submit documentation of their need for leave for court appearances. Truancy Court Appearances An employee who is a parent or guardian of a child and any court-appointed guardian ad litem of a child who is required to miss work to attend a truancy court hearing may use personal leave or compensatory time for the absence. Employees who do not have paid leave available will be docked for any absence required because of the court appearance. Religious Observance The Academy will reasonably accommodate an employee’s request for absence for a religious holiday or observance. Accommodations such as changes to work schedules or approving a day of absence will be made unless they pose an undue hardship to the Academy. The employee may use any accumulated personal leave for this purpose. Employees who have exhausted applicable paid leave may be granted an unpaid day of absence. Professional Standards. Ethical Conduct, Practices, and Performance Standard 1.13 The educator shall not be under the influence of alcohol or consume alcoholic beverages on school property or during school activities when students are present. Standard 1.14 The educator shall not assist another educator, school employee, contractor, or agent in obtaining a new job as an educator or in a school, apart from the routine transmission of administrative and personnel files, if the educator knows or has probable cause to believe that such person engaged in sexual misconduct regarding a minor or student in violation of the law. Travel Policy/expense reimbursement Before any travel expenses are incurred by an employee, the Superintendent or designee must give approval. For approved travel, employees will be reimbursed for mileage and other travel expenditures according to the current rate schedule established by the Internal Revenue Service. Employees must submit receipts to be reimbursed for expenses other than mileage. Event/Travel Procedures The following guidelines and standards shall be utilized when traveling on Academy business: A. Registration 1. Direct payment to the sponsor of the event is preferable. 2. In the event direct payment to the sponsor is impossible, an individual attendee will be reimbursed for the actual cost of the registration and/or event costs. 3. Full advantage should be taken of any pre-registration discounts when possible. 4. Vouchers, invoices, advance registration forms, and/or receipts must be submitted as payment or reimbursement justification. B. Transportation 1. Transportation arrangements are based on what provides the most economic advantage to Westlake Academy. 2. Airfare will be paid directly to the carrier, travel agency (or reimbursed), based on coach fare, utilizing all prepaid, special, or discount fares as may be available. C. Public Carrier Fares and Car Rental 1. Public carrier fares will be reimbursed based on receipts or prevailing fares based on the geographic area. 2. Car rental reimbursement will be reviewed upon submission and/or receipt and prevailing rental rates paid. If necessary, other circumstances will be evaluated in determining additional reimbursement for the rental. 3. Discounts and special rates should be utilized whenever possible. D. Personal Vehicle or Town Owned Vehicle Use 1. Employees using their own vehicle will be eligible to receive a mileage allowance at a rate in accordance with the Internal Revenue Service allowance. Reimbursement will be based upon actual mileage from the employee’s regular place of work to their destination, or from home to destination whichever is less. 2. If an employee is required to attend training for an extended period of time (longer than one work week), the place of training will become the employees regularly assigned workplace until such training is completed. An employee will not be eligible for mileage reimbursement in such an instance. 3. To receive mileage reimbursement, the event, seminar, class, etc. must be required by the Academy or approved as personal development related to the job of the employee. E. Overnight Accommodations 1. Room rental will be based on the actual cost of the room, plus tax (where applicable) and parking. Direct payment or billing from the hotel is preferred. 2. Personal items such as personal telephone calls and movies are not reimbursable. When travel time exceeds a day, one night’s accommodations to the event and one night’s accommodation on the return trip may be reimbursed. 3. Receipts are required for all reimbursements. 4. Overnight accommodations should not exceed what is considered mid-range in terms of cost and should take into account the distance from the conference site in order to reduce transportation costs. F. Meals and Incidental Expenses Meals and incidental expenses may be either reimbursed to the employee utilizing the guidelines under Section “A” below, or the employee may request a daily per diem. Approval of per diem advances is required by the employee’s supervisor or the Executive Director. Travel Advances Travel advances are provided so that the employee is not required to use personal funds for Town business. 1. Travel advances must be received by the Finance Department ten (10) business days prior to the event to allow adequate time for processing. 2. Advances are not to be considered additional compensation to the traveler. 3. Unused portions of travel advances must be returned immediately upon return to work following a trip. Failure to do so within five days shall be reported to the Department Director. 4. A daily advance amount of $65 is permitted including travel days. 5. Advances will be denied to travelers with previous advances outstanding over 10 days and when an expense report has not been filed. 6. Additional advance amounts for mileage are not permitted. Mileage, when allowed, is a reimbursable expense only. 7. Allowable expenses in excess of the advance amount may be reimbursed upon return and filing of an expense report. A. Reimbursement Method 1. Meals will be reimbursed upon presentation of receipts when travel is outside of the Town of Westlake for attendance at a seminar, training class, or full day meeting. 2. Meal receipts must be itemized. Alcoholic beverages are not eligible for reimbursement, and should be deducted from the receipt, or paid separately with the employee’s personal funds. 3. Meals will be reimbursed at a maximum of $15.00 for breakfast, $20.00 for lunch, and $30.00 for dinner. If a meal exceeds this amount, the employee will be required to pay the difference. 5. There is a maximum daily reimbursement of $65.00 for meals. Amounts not used for a meal cannot be applied to another meal. B. Per Diems As an alternative to the Reimbursement method, employees may select the option of a daily per diem for travel and meal expenses. Approval of per diem advances is required by the employee’s supervisor or the Executive Director. 1. Meals The Academy will pay for meals up to the GSA allowance amount when the purchase of meals is directly attributable to the conduct of official business. The employee shall utilize all meals provided by the conference/seminar/meeting. Incidental expenses for snacks and sundry items and gratuities are included in the GSA allowance. Determining GSA Allowance Rate The amount of the GSA allowance is based on the travel destination. Each travel destination has a GSA allowance rate that is assigned to it based upon cost of living. The GSA allowance rate for the travel destination is determined through the following steps: Step 1: Click on www.gsa.gov Step 2: Click on Per Diem Rates under the e-Tools: Online Services heading. Step 3: Click on the applicable US state for the destination Town. Choose the applicable Meals and Incidental Expense (M&IE) rate from the table. If the destination Town is not listed in the table, the standard rate provided in the table should be used. The GSA meal and incidental allowance shall be prorated (reduced) under the following conditions: • Meal is provided at a conference, seminar, or social event • Meal is provided on the airline or other mode of transportation • Meal is eaten at home on the day of the travel before beginning the travel or upon returning home after the travel. The GSA allowance shall be prorated as follows for the conditions listed above: • Breakfast - 20% of GSA allowance • Lunch - 30% of GSA allowance • Dinner - 50% of GSA allowance The GSA allowance shall not be carried over from one day to the following day during the travel. When using the per diem method, all employees must document GSA-allowable per diems using the Determination of Travel Allowance worksheet. The form shall include the applicable GSA allowances percentages for meals and other applicable expenses, and total travel costs. Supervisors or Department Heads who have managerial oversight for employee business expense(s) are/is expressly and ultimately responsible authorizing and reviewing travel expenses and reimbursements. Meals on traveling days: For the days beginning and ending travel, only those meals within the travel window should be claimed. • Days beginning travel: Departure times after 10 a.m. – only lunch and dinner should be claimed Departure times after 2 p.m. – only dinner should be claimed. • Days ending travel: Arrival times before 12 p.m. – only breakfast should be claimed Arrival times before 5 p.m. – only breakfast and lunch should be claimed Partial Day Reimbursement An employee who is traveling on official business for a continuous period of a minimum of four hours but less than twenty-four hours, which does not involve an overnight stay, will be reimbursed based on the per diem breakdown. No partial meal allowance will be paid for an official business trip of less than four (4.0) hours unless the business meeting includes a meal. Joint Expenses When two or more employees incur business expenses jointly (e.g. hotel expenses) that will be charged to the same account, one person may pay some or all of the joint expenses and file the travel report covering them. The report should mention the names of all employees whose expenses are included. Submittal of Completed Expense Report Employee must document any expenses incurred on an Employee Expense Report (see Appendix section). Receipts must accompany the report to substantiate any requested reimbursement. Expenses must be submitted to the Executive Director or designee for approval. Expense reports should be submitted to the Finance Department within ten (10) days of returning from travel. Resolution WA 17-09 Page 1 of 2 WESTLAKE ACADEMY RESOLUTION NO. 17-09 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES AMENDING PERSONNEL POLICIES AND ADOPTING THE 2017-2018 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, the 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, 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 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 2017-2018 Westlake Academy Personnel Manual with the aforementioned additions and/or amendments. 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 17-09 Page 2 of 2 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 7TH DAY OF AUGUST 2017. ___________________________________ ATTEST: Laura Wheat, President ___________________________ __________________________________ Kelly Edwards, Town Secretary Tom Brymer, Superintendent APPROVED AS TO FORM: _____________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page i Table of Contents Contents Introduction .............................................................................................................................. 1 Personnel Manual receipt ........................................................................................................ 2 Westlake Academy Information .............................................................................................. 3 Description of Westlake Academy ............................................................................................................ 3 Westlake Academy Mission, Vision & Values ......................................................................................... 3 Board of Trustees ...................................................................................................................................... 4 Westlake Academy Administrative Officials ............................................................................................ 4 Helpful contacts ......................................................................................................................................... 5 Employment ............................................................................................................................. 5 Equal employment opportunity ................................................................................................................. 5 Job vacancy announcements ..................................................................................................................... 6 Employment after retirement ..................................................................................................................... 6 Contract and noncontract employment ...................................................................................................... 6 Certification and Licenses ......................................................................................................................... 6 Recertification of Employment Authorization…………………………………………………………...7 Searches and drug/alcohol testing ............................................................................................................. 7 Fitness for Duty Evaluations ................................................................................................................... 15 Health Safety Training ............................................................................................................................ 16 Reassignments and transfers ................................................................................................................... 16 Workload and Work Schedules ............................................................................................................... 16 Breaks for Expression of Breast Milk ................................................................................................... 167 Notification to Parents Regarding Qualifications .................................................................................... 17 Outside employment and tutoring ........................................................................................................... 17 Performance evaluations ......................................................................................................................... 17 Staff development ................................................................................................................................... 18 Compensation and Benefits ...................................................................................................18 Salaries, wages, and stipends .................................................................................................................. 18 Paychecks and Paystubs .......................................................................................................................... 18 Direct payroll deposit .............................................................................................................................. 19 Payroll deductions ................................................................................................................................... 19 Annualized compensation ....................................................................................................................... 19 Timekeeping ............................................................................................................................................ 19 Overtime compensation ........................................................................................................................... 20 Health, dental, and life insurance ............................................................................................................ 20 Supplemental insurance benefits ............................................................................................................. 21 Cafeteria plan (Section 125) .................................................................................................................... 21 Workers’ Compensation insurance ......................................................................................................... 21 Unemployment compensation insurance ................................................................................................. 21 Teacher retirement (TRS) ........................................................................................................................ 21 Leaves and Absences .............................................................................................................22 Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page ii State Personal leave ................................................................................................................................. 23 Local leave .............................................................................................................................................. 24 State Sick Leave ...................................................................................................................................... 24 Other Local Leave (Community Sick Leave Program) ........................................................................... 25 Compensated Holidays ............................................................................................................................ 25 Family Medical Leave (FMLA) .............................................................................................................. 25 Temporary disability ............................................................................................................................... 28 Workers’ Compensation Benefits ........................................................................................................... 29 Assault leave ........................................................................................................................................... 29 Bereavement leave .................................................................................................................................. 30 Jury Duty ................................................................................................................................................. 30 Compliance with a Subpeona .................................................................................................................. 30 Truancy Court Appearances…………………………………………………………………………...30 Military leave .......................................................................................................................................... 30 Employee relations and communications .............................................................................31 Employee recognition and appreciation .................................................................................................. 31 Employee complaints and grievances ..................................................................................31 Employee conduct and welfare ..............................................................................................35 Standards of conduct ............................................................................................................................... 35 Dress Code .............................................................................................................................................. 36 Discrimination, harassment, and retaliation ............................................................................................ 38 Harassment of students ............................................................................................................................ 39 Reporting Suspected Child Abuse ........................................................................................................... 41 Child Sexual Abuse and Maltreatment of Children ................................................................................ 41 Reporting Crime ...................................................................................................................................... 42 Personal Use of Communications ........................................................................................................... 42 Information Technology Systems Policy ................................................................................................ 43 Use of cell phones ................................................................................................................................... 47 Electronic Communications between Employees and Students .............................................................. 47 Criminal History Background Checks..................................................................................................... 49 Texas Educators’ Code of Ethics (applicable to all employees) ............................................................. 49 Employee Arrests and Convictions ......................................................................................................... 51 Drug-abuse prevention ............................................................................................................................ 52 Tobacco use and E-Cigarette use ............................................................................................................ 52 Fraud and financial impropriety .............................................................................................................. 53 Conflict of interest ................................................................................................................................... 53 Gifts and favors ....................................................................................................................................... 53 Copyrighted materials ............................................................................................................................. 54 Associations and political activities ........................................................................................................ 54 Safety……………………. ...................................................................................................................... 54 Possession of firearms and weapons ....................................................................................................... 54 Visitors in the workplace ......................................................................................................................... 55 Pest control treatment .............................................................................................................................. 55 General procedures ................................................................................................................55 Bad weather closing ................................................................................................................................ 55 Emergencies ............................................................................................................................................ 55 Purchasing procedures ............................................................................................................................. 55 Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page iii Name and address changes ...................................................................................................................... 56 Personnel records .................................................................................................................................... 56 Travel Policy/expense reimbursement .................................................................................................... 56 Building use ............................................................................................................................................. 60 Termination of employment ...................................................................................................60 Resignations ............................................................................................................................................ 60 Dismissal or non-extension of contract employees ................................................................................. 60 Suspension/administrative leave of contract employees ......................................................................... 60 Dismissal of noncontract employees ....................................................................................................... 61 Exit interviews and procedures ............................................................................................................... 61 Reports to the Texas Education Agency ................................................................................................. 61 Reports concerning court-ordered withholding ....................................................................................... 62 Student issues ........................................................................................................................62 Equal educational opportunities .............................................................................................................. 62 Student records ........................................................................................................................................ 62 Parent and student complaints ................................................................................................................. 62 Administering medication to students ..................................................................................................... 63 Dietary supplements ................................................................................................................................ 63 Psychotropic drugs .................................................................................................................................. 63 Student conduct and discipline ................................................................................................................ 63 Student attendance ................................................................................................................................... 64 Bullying …………………………………………………………………………………………………64 Hazing……………….. ........................................................................................................................... 64 Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 1 Introduction The purpose of the Westlake Academy Personnel Manual is to provide information that will help with questions and pave the way for a successful year. Not all Westlake Academy policies and procedures are included. Some policies have been summarized. Suggestions for additions and improvements to this handbook are welcome and may be sent to the Westlake Academy Human Resources Office, located at 1500 Solana Blvd., Building 7, Suite# 7200, phone (817) 490-5711. This handbook is neither a contract nor is it intended to alter the at-will status of noncontract employees in any way. Rather, it is a guide providing an explanation of Westlake Academy’s employee policies and procedures. These policies and procedures may change at any time; and such changes shall supersede any handbook provisions that are not compatible with the change. For more information, employees may contact the Human Resources Office. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 2 Personnel Manual receipt Name ___________________________________________________ I hereby acknowledge receipt of my personal copy of the Westlake Academy 2017-2018 Personnel Manual. I agree to read the handbook and abide by the standards, policies, and procedures defined or referenced in this document. The information in this manual is subject to change. I understand that changes in Academy policies may supersede, modify, or eliminate the information summarized in this booklet. As the Academy provides updated policy information, I accept responsibility for reading and abiding by the changes. I understand that no modifications to contractual relationships or alterations of at-will employment relationships are intended by this handbook. I understand that I have an obligation to inform the Human Resources Office of any changes in personal information, such as phone number, address, etc. I also accept responsibility for con- tacting my supervisor or the Human Resources Office if I have questions or concerns or need further explanation. ___________________________________ _________________________ Employee Signature Date Please sign and date this receipt and return it to the Human Resources Office. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 3 Westlake Academy Information Description of Westlake Academy Westlake Academy is an Open Enrollment Charter School which opened on September 1, 2003 in Westlake, Texas. Westlake Academy distinguishes itself among neighboring educational offerings with a particular focus on international-style academics. The programs of the International Baccalaureate Organization (PYP, MYP, and Diploma) have been certified as the educational model. Educational technology is pervasive and infuses the classroom curriculum. 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. 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 operations. 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 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.” VISION STATEMENT: “Westlake Academy inspires college bound students to achieve their highest individual potential in a nurturing environment that fosters the traits found in the IB Learner Profile.” ~ Inquirers, Knowledgeable, Thinkers, Communicators, Principled, Open-minded, Caring, Risk-takers, Balanced, and Reflective~ VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 4 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 Board of Trustees Texas law grants the Board of Trustees the power to govern and oversee the management of Westlake Academy. The Board is the policy-making body within the Academy and has overall responsibility for the curriculum, annual budget, employment of the Superintendent, facilities, and expansions. The Board has complete and final control over school matters within limits established by state and federal laws and regulations. The Board of Trustees is elected by registered voters of the Town of Westlake to represent the community’s commitment to a strong educational program for our students. Trustees are elected every year in May and serve staggered two-year terms. Trustees serve without compensation, must be registered voters, and must reside within the Town of Westlake. Westlake Academy 2017-2018 Governing Body Board of Trustees Laura Wheat, Board President Carol Langdon, Trustee Rick Rennhack, Trustee Michael Barrett, Trustee Wayne Stoltenberg, Trustee Alesa Belvedere, Trustee Westlake Academy Administrative Officials The Board of Trustees usually meets on the first Monday of each month at 6:00pm in the council chambers of Westlake Town Hall, located at 1500 Solana Blvd., Building 7, Suite# 7200, Westlake, TX 76262. Special meetings may be called when necessary. A written notice of regular and special meetings will be posted at the Westlake Town Hall bulletin board at least 72 hours before the scheduled meeting time. The written notice will show the date, time, place, and subjects of each meeting. In emergencies, a meeting may be held with a two-hour notice. All meetings are open to the public. In certain circumstances, Texas law permits the Board to go into a closed session. Closed session may occur for such things as discussing prospective gifts or Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 5 donations, real-property acquisition, personnel issues including conferences with employees and employee complaints, security matters, student discipline, or to consult with attorneys regarding pending litigation, or other matters as allowed by law. Helpful contacts From time to time, employees have questions or concerns. The contacts for various Westlake Academy Departments are listed below. A complete list of staff telephone extentions is available in the Academy’s Main Office. *Thomas E. Brymer, Superintendent Dr. Mechelle Bryson, Executive Director Rod Harding, PYP Principal Beckie Paquin, Asst. PYP Principal Stacy Stoyanoff, MYP/DP Principal Shelly Myers, Exec. Director of the WAF/Director of Development Jennifer Furnish, Asst. DP Principal/Compliance Coordinator Alan Burt, Director of Athletics Alison Schneider, PYP Coordinator Terri Watson, MYP/DP Coordinator *Amanda DeGan, Assistant Town Manager *Ginger Awtry, Director of Communications & Community Affairs *Troy Meyer, Director of Facilities *Debbie Piper, Director of Finance *Todd Wood, Director of HR & Administrative Services *Asterisk denotes shared services personnel between Westlake Academy and the Town of Westlake Employment Equal employment opportunity Westlake Academy does not discriminate against any employee or applicant for employment because of race, color, religion, sex, gender, national origin, age, disability, military status, genetic information, or on any other basis prohibited by law. Employment decisions will be made on the basis of each applicant’s job qualifications, experience, and abilities. Employees with questions or concerns about discrimination on the basis of race, color, religion, sex, national origin, age, disability, genetic information, or military status should contact the Superintendent or the Human Resources Office. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 6 Job vacancy announcements Announcements of job vacancies by will be made by one or more of the following methods: in the Town of Westlake’s newspaper of record, posted internally in common faculty areas, and/or on the Academy’s website. Employment after retirement Individuals receiving retirement benefits from the Teacher Retirement System (TRS) may be employed in limited circumstances on a full- or part-time basis without affecting their benefits, according to TRS rules and state law. Detailed information about employment after retirement is available in the TRS publication Employment After Retirement. Employees can contact TRS for additional information by calling 800-223-8778 or 512-542-6400. Information is also available on the TRS Web Site (www.trs.state.tx.us). Notwithstanding the above, TRS rules and state law will govern. Contract and noncontract employment Certain provisions in the Texas Education Code are not applicable to open-enrollment charter schools. For example, as an open-enrollment Charter School, Westlake Academy is not required by state law to employ professional employees under contract. Westlake Academy has chosen to employ its professional employees (teachers, librarians, nurses, and counselors) under employment contracts. The paragraphs that follow provide a general, non-binding description of other employment arrangements used by the Academy. Noncertified professional and administrative employees Employees in professional and administrative positions (such as non-instructional administrators) may be employed by contract or at-will at the discretion of the Superintendent. Paraprofessional and auxiliary employees All paraprofessional and auxiliary employees, regardless of certification, are employed at-will and not by contract. Employment is not for any specified term and may be terminated at any time by either the employee or by the Academy with or without cause. Other Employees Employees in all other positions are employed at-will and may be terminated at any time by either the employee or by the Academy, with or without cause. Certification and Licenses Professional employees whose positions require SBEC certification or professional license are responsible for taking actions to ensure their credentials do not lapse. Employees must submit documentation that they have passed the required certification exam and/or obtained or renewed their credentials to the Human Resources Office in a timely manner. A certified employee’s contract may be voided without due process and employment terminated if the individual does not hold a valid certificate or fails to fulfill the requirements necessary to renew or extend a temporary certificate, emergency certificate, probationary certificate, or permit. A contract may also be Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 7 voided if SBEC suspends or revokes certification because of an individual’s failure to comply with criminal history background checks. Contact the Human Resources Office if you have any questions regarding certification or licensure requirements. Recertification of Employment Authorization At the time of hire all employees must complete the Employment Eligibility Verification Form (Form I-9) and present documents to verify identity and employment authorization. Employees whose immigration status, employment authorization, or employment authorization documents have expired must present new documents that show current employment authorization. Employees should file the necessary application or petition sufficiently in advance to ensure that they maintain continuous employment authorization or valid employment authorization documents. Contact the Human Resources Office if you have any questions regarding reverification of employment authorization. Searches and drug/alcohol testing Noninvestigatory searches in the workplace, including accessing an employee’s desk, file cabinets, locker, or work area to obtain information needed for usual business purposes may occur when an employee is unavailable. Therefore, employees are hereby notified that they have no legitimate expectation of privacy in those places. In addition, the Academy reserves the right to conduct searches when there is reasonable cause to believe a search will uncover evidence of work-related misconduct. Such an investigatory search may include drug and alcohol testing if the suspected violation relates to drug or alcohol use. The Academy may search the employee, the employee’s personal items, work areas, lockers, and private vehicles parked on Academy premises or work sites or used in Academy business. This policy also applies to school sponsored trips and offsite training programs attended by employees. Drug and Alcohol Policy definitions Abuse of Town or Academy property is exemplified, but not limited to, the following: • Negligent or willful damage or destruction of equipment or property; • Waste of materials or negligent loss of tools or materials; • Improper maintenance of equipment; • Damage caused by the use of tools or equipment for purposes other than that for which the tool or equipment was intended; Adulterant means a masking agent that prevents the detection of drug use in a drug testing specimen or any other substance used to tamper with the specimen. Alcoholic beverage means alcohol, or any beverage, containing more than one-half of one percent alcohol by volume, which is capable of use for beverage purposes, either alone or when diluted. Alcohol concentration (or content) means the alcohol in a volume of breath expressed in terms of grams of alcohol per 210 liters of breath as indicated by an Evidential Breath Test (EBT). Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 8 Contraband means any article, the possession of which on Academy premises or while on Academy business causes an employee to be in violation of an Academy rule or penal law. Contraband includes illegal drugs and open containers of alcoholic beverages, drug paraphernalia, illegal or prohibited weapons, firearms, explosives, incendiaries, stolen property, and counterfeit money. Nothing shall preclude the possession of contraband for the purposes of educational instruction pursuant to the employee’s job responsibilities. Controlled substances means any drug, substance, or immediate precursor listed in Schedules I-V or Penalty Groups 1-4 of the Controlled Substances Act of 1988 as it may be revised from time to time. Drug or Illegal drug means any drug in any detectable amount that is not legally obtainable; any drug that is legally obtainable but has not been legally obtained; any prescribed drug not legally obtained; any prescribed drug not being used for the prescribed purpose; any over-the-counter drug being used at a dosage level different than recommended by the manufacturer or being used for a purpose other than intended by the manufacturer; and any drug being used for a purpose not in accordance with bona fide medical therapy. Examples of illegal drugs are cannabis substances such as marijuana and hashish, cocaine, heroin, phencyclidine (PCP), and so-called designer drugs and look-alike drugs. Drug Paraphernalia means equipment, a product or material that is used or intended for use in planting, propagating, cultivating, growing, harvesting, manufacturing, compounding, converting, producing, processing, preparing, testing, analyzing, packaging, repackaging, storing, containing, or concealing a controlled substance in violation of this policy or in injecting, ingesting, inhaling, or otherwise introducing into the human body a controlled substance. Medical Review Officer (MRO) means a licensed physician (doctor or doctor of osteopathy) responsible for receiving laboratory results generated by an employer’s drug testing program who has knowledge of substance abuse disorders and has appropriate medical training to interpret and evaluate an individual’s confirmed positive or adulterated test result together with his or her medical history and any other relevant biomedical information. Physician means a physician licensed by the State Board of Medical Examiners. Proper medical authorization means a prescription or other written approval from a physician for the use of a drug in the course of medical treatment. It must include the name of the substance, quantity/amount to be taken, the period of authorization, and whether the prescribed medication may impair the employee’s job performance. This requirement also applies to refills of prescription drugs. Refusal to submit to alcohol or drug test means that an employee: • Refuses to sign a consent to testing form; • Fails to provide adequate breath or urine for testing without a valid medical explanation after he or she has received notice of the requirement for testing; • Engages in conduct that clearly obstructs the testing process; • Uses adulterants to prevent the detection of drug use in a drug-testing specimen or uses any other substance to tamper with the specimen. Any refusal to submit to testing will be treated the same as a positive controlled substances test result. Substance abuse is exemplified by, but not limited to, the following: Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 9 • Ingestion, inhalation, or injection of a controlled substance without proper written medical authorization; • Ingestion of an alcoholic beverage during working hours or on Academy property; • Ingestion of an alcoholic beverage while operating Academy equipment; • Ingestion, inhalation, or injection of a controlled substance without proper medical authorization, or ingestion of an alcoholic beverage during non-working hours, which causes an employee to be unable to work in a safe and effective manner during working hours; • Use of prescription or over-the-counter medication in a manner for which it was not intended. Testing facility means a hospital, clinic, or laboratory approved by the Academy to be used to collect body fluid or breath samples to be analyzed for specific controlled substances or alcohol. The facility will have all required personnel, materials, equipment, and supervision for the collection, security, temporary storage, and transportation of samples to the testing lab, or to conduct alcohol testing. Under the influence or Impaired is defined as abnormal behavior during working hours or during Academy-sponsored events outside of normal working hours which results from indulging in an alcoholic beverage, controlled substance, or drug which may limit an employee’s ability to safely and efficiently perform his or her duties or poses a threat to the safety of the employee or others. Working hours means from the time the employee arrives at the job site until the time the employee leaves, including all lunch or other types of breaks. Constitutional Rights of Employees Westlake Academy respects the constitutional rights of its employees. All actions taken by Academy officials shall be consistent with the Constitution and laws of the United States and the State of Texas. Notification of Supervisor of Authorized Drug Use Each employee shall report the use of medically authorized drugs or other substances that can impair job performance to the employee’s immediate supervisor and provide proper written medical authorization to work from a physician. It is the employee’s responsibility to determine from the physician whether or not the drug would impair employee job performance depending on the nature of the employee’s job. Failure to report the use of such drugs or other substances or failure to provide proper evidence of medical authorization will result in disciplinary action. Any information received from an employee under this provision will be kept confidential except to the extent it may be shared with individuals who are in a need-to-know position. Westlake Academy reserves the right to have a physician of its own choice determine if the medication produces hazardous effects at the prescribed dosage and may restrict the employee’s work activity. Additional Employee Responsibilities Employees are expected to be fit for duty upon reporting to work. Each Academy employee who observes or has knowledge of another employee in an impaired condition to perform his or her job duties or who poses a hazard to the safety and welfare of the employee or others shall promptly report this fact to the immediate supervisor. The employee making the observation must file a written report to the suspected employee’s supervisor within 24 hours of observing or learning of the condition. Any Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 10 employee concealing the use of or condition of being under the influence of drugs, controlled substances, or alcohol by other employees on the job, or failing to make such a report, will be subject to disciplinary action, including suspension or termination. The suspected employee’s supervisor must then determine whether this information, along with the supervisor’s own observations, warrant a reasonable suspicion test. The supervisor will also forward the employee’s written report immediately to the Superintendent in a confidential manner. If, after investigating a report of an employee’s impaired condition, the supervisor finds that the reporting employee has knowingly provided false information regarding the suspected employee, disciplinary action may be taken against the individual who filed the report and knowingly gave such false information. Any employee who makes a reasonable cause observation or who may be a witness at an accident scene shall also maintain complete confidentiality. Breach of confidentiality relating to test results or any other related matters will subject the employee to disciplinary action. All supervisors and Section Principals are responsible for documenting poor performance, for recognizing reasonable suspicion of drug or alcohol use by employees, and for carrying out the provisions of this policy. Required Drug and/or Alcohol Testing When a reasonable suspicion exists that an employee is impaired or under the influence of a controlled substance or alcohol, the employee shall be required to undergo a controlled substance and/or alcohol test at the Academy’s expense. The exam shall consist of a urine and/or breath and/or blood test, and may include a physical examination by a physician. Reasonable suspicion includes, but is not limited to, the following: • Vehicle accidents in which the employee was involved during working hours; • Abuse of Academy property; • Personal injury suffered by the employee, injuries caused to others, or damage to another’s property; • Employee behavior problems such as fighting, declining work performance, being argumentative, uncooperative, or otherwise disruptive; • Receipt of written or oral statements by employees or others concerning use of drugs or alcohol by employees or being under the influence; • Possession of any drug, drug container, or drug paraphernalia, or any open alcoholic beverage container during working hours or while on standby duty, in a Academy vehicle, or on Academy property; and, Indications of possible impairment or intoxication include, but are not limited to, the following: • Slurred speech • Disorientation • Job impairment (inability to perform the job in a routine manner) • Odor of alcoholic beverages • Odor of other substances • Unsteady gait or balance • Glassy eyes Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 11 • Drowsiness • Euphoria • Mood swings • Inattentiveness • Excitement or confusion • Irritability • Aggressiveness • Other erratic behavior If an on-the-job accident or an accident occurs and the supervisor determines that reasonable suspicion exists to warrant testing, the employee will be tested for both drugs and alcohol as soon as possible. The supervisor of an employee who is seriously injured and cannot provide a breath or urine specimen at the time of the accident will accompany the employee to the hospital and request that the hospital perform the tests necessary to determine the presence of controlled substances or alcohol in the employee’s body at the time of the accident. The employee will provide the necessary authorization for the Academy to obtain these reports. In a medical emergency, the first consideration will be the health and welfare of the employee. Testing Methods The methods by which substance abuse or alcohol use will be tested may include, but is not limited to, the following: • urinalysis • breath analysis • blood screening Procedures for Administering Tests The Superintendent or designee is authorized to develop, administer, and modify testing procedures as required. A copy of the Westlake Academy Drug and Alcohol Policy (contained in this handbook) shall be provided to the testing facility before any tests are conducted. The testing facility shall comply with the procedures outlined in this policy when conducting tests. The testing facility shall contact the Superintendent whenever it believes it is necessary to amend the testing procedures. A supervisor shall transport the employee to the testing facility where the employee will be required to show positive picture identification. Consequently, employees are required to carry their valid driver’s license with them while at work. Drug Testing Procedures The employee shall complete a consent form prior to testing. If the employee does not understand what he or she is signing, the supervisor shall explain the form to the employee. The form authorizes the exam/test and the release of medical information regarding the employee’s medical condition and any test results. Failure to sign a consent form will be regarded the same as a positive drug test result. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 12 The medical facility staff member shall provide the employee with a container. A portion of the urine place in this container shall be used for a second test in case the employee requests a re-test of an initial positive or adulterated result. The specimen shall be produced in a location that provides privacy. Alcohol Testing Procedures The employee shall complete a consent form prior to testing. If the employee does not understand what he or she is signing, the supervisor shall explain the form to the employee. The form authorizes the exam/test and the release of medical information regarding the employee’s medical condition and any test results. Failure to sign a consent form will be regarded the same as a breath alcohol content equal to or greater than 0.04. The employee’s breath alcohol content shall be analyzed using an Evidential Breath Testing device (EBT) operated by a Breath Alcohol Technician (BAT). The test shall be conducted in a private setting. Medical Examination If the employee is unable to provide adequate breath or urine to conduct testing, the Academy may require the individual to undergo a medical evaluation to develop pertinent information concerning whether the individual’s inability to provide a specimen is genuine or constitutes a refusal to test. The cost of the medical exam shall be paid by the Academy and the employee will remain in a leave without pay status while awaiting the results of the medical exam. Post-Test Procedure The supervisor who makes a determination that reasonable suspicion exists to conduct a drug or alcohol test will prepare a written record of the observations leading to the test within 24 hours of the observation. At the conclusion of the alcohol test, the supervisor will provide instructions to the employee based on the test results and shall immediately hand-deliver the employer’s copy of the results to the Superintendent and the Human Resources Department in a confidential manner. When a drug test is conducted, the employee shall remain off-duty in a leave without pay status pending the results of the exam and any other type of investigation the Academy may conduct. Exam results will be sent confidentially to the Superintendent and the Human Resources Department. Any time a drug test is conducted or when an alcohol test produces a breath alcohol content equal to or greater than 0.02, the supervisor shall ensure that the employee does not drive him or herself home in either them employee’s personal vehicle. Exam Results Confidentiality The results of any drug or alcohol test shall be strictly confidential and shall not be disclosed without the prior written approval of the employee tested unless otherwise required by law. However, nothing in this paragraph will prohibit the lab, the MRO, or testing facility from releasing information relevant to an employee’s test results to the Superintendent and the Human Resources Department. Additionally, only those persons in management directly involved in the decision-making process related to the tested employee will obtain any drug or alcohol testing information retained by the Academy. There may be some instances where overriding public health or safety concerns may require the release of information Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 13 otherwise considered confidential. All records of the Academy are subject to the provisions of the Texas Open Records Act. A copy of the results of the exam shall be supplied to the employee examined, and the original exam results shall be maintained in a locked cabinet in the Human Resources office for a period of at least two (2) years, after which time they may be destroyed. The Human resources Office may, however, maintain the exam results and any reports on individuals who have violated this policy for the purpose of recording the number of violations. Management and supervisory personnel who are authorized to have access to alcohol or drug test results or medical information pertaining to this policy will maintain complete confidentiality regarding this information. Drug Testing Results The employee shall remain off-duty in a leave without pay status until the results of the controlled substances test are received by the Superintendent and Human Resources Department and until any other investigative procedures are complete. If the results are negative and unadulterated, no disciplinary hearing will be held and the employee will be given back pay as though he worked as previously scheduled for this time. A Medical Review Officer (MRO) shall review and interpret positive and adulterated results obtained from the lab. The MRO will examine the possible alternate medical explanations for any positive test results or adulterated results and give the individual testing positive or the individual with an adulterated test result an opportunity to discuss the test results prior to making a final decision. The MRO may verify an adulterated or positive test result to the Superintendent and Director or Human Resources without having communicated with the employee if the employee expressly declines to discuss the results of the test or if the employee has not contacted the MRO within five (5) days after a documented confidential contact by the Superintendent or Director of Human Resources instructing the employee to contact the MRO. An employee whose urine sample has tested positive for a controlled substance or has an adulterated test result has the option, within 72 hours of being notified by the MRO, of having the other portion of the sample tested at another DHHS-certified laboratory of the MRO’s choice. The Academy will require the employee to pay cash in advance for the cost of shipment and analysis of the urine sample for re-testing. The employee will remain on leave without pay status while awaiting the results of the re-test. If the remaining portion produces a negative unadulterated result, or if for any reason the remaining portion is not available, the test is considered negative, no sanctions will be imposed, and no disciplinary hearing will be held. Additionally, the Academy will reimburse the employee for the expense of the re-test and back wages will be paid as though the employee worked as previously scheduled for this time period. Results that are positive for illegal drug(s) or are adulterated will result in disciplinary action, up to and including termination of the employee. Results that are positive for controlled substances will require documentation from a licensed physician substantiating a valid prescription for that substance. Upon receipt of a positive illegal drug test or an adulterated test result, the Human Resources Office shall confidentially notify the Superintendent shall schedule a disciplinary hearing giving written notice of the date, time, and place of the hearing and a copy of the test results to the employee tested. At the hearing, the employee shall have the opportunity to challenge the test results or the testing procedure. If the Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 14 employee is found to be in violation of this policy, disciplinary action will occur, up to and including termination. Alcohol Testing Results Employees who test below 0.02 breath alcohol concentration may be allowed to return to duty unless the employee’s departmental rules and regulations do not allow an employee’s return to duty with any level of alcohol in his or her system. Employees who test equal to 0.02 but less than 0.04 breath alcohol concentrations may: • be taken home under the provisions of the Post-Testing Procedure and will not be allowed to return to duty for 24 hours after the conclusion of the initial alcohol test; • be placed on leave without pay and will not be allowed to perform any work on behalf of the Academy for the 24-hour period immediately following the alcohol test; • be given a notice of disciplinary hearing stating the date, time, and location of the hearing and a copy of the test results when they return to work and are no longer under the influence; • be allowed to challenge the test results or the testing procedure at the hearing; • be required to submit to unannounced alcohol testing at least six (6) times while on duty during the 12 months immediately following the initial test (the Superintendent will determine when the unannounced tests will be conducted); and, • be terminated if their breath alcohol concentration falls in this range twice in any consecutive 12-month period. Further, an employee will be terminated if his or her breath alcohol concentration falls in this range a total of four (4) times during employment with the Westlake Academy, regardless of any break in service. Employees who test equal to or greater than 0.04 breath alcohol concentration will: • be taken home under the provisions the Post-Testing Procedure; • immediately be placed on leave without pay and will not be allowed to perform any work on behalf of the Academy; • be provided with a notice of a disciplinary hearing stating the date, time, and location of the hearing and a copy of the test results; • be allowed to challenge the test results or the testing procedure at the hearing; and, • be terminated from employment with the Academy if they are found to be in violation of this policy. Employee Cooperation All employees are expected to cooperate in the testing process. Refusal to take a drug or alcohol test or refusal to sign the consent form will be treated the same as a positive controlled substances test result or a breath alcohol content equal to or greater than 0.04. Failure to provide adequate breath or urine specimens for testing without a valid medical explanation is also considered a refusal to submit to testing. Any conduct that clearly obstructs the testing process, such as tampering with a specimen or the testing procedure, including the use of adulterants, will result in termination. Operation of Vehicles and Equipment Under no circumstances shall an employee operate motor vehicle or motorized equipment while under the influence of drugs or alcohol or under the influence of medication that may affect the employee’s ability Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 15 to operate such equipment. Additionally, when the supervisor has information from another employee when reasonable suspicion exists (as defined in this policy under Required Drug and/or Alcohol Testing), an employee shall not be allowed to operate any motor vehicle or motorized equipment until the supervisor has investigated the situation and determined if testing for drugs or alcohol is warranted. If the supervisor determines that reasonable suspicion does not exist, the employee will be allowed to return to his or her regular duties. If reasonable suspicion does exist, the employee will be tested in accordance with the Academy’s Procedures for Administering Tests. Fitness for Duty Evaluations Employment-related physicals Certain positions may exist where a certain level of fitness and physical well-being are required to perform requisite tasks proficiently and safely. Medical screening of prospective and current employees serves several purposes: 1. Ascertains that employees meet the minimum physical requirements of jobs for which they are hired. 2. Protects existing medical conditions that need corrections or control. 3. Identifies pre-existing medical conditions that need correction or control. 4. Procurement of a healthy, more productive work force. Positions requiring verification of physical fitness must successfully complete a pre-employment physical as the final step in the hiring process. These physicals will be at no cost to the employee. After interview screening has been completed, the applicant selected will be notified of his/her tentative selection and informed that upon successful completion of a physical examination at the Academy’s expense he/she will be hired. The applicant will then obtain authorization and instructions pertaining to the physical from the Human Resources Office. Should the results of the screening and/or examination indicate that a health issue is to be considered, every reasonable accommodation will be made to work with the new employee given the circumstances. Pre-employment physical examination documentation will be maintained in the Human Resources Office as a permanent part of the employee's personnel records. Examination forms for disqualified applicants will be filed with their employment applications. Psychological Evaluations Psychological evaluations may be required as part of the pre-employment screening process or to determine fitness for duty for current employees. All psychological evaluations will be conducted by a designated, licensed health care professional at the Academy’s expense. Pre-employment psychological evaluations may be required for some positions to help determine suitability for work and to identify any psychological trait, factor, or condition, which may significantly interfere with an applicant’s ability to carry out duties for the position for which he/she is applying. Fitness for duty psychological evaluations may be required of current employees at any time. These evaluations are intended to provide guidance as to the employee’s ability to carry out duties due to psychological factors. The Superintendent may require a psychological evaluation as part of an Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 16 administrative action for an employee showing behavioral signs of distress or impairment or when mental instability is reasonably suspected. For fitness for duty evaluations, the employee shall receive a written directive from the Superintendent to undergo an evaluation. This order will also contain information related to the date, time, and location of where the evaluation will be conducted. Failure by the employee to report for an evaluation shall result in disciplinary action, up to and including termination. Physical fitness or psychological reports used to determine fitness for duty are to be kept confidential and used only by personnel authorized by the Superintendent. They are only advisory and shall not be the sole basis for administrative decisions. Health Safety Training Certain employees who are involved in physical activities for students may be required to maintain and submit to the Academy proof of current certification in first aid, cardiopulmonary resuscitation (CPR), the use of an automated external defibrillator (AED), concussioin, and extracurricular athletic activity safety. Certification must be issued by the American Red Cross, the American Heart Association, University Interscholastic League or another organization that provides equivalent training and certification. Employees subject to this requirement must submit their certification to the Human Resources Office within 30 days of the date of hire. Reassignments and transfers All personnel are subject to assignment and reassignment by the Superintendent or designee if it is determined that the assignment or reassignment is in the best interest of the Academy. Reassignment is a transfer to another position, department, or facility that does not necessitate a change in the employment contract. Extracurricular or supplemental duty assignments may be reassigned at any time unless an extracurricular or supplemental duty assignment is part of a dual-assignment contract. Employees who object to a reassignment may follow the process for employee grievances as outlined in this handbook. An employee with the required qualifications for a position may request a reassignment. All requests for transfer or reassignment are within the sole discretion of the Superintendent. A written request for reassignment be completed and signed by the employee. Requests for transfer during the school year will be considered only when the change will not adversely affect students and after a replacement has been found. All transfer requests will be coordinated and approved by the Superintendent. 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. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 17 Paraprofessional and auxiliary employees Support employees are employed at-will and will be notified of the required duty days, holidays, and hours of work for their position on an annual basis. Paraprofessional and auxiliary employees are not exempt from overtime and are not authorized to work in excess of their assigned schedule without prior approval from their supervisor. Breaks for Expression of Breast Milk Westlake Academy supports the practice of expressing breast milk and makes reasonable accommodations for the needs of employees who express breast milk. A place, other than a multiple user bathroom, that is shielded from view and free from intrusion from other employees and the public where the employee can express breast milk will be provided. A reasonable amount of break time will be provided when the employee has a need to express milk. For nonexempt employees, these breaks are unpaid and are not counted as hours worked. Employees should meet with their supervisor to discuss their needs and arrange break times. Notification to Parents Regarding Qualifications In schools receiving Title I funds, the Academy is also required by the Every Student Succeeds Act (ESSA) to notify parents at the beginning of each school year that they may request information regarding the professional qualifications of their child’s teacher. ESSA also requires that parents be notified if their child has been assigned, or taught for four or more consecutive weeks by, a teacher who is not highly qualified. Texas law also requires that parents be notified if their child is assigned for more than 30 consecutive instructional days to a teacher who does not hold an appropriate teaching certificate. This notice is not required if parental notification under ESSA is sent. Inappropriately certified or uncertified teachers include individuals on an emergency permit (including individuals waiting to take a certification exam) or individuals who do not hold any certificate or permit. Information relating to teacher certification will be made available to the public upon request. Outside employment and tutoring Employees who wish to accept outside employment during the school year or engage in other activities for profit, including tutoring, must submit a written request to the Superintendent. Approval from the Superintendent will be based on whether outside employment interferes with regularly assigned duties, that no conflict of interest exists, or other factors as determined by the Superintendent. No tutoring for pay will be allowed on the Westlake Academy campus at any time. Performance evaluations Evaluation of an employee’s job performance is a continual process that focuses on improvement. Performance evaluation is based on an employee’s assigned job duties and other job-related criteria. Ongoing evaluation of employees will occur throughout the school year for the purposes of providing feedback or correcting performance problems. Written evaluations will be completed on forms approved by the Superintendent or designee. Reports, correspondence, and memoranda may be used to document Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 18 performance information. Employees will receive a copy of their written evaluation, have a performance conference with their supervisor, and have an opportunity to respond to the evaluation. Employee evaluations will be retained in the employee’s personnel file, located in the Human Resources Office. Staff development Staff development activities are organized to meet the needs of employees and the Academy. Staff development for instructional personnel is related to achieving performance objectives and approved by the Superintendent. Staff development for noninstructional personnel is designed to meet specific licensing requirements, and continued employee skill development.Individuals holding renewable certificates from the State Board of Educator Certification (SBEC) are responsible for obtaining the required training hours and maintaining appropriate documentation. All teachers will receive the necessary training required to familiarize themselves with the IB educational model and provide a basis for continued professional development. Compensation and Benefits Salaries, wages, and stipends Employees are paid in accordance with administrative guidelines and a pay structure established for each position. The Academy’s pay plans are reviewed by the administration each year and adjusted as needed. All positions are classified as exempt or non-exempt according to federal law. Professional employees and academic administrators employed by contract are generally classified as exempt and are paid annual salaries and are not entitled to overtime compensation. Other employess are generally classified as non- exempt and are paid based on hourly wages or provided compensatory time for each authorized overtime hour worked (See Overtime, page 20). Salaries and wages are reviewed on an annual basis and adjusted according to the budgeted amounts approved by the Board of Trustees. All employees will receive written notice of their pay and work schedules before the start of each school year. Contracted classroom teachers, full-time librarians, full- time nurses, and full-time counselors will be paid no less than the minimum state salary schedule. Con- tract employees who perform extracurricular or supplemental duties may be paid a stipend in addition to their salary. International Teachers are expected to perform extracurricular duties as assigned by the Superintendent or designee as a condition of receiving an international stipend. Employees should contact the Human Resources Office for more information about the Academy’s pay schedules or their own pay. Paychecks and Paystubs All employees are paid bi-weekly on every other Friday. Paystubs paystubs and paychecks will be emailed or mailed to the address on file for the employee. Paystubs or paychecks will not be released to any person other than the Academy employee named on the check without the employee’s written authorization, except as required by law. An employee’s payroll statement contains detailed information including earnings, deductions, and withholding information. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 19 Direct payroll deposit Employees are encouraged to have their paychecks electronically deposited into their bank account. A notification period of at least 7 business days prior to the next scheduled payday is necessary to activate this service. With direct deposit, an employee’s pay is immediately available on the pay date. Contact the Human Resources Office for more information about the direct payroll deposit. Payroll deductions Automatic payroll deductions for the Teacher Retirement System of Texas (TRS) and federal income tax are required for all full-time employees. Medicare tax deductions also are required for all employees hired after March 31, 1986. Temporary and part-time employees who are not eligible for TRS membership must have their Social Security contributions deducted. Other payroll deductions employees may elect include deductions for the employee’s share of premiums for health, dental, life, and vision insurance; annuities; and other employer-sponsored benefits. Salary deductions are automatically made for unauthorized or unpaid leave. Annualized compensation The Academy pays all salaried employees over 12 months regardless of the number of months employed during the school year. Salaried employees will be paid in equal monthly or bimonthly payments, beginning with the first pay period of the school year. Employees that separate after the last day of instruction will continue to receive paychecks through the end of the summer. Timekeeping Accurately recording time worked is the responsibility of every employee, and records should represent actual time worked on the job performing assigned duties. Federal and state law requires that Westlake Academy keep accurate records of time worked in order to calculate employee pay and benefits. Non-exempt (hourly) employees are required to record actual time worked to their supervisor on a weekly basis, using the Academy’s electronic timekeeping system. It is the immediate supervisor’s responsibility to accurately document and/or verify the time his or her subordinates begin and end their work period, each meal period, split shift, and departure from work for personal reasons. Supervisors will review and approve electronic timesheets before submitting for payroll processing. Timesheets must be approved and received by the Human Resources Department no later than 12:00pm on the Tuesday preceding payday. Each timesheet must be submitted by the employee for supervisor approval, and submission constitutes an electronic signature by the employee indicating that the time recorded is correct. Falsification of a timesheet may be punishable by disciplinary action, up to and including termination. All Westlake Academy employees are required to record absences in the Aesop system, regardless of exemption status. Employees leaving the campus for any period of time must record their time out when leaving campus and record their time in upon returning. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 20 Overtime compensation Westlake Academy will compensate non-exempt (hourly) employees for all overtime hours worked, in accordance with federal wage and hour laws. Only non-exempt employees are entitled to overtime compensation. Non-exempt employees are not authorized to work overtime hours without advance written approval from their supervisor. Overtime is legally defined as all hours worked in excess of 40 hours in a work week and is not measured by the day or by the employee’s regular work schedule. For the purpose of calculating overtime, a workweek begins at 12:00 am on Monday and ends at 11:59pm on Sunday. Employees may be compensated for overtime at time-and-a-half rate with compensatory time off (comp time) or direct pay. The following applies to all nonexempt employees: • Employees can accumulate up to 60 hours of comp time. • Comp time must be used in the duty year that it is earned. • Use of comp time may be at the employee’s request with supervisor approval as workload permits, or at the supervisor’s direction. • An employee may be required to use comp time before using any other available paid leave (e.g., sick, personal, vacation). • Weekly time records will be maintained on all nonexempt employees for the purpose of wage and salary administration. • Comp -time balances cannot be carried over from one school year to the next. Employees will be required to receive a cash payment at their current hourly rate at the end of each school year for unused comp time. Health, dental, and life insurance Group health insurance coverage is provided through TRS-ActiveCare, the statewide public school health insurance program. The Academy’s contribution to employee insurance premiums is determined annually by the Board of Trustees. Employees eligible for health insurance coverage include the following: • Employees who are active, contributing TRS members • Employees who are not contributing TRS members and who are regularly scheduled to work at least 10 hours per week TRS retirees who are enrolled in TRS-Care (retiree health insurance program) and employees who are not contributing TRS members who are regularly scheduled to work less than 10 hours per week are not eligible to participate in TRS-ActiveCare. The insurance plan year is from September 1 through August 31. Current employees can make changes in their insurance coverage during open enrollment each spring. Detailed descriptions of insurance coverage, employee cost, and eligibility requirements are provided to all employees in a separate booklet. Employees should contact the Human Resources Office for more information. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 21 Supplemental insurance benefits Employees may enroll in supplemental insurance programs at their own expense through the Region 11 Benefits Cooperative. Premiums for these programs are paid by payroll deduction. Employees should contact the HR Office for more information. Cafeteria plan (Section 125) Employees may be eligible to participate in the Cafeteria Plan (Section 125) and, under IRS regulations, must either accept or reject this benefit. This plan enables eligible employees to pay certain insurance premiums on a pretax basis (i.e., dental, disability, accidental death and dismemberment, cancer insurance, and additional term life insurance). Pre-tax deduction eligibility is for each policy by IRS guidelines.New employees must accept or reject this benefit during their first month of employment. All employees must accept or reject this benefit on an annual basis and during the specified open enrollment period. Workers’ Compensation insurance Westlake Academy, in accordance with state law, provides Workers’ Compensation benefits to employees who suffer a work-related illness or are injured on the job. The Academy has Workers’ Compensation coverage from Travelers Insurance, effective September 1, 2014. Worker’s Compensation benefits help pay for medical treatment and make up for part of the employee’s income lost while recovering. Specific benefits are prescribed by law depending on the circumstances of each case. All work-related accidents or injuries should be reported immediately to the Human Resources Office. Employees who are unable to work due to a work-related injury will be notified of their rights and responsibilities under the Texas Labor Code. (See Worker’s Compensation Benefits, page 28) Unemployment compensation insurance Employees who have been laid off or terminated through no fault of their own may be eligible for unemployment compensation benefits. Employees are not eligible to collect unemployment benefits during regularly scheduled breaks in the school year or the summer months if they have employment contracts or reasonable assurance of returning to service. Employees with questions about unemployment benefits should contact the Human Resources Office. Teacher retirement (TRS) All personnel employed on a regular basis for at least one-half of the normal work schedule are members of the Teacher Retirement System of Texas (TRS). Substitutes not receiving TRS service retirement benefits who work at least 90 days a year are also eligible for TRS membership and to purchase a year of creditable service. TRS provides members with an annual statement of their account showing all deposits and the total account balance for the year ending August 31, as well as an estimate of their retirement benefits. Employees who plan to retire under TRS should notify the Human Resources Office as soon as possible. Information on the application procedures for TRS benefits are available in the Human Resources Office. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 22 Additional inquiries should be addressed to: Teacher Retirement System of Texas, 1000 Red River Street, Austin, TX 78701-2698, or call 800-223-8778 or 512-542-6400. TRS information is also available on the Web (www.trs.state.tx.us). 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 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. Sick and personal leave is earned on an annual basis. Regular full-time and part-time employees (as opposed to temporary, substitute or seasonal) earn sick and 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. 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. Immediate Family. For purposes of leave other than family and medical leave, immediate family is defined as the following: • Spouse • Son or daughter, including a biological, adopted, or foster child, a son- or daughter-in- law, a stepchild, a legal ward, or a child for whom the employee stands in loco parentis. • Parent, stepparent, parent-in-law, or other individual who stands in loco parentis to the employee. • Sibling, stepsibling, and sibling-in-law Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 23 • Grandparent and grandchild • Any person residing in the employee’s household at the time of illness or death For purposes of family and medical leave, the definition of family is limited to spouse, parent, son or daughter, and next of kin. Medical Certification. Any employee who is absent more than 5 days because of a personal or family illness must submit a medical certification from a qualified health care provider confirming the specific dates of the illness, the reason for the illness, and—in the case of personal illness—the employee’s fitness to return to work. The Genetic Information Nondiscrimination Act of 2008 (GINA) prohibits covered employers from requesting or requiring genetic information of an individual or family member of the individual, except as specifically allowed by this law. To comply with this law, we ask that employees and health care providers do not provide any genetic information in any medical certification. ‘Genetic information,’ as defined by GINA, includes an individual’s family medical history, the results of an individual’s or family member’s genetic tests, the fact that an individual or an individual’s family member sought or received genetic services, and genetic information of a fetus carried by an individual or an individual’s family member or an embryo lawfully held by an individual or family member receiving assistive reproductive services. Continuation of Health Insurance. Employees on an approved leave of absence other than family and medical leave may continue their insurance benefits at their own expense. Health insurance benefits for employees on paid leave and leave designated under the Family and Medical Leave Act will be paid by the Academy as they were prior to the leave. Otherwise, the Academy does not pay any portion of insurance premiums for employees who are on unpaid leave. Under TRS-Active Care rules, an employee is no longer eligible for insurance through the Academy after six months of unpaid leave other than FML. If an employee’s unpaid leave extends for more than six months, the Academy will provide the employee with notice of COBRA rights. 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 an assigned workday. 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 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 his or her principal or supervisor. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 24 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. 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 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 state tests (ex: STAAR tests). Unauthorized absences under this policy will result in payroll deductions for any day(s) missed. 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 benefits. 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 Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 25 Other Local Leave (Community Sick Leave Program) The Community Sick Leave Program provides employees with additional sick leave days in the event of catastrophic illness, surgery, or temporary disability due to an injury. Days may be requested only after the member has exhausted all accumulated sick, vacation, and personal leave as well as any comp time banked by non-exempt employees. Should any employee experience a catastrophic illness or injury, an application may be made for additional leave after exhausting all paid time off and after incurring five unpaid days. If the application meets the policy’s criteria, the HR Department will solicit direct donations for that employee, who remains anonymous during the process. Employees donating sick leave will be required to fill out a form with the number of sick leave hours they wish to donate and forward the forms to the HR office. If the amount of sick leave donations exceeds the amount needed, the excess is refunded back to the donating employees on a pro-rated basis. Written policies and procedures governing this benefit are available in the Human Resources Office. Compensated Holidays All non-exempt (hourly) employees who are regularly scheduled to work 260 days (12 months) will receive nine (9) paid holidays throughout the school year. Employees shall be compensated at their regular hourly rate and for the regularly scheduled number of hours. Observed holidays for non-exempt (hourly) 260-day employees include the following: Thanksgiving Day in November Friday after Thanksgiving in November Christmas Eve, December 24th Christmas Day, December 25th New Year’s Day, January 1st Martin Luther King, Jr. Day in January Memorial Day in May Independence Day, July 4th Labor Day, 1st Monday of September Holidays that fall on Saturday shall normally be observed on the preceding Friday and holidays that fall on Sunday shall normally be observed on the following Monday. Employees working less than 260 days (12 months) per year are not eligible to receive paid holidays. Family Medical Leave (FMLA) – General Provisions The following text is from the federal notice, Employee Rights and Responsibilities Under the Family and Medical Leave Act. Specific information that the Academy has adopted to implement the FMLA follows this general notice. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 26 The following text is from the federal notice, Employee Rights and Responsibilities Under the Family and Medical Leave Act. Specific information that the Academy has adopted to implement the FMLA follows this general notice. FMLA Leave Entitlements. FMLA requires covered employers to provide eligible employees who work for a covered employer can take up to 12 weeks of unpaid, job-protected leave in a 12-month period for the following reasons: • The birth of a child or placement of a child for adoption or foster care; • To bond with a child (leave must be taken within 1 year of the child’s birth or placement); • To care for the employee’s spouse, child, or parent who has a qualifying serious health condition; • For the employee’s own qualifying serious health condition that makes the employee unable to perform the employee’s job; • For qualifying exigencies related to the foreign deployment of a military member who is the employee’s spouse, child, or parent. An eligible employee who is a covered servicemember’s spouse, child, parent, or next of kin may also take up to 26 weeks of FMLA leave in a single 12-month period to address certain qualifying exigencies. Qualifying exigencies may include attending certain military events, arranging for alternative childcare, addressing certain financial and legal arrangements, attending certain counseling sessions, and attending post-deployment reintegration briefings to care for the servicemember with a serious injury or illness. An employee does not need to use leave in one block. When it is medically necessary or otherwise permitted, employees may take leave intermittently or on a reduced schedule. Employees may choose, or an employer may require, use of accrued paid leave while taking FMLA leave. If an employee substitutes accrued paid leave for FMLA leave, the employee must comply with the employer’s normal paid leave policies. Benefits and Protections. While employees are on FMLA leave, the employer must maintain the employee’s health coverage as if the employee were not on leave. Upon return from FMLA leave, most employees must be restored to their original or equivalent positions with equivalent pay, benefits, and other employment terms. An employer may not interfere with an individual’s FMLA rights or retaliate against someone for using or trying to use FMLA leave, opposing any practice made unlawful by the FMLA, or being involved in any proceeding under or related to the FMLA. Eligibility Requirements. An employee who works for a covered employer must meet three criteria in order to be eligible for FMLA leave. The employee must: • Have worked for the employer for at least 12 months; • Have at least 1,250 hours of service in the 12 months before taking leave; and • Work at a location where the employer has at least 50 employees within 75 miles of the employee’s worksite. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 27 Eligibility Requirements. Employees are eligible if they have worked 1,250 hours or more over the previous 12 months. Definition of Serious Health Condition. A serious health condition is an illness, injury, impairment, or physical or mental condition that involves either an overnight stay in a medical care facility, or continuing treatment by a health care provider for a condition that either prevents the employee from performing the functions of the employee’s job, or prevents the qualified family member from participating in school or other daily activities. Subject to certain conditions, the continuing treatment requirement may be met by a period of incapacity of more than 3 consecutive calendar days combined with at least two visits to a health care provider or one visit and a regimen of continuing treatment, or incapacity due to pregnancy, or incapacity due to a chronic condition. Other conditions may meet the definition of continuing treatment. Requesting Leave. Generally, employees must give 30-days’ advance notice of the need for FMLA leave. If it is not possible to give 30-days’ notice, an employee must notify the employer as soon as possible and, generally, follow the employer’s usual procedures. Employees do not have to share a medical diagnosis, but must provide enough information to the employer so it can determine if the leave qualifies for FMLA protection. Sufficient information could include informing an employer that the employee is or will be unable to perform his or her job functions, that a family member cannot perform daily activities, or that hospitalization or continuing medical treatment is necessary. Employees must inform the employer if the need for leave is for a reason for which FMLA leave was previously taken or certified. Employers can require a certification or periodic recertification supporting the need for leave. If the employer determines that the certification is incomplete, it must provide a written notice indicating what additional information is required. Employer Responsibilities. Once an employer becomes aware that an employee’s need for leave is for a reason that may qualify under the FMLA, the employer must notify the employee if he or she is eligible for FMLA leave and, if eligible, must also provide a notice of rights and responsibilities under the FMLA. If the employee is not eligible, the employer must provide a reason for ineligibility. Employers must notify its employees if leave will be designated as FMLA leave, and if so, how much leave will be designated as FMLA leave. Enforcement. Employees may file a complaint with the U.S. Department of Labor, Wage and Hour Division, or may bring a private lawsuit against an employer. The FMLA does not affect any federal or state law prohibiting discrimination or supersede any state or local law or collective bargaining agreement that provides greater family or medical leave rights. FMLA section 109 (29 U.S.C. § 2619) requires FMLA covered employers to post the text of this notice. Regulations 29 C.F.R. § 825.300 (a) may require additional disclosures. For additional information: 1-866-4US-WAGE (1-866-487-9243) TTY: 1-877-889-5627 www.wagehour.dol.gov Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 28 Local Family and Medical Leave Provisions Eligible employees can take up to 12 weeks of unpaid leave in the 12-month period measured forward from the date an individual employee’s first FML begins. Use of Paid Leave. FML runs concurrently with accrued sick and personal leave, temporary disability leave, compensatory time, assault leave, and absences due to a work-related illness or injury. Westlake Academy will designate the leave as FML, if applicable, and notify the employee that accumulated leave will run concurrently. Combined Leave for Spouses. Spouses who are employed by Westlake Academy are limited to a combined total of 12 weeks of FML to care for a parent with a serious health condition; or for the birth, adoption, or foster placement of a child. Military caregiver leave for spouses is limited to a combined total of 26 weeks. Intermittent Leave. When medically necessary or in the case of a qualifying exigency, an employee may take leave intermittently or on a reduced schedule. Westlake Academy does not permit the use of intermittent or reduced-schedule leave for the care of a newborn child or for adoption or placement of a child with the employee. Fitness for Duty. An employee that takes FML due to the employee’s own serious health condition shall provide, before resuming work, a fitness-for-duty certification from the health care provider. If certification of the employee’s ability to perform essential job function is required, the Academy shall provide a list of essential job functions (e.g., job description) to the employee with the FML designation notice to share with the health care provider. Reinstatement. An employee returning to work at the end of FML will be returned to the same position held when the leave began or to an equivalent position with equivalent employment benefits, pay, and other terms and conditions of employment. In certain cases, instructional employees desiring to return to work at or near the conclusion of a semester may be required to continue on family and medical leave until the end of the semester. The additional time off is not counted against the employee’s FML entitlement, and the Academywill maintain the employees group health insurance and reinstate the employee at the end of the leave. Failure to Return. If, at the expiration of FML, the employee is able to return to work but chooses not to do so, the Academy may require the employee to reimburse the employer’s share of insurance premiums paid during any portion of FML when the employee was on unpaid leave. If the employee fails to return to work for a reason beyond the employee’s control, such as a continuing personal or family serious health condition or a spouse being unexpectedly transferred more than 75 miles from the Academmy, the Academyt may not require the employee to reimburse the employer’s share of premiums paid. Contact Information. Employees that require FML or have questions should contact the Human Resources Department for details on eligibility, requirements, and limitations. Temporary disability Certified employees. Any full-time employee whose position requires certification from the State Board for Educator Certification (SBEC) is eligible for temporary disability leave. The purpose of temporary disability leave is to provide job protection to full-time educators who cannot work for an extended period of time because of a mental or physical disability of a temporary nature. Temporary Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 29 disability leave must be taken as a continuous block of time. It may not be taken intermittently or on a reduced schedule. A full-time educator may request to be placed on temporary disability leave or be placed on leave. Pregnancy and conditions related to pregnancy are treated the same as any other temporary disability. Employees must request approval for temporary disability leave. The leave request must be accompanied by a physician’s statement confirming the employee’s inability to work and estimating a probable date of return. If disability leave is approved, the length of leave is no longer than 180 days. If disability leave is not approved, the employee must return to work or be subject to termination procedures. If an employee is placed on temporary disability leave involuntarily, he or she has the right to request a hearing before the Board of Trustees. The employee may protest the action and present additional evidence of fitness to work. When an employee is ready to return to work, the Human Resources Office should be notified at least 30 days in advance. The return-to-work notice must be accompanied by a physician’s statement confirming that the employee is able to resume regular duties. Professional employees returning from leave will be reinstated to the school to which they were previously assigned as soon as an appropriate position is available. If a position is not available before the end of the school year, professional employees will be reinstated at the beginning of the following school year. Workers’ Compensation Benefits An employee absent from duty because of a job-related illness or injury may be eligible for workers’ compensation weekly income benefits if the absence exceeds seven calendar days. An employee receiving workers’ compensation wage benefits for a job-related illness or injury may choose to use accumulated paid leave benefits. An employee choosing to use paid leave will not receive workers’ compensation weekly income benefits until all paid leave is exhausted or to the extent that paid leave does not equal the pre-illness or -injury wage. If the use of paid leave is not elected, then the employee will only receive workers’ compensation wage benefits for any absence resulting from a work- related illness or injury, which may not equal his or her pre-illness or pre-injury wage. In the event of illness or injury, employees are be required to utilize medical service providers within the workers’ compensation insurance network. All employees will be required to sign an acknowledgement form affirming this requirement prior to beginning employment. Assault leave Assault leave provides extended job income and benefits protection to an employee who is injured as the result of a physical assault suffered during the performance of his or her job. An injury is treated as an assault if the person causing the injury could be prosecuted for assault or could not be prosecuted only because that person’s age or mental capacity renders the person non-responsible for purposes of criminal liability. An employee who is physically assaulted at work may take all the leave time medically necessary (up to two years) to recover from the physical injuries he or she sustained. At the request of an employee, the Academy will immediately assign the employee to assault leave. Days of leave granted under the assault leave provision will not be deducted from accrued personal leave and must be coordinated with workers’ Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 30 compensation benefits. Upon investigation the Academy may change the assault leave status and charge leave used against the employee’s accrued paid leave. The employee’s pay will be deducted if accrued paid leave is not available. Bereavement leave Use of state leave and/or local sick leave for death in the immediate family shall not exceed five (5) workdays per occurance, subject to the approval of the Superintendent. Jury Duty The Academy provides paid leave to employees who are summoned to jury duty. Employees who report to the court for jury duty may keep any compensation the court provides. An employee should report a summons for jury duty to his or her supervisor as soon as it is received and may be required to provide the Academy a copy of the summons to document the need for leave. An employee may be required to report back to work as soon as they are released from jury duty. The supervisor may consider the travel time required and the nature of the individual’s position when determining the need to report to work. A copy of the release from jury duty or of documentation of time spent at the court may be required. Compliance with a Subpoena Employees will be paid while on leave to comply with a valid subpoena to appear in a civil, criminal, legislative, or administrative proceeding and will not be required to use personal leave. Employees may be required to submit documentation of their need for leave for court appearances. Truancy Court Appearances An employee who is a parent or guardian of a child and any court-appointed guardian ad litem of a child who is required to miss work to attend a truancy court hearing may use personal leave or compensatory time for the absence. Employees who do not have paid leave available will be docked for any absence required because of the court appearance. Religious Observance The Academy will reasonably accommodate an employee’s request for absence for a religious holiday or observance. Accommodations such as changes to work schedules or approving a day of absence will be made unless they pose an undue hardship to the Academy. The employee may use any accumulated personal leave for this purpose. Employees who have exhausted applicable paid leave may be granted an unpaid day of absence. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 31 Military leave Paid leave for military service. Any employee who is a member of the Texas National Guard, Texas State Guard, or reserve component of the United States Armed Forces will be granted a paid leave of absence without loss of any accumulated leave for authorized training or duty orders. Paid military leave will not exceed 15 days each federal fiscal year (September 1–August 31). In addition, an employee is entitled to use available state and local personal or sick leave during a time of active military service. Reemployment after military leave. Employees who leave the Academy to enter into the United States uniformed services or who are ordered to active state military duty (Texas National Guard or Texas State Guard) may return to employment if they are honorably discharged. Employees who wish to return to the Academy will be reemployed in the position they would have held if employment had not been interrupted or reassigned to an equivalent or similar position provided they can be qualified to perform the required duties. To be eligible for reemployment, employees must provide notice of their obligation or intent to perform military service, provide evidence of honorable discharge or release, and submit an application for reemployment to the Superintendent or the Human Resources Office. Continuation of health insurance. Employees who perform service in the uniformed services may elect to continue their health plan coverage at their own cost for a period not to exceed 24 months. Employees should contact the Human Resources Office for details on eligibility, requirements, and limitations. Employee relations and communications Employee recognition and appreciation Continuous efforts are made throughout the year to recognize employees who make an extra effort to contribute to the success of the Academy. Employees are recognized at board meetings, and through special events and activities. Employee complaints and grievances In the interest of employee efficiency and morale, Westlake Academy employees shall have the opportunity to discuss complaints and grievances with their employer after decisions are made which give rise to complaint or grievance. In order to ensure this opportunity, the following shall apply: PURPOSE - The purpose of this procedure shall be to settle matters on as low an administrative level as possible, as soon as possible after the applicable event, and to discover, whenever possible, mutually satisfactory solutions to problems which arise. COMPLAINT AND GRIEVANCE DEFINED - A "complaint" is an allegation that an employee's nonspecific employment conditions have been adversely affected. A "grievance" is an allegation that rights or benefits specifically provided by law, policy, personnel rule, or previous employer action (such as overtime pay, fringe benefit, or pay rate) has been denied or misapplied. PROBATIONARY AND TEMPORARY EMPLOYEES - Probationary and temporary employees may use this procedure, except in cases involving their performance evaluation or discharge. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 32 However, in cases where the employee considers performance evaluation or discharge to be improperly based upon the employee's age, sex, race, religion, national origin, or handicap condition, the employee shall have the right to such relief pursuant to (D) below. UNLAWFUL DISCRIMINATION COMPLAINT - Any employee who feels that he or she has been unlawfully discriminated against in matters relating to working conditions or other conditions of employment, solely because of the employee's age, sex, race, religion, national origin, or handicap condition shall have the right to file an equal employment opportunity (EEO) complaint directly with the Superintendent. Procedure The following procedure shall be followed in the event an employee desires to present a complaint or grievance. A. TIMELY INITIATION OF - Complaints and grievances shall be filed promptly after complained of events occur. With the exception of EEO complaints, including complaints of sexual harassment, matters under this procedure must be presented to the employee's immediate supervisor within five (5) working days from the occurrence of the challenged action, or from the time the employee first became aware (or with the exercise of reasonable diligence should have become aware) of its occurrence, in order to be considered. B. PROCEDURAL STEPS - To be considered, the procedural steps listed below must be followed after the challenged action had occurred. 1. First Step: Oral Presentation. All complaints and grievances other than EEO complaints shall be initially presented orally to the employee's immediate supervisor. (EEO complaints are to be taken directly to the Superintendent) In this first step, the complaint or grievance shall be thoroughly discussed by the parties in order that every effort can be made to resolve the matter to the mutual satisfaction of employee and supervisor. Should this informal first step be considered unsatisfactory, the employee shall have the right to then file a formal written complaint or grievance as set out in the second step to this procedure, in B 2 below. 2. Second Step: Written Presentation. If the oral presentation as provided for in the first step fails to resolve the matter, the employee shall have the right, within five (5) working days after the discussion with the immediate supervisor, to file a formal written complaint or grievance with the employee's supervisor or Principal of Section. In presenting the written complaint or grievance the following information must be stated within reasonable clarity: • the nature of the matter • the act or acts of commission or omission out of which the dispute arose  the exact date (if uncertain, the approximate date) of the act or acts of commission or omission • the identity of the employee who claims to be harmed • the identity of the party or parties alleged to have caused the problem • the remedy which is sought. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 33 Within five (5) working days of receipt of the written complaint or grievance, the supervisor or Section Principal shall meet with the employee and the employee's immediate supervisor to discuss the matter. In the effort to resolve the matter, the complaint or grievance at this step shall be thoroughly discussed by all parties involved. The decision by the supervisor or Section Principal, whether reached during this discussion or afterward, shall be presented in writing to the employee within five (5) working days after the meeting. (i) Complaints Only: Complaints shall not be submitted to any further appeal under this procedure beyond this step. However, the written record of each complaint submitted under this procedure shall be submitted to the Superintendent for review. The Superintendent reserves the right to consider any complaint submitted. (ii) Grievance Matters Only. Should the decision of the supervisor or Section Principal be unsatisfactory to the aggrieved employee, the employee may, within five (5) working days after receipt of the decision, appeal the decision to the Superintendent as set out below. 3. Appeal to the Superintendent. Within ten (10) working days of the receipt of a request for a hearing under B 2 (ii) above, the Superintendent shall notify the aggrieved employee and the employee's department head as to whether or not the request shall be granted. The Superintendent may utilize an additional 10 days beyond this period, at his or her sole discretion. Should the Superintendent decide not to hear the grievance on appeal, the decision of the supervisor or Section Principal shall be final . Should the Superintendent agree to hear the grievance on appeal, the Superintendent shall schedule a meeting with all parties to discuss the grievance. The decision of the Superintendent, whether reached during the meeting or afterward, shall be presented in writing to each of the involved parties within ten (10) working days of the meeting. The decision of the Superintendent shall be final. C. COMPLAINT OR GRIEVANCE AGAINST SUPERVISORS OR PRINCIPALS - In the event that an employee's immediate supervisor is the employee's supervisor or Section Principal, the written complaint or grievance as set out in B 2 above may be presented directly to the Superintendent. D. FAILURE TO FOLLOW PROCEDURES - Failure of an employee to follow the procedures set out above, or failure to appear at a hearing, shall result in the loss of further appeal rights by the employee. Provided, however, that the time limits as specified under these procedures may be extended by mutual agreement of the complainant/aggrieved employee and the Superintendent. E. WORKING DAYS DEFINED - Working days under this procedure shall be defined as the scheduled workdays of the complainant/aggrieved employee through step B 2. Working days at step B 3 shall be defined as the normal work days scheduled for the Superintendent. F. INAPPLICABILITY - This procedure does not apply to any position filled directly by the Board of Trustees. G. FREEDOM FROM REPRISAL - Employees wishing to file a complaint or grievance under this procedure shall be assured of freedom from restraint, interference, or reprisal from their supervisors Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 34 or other employees. H. EFFECT OF PROCEDURE - The existence of and access to this procedure shall not constitute any limitation on the rights of the Westlake Academy to manage its affairs. All employees hold their positions at the will and pleasure of the Academy and such positions may be terminated or otherwise adversely affected with or without cause. I. CONSTITUTIONAL RIGHTS OF EMPLOYEES – Although the Superintendent is the final level of authority in the grievance process, this policy does not affect, infringe, inhibit, or deny any employee’s rights, if any, to have their complaints or concerns heard by the Board of Trustees. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 35 Employee conduct and welfare 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 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 supervisor immediately. • Use Academy time, funds, and property for authorized Academy business or activities only. • Discuss or share information related to Academy businessto appropriate or authorized parties only. Unprofessional behavior and misconduct Unprofessional behavior and/or misconduct compromises the best interests of the Academy and the safety of all students, staff, parents, and visitors. Violation of any provision of this policy may result in disciplinary action, up to and including termination of employment. Examples of misconduct include, but are not limited to, the following: • Violation of Academy rules, regulations, policies or procedures. • Unsatisfactory performance or conduct. • Theft of, unauthorized removal of, or unauthorized possession or use of school property. • Falsification, unauthorized use, or unauthorized disclosure of official Academy documents, records, or information. • Being unruly, disruptive, threatening violence, or fighting. • Willful disobedience of a legal directive issued by a supervisor. • Displaying any disrespectful, insolent, or abusive acts towards another employee, parent, volunteer, or member of the Westlake Academy Board of Trustees. • Wasting or damaging school equipment, property, supplies, or resources. • Unauthorized absence from the workstation or classroom. • Use of any Westlake Academy resource for personal benefit. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 36 • Unlawful treatment of persons protected by federal law due to their sex, age, religion, race, ethnic background, or disability status. • Sexual or other form of unlawful harassment. • Conviction of a felony or any other criminal history that is prohibited by Academy policy. • Insubordination. • Fraudulent timekeeping. • Use, possession, or being under the influence of a controlled substance without proper written medical authorization; misuse of prescribed medication, ingestion or being under the influence of an alcoholic beverage in an Academy-owned, leased, or rented vehicle, while operating Academy equipment, or while on call or on standby duty; ingestion of an alcoholic beverage during working hours or on Academy property. • Unauthorized or improper use of official authority. • Illegal, unethical, abusive, or unsafe acts. • Failure to use available safety equipment, including seat belts, or disregard for the safety of others. • Refusal to sign a form acknowledging receipt of the Westlake Academy Personnel Manual or job description. • Use of cell phones or other non-educational electronic devices outside of break times without prior authorization. • Disruptive or distracting behavior during staff meetings, workshops, or training sessions. • Possession of contraband while at work or on Westlake Academy property, which includes but is not limited to: drug paraphernalia, illegal or prohibited weapons, firearms, explosives, incendiaries, stolen property, and counterfeit money. • Making false accusations or knowingly providing false information about a student’s or another employee’s behavior or actions. • Unauthorized absences, chronic absenteeism, tardiness, or failure to follow procedures for reporting absences. • Violation of any of the provisions of this Handbook. All Academy employees should perform their duties in accordance with state and federal law, Academy policies and procedures, and ethical standards. Violation of policies, regulations, or guidelines may result in disciplinary action, including termination. Alleged incidents of certain misconduct by certified educators, including having a criminal record, must be reported to SBEC not later than the seventh day the Superintendent knew of the incident. See Reports to Texas Education Agency, page 58 for additional information. The Code of Ethics and Standard Practices for Texas Educators, adopted by the State Board for Educator Certification, shall apply to all Academy employees, and is reprinted below: Dress Code Westlake Academy is a public “service” organization; employees are in constant contact with students, parents, guests, citizens, outside business/professional representatives, and the general public. Employees shall act as role models by exemplifying the highest standard of professional appearance for the educational purposes of teaching community values and proper grooming and hygiene. Dress and Grooming: General Guidelines: Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 37 The dress and grooming of Westlake Academy employees shall be clean, neat, in a manner appropriate for their assignments, and in accordance with the following standards: • Dresses, skirts, and all outer garments should be of a professional length, falling at or just above the knee or longer. Skirts or any clothes that are too tight, too short or too revealing are not appropriate for the workplace • Halters, tank tops, see-through garments, or clothing with revealing/provocative necklines, bare backs, bare midriff, or spaghetti straps shall not be permitted. In addition, clothing with symbols, phrases, or slogans advertising tobacco, alcohol products, or any controlled substances are unacceptable. • If shirttails are made to be worn tucked in, they must be tucked in. If worn in, and pants are designed to be worn with a belt, belts or suspenders shall be worn. • No hats, caps or other head coverings shall be worn inside the building. • Hair shall be clean, neatly trimmed, and well-groomed. • Beards and mustaches shall be allowed if they are neatly trimmed. • Footwear shall appropriately compliment the style and standards of dress as defined in this policy. No flip flops or slippers are permitted. • Clothing that reveals undergarments is prohibited. • Hemlines for skirts and dresses should be long enough not to be distracting. • Shorts, leggings, warm-ups, spandex or similar tight pants, exercise clothes, or any garment that may appear to be an undergarment are unacceptable. • Jeans may be worn on days designated by the principal or supervisor, designated spirit days, and teacher in-service days. • Male instructional staff shall be expected to wear slacks and collared shirts or other appropriate professional attire. Ties are encouraged and may be required by the Superintendent or designate. Acceptable alternatives for shirt and tie are shirt and pullover sweater or turtleneck sweater and sport coat. • Office personnel are generally expected to wear business casual attire. The appropriate dress for men is slacks or khakis, dress pullovers, or a button down shirt. Ties are optional, but should be worn when representing the Academy at public meetings or functions, unless otherwise notified. Acceptable alternatives for shirt and tie are shirt and pullover sweater or turtleneck sweater and sport coat. Acceptable attire for women is dress slacks or khakis, blouses, skirts, and pant suits. • Jewelry shall not be worn in a visible pierced area other than the ear. Exceptions to Guidelines The following exceptions apply to these guidelines: • Physical Education staff may choose to wear appropriate attire, approved by the Superintendent or designee, during the physical education instructional periods. • Instructors in certain courses, such as art or science courses, may wear aprons, smocks, or other protective garments during instructional periods where such garments may be appropriate. • Auxiliary employees in maintenance, custodial, transportation, food service, and positions requiring uniforms are exempted from the general guidelines, but shall comply with dress and grooming guidelines specified by their supervisors. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 38 Exceptions to these general guidelines may be made by the Superintendent or designee, as necessary. Employee requests for such exceptions shall be made in writing, and will be considered on a case-by-case basis. This policy may be revised by the Superintendent at any time. Discrimination, harassment, and retaliation It is the policy of Westlake Academy to prohibit harassment, including sexual harassment, in the workplace by any person in any form. Employees shall not engage in prohibited harassment, including sexual harassment, of other employees, unpaid interns, student teachers, or students. While acting in the course of their employment, employees shall not engage in prohibited harassment of other persons, including board members, vendors, contractors, volunteers, students, or parents. A substantiated charge of harassment will result in disciplinary action. Sexual harassment is a form of misconduct that undermines the integrity of the employment relationship. No employee, either male or female, should be subjected to unsolicited and unwelcome sexual overtures or conduct, either verbal, written, visual or physical. It refers to behavior that is not welcome, that is personally offensive, that lowers morale, and that, therefore, interferes with our work effectiveness. Sexual harassment is also a violation of Title VII of the Civil Rights Act of 1964, and thus it is illegal for any employee to sexually harass another. Examples of sexual harassment include, but are not limited to the following: Verbal • unwelcome comments about appearance • sexual jokes • sexually explicit, derogatory, or otherwise offensive language • humor and jokes about sex or gender-specific traits • unwelcome and repeated flirtations, propositions, or advances Non-Verbal • suggestive or insulting sounds • leering • whistling • obscene gestures • display in the workplace of sexually-suggestive objects or pictures that use gender-based stereotypes in a derogatory manner. Physical • touching • pinching • "brushing" the body • coerced sexual intercourse • other sexual contact Written • suggestive notes or other written/electronic communications Employees who believe they have been discriminated, retaliated against, or harassed are encouraged to promptly report such incidents to the Superintendent or the Human Resources Office. A complaint Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 39 against the Superintendent may be made directly to the Board of Trustees. All complaints shall be investigated in a timely manner. If appropriate, the Academy shall promptly take interim action to prevent harassment during the course of an investigation. The investigation may be conducted by the Director of Human Resources or by a third party designated by the Academy. The investigation may consist of personal interviews with the person making the report, the person against whom the report is filed, and others with knowledge of the circumstances surrounding the allegations. The investigation may also include analysis of other information or documents related to the allegations. The Academy's obligation to conduct an investigation is not satisfied by the fact that a criminal or regulatory investigation regarding the same or similar allegations is pending. Absent extenuating circumstances, the investigation should be completed within 10 (ten) business days from the date of the report; however, the investigator shall take additional time if necessary to complete a thorough investigation. In the event that a thorough investigation of an alleged incident of sexual harassment reveals that an employee has engaged in actions or conduct constituting sexual harassment, disciplinary action will be taken, up to and including termination. Given the nature of this type of discrimination, false accusations of sexual harassment can have serious effects on innocent employees. All employees should act responsibly in making such accusations. False accusations that are determined to be intentional in nature will be investigated, and will be subject to the same disciplinary actions. Employees will be required to attend a sexual harassment training session during their introductory period of employment. Harassment of students Harassment in any form in prohibited, including but not limited to verbal, psychological, sexual, and physical harassment. Sexual and other harassment of students by employees are forms of discrimination and are prohibited by law. Romantic or inappropriate social relationships between students and Academy employees are prohibited. Employees who suspect a student may have experienced harassment are obligated to report their concerns to the Superintendent or other appropriate official. All allegations of harassment or abuse of a student will be reported to the student’s parents and promptly investigated. An employee who knows of or suspects child abuse must also report his or her knowledge or suspicion to the appropriate authorities, as required by law. See Reporting Suspected Child Abuse, page 43 for additional information. The Academy’s policy that includes definitions and procedures for reporting and investigat- ing harassment of students are as follows: Sexual harassment of a student by an Academy employee includes both welcome and unwelcome sexual advances; requests for sexual favors; sexually motivated physical, verbal, or nonverbal conduct; or other conduct or communication of a sexual nature when: 1. An Academy employee causes the student to believe that the student must submit to the conduct in order to participate in a school program or activity, or that the employee will make an educational decision based on whether or not the student submits to the conduct; or 2. The conduct is so severe, persistent, or pervasive that it: a. Affects the student’s ability to participate in or benefit from an educational program or activity, or otherwise adversely affects the student’s educational opportunities; or b. Creates an intimidating, threatening, hostile, or abusive educational environment. Romantic or inappropriate social relationships between students and Academy employees are prohibited. Any sexual relationship between a student and an Academy employee is always prohibited. Sexual Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 40 harassment of a student, including harassment committed by another student, includes unwelcome sexual advances; requests for sexual favors; or sexually motivated physical, verbal, or nonverbal conduct when the conduct is so severe, persistent, or pervasive that it: 1. Affects a student’s ability to participate in or benefit from an educational program or activity, or creates an intimidating, threatening, hostile, or offensive educational environment; 2. Has the purpose or effect of substantially or unreasonably interfering with the student’s academic performance; or 3. Otherwise adversely affects the student's educational opportunities. Examples of sexual harassment of a student may include, but are not limited to, sexual advances; touching intimate body parts or coercing physical contact that is sexual in nature; jokes or conversations of a sexual nature; and other sexually motivated conduct, communications, or contact. Necessary or permissible physical contact such as assisting a child by taking the child's hand, comforting a child with a hug, or other physical contact not reasonably construed as sexual in nature is not sexual harassment. Any student who believes that he or she has experienced harassment should immediately report the alleged acts to a teacher, counselor, or other Academy employee. Any Academy employee who receives notice that a student has or may have experienced harassment is required to immediately report the alleged acts to the Superintendent. Any other person who knows or believes that a student has experienced harassment should immediately report the alleged acts to the Superintendent. Reports of known or suspected child abuse or neglect shall be made as required by law, and shall be made as soon as possible after the alleged acts. A failure to promptly report alleged harassment may impair the Academy's ability to investigate and address the harassment allegation. Oral or written reports of prohibited harassment shall normally be made to the Superintendent. A person shall not be required to report harassment to the alleged harasser; nothing in this policy prevents a person from reporting harassment directly to the Superintendent. A report against the Superintendent may be made to the Board. Upon receipt of a report of harassment, the Board shall promptly notify the parents of any student alleged to have experienced prohibited harassment by an Academy employee or another adult associated with the school. In cases of student-to- student harassment, the Academy shall promptly notify the parents of any student alleged to have experienced harassment when the allegations presented, if proven, would constitute sexual harassment or other prohibited harassment as defined by the Academy’s policy. To the extent allowed by law, the Academy shall respect the privacy of the complainant, persons against whom a report is filed, and witnesses. Limited disclosures may be necessary in order to conduct a thorough investigation and comply with applicable law. The Superintendent may request a written report. If a report is made orally, the Superintendent shall reduce the report to written form. Upon receipt or notification of a report, the Superintendent shall determine whether the allegations, if proven, would constitute sexual harassment or other harassment as defined by this policy. If so, the Superintendent shall immediately authorize or undertake an investigation. If appropriate, the Academy shall promptly take interim action to prevent harassment during the course of an investigation. The investigation may be conducted by Superintendent, or by a third party designated by the Academy. The investigation may consist of personal interviews with the person making the report, Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 41 the person against whom the report is filed, and others with knowledge of the circumstances surrounding the allegations. The investigation may also include analysis of other information or documents related to the allegations. The Academy's obligation to conduct an investigation is not satisfied by the fact that a criminal or regulatory investigation regarding the same or similar allegations is pending. Absent extenuating circumstances, the investigation should be completed within ten business days from the date of the report; however, the investigator shall take additional time if necessary to complete a thorough investigation. Reporting Suspected Child Abuse All employees are required by state law to report any suspected child abuse or neglect, as defined by Texas Family Code §26.001, to a law enforcement agency, Child Protective Services, or appropriate state agency (e.g., state agency operating, licensing, certifying, or registering a facility) within 48 hours of the event that led to the suspicion. Employees are also required to make a report if they have cause to believe that an adult was a victim of abuse or neglect as a child and they determine in good faith that the disclosure of the information is necessary to protect the health and safety of another child or person with a disability. Reports to Child Protective Services can be made toa local field office or to the Texas Abuse Hotline (800-252-5400). State law specifies that an employee may not delegate to or rely on another person or administrator to make the report. Under state law, any person reporting or assisting in the investigation of reported child abuse or neglect is immune from liability unless the report is made in bad faith or with malicious intent. In addition, the district is prohibited from retaliating against an employee who, in good faith, reports child abuse or neglect or who participates in an investigation regarding an allegation of child abuse or neglect. An employee’s failure to report suspected child abuse may result in prosecution as a Class A misdemeanor. In addition, a certified employee’s failure to report suspected child abuse may result in disciplinary procedures by SBEC for a violation of the Texas Educators’ Code of Ethics. Employees who suspect that a student has been or may be abused or neglected should also report their concerns to the campus principal. This includes students with disabilities who are no longer minors. Employees are not required to report their concern to the principal before making a report to the appropriate agency. Reporting the concern to the principal does not relieve the employee of the requirement to report it to the appropriate state agency. In addition, employees must cooperate with investigators of child abuse and neglect. Interference with a child abuse investigation by denying an interviewer’s request to interview a student at school or requiring the presence of a parent or school administrator against the desires of the duly authorized investigator is prohibited. Child Sexual Abuse and Maltreatment of Children As an employee, it is important for you to be aware of warning signs that could indicate a child may have been or is being sexually abused or maltreated. Sexual abuse in the Texas Family Code is defined as any sexual conduct harmful to a child’s mental, emotional, or physical welfare as well as a failure to make a Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 42 reasonable effort to prevent sexual conduct with a child. Maltreatment is defined as abuse or neglect. Anyone who suspects that a child has been or may be abused or neglected has a legal responsibility under state law for reporting the suspected abuse or neglect to law enforcement or to Child Protective Services (CPS). Employees are required to follow the procedures described above in Reporting Suspected Child Abuse. Reporting Crime The Texas Whistleblower Act protects employees who make good faith reports of violations of law by the district to an appropriate law enforcement authority. The district is prohibited from suspending, terminating the employment of, or taking other adverse personnel action against, an employee who makes a report under the Act. State law also provides employees with the right to report a crime witnessed at the school to any peace officer with authority to investigate the crime. Personal Use of Electronic Communications Electronic media includes all forms of social media, such as text messaging, instant messaging, electronic mail (e-mail), Web logs (blogs), wikis, electronic forums (chat rooms), video-sharing Web sites (e.g., YouTube), editorial comments posted on the Internet, and social network sites (e.g., Facebook, Twitter, Instagram, LinkedIn). Electronic media also includes all forms of telecommunication such as landlines, cell phones, and Web-based applications. As role models for the Academy’s students, employees are responsible for their public conduct even when they are not acting as Academy employees. Employees will be held to the same professional standards in their public use of electronic media as they are for any other public conduct. If an employee’s use of electronic media interferes with the employee’s ability to effectively perform his or her job duties, the employee is subject to disciplinary action, up to and including termination of employment. If an employee wishes to use a social network site or similar media for personal purposes, the employee is responsible for the content on the employee’s page, including content added by the employee, the employee’s friends, or members of the public who can access the employee’s page, and for Web links on the employee’s page. The employee is also responsible for maintaining privacy settings appropriate to the content. An employee who uses electronic media for personal purposes shall observe the following: • The employee may not set up or update the employee’s personal social network page(s) using the Academy’s computers, network, or equipment. • The employee shall not use the Academy’s logo or other copyrighted material of the Academy without express, written consent. • The employee shall limit use of personal electronic communication devices to send or receive calls, text messages, pictures, and videos to breaks, meal times, and before and after scheduled work hours, unless there is an emergency or the use is authorized by a supervisor to conduct Westlake Academy business. • An employee may not share or post, in any format, information, videos, or pictures obtained while on duty or on district business unless the employee first obtains written approval from the employee’s immediate supervisor. Employees should be cognizant that they have access to information and images that, if transmitted to the public, could violate privacy concerns. • The employee continues to be subject to applicable state and federal laws, local policies, administrative regulations, and the Code of Ethics and Standard Practices for Texas Educators, Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 43 even when communicating regarding personal and private matters, regardless of whether the employee is using private or public equipment, on or off campus. These restrictions include: i. Confidentiality of student records. ii. Confidentiality of health or personnel information concerning colleagues, unless disclosure serves lawful professional purposes or is required by law. iii. Confidentiality of Academy records, including educator evaluations and private e-mail addresses. iv. Copyright law v. Prohibition against harming others by knowingly making false statements about a colleague or the school system. See Use of Electronic Media with Students, below, for regulations on employee communication with students through electronic media. Information Technology Systems Policy This policy establishes rules governing the use of Information Technology systems. These systems include Internet services, electronic communication systems, telephone communication systems, email, voicemail, facsimiles, cellular phones, computer network, and computer directories and files. Information Technology Systems are provided by Westlake Academy for business use. Employees should not expect privacy with respect to any of their activities using these systems. Westlake Academy reserves the right to review any files, messages, or communications sent, received or stored on its computer, telephone, and electronic systems. This policy also applies to third-party offsite services provided by the Academy for official business use. Westlake Academy's prohibition against sexual, racial, and other forms of harassment is extended to include the use of electronic and telecommunications systems. Offensive, harassing, vulgar, obscene, or threatening communications are strictly prohibited, as are sexually oriented messages or images. Privileged or confidential material, which includes, but is not limited to, attorney-client communications, should not be exchanged haphazardly by e-mail, facsimiles, instant messaging or other means. Use of Information Technology must be conducted in accordance with local, state and federal law; engaging in illegal, fraudulent, or malicious conduct is prohibited. Violation of any provisions of this policy may result in disciplinary action, up to and including termination. Governance • All Westlake Academy employees who are granted a system account to access to the Academy’s network is responsible for the proper use of the account at all times. • Teachers may apply for a class account and in doing so will ultimately be responsible for use of the account. • The Academy will require that all passwords be changed as necessary. All passwords must remain confidential and may not be shared. • Any system user identified as a security risk or as having violated Academy any provisions of this policy may be denied access to the Academy’s network. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 44 • All users will be required to sign a user agreement annually each August for issuance or renewal of an account. Academy employees in violation of the user agreement or the Academy’s Technology Policy may be subject to disciplinary action, up to and including termination of employment. • All Academy electronic communication systems are business assets and are not private. The Academy may access and review all Web pages and e-mails sent to and from employees, during transmission or storage. System User Responsibilities The following standards will apply to all users of Westlake Academy’s Information Technology systems: • The individual in whose name a system account is issued will be responsible at all times for its proper use. • The system may not be used for illegal purposes, in support of illegal activities, or for any other activity prohibited by Academy policy or guidelines. • System users may not disable, or attempt to disable, a filtering device on the Academy’s Information Technology system. • Communications may not be encrypted so as to avoid security review by system administrators. • System users may not use another person’s system account without written permission from Superintendent or designate, as appropriate. • Employees should ensure that students do not distribute personal information about themselves or others by means of the electronic communications system; this includes, but is not limited to, personal addresses and telephone numbers. • System users must purge and/or make hard copies of electronic mail and file such in accordance with established retention guidelines. • System users may not redistribute copyrighted programs or data except with the written permission of the copyright holder or designee. Such permission must be specified in the document or must be obtained directly from the copyright holder or designee in accordance with applicable copyright law, Academy policy, and administrative regulations. • System users are prohibited from using instant messenger programs (including text messaging on personal cell phones) to transmit Academy-related information. Any communication(s) that would create a public record must be transmitted in a manner which allows for proper retention of electronic records. • System users should avoid actions that are likely to increase the risk of introducing viruses to the system, such as opening e-mail messages from unknown senders and loading data from unprotected computers. • System users may not upload public domain programs to the system. System users may not download public domain programs for their own use nor non-commercially redistribute a public domain program. System users are responsible for determining whether a program is in the public domain. • System users may not send or post messages that are abusive, obscene, pornographic, sexually oriented, threatening, harassing, damaging to another’s reputation, or illegal. • System users may not purposefully access materials that are abusive, obscene, pornographic, sexually oriented, threatening, harassing, damaging to another’s reputation, or illegal. • System users should be mindful that use of school-related electronic mail addresses might cause some recipients or other readers of that mail to assume they represent the school, whether or not that was the user’s intention. • System users may not waste Academy resources related to the electronic communications system. • System users may not gain unauthorized access to resources or information. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 45 • System users understand and agree that all documents and communications are the property of the Academy. As such, a system user may not copy, download, disseminate, e-mail, or disclose Academy property to third parties not directly related to Academy business without the express written authority of the Superintendent or designate. Prohibited Activities • Engaging in illegal, fraudulent, or malicious conduct. • Harassing individuals. • Transmitting or storing material that is threatening, obscene, sexually explicit or disparaging of others based on race, national origin, sex, sexual orientation, age, disability, religious or political beliefs. • Communication of Westlake Academy-related business to any party through social networking websites (such as Facebook, MySpace, Twitter, etc.). • Obtaining unauthorized access to any computer system. • Using another individual's account or identity without explicit authorization. • Conducting political campaigns or other prohibited activity. • Gambling or playing a game for money or other stakes. • Downloading of software products from internet sites is prohibited without prior approval of the Superintendent or designate. Personal Computers and Electronic Equipment A personal computer and access to Westlake Academy’s internal network is provided to the employee for the purpose of conducting Academy business and improving productivity. All computers and electronic equipment issued to employees are property of Westlake Academy. Employees should utilize these resources for business purposes, and very limited or incidental personal use is acceptable. Such use must be infrequent. Personal use must not: • Involve any illegal activity or any prohibited activity listed above. • Interfere with the productivity of the employee or co-workers. • Consume system resources bandwidth or storage capacity on an on-going basis. All Academy-related files, emails, and other communications stored on any computer are property of Westlake Academy. All files should be considered public information, and subject to the Academy’s established electronic retention schedule. Employees are prohibited from deleting any files without the express consent of the Superintendent or designate. Employees are required to return any Westlake Academy equipment issued to them prior to terminating employment. Employees will be required to sign for all equipment prior to issuance. Failure to return any equipment may result in disciplinary action, up to and including termination of employment, and/or payroll deduction for the fair-market value of any missing, lost, or equipment that is unaccounted for. Westlake Academy reserves the right to repossess any electronic equipment issued to an employee at any time. Internet Access and Email Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 46 The Internet is a powerful communication tool and a valuable source of information. Internet service includes but is not limited to e-mail, file transfer protocol (FTP), web browsing and newsgroups. Employees should be aware that information transmitted over the internet is potentially not secure. Internet communication systems may accommodate the use of passwords for security, however the reliability of such for maintaining confidentiality cannot be guaranteed. (Employees should assume that someone other than the intended recipient could read any and all Internet communications). Westlake Academy reserves the right to filter incoming and outgoing network communications for the purpose of securing the network, restricting access to inappropriate content or to determine compliance with this policy. Web page requests may also be filtered to restrict access to questionable or inappropriate content. Requests to access content restricted by the filtering mechanism must be approved by the Superintendent or designate. Westlake Academy maintains an electronic mail system, commonly called e-mail, to assist in conducting business and as a means to enhance the ability of employees to communicate. All employees must be aware that the use of e-mail messages creates a public record and is subject to public record regulations with respect to inspection, disclosure, scheduled retention, and disposition. The Academy reserves the right to retrieve and read any message composed, sent, or received and also reserves the right to filter email for the purpose of security and to restrict inappropriate usage. Employees are expected to use a high-level of professional discretion when communicating by email. Privileged, confidential, or sensitive information may not be secure when transmitted through by email. Additionally, email should not be used to communicate information as an alternative to a personal meeting, when appropriate. Information from Third Parties Employees with access to the Academy’s Information Technology system should be aware that, despite the Academy’s use of technology protection measures as required by law, use of the system may provide access to other electronic communications systems in the global electronic network that may contain inaccurate and/or objectionable material. Any student or employee who gains access to such material is expected to discontinue the access as quickly as possible and to report the incident to a supervisor. An employee knowingly bringing prohibited materials into the school’s electronic environment will be subject to disciplinary action in accordance with Academy policies. Disclaimers Opinions, advice, services, and all other information expressed by system users, information providers, service providers, or other third-party individuals in the system are those of the providers and not Westlake Academy. Westlake Academy will cooperate fully with local, state, or federal officials in any investigation concerning or relating to misuse of the Academy’s electronic Information Technology systems. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 47 Use of cell phones Cell phones are to be turned off during instruction periods. The Superintendent or designee may grant exceptions to this policy upon request in the event of extenuating circumstances. Use of Electronic Communications with Students A certified or licensed employee, or any other employee designated in writing by the superintendent or a campus principal, may communicate through electronic media with students who are currently enrolled in the Academy. Electronic communications between all other employees and students who are enrolled in the Academy are prohibited. Employees are not required to provide students with their personal phone number or e-mail address. An employee is not subject to these provisions for personal, non-school related communications that occur due to an employee’s social or family relationship with a student. For example, an employee may have a relationship with a niece or nephew, a student who is the child of an adult friend, a student who is a friend of the employee’s child, or a member or participant in the same civic, social, recreational, or religious organization. An employee who claims an exception based on a social relationship shall provide written consent from the student’s parent. The written consent shall include an acknowledgement by the parent that: • The employee has provided the parent with a copy of this protocol • The employee and the student have a social relationship outside of school; • The parent understands that the employee’s communications with the student are excepted from Academy regulation; and • The parent is solely responsible for monitoring electronic communications between the employee and the student. The following definitions apply for the use of electronic media with students: • Electronic communications means any communication facilitated by the use of any electronic device, including a telephone, cellular telephone, computer, computer network, personal data assistant, or pager. The term includes e-mail, text messages, instant messages, and any communication made through an Internet website, including a social media website or a social networking website. • Communicate means to convey information and includes a one-way communication as well as a dialogue between two or more people. A public communication by an employee that is not targeted at students (e.g., a posting on the employee’s personal social network page or a blog) is not a communication: however, the employee may be subject to Academy regulations on personal electronic communications. See Personal Use of Electronic Media, above. Unsolicited contact from a student through electronic means is not a communication. • Certified or licensed employee means a person employed in a position requiring SBEC certification or a professional license, and whose job duties may require the employee to communicate electronically with students. The term includes classroom teachers, counselors, principals, librarians, paraprofessionals, nurses, educational diagnosticians, licensed therapists, and athletic trainers. An employee who communicates electroniacally with students shall observe the following: Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 48 The employee may use any form of electronic media except text messaging. Only a teacher, trainer, or other employee who has an extracurricular duty may use text messaging, and then only to communicate with students who participate in the extracurricular activity over which the employee has responsibility. An employee who communicates with a student using text messaging shall comply with the following protocol: • The employee shall include at least one of the student’s parents or guardians as a recipient on each text message to the student so that the student and parent receive the same message; • The employee shall include his or her immediate supervisor as a recipient on each text message to the student so that the student and supervisor receive the same message; or • For each text message addressed to one or more students, the employee shall send a copy of the text message to the employee’s Westlake Academy e-mail address. • The employee shall limit communications to matters within the scope of the employee’s professional responsibilities (e.g., for classroom teachers, matters relating to class work, homework, and tests; for an employee with an extracurricular duty, matters relating to the extracurricular activity. • The employee is prohibited from knowingly communicating with students through a personal social network page; the employee must create a separate social network page (“professional page”) for the purpose of communicating with students. The employee must enable administration and parents to access the employee’s professional page. • The employee shall not communicate directly with any student between the hours of 5 p.m. and 7 a.m. An employee may, however, make public posts to a social network site, blog, or similar application at any time. • The employee does not have a right to privacy with respect to communications with students and parents. • The employee continues to be subject to applicable state and federal laws, local policies, administrative regulations, and the Code of Ethics and Standard Practices for Texas Educators, including: o Compliance with the Public Information Act and the Family Educational Rights and Privacy Act (FERPA), including retention and confidentiality of student records. o Copyright law o Prohibitions against soliciting or engaging in sexual conduct or a romantic relationship with a student. o • Prohibitions against soliciting or engaging in sexual conduct or a romantic relationship with a student. • Upon request from administration, an employee will provide the phone number(s), social network site(s), or other information regarding the method(s) of electronic media the employee uses to communicate with one or more currently-enrolled students. • Upon written request from a parent or student, the employee shall discontinue communicating with the student through e-mail, text messaging, instant messaging, or any other form of one-to- one communication. An employee may request an exception from one or more of the limitations above by submitting a written request to his or her immediate supervisor. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 49 Criminal History Background Checks Employees may be subject to a review of their criminal history record information at any time during employment. National criminal history checks based on an individual’s fingerprints, photo, and other identification will be conducted on certain employees and entered into the Texas Department of Public Safety (DPS) Clearinghouse. This database provides the district and SBEC with access to an employee’s current national criminal history and updates to the employee’s subsequent criminal history. Texas Educators’ Code of Ethics (applicable to all employees) Purpose and Scope The Texas educator shall comply with standard practices and ethical conduct toward students, professional colleagues, school officials, parents, and members of the community and shall safeguard academic freedom. The Texas educator, in maintaining the dignity of the profession, shall respect and obey the law, demonstrate personal integrity, and exemplify honesty and good moral character. The Texas educator, in exemplifying ethical relations with colleagues, shall extend just and equitable treatment to all members of the profession. The Texas educator, in accepting a position of public trust, shall measure success by the progress of each student toward realization of his or her potential as an effective citizen. The Texas educator, in fulfilling responsibilities in the community, shall cooperate with parents and others to improve the public schools of the community. (19 TAC 247.1(b)) Professional Standards 1. Professional Ethical Conduct, Practices, and Performance Standard 1.1 The educator shall not intentionally, knowingly, or recklessly engage in deceptive practices regarding official policies of the Academy, educational institution, educator preparation program, the Texas Education Agency, or the State Board for Educator Certification (SBEC) and its certification process. Standard 1.2 The educator shall not knowingly misappropriate, divert, or use monies, personnel, property, or equipment committed to his or her charge for personal gain or advantage. Standard 1.3 The educator shall not submit fraudulent requests for reimbursement, expenses, or pay. Standard 1.4 The educator shall not use institutional or professional privileges for personal or partisan advantage. Standard 1.5 The educator shall neither accept nor offer gratuities, gifts, or favors that impair professional judgment or to obtain special advantage. This standard shall not restrict the acceptance of gifts or tokens offered and accepted openly from students, parents of students, or other persons or organizations in recognition or appreciation of service. Standard 1.6 The educator shall not falsify records, or direct or coerce others to do so. Standard 1.7 The educator shall comply with state regulations, written local school board policies, and other state and federal laws. Standard 1.8 The educator shall apply for, accept, offer, or assign a position or a responsibility on the basis of professional qualifications. Standard 1.9 The educator shall not make threats of violence against school Academy employees, school board members, students, or parents of students. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 50 Standard 1.10 The educator shall be of good moral character and be worthy to instruct or supervise the youth of this state. Standard 1.11 The educator shall not intentionally or knowingly misrepresent his or her employment history, criminal history, and/or disciplinary record when applying for subsequent employment. Standard 1.12 The educator shall refrain from the illegal use or distribution of controlled substances and/or abuse of prescription drugs and toxic inhalants. Standard 1.13 The educator shall not be under the influence of alcohol or consume alcoholic beverages on school property or during school activities when students are present. Standard 1.14 The educator shall not assist another educator, school employee, contractor, or agent in obtaining a new job as an educator or in a school, apart from the routine transmission of administrative and personnel files, if the educator knows or has probable cause to believe that such person engaged in sexual misconduct regarding a minor or student in violation of the law. 2. Ethical Conduct toward Professional Colleagues Standard 2.1 The educator shall not reveal confidential health or personnel information concerning colleagues unless disclosure serves lawful professional purposes or is required by law. Standard 2.2 The educator shall not harm others by knowingly making false statements about a colleague or the school system. Standard 2.3 The educator shall adhere to written local school board policies and state and federal laws regarding the hiring, evaluation, and dismissal of personnel. Standard 2.4 The educator shall not interfere with a colleague’s exercise of political, professional, or citizenship rights and responsibilities. Standard 2.5 The educator shall not discriminate against or coerce a colleague on the basis of race, color, religion, national origin, age, gender, disability, family status, or sexual orientation. Standard 2.6 The educator shall not use coercive means or promise of special treatment in order to influence professional decisions or colleagues. Standard 2.7 The educator shall not retaliate against any individual who has filed a complaint with the SBEC or provides information for a disciplinary investigation or proceeding under this chapter. 3. Ethical Conduct toward Students Standard 3.1 The educator shall not reveal confidential information concerning students unless disclosure serves lawful professional purposes or is required by law. Standard 3.2 The educator shall not intentionally, knowingly, or recklessly treat a student or minor in a manner that adversely affects or endangers the learning, physical health, mental health, or safety of the student or minor. Standard 3.3 The educator shall not intentionally, knowingly, or recklessly misrepresent facts regarding a student. Standard 3.4 The educator shall not exclude a student from participation in a program, deny benefits to a student, or grant an advantage to a student on the basis of race, color, gender, disability, national origin, religion, family status, or sexual orientation. Standard 3.5 The educator shall not intentionally, knowingly, or recklessly engage in physical mistreatment, neglect, or abuse of a student or minor. Standard 3.6 The educator shall not solicit or engage in sexual conduct or a romantic relationship with a student or minor. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 51 Standard 3.7 The educator shall not furnish alcohol or illegal/unauthorized drugs to any person under 21 years of age unless the educator is a parent or guardian of that child or knowingly allow any person under 21 years of age unless the educator is a parent or guardian of that child to consume alcohol or illegal/unauthorized drugs in the presence of the educator. Standard 3.8 The educator shall maintain appropriate professional educator-student relationships and boundaries based on a reasonably prudent educator standard. Standard 3.9 The educator shall refrain from inappropriate communication with a student or minor, including, but not limited to, electronic communication such as cell phone, text messaging, email, instant messaging, blogging, or other social network communication. Factors that may be considered in assessing whether the communication is inappropriate include, but are not limited to: (i) the nature, purpose, timing, and amount of the communication; (ii) the subject matter of the communication; (iii) whether the communication was made openly or the educator attempted to conceal the communication; (iv) whether the communication could be reasonably interpreted as soliciting sexual contact or a romantic relationship; (v) whether the communication was sexually explicit; and (vi) whether the communication involved discussion(s) of the physical or sexual attractiveness or the sexual history, activities, preferences, or fantasies of either the educator or the student. Employee Arrests and Convictions An employee must notify his or her principal or immediate supervisor within three calendar days of any arrest, indictment, conviction, no contest or guilty plea, or other adjudication of any felony, and any of the other offenses listed below: • Crimes involving school property or funds • Crimes involving attempt by fraudulent or unauthorized means to obtain or alter any certificate or permit that would entitle any person to hold or obtain a position as an educator • Crimes that occur wholly or in part on school property or at a school-sponsored activity • Crimes involving moral turpitude Moral turpitude includes the following: • Dishonesty • Fraud/Theft • Deceit/Misrepresentation • Deliberate violence • Base, vile, or depraved acts that are intended to arouse or gratify the sexual desire of the actor • Crimes involving any felony possession or conspiracy to possess, or any misdemeanor or felony transfer, sale, distribution, or conspiracy to transfer, sell, or distribute any controlled substance • Felonies involving driving while intoxicated (DWI) • Acts constituting abuse or neglect under the SBEC rules If an educator is arrested or criminally charged, the superintendent is also required to report the educators’ criminal history to the Division of Investigations at TEA. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 52 Drug-abuse prevention Westlake Academy is committed to maintaining an alcohol and drug-free environment and will not tolerate the use of alcohol and illegal drugs in the workplace or on school property. This policy does not prevent the consumption of alcohol at school-related events held offsite and not attended by children. Employees who use or are under the influence of alcohol or illegal drugs as defined by the Texas Controlled Substances Act during working hours may be terminated. The Academy’s policy regarding employee drug use is as follows: Employees shall not manufacture, distribute, dispense, possess, use, or be under the influence of any of the following substances during working hours while at school or at school-related activities during or outside of usual working hours: 1. Any controlled substance or dangerous drug as defined by law, including but not limited to marijuana, narcotics, hallucinogens, stimulants, depressants, amphetamines, or barbiturates. 2. Alcohol or any alcoholic beverages. 3. Any abusable glue, aerosol paints, or any other chemical substance for inhalation. 4. Any other intoxicant, or mood-changing, mind-altering, or behavior-altering drugs. An employee need not be legally intoxicated to be considered "under the influence" of a controlled substance. An employee who possesses or dispenses a substance listed above as part of the employee's job responsibilities, or who uses a drug authorized by a licensed physician prescribed for the employee's personal use shall not be considered to have violated this policy. Drug-Free Schools Requirements Westlake Academy prohibits the unlawful distribution, possession, or use of illegal drugs, inhalants, and alcohol on school premises or as part of any of the Academy’s activities. Employees who violate this prohibition shall be subject to disciplinary sanctions. Such sanctions may include referral to drug and alcohol counseling or rehabilitation programs or employee assistance programs, termination from employment with the Academy, and referral to appropriate law enforcement officials for prosecution. (41 U.S.C. 702(a)(1)(A); 28 TAC 169.2) Compliance with these requirements and prohibitions is mandatory and is a condition of employment. [This notice complies with notice requirements imposed by the federal Drug-Free Schools and Communities Act Amendments of 1989 (20 U.S.C. 3224a and 34 CFR 86.201)] Tobacco use and E-Cigarette use State law prohibits smoking, using tobacco products, or e-cigarettes on all Westlake Academy property and at school-related or school-sanctioned activities, on or off school property. This includes all buildings, playground areas, parking facilities, and facilities used for athletics and other activities. Drivers of Academy-owned vehicles are prohibited from smoking, using tobacco products, or e-cigarettes while inside the vehicle. Notices stating that smoking is prohibited by law and punishable by a fine are displayed in prominent places in all school buildings. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 53 Fraud and financial impropriety All employees should act with integrity and diligence in duties involving the Academy’s financial resources. The Academy prohibits fraud and financial impropriety, as defined below. Fraud and financial impropriety include the following: • Forgery or unauthorized alteration of any document or account belonging to the Academy • Forgery or unauthorized alteration of a check, bank draft, or any other financial document • Misappropriation of funds, securities, supplies, other Academy assets, including employee time • Impropriety in the handling of money or reporting of the Academy’s financial transactions • Profiteering as a result of insider knowledge of school information or activities • Unauthorized disclosure of confidential or proprietary information to outside parties • Unauthorized disclosure of investment activities engaged in or contemplated by the Academy • Accepting or seeking anything of material value from contractors, vendors, or other persons providing services or materials to the Academy • Inappropriately destroying, removing, using records, furniture, fixtures, or equipment • Failing to provide financial records required by state or local entities • Failure to disclose conflicts of interest as required by policy • Any other dishonest act regarding the finances of the Academy • Failure to comply with requirements imposed by law, the awarding agency, or a pass-through entity for state and federal awards Conflict of interest Employees are required to disclose to their supervisor any situation that creates a potential or real conflict of interest with proper discharge of assigned duties and responsibilities or creates a potential or real conflict of interest with the best interests of the Academy. This includes, but is not limited to, the following: • A personal financial interest • A business interest • Any other obligation or relationship • Nonschool employment Gifts and favors Employees may not accept gifts or favors that could influence, or be construed to influence, the employee’s discharge of assigned duties. The acceptance of a gift, favor, or service by any employee that might reasonably tend to influence the selection of textbooks may result in prosecution of a Class B misdemeanor offense. This does not include staff development, teacher training, or instructional materials that convey information to students or contribute to the learning process. It is a serious violation of standards for any employee to use his or her position with the Academy to seek personal or professional advantages through the acceptance of gifts, gratuities, entertainment, or other favors. Westlake Academy employees are prohibited from accepting anything of value or benefit, including but not limited to entertainment, travel, food, and lodging, from any one person, student, parent, or entity the employee knows is interested in or likely to become interested in any contract, purchase, payment, claim, or transaction with the Academy. Gifts of nominal value may be accepted only with the approval of the Superintendent. This provision shall not apply to gifts or things of value or benefit to Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 54 which the employee is lawfully entitled or when the individual is acting in a capacity other than as an Academy employee. This provision also does not apply to employees receiving gifts of nominal value from students which are intended to convey personal appreciation. Participation is allowed in the activities of widely attended events, such as luncheons, dinners, hospitality rooms, and similar gatherings for the discussion of matters of mutual interest to the Academy. Employees may accept expense-paid trips that are part of the normal business activities of the Academy. Trips taken by employees shall be approved in advance by the Superintendent. Copyrighted materials Employees are expected to comply with the provisions of copyright law relating to the unauthorized use, reproduction, distribution, performance, or display of copyrighted materials (i.e., printed material, videos, computer data and programs, etc.) Electronic media, including motion pictures and other audiovisual works, are to be used in the classroom for educational purposes only. Duplication or backups of computer programs and data must be made within the provisions of the purchase agreement. Associations and political activities Westlake Academy will not discourage or prohibit employees from participating in political affairs or require any employee to join any group, club, committee, organization, or association. Employees may join or refuse to join any professional association or organization.An individual’s employment will not be affected by membership or a decision not to be a member of any employee organization that exists for the purpose of dealing with employers concerning grievances, labor disputes, wages, rates of pay, hours of employment, or conditions of work.Use of the Academy’s resources, including work time, for political activities is prohibited. Safety The Academy has developed and promotes a comprehensive program to ensure the safety of its employees, students, and visitors. The safety program includes guidelines and procedures for responding to emergencies and activities to help reduce the frequency of accidents and injuries. To prevent or minimize injuries to employees, coworkers, and students and to protect and conserve Academy equipment, employees must comply with the following requirements: • Observe all safety rules. • Keep work areas clean and orderly at all times. • Immediately report all accidents or incidents to their supervisor. • Operate only equipment or machines for which they have training and authorization. Employees with questions or concerns relating to safety and issues can contact the Superintendent’s office or the Human Resources Office. Possession of firearms and weapons Employees, visitors, and students, including those with a license to carry a handgun, are prohibited from bringing firearms, knives, clubs or other prohibited weapons onto school premises (i.e., building or portion of a building) or any grounds or building where a school-sponsored activity takes place. To Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 55 ensure the safety of all persons, employees who observe or suspect a violation of the Academy’s weapons policy should report it to the school office immediately. Visitors in the workplace All visitors are expected to enter any Academy facility through the main entrance and sign in or report to the building’s main office. Authorized visitors will receive directions or be escorted to their destination. Employees who observe an unauthorized individual on the Academy premises should immediately direct him or her to the main office or contact the Superintendent. 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 control information sheets are available from the Director of Facilities upon request. General procedures Bad weather closing The Academy may close because of bad weather or emergency conditions. When such conditions exist, the Superintendent or designee will make the official decision concerning the closing of the Academy’s facilities. When it becomes necessary to open late or to release students early, notifications will be sent to the following television stations and posted on the Academy’s website: FOX4 – Channel 4 KXAS TV – Channel 5 WFAA TV – Channel 8 KTVT TV – Channel 11 WBAP Radio – AM 820 KRLD Radio – AM 1020 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. Employees should know the location of these devices and procedures for their use. Purchasing procedures Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 56 All requests for purchases must be submitted to the Superintendent. The Academy will not reimburse employees or assume responsibility for purchases made without prior authorization. Employees are not permitted to purchase supplies or equipment for personal use through the Academy’s business office. Contact the Superintendent or Finance Director for additional information on purchasing procedures. Name and address changes It is important that employment records be kept up to date. Employees must notify the Human Resources Office office if there are any changes or corrections pertaining to to their name, home address, home telephone number, marital status, emergency contacts, or beneficiary. Forms to process a change in personal information can be obtained from the Human Resources Office. 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 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. Travel Policy/expense reimbursement Before any travel expenses are incurred by an employee, the Superintendent or designee must give approval. For approved travel, employees will be reimbursed for mileage and other travel expenditures according to the current rate schedule established by the Internal Revenue Service. Employees must submit receipts to be reimbursed for expenses other than mileage. Event/Travel Procedures The following guidelines and standards shall be utilized when traveling on Academy business: A. Registration 1. Direct payment to the sponsor of the event is preferable. 2. In the event direct payment to the sponsor is impossible, an individual attendee will be reimbursed for the actual cost of the registration and/or event costs. 3. Full advantage should be taken of any pre-registration discounts when possible. 4. Vouchers, invoices, advance registration forms, and/or receipts must be submitted as payment or reimbursement justification. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 57 B. Transportation 1. Transportation arrangements are based on what provides the most economic advantage to Westlake Academy. 2. Airfare will be paid directly to the carrier, travel agency (or reimbursed), based on coach fare, utilizing all prepaid, special, or discount fares as may be available. C. Public Carrier Fares and Car Rental 1. Public carrier fares will be reimbursed based on receipts or prevailing fares based on the geographic area. 2. Car rental reimbursement will be reviewed upon submission and/or receipt and prevailing rental rates paid. If necessary, other circumstances will be evaluated in determining additional reimbursement for the rental. 3. Discounts and special rates should be utilized whenever possible. D. Personal Vehicle or Town Owned Vehicle Use 1. Employees using their own vehicle will be eligible to receive a mileage allowance at a rate in accordance with the Internal Revenue Service allowance. Reimbursement will be based upon actual mileage from the employee’s regular place of work to their destination, or from home to destination whichever is less. 2. If an employee is required to attend training for an extended period of time (longer than one work week), the place of training will become the employees regularly assigned workplace until such training is completed. An employee will not be eligible for mileage reimbursement in such an instance. 3. To receive mileage reimbursement, the event, seminar, class, etc. must be required by the Academy or approved as personal development related to the job of the employee. E. Overnight Accommodations 1. Room rental will be based on the actual cost of the room, plus tax (where applicable) and parking. Direct payment or billing from the hotel is preferred. 2. Personal items such as personal telephone calls and movies are not reimbursable. When travel time exceeds a day, one night’s accommodations to the event and one night’s accommodation on the return trip may be reimbursed. 3. Receipts are required for all reimbursements. 4. Overnight accommodations should not exceed what is considered mid-range in terms of cost and should take into account the distance from the conference site in order to reduce transportation costs. F. Meals and Incidental Expenses Meals and incidental expenses may be either reimbursed to the employee utilizing the guidelines under Section “A” below, or the employee may request a daily per diem. Approval of per diem advances is required by the employee’s supervisor or the Executive Director. Travel Advances Travel advances are provided so that the employee is not required to use personal funds for Town business. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 58 1. Travel advances must be received by the Finance Department ten (10) business days prior to the event to allow adequate time for processing. 2. Advances are not to be considered additional compensation to the traveler. 3. Unused portions of travel advances must be returned immediately upon return to work following a trip. Failure to do so within five days shall be reported to the Department Director. 4. A daily advance amount of $65 is permitted including travel days. 5. Advances will be denied to travelers with previous advances outstanding over 10 days and when an expense report has not been filed. 6. Additional advance amounts for mileage are not permitted. Mileage, when allowed, is a reimbursable expense only. 7. Allowable expenses in excess of the advance amount may be reimbursed upon return and filing of an expense report. A. Reimbursement Method 1. Meals will be reimbursed upon presentation of receipts when travel is outside of the Town of Westlake for attendance at a seminar, training class, or full day meeting. 2. Meal receipts must be itemized. Alcoholic beverages are not eligible for reimbursement, and should be deducted from the receipt, or paid separately with the employee’s personal funds. 3. Meals will be reimbursed at a maximum of $15.00 for breakfast, $20.00 for lunch, and $30.00 for dinner. If a meal exceeds this amount, the employee will be required to pay the difference. 5. There is a maximum daily reimbursement of $65.00 for meals. Amounts not used for a meal cannot be applied to another meal. B. Per Diems As an alternative to the Reimbursement method, employees may select the option of a daily per diem for travel and meal expenses. Approval of per diem advances is required by the employee’s supervisor or the Executive Director. 1. Meals The Academy will pay for meals up to the GSA allowance amount when the purchase of meals is directly attributable to the conduct of official business. The employee shall utilize all meals provided by the conference/seminar/meeting. Incidental expenses for snacks and sundry items and gratuities are included in the GSA allowance. Determining GSA Allowance Rate The amount of the GSA allowance is based on the travel destination. Each travel destination has a GSA allowance rate that is assigned to it based upon cost of living. The GSA allowance rate for the travel destination is determined through the following steps: Step 1: Click on www.gsa.gov Step 2: Click on Per Diem Rates under the e-Tools: Online Services heading. Step 3: Click on the applicable US state for the destination Town. Choose the applicable Meals and Incidental Expense (M&IE) rate from the table. If the destination Town is not listed in the Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 59 table, the standard rate provided in the table should be used. The GSA meal and incidental allowance shall be prorated (reduced) under the following conditions: • Meal is provided at a conference, seminar, or social event • Meal is provided on the airline or other mode of transportation • Meal is eaten at home on the day of the travel before beginning the travel or upon returning home after the travel. The GSA allowance shall be prorated as follows for the conditions listed above: • Breakfast - 20% of GSA allowance • Lunch - 30% of GSA allowance • Dinner - 50% of GSA allowance The GSA allowance shall not be carried over from one day to the following day during the travel. When using the per diem method, all employees must document GSA-allowable per diems using the Determination of Travel Allowance worksheet. The form shall include the applicable GSA allowances percentages for meals and other applicable expenses, and total travel costs. Supervisors or Department Heads who have managerial oversight for employee business expense(s) are/is expressly and ultimately responsible authorizing and reviewing travel expenses and reimbursements. Meals on traveling days: For the days beginning and ending travel, only those meals within the travel window should be claimed. • Days beginning travel: Departure times after 10 a.m. – only lunch and dinner should be claimed Departure times after 2 p.m. – only dinner should be claimed. • Days ending travel: Arrival times before 12 p.m. – only breakfast should be claimed Arrival times before 5 p.m. – only breakfast and lunch should be claimed Partial Day Reimbursement An employee who is traveling on official business for a continuous period of a minimum of four hours but less than twenty-four hours, which does not involve an overnight stay, will be reimbursed based on the per diem breakdown. No partial meal allowance will be paid for an official business trip of less than four (4.0) hours unless the business meeting includes a meal. Joint Expenses When two or more employees incur business expenses jointly (e.g. hotel expenses) that will be charged to the same account, one person may pay some or all of the joint expenses and file the travel report covering them. The report should mention the names of all employees whose expenses are included. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 60 Submittal of Completed Expense Report Employee must document any expenses incurred on an Employee Expense Report (see Appendix section). Receipts must accompany the report to substantiate any requested reimbursement. Expenses must be submitted to the Executive Director or designee for approval. Expense reports should be submitted to the Finance Department within ten (10) days of returning from travel. Building use The Director of Facilities is responsible for scheduling the use of facilities after school hours. Contact the Director of Facilities to request use of school facilities and to obtain information on the fees charged. Termination of employment Resignations Contract employees. Contract employees may resign their position without penalty at the end of any school year if written notice is received 45 days before the first day of instruction of the following school year. A written notice of resignation should be submitted to the Superintendent. Contract employees may resign at any other time only with the approval of the Superintendent. Resignation without the consent of the Superintendent may result in disciplinary action by the State Board for Educator Certification (SBEC). The Superintendent will notify SBEC when an employee resigns and reasonable evidence exists to indicate that the employee has engaged in any of the acts listed in Reports to the Texas Education Agency section on page 58. Noncontract employees. Noncontract employees may resign their positions at any time. A written notice of resignation should be submitted to the Superintendent and the Human Resources office at least two weeks prior to the effective date. Employees are encouraged to include the reasons for leaving in the letter of resignation but are not required to do so. Dismissal or non-extension of contract employees Employees on professional contracts can be dismissed during the school year or, not extended at the end of the contract term in accordance with law and Board policy. Contract employees dismissed during the school year, suspended without pay, or subject to a reduction in force shall receive notice of the recommended action, an explanation of the charges or reasons and an opportunity for appropriate process and review. Time lines and procedures to be followed will be provided when written notice of the pending action is issued. Advance notification will not apply when a contract employee is dismissed for failing to obtain or maintain appropriate certification. Suspension/administrative leave of contract employees Contract employees may be suspended with pay or placed on administrative leave by the Superintendent during an investigation of alleged misconduct by the employee, or at any time that the Superintendent determines that the Academy’s best interest will be served by the suspension or administrative leave. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 61 Dismissal of noncontract employees Noncontract employees are employed at will and may be dismissed without notice, a description of the reasons for dismissal, or a hearing. It is unlawful for the Academy to dismiss any employee for reasons of race, religion, sex, national origin, disability, military status, any other basis protected by law, or in retaliation for the exercise of certain protected legal rights. Noncontract employees who are dismissed have the right to grieve the termination. The dismissed employee must follow the process outlined in this handbook when pursuing the grievance. (See Complaints and Grievances policy) Exit interviews and procedures Exit interviews will be scheduled for all employees leaving the Academy by the Human Resources Office. Information on the continuation of benefits, release of information, and procedures for requesting references will be provided at this time. Separating employees are asked to provide the Academy with a forwarding address and phone number and complete a questionnaire that provides the Academy with feedback on his or her employment experience. All Academy keys, books, property, and equipment must be returned upon separation from employment. The Academy may withhold the cost of any unreturned items from the final paycheck. Reports to the Texas Education Agency The dismissal of a certified employee must be reported to the Division of Investigations at TEA whenever the termination is based on evidence that the employee was involved in any of the following: • A reported criminal history • Any form of sexual/physical abuse of a minor or any other illegal conduct with a student or a minor • Soliciting or engaging in sexual conduct or a romantic relationship with a student or minor • The possession, transfer, sale, or distribution of a controlled substance • The illegal transfer, appropriation, or expenditure of school property or funds • An attempt by fraudulent or unauthorized means to obtain or alter any certificate or permit for the purpose of promotion or additional compensation • Committing a criminal offense or any part of a criminal offense on school property or at a school- sponsored event • Violating assessment instrument security procedures The superintendent is also required to notify TEA when a certified employee resigns and there is evidence that the educator engaged in the conduct listed above. The reporting requirements above are in addition to the superintendent’s ongoing duty to notify TEA when a certified employee has a reported criminal history. “Reported criminal history” means any formal criminal justice system charges and dispositions including arrests, detentions, indictments, criminal information, convictions, deferred adjudications, and probations in any state or federal jurisdiction. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 62 Reports concerning court-ordered withholding The Academy is required to report the termination of employees that are under court order or writ of withholding for child support or spousal maintenance to the court and the individual receiving the support (Texas Family Code §8.210, 158.211). Notice of the following must be sent to the court and support recipient: • Termination of employment not later than the seventh day after the date of termination • Employee’s last known address • Name and address of the employee’s new employer, if known Student issues Equal educational opportunities Westlake Academy does not discriminate on the basis of race, color, religion, national origin, gender, or disability in providing education services, activities, and programs, including vocational programs, in accordance with Title VI of the Civil Rights Act of 1964, as amended; Title IX of the Educational Amendments of 1972; and Section 504 of the Rehabilitation Act of 1973, as amended. Questions or concerns about discrimination of students on the basis of race, color, religion, sex, disability, or national origin should be directed to the Superintendent or designee. Student records Student records are confidential and are protected from unauthorized inspection or use. Employees should take precautions to maintain the confidentiality of all student records. Only the following individuals are authorized to have general access to a student’s records: • Parents of a minor or of a student who is a dependent for tax purposes • The student (if 18 or older or attending an institution of postsecondary education) • School officials with legitimate educational interests The Parent/Student Handbook provides parents and students with detailed information on student records. Parents or students who want to review student records should be directed to the Superintendent for assistance. Parent and student complaints In an effort to hear and resolve parent and student complaints in a timely manner and at the lowest administrative level possible, the Academy has adopted orderly processes for handling complaints on different issues. The Superintendent’s office can provide parents and students with information on filing a complaint. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 63 Parents are encouraged to discuss problems or complaints with the teachers at any time. Parents and students with complaints that cannot be resolved should be directed to the Superintendent. The formal complaint process provides parents and students with an opportunity to be heard up to the highest level of management if they are dissatisfied with a Superintendent’s response. Once all administrative complaint procedures are exhausted, parents and students can bring complaints to the Superintendent or the Board of Trustees. 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 Superintendent or the school nurse for information on procedures that must be followed when administering medication to students. Dietary supplements Westlake Academy employees are prohibited by state law from knowingly selling, marketing, or distributing a dietary supplement that contains performance-enhancing compounds to a student with whom the employee has contact as part of his or her Academy duties. In addition, employees may not knowingly endorse or suggest the ingestion, intranasal application, or inhalation of a performance- enhancing dietary supplement to any student. Psychotropic drugs A psychotropic drug is a substance used in the diagnosis, treatment, or prevention of a disease or as a component of a medication. It is intended to have an altering effect on perception, emotion, or behavior and is commonly described as a mood- or behavior-altering substance. Academy employees are prohibited by state law from doing the following: • Recommending that a student use a psychotropic drug • Suggesting a particular diagnosis • Excluding from class or school-related activity a student whose parent refuses to consent to a psychiatric evaluation or to authorize the administration of a psychotropic drug to a student Student conduct and discipline Students are expected to follow the classroom rules, and rules listed in the Parent/Student Handbook. Teachers and administrators are responsible for taking disciplinary action based on a range of discipline management strategies that have been adopted by the Academy. Other employees that have concerns about a particular student’s conduct should contact the classroom teacher or Superintendent. Westlake Academy 2017-2018 Personnel Manual – adopted August 7, 2017 (WA Res 17-09) Page 64 Teachers must file a written report with the Superintendent or another appropriate administrator when they have knowledge that a student has violated the Student Code of Conduct. A copy of this report will be sent by the Superintendent to the student’s parents within 24 hours. Student attendance Teachers and staff should be familiar with the Academy’s policies and procedures for attendance accounting. These procedures require minor students to have parental consent before they are allowed to leave the Academy campus. When absent from school, the student, upon returning to school, must bring a note signed by the parent that describes the reason for the absence. These requirements are addressed in campus training and in the Parent/Student Handbook. Contact the Principal’s office for additional infor- mation. Bullying All employees are required to report student complaints of bullying to the Superintendent to designee. The Academy’s policy containing definitions and procedures for reporting and investigating bullying of students may be found in the Westlake Academy Parent/Student Handbook. 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. estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Monday, August 07, 2017 TOPIC: Consider a Resolution awarding the bid for property/casualty insurance products and services to Box Insurance Agency for FY 2017-2018. STAFF CONTACT: Todd Wood, Dir. of HR & Administrative Services Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Planned / Responsible Development Fiscal Stewardship PYP / MYP / DP Improve Financial Stewardship Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: September 1, 2017 Completion Date: August 31, 2018 Funding Amount: $135,790 Status - Funded Source - General Fund EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) Bids have been obtained for Westlake Academy’s annual insurance renewal from three brokers, representing multiple insurance carriers. These insurance policies include property, general liability, umbrella, workers’ compensation, auto, international travel, 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. It should be noted that liability quotes are quoted as all inclusive, or as sub-policies to the GL policy. These include coverage for Directors & Officers, Employers Legal Liability, Employment Practices Liability, Employee Benefits Liability, and Educator’s Legal Liability. Box Insurance Agency was the only submission that was received, and the bid package reflected a 5% premium increase over 2016-2017. This increase was largely due to industry-wide increases in property claims due to wind and hail damage. It is recommended that Westlake Academy add a Cyber liability policy to our current policies, at a cost of $1,670 for the 2017-2018 school year. RECOMMENDATION Staff recommends awarding the bid for Westlake Academy’s property/casualty insurance products and services to Box Insurance Agency for FY 2017-2018. The total cost for this recommendation is $135,460.00. ATTACHMENTS Resolution, with recommended bid attached as Exhibit “A.” Exhibit “A” Recommended Bid – Box Insurance Coverage Expiring Premium Renewal Premium Commercial Property- Travelers * $ 80,284.00 $ 76,380.00 (Total Value @42,592,015) (Total value @45,240,040) General Liability – Utica ** $ 11,453.00 $ 11,665.00 Business Auto - Utica $ 3,083.00 $ 2,954.00 Crime - Utica $ 2,670.00 $ 2,670.00 Umbrella ($5,000,000) – Utica *** $ 8,659.00 $ 8,578.00 Workers Compensation - Travelers $ 20,607.00 $ 19,004.00 Student Accident Policy - QBE $ 4,282.00 $ 4,298.00 International Travel – Ace **** $ 2,000.00 $ 2,000.00 __________________________________________________________________________________ Total $133,308.00 $127,549.00 * Competitive bid offered similar coverage at a lower cost. Roofs 10 years or older are replaced on a depreciated schedule (ACV), increasing retention after deductibles are paid. Staff does not recommend this exposure due to estimated replacement costs of roofs 10 years or older. ** Competitive bid for GL coverage excluded coverage for armed security, health care providers, and counseling services. Staff recommends that this coverage is required for daily operations at Westlake Academy. *** Competitive bid for Umbrella coverage did not cover Directors and Officers Liability, Employment Practices Liability, or Uninsured/Underinsured Liability. **** Recommended bid offers extended coverages for students and teachers for an additional $2,500 (optional) Resolution WA 17-10 Page 1 of 3 WESTLAKE ACADEMY RESOLUTION NO. 17-10 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 2017-2018. WHEREAS, Westlake Academy desires to maintain a comprehensive risk management program for the protection of its property, students, employees, elected officials, and stakeholders; and, WHEREAS, the leaders of Westlake Academy desire to exercise exceptional levels of stewardship with all financial resources; and, WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: SECTION 1: that the Board of Trustees of Westlake Academy does hereby award the recommended bid for property/casualty insurance products and services to Box Insurance Agency for FY 17-18, 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 17-10 Page 2 of 3 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 7TH DAY OF AUGUST 2017. ___________________________________ ATTEST: Laura Wheat, President ___________________________ __________________________________ Kelly Edwards, Town Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: _____________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution WA 17-10 Page 3 of 3 Exhibit “A” Recommended Bid – Box Insurance Coverage Expiring Premium Renewal Premium Commercial Property- Travelers $ 75,499 $ 79,545 General Liability – Utica $ 11,665.00 $ 12,062.00 Business Auto - Utica $ 2,954.00 $ 2,498.00 Crime - Utica $ 2,670.00 $ 2,670.00 Umbrella ($5,000,000) – Utica $ 8,574.00 $ 8,578.00 Workers Compensation - Travelers $ 19,004.00 $ 23,679.00 Student Accident Policy – QBE $ 4,282.00 $ 4,480.00 International Travel – CHUBB $ 2,000.00 $ 2,000.00 __________________________________________________________________________________ Total $126,668.00 $133,790.00 Optional Recommended Coverage Premium Cyber Liability- Travelers $ 1,670.00 Total Premium $ 135,460.00 estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Monday, August 07, 2017 TOPIC: Approval of a Resolution Authorizing the Superintendent to Execute a Contract with the Education Service Center Region 11 for various Business and Student Support Services for the operation of Westlake Academy. STAFF CONTACT: Debbie Piper, Finance Director Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Vision: Westlake Academy inspires college bound students to achieve their highest individual potential in a nuturing environment that fosters the traits found in the IB Learner Profile. Fiscal Stewardship PYP / MYP / DP Improve Financial Stewardship Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: September 1, 2017 Completion Date: August 31, 2018 Funding Amount: $49,485 Status - Funded Source - General Fund EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) The Education Service Center Region 11 currently provides support to Westlake Academy for business and student services. This includes training sessions for faculty and staff at discounted rates, compliance training for public education rules and regulations, access to the Technology Resources Education Consortium, as well as software applications and support. These software applications include: payroll, student attendance and registration, special education, grade book, health services, PEIMS, and off-site hosting of the Academy’s information systems. Approval of this resolution authorizes use of those services by Westlake Academy over the next twelve (12) month, fiscal year period beginning September 1, 2017 and ending August 31, 2018. RECOMMENDATION Staff Recommends approval of the resolution authorizing the Superintendent to Execute a Contract with the Education Service Center Region 11 for various Business and Student Support Services for the operation of Westlake Academy. ATTACHMENTS Resolution Contract Summary Report Contract Summary for: • Business Services • Comprehensive Services Basic Contract • Internet Access • Management Information Systems Software & Support Service (TxEIS Student and Business) • Technology Resources Education Consortium (TREC) • TSDS (PEIMS, student GPS, Dashboard, TIMS, UID, ECDS) • TxEIS Service Fees (Co-op Fee, Hosting Fee, Extracts) WA Resolution 17-11 Page 1 of 2 WESTLAKE ACADEMY RESOLUTION NO. 17-11 A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY AUTHORIZING THE SUPERINTENDENT TO ENTER INTO A CONTRACT WITH THE EDUCATION SERVICE CENTER REGION 11 FOR VARIOUS BUSINESS AND STUDENT SUPPORT SERVICES FOR THE OPERATION OF WESTLAKE ACADEMY. WHEREAS, the Westlake Academy has utilized the business and student services of the Education Service Center Region 11, which is responsible for providing training for faculty and staff, providing compliance training for public education rules and regulations, performing the payroll functions in full compliance with the Texas Education Agency (TEA) Financial Accountability System Resource Guide, as well as offering software and information technology training and hosting services to Westlake Academy; and, WHEREAS, additional personnel costs for the Academy would have a greater impact to the Academy’s operating budget than utilizing these contracted services offered by the Education Service Center Region 11, and the quality of these services has been exceptional; and WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE WESTLAKE ACADEMY, TEXAS: SECTION 1: The above findings are hereby found to be true and correct and are incorporated herein in its entirety. SECTION 2: The Board of Trustees of the Westlake Academy hereby approves the contract with the Education Service Center Region 11 functions at Westlake Academy attached hereto as Exhibit “A”; and further authorizes the Superintendent to execute this agreement. SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Board hereby determines that it would have adopted this Resolution without the invalid provision. WA Resolution 17-11 Page 2 of 2 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY, A CHARTER SCHOOL OF THE STATE OF TEXAS, ON THE 7th DAY OF AUGUST 2017. ___________________________________ 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 Marlene Rutledge (817) 490-5737 mrutledge@westlake-tx.org Res WA 17-11 Res WA 17-11 Res WA 17-11 Res WA 17-11 Res WA 17-11 Res WA 17-11 Res WA 17-11 Res WA 17-11 Res WA 17-11 Res WA 17-11 estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Action Item Westlake Board Meeting Monday, August 07, 2017 TOPIC: Conduct a Public Hearing and Consider a Resolution Approving the Amended Year-End Budget for Westlake Academy for the Fiscal Year Ending August 31, 2017 and Adopting the Proposed Budget for the Fiscal Year Ending August 31, 2018. STAFF CONTACT: Tom Brymer, Town Manager/Superintendent Dr. Mechelle Bryson, Executive Director Debbie Piper, Finance Director Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Vision: Westlake Academy inspires college bound students to achieve their highest individual potential in a nuturing environment that fosters the traits found in the IB Learner Profile. Fiscal Stewardship PYP / MYP / DP Improve Financial Stewardship Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: September 1, 2017 Completion Date: August 31, 2018 Funding Amount: GF - $8,322,199 Status - Funded Source - General Fund EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) Westlake Academy has faced several challenges and opportunities over the last several years, including decreased state funding, increased rigor in state assessments, recruitment and retention of legacy teacher issues, facility expansion and space constrictions, and unprecedented growth. The students, staff, and faculty have shown an enormous amount of resiliency and determination to continually hold to our vision and rise to any challenge we have faced. Keeping this in mind, we present this year’s budget theme, “I=E3: Inquiry is the Solution … Engage … Explore … Empower!” The Board of Trustees reviewed the proposed budget for FY 2017-2018 at the Governance Retreat held on June 2, 2017 and will again discuss the projections on August 7, 2017. During these discussions, staff presented the projected year end expenditures, an analysis of the coming year revenues and expenditures related to the academic services of Westlake Academy and a five-year financial forecast. We will also present any updates to the numbers and projections between the June and August timeframe. These final proposed SY 17-18 expenditures of $8,322,199 for the General Fund represents a decrease from the SY 16-17 expenditures by $38K. This budget presentation is the final opportunity for Board follow-up and review of the proposed information for the coming fiscal and school year. Legal requirements for charter school budgets are formulated by the state and the TEA. A Board typically adopts an appropriated budget on a basis consistent with GAAP for the general fund, debt service fund and child nutrition program (which is included in special revenue funds). However, the Academy does not maintain a debt service fund nor a child nutrition program; therefore, only the General Fund is required to be adopted. Special Revenue Funds are not adopted by the governing body, and are shown for informational purposes only. In accordance with State law, the staff has prepared and presents the FY 2017-2018 operating budget for the Academy outlining the anticipated revenues and expenditures of all funds for the Board’s review and consideration, including the amended year-end budget for FY 2016-17. RECOMMENDATION Following presentation of the final proposed FY 2017-2018 operating budget and holding of the required public hearing, staff recommends approval of this resolution. ATTACHMENTS Resolution Proposed FY 2017-2018 Budget, including amended year-end budget for FY 2016-2017 WA Resolution 17-12 Page 1 of 2 WESTLAKE ACADEMY RESOLUTION NO. 17-12 A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY TO ADOPT THE REVISED OPERATING BUDGET FOR FISCAL YEAR ENDING AUGUST 31, 2017 AND THE PROPOSED BUDGET FOR FISCAL YEAR ENDING AUGUST 31, 2018 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 7th, 2017; 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 amended Westlake Academy Operating Budget for the fiscal year ending August 31, 2017 and the proposed Westlake Academy Annual Operating Budget for the fiscal year ending August 31, 2018 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 2017-2018 Budget shall be kept on file in the office of the Town Secretary. WA Resolution 17-12 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 7th DAY OF AUGUST, 2017. ___________________________________ 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 Westlake Academy * 2600 Ottinger Road * Westlake, Texas 76262 www.westlakeacademy.org ENGAGE...E XPLORE... EMPOWER! is the MATHEMATICS TECHNOLOGY SPANISH BIOLOGYENGLISHCHEMISTRYPHYSICSHUMANITIESMUSIC AND THE ARTSDRAFT This page is intentionally blank DRAFT BUDGET GUIDE AND TABLE OF CONTENTS Westlake Academy, IBO Charter School* 2600 Ottinger Road * Tarrant County, Westlake Texas 76262 1.INTRODUCTORY SECTION •01 ASBO Award for FY16/17 •03 GFOA Award for FY 16/17 •05 Mission, Vision, Values •06 Westlake Academy Profile 2.EXECUTIVE SECTION •11 Executive Summary Letter •16 Service Level Adjustments •17 Debt Service and Bond Rating 3.BUDGET STRUCTURE •21 Budget Overview and Process •27 Balanced Scorecard System •32 Budget Document Structure •33 Financial Budget Structure •34 Fund Balance Components •35 Fund Types and Structure •38 Account Coding Structure •39 Revenue Classifications •40 Expenditure Class by Function •43 Expenditure Class by Object •44 Fund/Function Relationship 4.FINANCIAL ANALYSIS SECTION •47 Financial Forecast Narrative •48 Five Year Financial Forecast •49 Governmental Funds Summary •58 General Fund Summary •70 Special Revenue Fund Summary 5.PERSONNEL SECTION •77 Personnel Narrative •82 Organizational Chart •83 Board Members •84 Leadership Team •85 Organizational Structure - Municipal •86 Organizational Structure - Academic 6.STUDENT DATA SECTION •91 IBO Overview •92 IB Learner Profile •94 Enrollment Boundaries •95 Student Enrollment •96 PYP Performance Data •99 MYP Performance Data •103 DYP Performance Data •105 Benchmark Data •109 TEA Accountability Summary •110 Achievements - Academic •113 Achievements - Athletic •114 Parent Survey Results 7.POLICY SECTION •117 Investment Policies •122 Fiscal and Budgetary Policies •132 Future Policies to be Discussed 8.APPENDIX SECTION •137 Glossary •144 Acronyms •145 School CalendarDRAFT This page is intentionally blank DRAFT DRAFT This page is intentionally blank DRAFT This Meritorious Budget Award is presented to WESTLAKE ACADEMY INTERNATIONAL BACCALAUREATE WORLD SCHOOL for excellence in the preparation and issuance of its budget for the Fiscal Year 2016-2017. The budget adheres to the principles and standards of ASBO International’s Meritorious Budget Award criteria. Anthony N. Dragona, Ed.D., RSBA John D. Musso, CAE, RSBA President Executive Director 1DRAFT MERITORIOUS BUDGET AWARD Westlake Academy has been awarded the Meritorious Budget Award by the Association of School Business Officials (ASBO) for the preparation and issuance of the 2016-2017 annual budget. They have received this award since September 1, 2010. This award is the highest form of recognition and a significant achievement that reflects the commitment of the governing body and staff in meeting the highest principles of academic budgeting. The Meritorious Budget Award (MBA) recognizes school districts that demonstrate proficiency in creating clear, sound budgets while enhancing skills in developing, analyzing, and presenting a clear and effective budget. To receive this award, Westlake Academy must publish a budget document that meets program criteria such as •Understanding the importance of presenting an accurate and transparent budget year after year. •Discovering best practices in budgeting that will improve the budget's accuracy and transparency •Developing a reader-friendly document that presents clear budget guidelines. •Promoting communication between departments and the community. •Encouraging short- and long-range budget goals. •Supporting effective use of educational resources. Congratulations to Debbie Piper, Finance Director; Marlene Rutledge, Accounting Technician II; Dr. Mechelle Bryson, Executive Director, and the Academic Leadership Team for preparing this award-winning budget for Westlake Academy. 2DRAFT The Government Finance Officers Association of the United States and Canada (GFOA) has presented a Distinguished Budget Presentation Award to Westlake Academy for its annual budget for the fiscal year beginning September 1, 2016. T o 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 communication 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. September 1, 2016 3DRAFT DISTINGUISHED BUDGET PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Westlake Academy Board of Trustees for its annual budget for the fiscal year beginning September 1, 2016. They have received this award since September 1, 2009. To receive this award, Westlake Academy must publish a budget document that meets program criteria shown below. THE BUDGET AS A POLICY DOCUMENT •This criterion involves including a Westlake Academy-wide statement of budget policies, goals and objectives for the year, and an explanation of the budgeting process to the reader, describing the short- term and operational policies that guide the development of the budget. The criterion also relates to the longer-term Westlake Academy-wide policies that are expected to continue in effect for several years. The budget award criterion also requires the inclusion of a budget message and/or transmittal letter by Westlake Academy Manager. THE BUDGET AS A FINANCIAL PLAN •This criterion involves including an explanation of the financial structure and operations of Westlake Academy, and Westlake Academy's major revenue sources and fund structure. The budget should contain an all-inclusive financial plan for all funds and resources of Westlake Academy, including projections of financial condition at the end of the fiscal year, projections of current year financial activity, and provide a basis for historical comparisons. The budget should also present a consolidated picture of all operations and financing activities in a condensed format and an explanation of the budgetary accounting basis, whether prepared on a generally accepted accounting principles (GAAP) basis, cash basis, modified accrual basis, or any other acceptable method. THE BUDGET AS AN OPERATIONS GUIDE •This criterion involves including information in the document explaining the relationship between organizational units (departments) and programs; including an organization chart, a description of the departmental organizational structure and staffing levels, and historical comparisons of staffing levels; explaining how capital spending decisions will affect operations; providing objectives and performance measures; and describing the general directions given to department heads through the use of goals and objectives, reorganizations, statement of functions, or other methods. THE BUDGET AS A COMMUNICATIONS DEVICE •This criterion relates to having the budget document available for public inspection; providing summary information suitable for use by interested citizens and/or the media; avoiding the use of complex technical language and terminology; explaining the basic units of the budget, including funds, departments or activities; and disclosing sources of revenues and explanations of revenue estimates and assumptions. The intent is to enhance the communication aspects of the budget document, so that information in the budget can be communicated to a reader with a non-financial background. This award is valid for a period of one year only. We believe our current budget document continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 4DRAFT MISSION, VISION & VALUES 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 charter school in the State of Texas. The 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 was 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. M ISSION “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.”  V ISION “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~  V ALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding  D ESIRED O UTCOMES The following desired outcomes summarize the goals and objectives established by the Board of Trustees and leadership staff at the Academy: High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability Student Engagement-Extracurricular Activities Effective Educators & Staff 5DRAFT WESTLAKE ACADEMY Westlake Academy is an Open Enrollment Charter School that opened September 1, 2003 and offers the full IB curriculum for grades K-12. Westlake Academy distinguishes itself among neighboring educational offerings with a particular focus on producing students who are globally minded. The programs of the International Baccalaureate Organization (Primary Years Program, Middle Years Program, Diploma Program) have been selected as the educational model utilized at the Academy. Educational technology will be pervasive and will infuse the classroom curriculum. Westlake Academy is a premier learning establishment and prides itself on providing a learning environment where students have the resources and facilities to excel. The primary geographic service area for Westlake Academy is the town limits of Westlake; students from other locations may be considered if seats are available. Westlake Academy continues to have excellent academic and extra-curricular results and is ranked among the best high schools in America. STUDENT UNIFORMS The Westlake Academy Dress Code specifically outlines school-approved uniform options for students: •formal uniforms •casual uniforms •acceptable spirit wear The student uniform standards encourage a productive learning environment in which students can focus on learning, appreciate an awareness of others without distractions, develop character and good citizenship skills, instill respect and self- discipline. OUR 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 •Communicator •Principled •Open-Minded •Balanced •Risk-Takers •Caring •Reflective OUR 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. VALUES •Maximizing Personal Development •Academic Excellence •Respect for Self and Others •Personal Responsibility •Compassion and Understanding 6DRAFT HOUSE SYSTEM Westlake Academy has chosen to implement a house system with each student and faculty member assigned to one of four houses named after people who represent qualities important to and inherent in the WA mission statement. While school and team spirit are promoted, the house system also encourages integration, responsibility and a sense of community. Membership in a house is life-long. Each student should be responsible for the well being of fellow members and be proud to work for the betterment of the house. Houses will work together and compete in academic, sporting, service projects and events. All siblings will be assigned to the same house. The House System organization and leadership team consists of a House Coordinator and its own leadership team consisting of a House Captain, Service Captain, PYP Captain, and a Faculty Liaison. The 2016-17 House Coordinators are Dawnelle Butler and an additional staff member to be named at a later date. Keller House In 1882, at the age of two, Helen Keller became deaf and blind. Nevertheless, she learned to read, write and speak. She attended the most prestigious women’s university in the United States and became a spokeswoman for all people with disabilities. She represents determination, perseverance and passion. Thoreau House Henry David Thoreau was a writer, thinker and naturalist. He was one of the country’s first environmentalists. He represents a love of nature, independent thinking and standing up for one’s convictions. Wheatley House Sold into slavery at the age of seven, Phillis Wheatley nonetheless learned to read and write in English, Greek and Latin and published her first poem at the age of thirteen. She was the United States’ first African-American poet. She represents our search for spirituality and cultural diversity. Whitman House Father of free, non rhyming verse in poetic literature, Walt Whitman was truly an innovator who began his career in the years before the civil war. He used his poetry to express the distinctive virtues of the American nation. He exalts the democratic spirit and a love of a country. 7DRAFT This page is intentionally blank 8DRAFT 9DRAFT This page is intentionally blank 10DRAFT August 7, 2017 Honorable Board of Trustees, As Superintendent of Westlake Academy, and in tandem with the administrative teams for both municipal and academic services, I am pleased to submit for your consideration, the Academic Budget for FY 2017/18. On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to excellence, and support in making Westlake Academy and the Town of Westlake a truly shining example of what can be accomplished when people come together with a common purpose: great educational success can happen! I. INTRODUCTION Westlake Academy has faced several challenges and opportunities over the last several years, including decreased state funding, increasing rigor in state assessments, recruitment and retention of legacy teacher issues, space constrictions and subsequent facility expansion, and unprecedented growth within our student population. The students, staff, and faculty have shown an enormous amount of resiliency and determination to continually hold to our vision and rise to any challenge we have faced. Keeping this in mind, we present this year’s budget theme, “I=E3: Inquiry is the Solution … Engage … Explore … Empower!” A public school operating budget is legally required to include the Academy’s General, Debt Service, and Food Service Funds. Because the Academy does not maintain the latter two funds, the General Fund is the only legally adopted fund. For informational purposes only, budgets for Special Revenue Funds are included throughout the presentation. G ENERAL F UND B UDGET S UMMARY Amended FY 2016/17 Proposed FY 2017/18 $ Increase (Decrease) % Increase (Decrease) Total Revenues $ 8,227,963 $ 8,584,100 $ 356,137 4% Total Expenditures 8,360,471 8,322,199 (38,272) -0.458% Other Resources 117,090 60,000 (57,090) -100% Other Uses (60,000) (60,000) Excess Revenues Over(Under) Expenditures (75,418) 261,901 337,319 -447% FUND BALANCE BEGINNING 1,072,464 997,046 (75,418) -7% FUND BALANCE ENDING 997,046 1,258,947 261,901 26% Assigned 48,090 39,090 (9,000) -19% FUND BALANCE ENDING (Unassigned) $ 948,956 $ 1,219,857 $ 270,901 29% # Days Operating (Based on 365) 41 54 12 29% Daily Operating Expenditure 22,905 22,801 $ 105 0% Students Enrolled 830 856 26 3% TEA Funding per Student $ 7,382 $ 7,646 $ 264 4% Operating Cost per Student $ 10,073 $ 9,722 $ ( 351) -3% Teachers 65.55 65.59 0.04 0% Student/Teacher Ratio 12.66 13.05 0.39 3% 11DRAFT II. THE CHALLENGES The Town of Westlake, and therefore Westlake Academy, finds itself in one of DFW’s most desirable executive housing corridors - located along State Highway 114. Growth associated with the area necessitates that we not only understand and deal with the associated changes, but also understand the impact the future growth presents. As our state charter is held by the municipality, any challenge or opportunity experienced by the community as a whole also affects the Academy. The most pressing challenges are: Westlake’s Permanent Population Growth: This is the portion of our population considered to be our permanent residents. From the 1990 population of 185 to 2016’s population of 1,264 represents an increase of 583% equal to 1,079 additional residents. We will continue to monitor and plan for increases in these numbers considering our Comprehensive Plan’s (Forging Westlake) forecast of approximately 7.21% annual population growth between now and 2040. This would bring us to around 7,000 residents. The number of Westlake residents who are selecting Westlake Academy as the educational choice for their students has doubled in the past five years. Resident surveys continually indicate that the Academy is a strong motivator for our residents to locate in Westlake, and one of the top three (3) reasons why they plan to remain in our community. For example, the 2017 municipal services survey results indicate 75% of the new residents say enrollment at Westlake Academy was extremely important/important to their decision to live in the community. With the majority of those residents then listing this as the number one (1) reason they will remain in Westlake over the next five (5) years. Planning for Academy growth in the face of residential development continues to be a challenge. Wherever possible, the Town has entered economic development agreements with residential developers to provide funding for Westlake Academy facilities to lessen the impact of their residential development on the Academy’s enrollment. Westlake Academy has experienced steady enrollment growth from 491 students in SY 2009-10 to a projected 856 in SY 2017-18. The current increase of student population is a result of the Phase I expansion efforts on the Academy campus and our development. Our growth requires that we carefully manage our student enrollment processes to provide adequate space for children of Westlake residents. Approximately 39,000 sq. ft. of new facilities space was opened on campus in SY 14/15. It was comprised of a secondary classroom building, field house, and a primary years’ multi-use hall. These buildings increased our capacity and allowed for decompression of our current school facilities. The lottery waiting list for student admissions from our secondary boundaries continues to grow from 705 in 2011 to over approximately 2,250 students for this coming school year. Public Education Funding Shortfall: State funding of public education was decreased by the State Legislature in 2011. While it has increased somewhat since then, the allocation has not kept pace with basic cost increases. And, in the Legislature’s most recent 2017 session, the per student funding for public education was not increased for the next biennium. This negatively impacts Westlake since, as a charter school, we receive approximately 80% of our operational funding from the State. The municipal government continues to allocate significant resources to the school to deal with State funding limitations, maintain high quality educational services, provide for the Academy’s facilities and support services, as well as preserve space for the children of Westlake residents. Additionally, the Westlake Academy Foundation (WAF) raises significant operating funds for the Academy, without which the school could not operate. 12DRAFT Staffing Levels, Insurance Costs, and Retention: Our investment in the school must be facilitated in tandem with staffing considerations to maintain our dynamic teaching teams, and be competitive with our surrounding school districts. This includes keeping our compensation/benefit package competitive to attract and retain excellent employees. For the 2017/2018 budget year, in accordance with the Boards financial policies regarding Academy employee compensation, Staff recommends an average 2% salary increase for the Academy faculty and staff. This is in addition to maximizing efficiencies and processes that will control large expenditure drivers such as employee health insurance. Continued Emphasis on Long-Range Financial Planning: This budget contains an updated Long-Range Financial Forecast which identifies key revenue and expenditure drivers while assessing historical financial trends and their potential impact upon the town’s financial stability. The forecast must be monitored and updated during the budget formulation process, as well as reviewed with the Board of Trustees as the budget is prepared. Staff will also continue to produce quarterly financial reports for the Board that monitors and analyzes trends. The report serves as a valuable tool to assist in developing a proactive, rather than reactive, approach to our changing financial trends. OUR REGIONAL CHALLENGES: DFW Metro Area Employment and Population Growth: Since 1970, the DFW Metro area has grown by more than 150% - a faster pace than the state and nation. At 9,500 square miles, it is larger in total area than 5 of our states. With a population of nearly 6.8 million, it is the fourth largest metropolitan area in the country. Forecasts from the North Central Texas Council of Governments (NCTCOG) predict employment to grow, in this 12-county standard metropolitan statistical (SMSA) area, by almost 70% over the next 30 years. Population growth over this same 30-year period is also forecasted to be 69%. This regional growth will impact Westlake and the demand for enrollment opportunities at the school. III.SHARED SERVICE MODEL The Academy operates under a shared services model whereby the municipal operations team provides human resources, financial, facilities, and administrative support services to the school. General maintenance and replacement of infrastructure and equipment for the school is also expensed to the municipal budget. The shared services model was an integral part of the state charter application process that helped bolster the Town’s case for having a community school. This model conserves resources and avoids the duplication of efforts across the municipal and academic functions. DEBT SERVICE - As part of the Academy’s unique financial structure the Town of Westlake is responsible for debt service payments associated with the Academy’s capital infrastructure. The Municipal Debt Service Fund is used to manage debt service payments, and Academy debt is accounted for in the annual municipal budget. CAPITAL PROJECTS - Note that there are no major capital projects budgeted or planned through FY 18/19, and there are no future Academy capital projects discussed in the Town of Westlake’s Capital Improvement Plan. 13DRAFT However, retaining professional expertise to update the Academy’s master facility plan will be discussed with the Council in the near future. MUNICIPAL ALLOCATIONS Amended Proposed $ Increase % Increase FY 2016/17 FY 2017/18 (Decrease) (Decrease) Municipal-Transfer to WA Operating Budget $ 315,000 $ 315,000 $ - 0.00% Annual Debt Service (Municipal budget) 1,874,385 1,869,870 (4,515) -0.24% Major Maintenance and Replacement 279,565 200,000 (79,565) -28.46% In-direct Operating Costs 674,130 727,659 53,529 7.94% Total Municipal Costs $ 3,143,080 $ 3,112,529 $ (30,551) -0.97% IV. FY17 /18 GENERAL FUND BUDGET This budget encompasses all teaching and extra-/co-curricular operating expenditures as well as State public school funding and private donations used to support the daily operations of Westlake Academy. The FY 17/18 General Fund budget totals $8,322,199, which represents a 0.46% decrease from the prior year. It is important to note that $39,090 was earmarked in the Academy’s fund balance for Athletic uniform and equipment replacement and bus maintenance, as well as additional days for the staff during August. As such, the 2017/2018 projections increased fund balance by $270,901 for an ending total of $1,219,857 (54 operating days). As mentioned previously, Westlake Academy’s enrollment increase has been driven by the growth of residential developments and housing opportunities within the Town of Westlake. This trend will continue with the addition of another housing development and new homes that are currently under construction. With the estimated increase of 26 students, total enrollment will rise to a projected 856 this school year. This will be the Academy’s largest student enrollment census to date, exceeding the projections in the school’s Facility Master Plan adopted in November of 2012. With this trend of growth in the Academy’s resident (primary boundary) student population, a corresponding trend will likely be that overall lottery enrollment opportunities for secondary boundary students will decline. Growth will be monitored and managed until financial resources become available and the Board of Trustees reviews and approves any update to the Facility Master Plan. 14DRAFT COMBINED: GENERAL FUND ACADEMIC AND MUNICIPAL SERVICES Amended Proposed $ Increase % Increase FY 2016/17 FY 2017/18 (Decrease) (Decrease) Operating Expenditures $ 8,045,471 $ 8,007,199 $ (38,272) -0.48% Municipal-Transfer to WA Operating Budget 315,000 315,000 0.00% Total Academic Costs 8,360,471 8,322,199 (38,272) -0.46% Annual Debt Service (Municipal budget) 1,874,385 1,869,870 (4,515) -0.24% Major Maintenance and Replacement 279,565 200,000 (79,565) -28.46% In-direct Operating Costs 674,130 727,659 53,529 7.94% Total Municipal Costs 2,828,080 2,797,529 (30,551) -1.08% TOTAL EXPENDITURE COSTS $ 11,188,551 $ 11,119,728 $ (68,823) -0.62% Number of Students 830 856 26 3.13% Total Expenditure Cost per Student $ 13,480 $ 12,990 $ (490) -3.63% 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 accomplish our mission and truly become the “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”, ensuring that we are consistently taking measure of our course, and adjusting as we move towards our goal. It is through our talented faculty, staff, students, and their supportive families, that we can unfailingly rise to challenges and hold to our vision. The daily operation of the Academy is made possible through our partnerships with the Town of Westlake, the Westlake Academy Foundation, and our affiliate groups. As with all good teams, it becomes necessary to draw attention to individual performers and teams who go above and beyond to help us accomplish our goals. I would like to recognize the hard work of the Academic and Municipal Leadership Teams, and specifically the Finance Department and Dr. Mechelle Bryson for their efforts in completing this award-winning document. I know with the teams we have in place, we will continue to “build a collective legacy of excellence.” Thomas E. Brymer Town Manager/Superintendent Westlake Academy 15DRAFT SERVICE LEVEL ADJUSTMENTS This budget makes use of Service Level Adjustments (SLA) to track cost changes. There are four types of Service Level Adjustments: (1) increased operating costs to maintain current levels of service, (2) increased operating costs due to expanded levels of service, (3) increased costs due to the development of new services, and (4) cost savings. Cost savings may occur for any number of reasons, but primarily arise due to increased efficiency, service level reductions, or not expending budgeted resources. Note that totals in brackets ( ) represent a decrease in expenditures. For FY 2017-2018 academic staff recommends the following adjustments: 61XX SALARY AND RELATED EXPENDITURES $ (10 ,850) Balanced Scorecard Perspective: People, Facilities, & Technology Outcome Objective: Attract, Recruit, Retain, & Develop the Highest Quality Workforce Due to changes in administration and the realignment of faculty positions maximizing current available efficiencies, there is an overall decrease in salaries and related expenditures, reducing the FY 2017/18 FTEs by 1.96. Faculty and staff will receive a 2.0% increase, which will keep the salary scale within 2.5% of surrounding school districts and remain consistent with previous years. 62XX PROFESSIONAL AND CONTRACTED SERVICES $ 1 8 ,609 Balanced Scorecard Perspective: Academic Operations Outcome Objective: Improve the Efficiencies of Operational Systems This category includes expenditures related to professional and contracted services rendered to the Academy by firms, individuals, and other organizations. This amount reflects an increase in the cost for services to maintain the facilities, as well as increased costs required to change the Strings Program from in-house instruction to contract. 63XX SUPPLIES AND MATERIALS $ 4,631 Balanced Scorecard Perspective: Academic Operations Outcome Objective: Optimize Student Potential Supplies and materials costs are associated with consumables that are used in the classroom, maintenance of the campus, books, iPads, testing materials, furniture, and classroom supplies. 64XX OTHER OPERATING COSTS $ (15,289) Balanced Scorecard Perspective: People, Facilities, & Technology Outcome Objective: Increase the Capacity of Teachers & Staff Other operating costs are associated with insurance, professional development, travel, membership fees and dues, graduations expenses, and miscellaneous costs. Cost savings in this category are based on a determined effort to reduce costs and increase process efficiencies. 65XX DEBT SERVICE COSTS $ (91,070) Balanced Scorecard Perspective: People, Facilities & Technology Outcome Objective: Improve Technology, Facilities % Equipment Debt service costs are associated with the 3-year lease for iPads to support the one-to-one device initiative. The FY 16/17 amount of $257,238 included the payoff for the original iPad lease, creating a decreased expenditure for FY 17/18. 16DRAFT DEBT SERVICE The Town of Westlake owns the land on which the Academy is located and all facilities associated with the school. The Town has issued approximately $30M in debt to construct campus facilities and is responsible for debt service payments associated with Westlake Academy’s capital infrastructure. The Town’s Debt Service Fund is used to manage debt service payments, and Academy debt is accounted for in the annual municipal budget. Average annual debt service payments for Academy facilities and infrastructure total approximately $1.869M, and are funded primarily by municipal sales tax receipts. Academy related debt is over 75% of the Town's debt burden. However, the school is also considered the Town’s primary economic development tool. FY 17/18 debt service payments related to the construction of Westlake Academy facilities include: Amount Series Number Debt Service Type $ 299,608 on Series 2007 General Obligation Refunding Bonds 892,650 on Series 2011 General Obligation Refunding Bonds 162,400 on Series 2013 Certificates of Obligation 445,172 on Series 2013 General Obligation Refunding Bonds 70,040 on Series 2014 General Obligation Refunding Bonds $ 1,869,870 TOTAL DEBT For more information, see the Town of Westlake Municipal Budget, available online at www.westlake-tx.org. THE TOWN OF WESTLAKE BOND RATING Standard & Poor's Ratings Services, a division of the McGraw-Hill Inc., increased the Town’s rating from AA+ to AAA/stable during FY 2016-17. Below is an excerpt from Standards and Poor’s rating letter: • Very strong economy, with access to a broad and diverse metropolitan statistical area (MSA) but a concentrated local tax base; • Strong management, with good financial policies and practices under our Financial Management Assessment methodology; • Strong budgetary performance, with operating surpluses in the general fund and at the total governmental fund level in fiscal 2015; • Very strong budgetary flexibility with a high available fund balance in fiscal 2015 of 100% of operating expenditures; • Very strong liquidity, with total government available cash at 81.7% of total governmental fund expenditures and 7.4x governmental debt service, and access to external liquidity that we consider strong; • Weak debt and contingent liability position, with debt service carrying charges at 11% of expenditures and net direct debt that is 99% of total governmental fund revenue; and • Strong institutional framework score. 17DRAFT This page is intentionally blank 18DRAFT 19DRAFT This page is intentionally blank 20DRAFT BUDGET OVERVIEW AND PROCESS Projecting the budget allocations of the Academy is a continual process that responds to the changing needs of the Academy students and staff as well as variations in the fiscal environment such as the reduced State funding from FY 09/10. The development of the Academy budget for fiscal year 17/18 began with the Westlake Board of Trustees meeting that was held in June of 2017. The Academy approach to balancing the combination of fast student growth in a restricted funding environment along with increasing academic standards requires that the budget process be instructionally driven and guided by the Academy’s Strategic Plan. During the budget development process the staff reviewed all revenues and expenditures and focused on aligning the allocation of resources, both personnel and financial, with the accomplishment of established goals and outcome objectives contained in our Strategy Map. The Board of Trustees regularly receives quarterly budget updates, some of which are detailed in the trend analysis and the five-year financial forecast discussed later in this document. Upon receipt of the adopted annual budget, the Board holds budget workshops to review adopted changes, their associated outcomes for the next fiscal year, as well as their impact in a five (5) year financial forecast. Following is a summary of the nine main steps taken in preparation of the adopted budget: 1. Budget Preparation 2. Fund Types and Structure 3. Basis of Accounting and Budgeting 4. The Budget Process 5. Balanced Budget 6. Budget Amendments 7. Budget Adoption 8. Long Term Forecasting 9. Budget Calendar BUDGET PREPARATION As in previous years, efforts have been made to control expenditures while continuing to deliver an excellent level of service to our citizens. Concentrated efforts have been made to produce a document that clearly illustrates the uses of Academy resources in a format that may be utilized as a resource tool by the Board of Trustees, Academy staff, and the citizens of Westlake. Our budget preparation process continues to be refined on an annual basis, operating within clearly defined budget preparation guidelines. Budgeting is an essential element of the financial planning, control and evaluation process of municipal government. The “operating budget” is the Academy’s annual financial operating plan. The budget includes all the operating departments of the Academy, the debt service fund, all capital projects funds, and the internal service funds of the Academy. The proposed budget will be prepared with the cooperation of all Academy departments, and is submitted to the Superintendent who makes any necessary changes and transmits the document to the Board of Trustees. A budget preparation calendar and timetable will be established and followed in accordance with State law. A “bottom-up” approach is used to solicit input from the staff Leadership Team as to their operations’ needs with an emphasis on: • Identifying costs to provide the current level of services. 21DRAFT • Identifies additional cost increases needed to maintain the current level of service. • Additional resources necessary to provide new or increased levels of service. • Delineating changes in fund balance levels for each fund. The following procedures, which are guided by generally accepted budgeting practices, have been established: • The annual operating budget presents appropriations of expenditures and estimates of revenues for all local government funds. These revenues include federal, state, and local revenues. • The annual operating budget illustrates expenditures, anticipated revenues, and the estimated impact on reserves. • Budgets for each function are broken down into specific object codes, including payroll and payroll related, professional and contracted services, supplies and materials, other operating costs, and debt service. • Revenue projections are prepared for each revenue source based on an analysis of historical revenue trends and current fiscal conditions. • Goals and objectives have been developed and are incorporated into the evaluation of employees and performance of the organization. • A budget message summarizing local financial conditions and principal budget issues is presented to the governing board along with the annual budget. FUND TYPES AND STRUCTURE The accounts of the Academy are organized and operated on a basis of funds. A fund is an independent fiscal and accounting entity with a self-balancing set of accounts. Fund accounting segregates funds per their intended purpose and is used to aid management in demonstrating compliance with finance related legal and contractual provisions. The minimum number of funds is maintained consistent with legal and managerial requirements. Academy funds are classified into two categories: governmental and fiduciary. • FIDUCIARY FUNDS The funds account for resources that are held in trust for individuals or other governments, in this case monies that are held in a custodial capacity for the benefit of student organizations. • GOVERNMENTAL FUNDS The funds are used to account for the Academy’s general government activities, including the collection and disbursement of specific or legally restricted monies. Governmental funds use the flow of current financial resources measurement focus and the modified accrual basis of accounting. 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. 22DRAFT • 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 funds 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. BASIS OF BUDGETING AND ACCOUNTING The term basis of budgeting is used to describe when events or transactions are recorded and recognized. In the Modified Accrual Basis - • revenues are recognized in the period when they became available and measurable • expenditures are recognized when the liability is incurred In the Accrual Basis - • revenues are recorded when earned • expenses when the liability is incurred The basis of budgeting and accounting is shown in the chart below: Annual Operating Budget Audited Financial Statements GOVERNMENTAL FUNDS • General Fund Modified Accrual Modified Accrual • Special Revenue Funds Modified Accrual Modified Accrual 23DRAFT Budgets are prepared on the same basis of accounting that is used in financial statements. The basis of budgeting refers to when revenues and expenditures are recognized in the corresponding accounts and reported in financial statements. Governmental fund types, including the general fund, are budgeted using the Current Financial Resources Measurement Focus and the Modified Accrual Basis of Accounting. Westlake Academy’s only Fiduciary Fund (the Agency Fund, described below) is not a budgeted fund. THE BUDGET PROCESS The Academy’s fiscal year begins each year on September 1st and ends on August 31st of the following calendar year. Prior to the beginning of the fiscal year, the Superintendent must submit a proposed budget to the Board of Trustees which includes: • A budget message • A consolidated 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 function and object code • Detailed estimates of expenditures shown separately to support proposed expenditures The budget preparation process begins early in the calendar year with the establishment of overall Academy goals, objectives, and analysis of current year operations compared to expenditures. • Budget policies and procedures are reviewed at the same time to reduce errors and omissions. • In May, the Finance Department prepares budget forms and instructions for estimating revenues and expenditures. • Leadership Team members submit 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 to the Board of Trustees. • A public hearing on the budget is conducted in accordance with state and local law. • This meeting is held after the Board has reviewed the budget during a workshop. • The Board of Trustees approves a level of expenditure (or appropriation) for each fund to go into effect on September 1st, prior to the expenditure of any Academy funds for that budget year. BALANCED BUDGET As per State Law, current operating revenues will be sufficient to support current operating expenditures. Annually recurring revenue will not be less than annually recurring operating budget expenditures (operating budget minus capital outlay). Debt or bond financing will not be used to finance current expenditures. 24DRAFT BUDGET AMENDMENT PROCESS The Superintendent may request that the current year budget be amended at the function level. In this process, the Superintendent will review the documentation and draft an ordinance to formally amend the current budget. This ordinance is presented to the Board of Trustees for consideration. 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 more than the previously authorized budgeted amounts within each fund. The Final Amended Budget for the Year Ending August 31, 2017 will be submitted at the August 2017 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 at that time. Program principals and coordinators are responsible for monitoring their respective programme budgets. The Finance Department will monitor all financial operations. The budget team will decide whether to proceed with a budget amendment and, if so, will then present the request to the Board of Trustees. If the Board decides a budget amendment is necessary, the amendment is adopted in resolution format and the necessary budgetary changes are then made. BUDGET ADOPTION Legal requirements for charter school budgets are formulated by the state and the TEA. A Board typically adopts an appropriated budget on a basis consistent with GAAP for the general fund, debt service fund and child nutrition program (which is included in special revenue funds). However, the Academy does not maintain a debt service fund or a child nutrition program; therefore, only the General Fund is required to be adopted. Special Revenue Funds are not adopted by the governing body, and are shown for informational purposes only. At a minimum, the Academy is required to present the original and the final amended budgets for revenues and expenditures compared to actual revenues and expenditures for the General Fund. The Board of Trustees conducts the required public meeting and adopts the budget in August prior to beginning the fiscal year which runs from September 1st to August 31st. LONG TERM FORECASTING Most annual operating budget documents focus on a single 12-month period where spending and revenue decisions made today will have effects that extend beyond that fiscal year. Because of that, the Academy requires that long-term forecasting be made part of the Annual Operating Budget document. The purpose of the policy is to: • Ensure on-going financial sustainability beyond a single fiscal year or budget cycle • Achieve the Academy’s mission and vision • Systematically link the annual budget to a multi-year master financial plan. 1. •Budget Amendment is requested •Forwarded to Finance department 2. •Finance Director reviews •If approved -forward to Superintendent 3. •Superintendent reviews •If approved -forward to Board of Trustees 4.•Board of Trustees review for approval 5.•Finance enters budget amendment 25DRAFT Should long term forecasts and analysis show that the school system does not have a “positive operating balance” over the multi-year period, the Academy shall bring this to the attention of the Superintendent. A “positive operating balance” means that the ending fund balance meets or exceeds the minimum levels prescribed in the Academy’s reserve policies. We anticipate the General Fund will maintain its minimum reserve for each of the four fiscal years beyond the current proposed budget year. Fiscal Year Positive Operating Balance Fund Balance Operating Days Dollars Per Operating Day FY 15/16 YES $ 941,036 41 $ 22,685 FY 16/17 YES $ 948,956 41 $ 22,905 FY 17/18 YES $ 1,219,857 54 $ 22,801 FY 18/19 YES $ 1,336,879 58 $ 23,110 FY 19/20 YES $ 1,348,789 58 $ 23,423 FY 20/21 YES $ 1,407,846 60 $ 23,287 FY 21/22 YES $ 1,358,641 58 $ 23,610 BUDGET CALENDAR The Budget Process covers the financial cycle starting with budget planning and ending with the audited annual financial report. Timeline Description of Activities October - Dec Strategic Plan review and development occurs December Westlake Academy Instructional Leadership Team (ILT) begins planning upcoming budget January ILT meets with WA affiliates for joint planning Jan - March Review/Develop CIP, Five Year Projection & Personnel Cost Estimates April Develop improvement plans for each grade level/dept. May Strategic Plan preparation process occurs; preliminary budgets developed May BOT Budget Retreat June Current budget review; budget amendments for current year if necessary August BOT consideration/adoption of Westlake Academy Budget for Upcoming School Year October Annual financial audit 26DRAFT BALANCED SCORECARD SYSTEM The Academy has designed a strategic planning and performance management system framework based on the Balanced Scorecard System. The Balanced Scorecard is a strategic planning and management tool that is used extensively in business and industry, government, and nonprofit organizations worldwide to align operational activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The Board of Trustees and staff utilize this methodology to implement and review our existing strategic framework, along with the vision, mission, and values statement of the Academy. The balanced scorecard system is designed to communicate our strategy throughout the organization/community with our stakeholders, align our daily work activities to the overall vision, serve as the framework for prioritizing services, and utilize performance measures to evaluate our successes and opportunities. In short, it is a tool that businesses use to ensure that their work meets their goals in a measurable way by connecting organizational strategy to the work people do on a day-to-day basis, i.e. “You said…we did…” The graphic below illustrates the Balanced Scorecard approach and the following pages of this section demonstrate how Westlake has aligned with this framework. Components include the o Vision, Mission, Values, o Perspectives, o Strategy Map, Performance Measures o Strategic Initiatives Each element is critical to the success of the municipality and helps us evaluate and communicate our performance. Upon review of the existing strategic initiatives and performance measures, the Board provided feedback to the staff and requested an updated version for review. Staff reviewed the updated the framework to include all the related performance measures and identified the strategic initiatives that will be goals for the entire organization this coming school year. 27DRAFT WESTLAKE ACADEMY – TIER TWO STRATEGY MAP A Tier Two Strategy Map is cascaded from the Tier One map that is developed by the elected officials. The Board of Trustees worked with staff teams to identify the strategic objectives that are important to our overall success and service provision levels for the stakeholders of the Academy. The Tier One map is drafted at the municipal level of the organization and then cascaded to the educational department of the school. This ensures alignment with our values and vision throughout the Town. STRATEGIC PERSPECTIVES A Perspective is a view of the Academy operations from a specific vantage point. Four basic perspectives are traditionally used to encompass a Balanced Scorecard organization’s activities – people & facilities, operational efficiency, 28DRAFT financial stewardship, and customer service. The Academy’s business model, which encompasses vision, mission, and strategy, utilizes the four Perspectives as a framework. The four perspectives of the plan, which were customized by the Board, are as follows: STRATEGIC PERSPECTIVES Citizens, Students, and Stakeholders: Financial Stewardship: Academic Operations: People, Facilities, & Technologies: viewed through the eyes of our customers and stakeholders Financial oversight; effective use of resources focuses on processes that create value for the customers and stakeholders involves, work culture, innovation, leadership, governance, tools and technology necessary to provide services STRATEGIC THEMES The Academy won’t have their own ‘strategic themes’ as they are considered a department of the Town. Therefore, under the strategic themes for the Town is a goal for “Exemplary Education” that will encompass the direction for the Academy. The Town Council (Board of Trustees) grouped this information along with the major components of our previous strategic plan and ranked the importance of the concepts per each area of concern. The final activity involved the formation of our “strategic themes” for the municipal services. Staff then created strategy maps for each theme, identified a strategic result, populated the maps with strategic objectives and created an objective commentary document. These were then evaluated against the direction of the community and sets the framework for a comprehensive Tier One map for the municipal program of services. The Town Council has worked closely with staff to adopt a management system based on the Balanced Scorecard framework. This was developed to help the Academy direct its own destiny rather than allow future events to do so. Through sound business principles the Academy can more effectively provide services to the citizens of Westlake, increasing both efficiency and customer satisfaction. Ultimately, it guides the way the Academy does business and helps us determine how we should invest our time and resources. In the budget process, this allows for increased transparency, clarity, and accountability, providing the Academy a framework for demonstrating results. The continued quality and success of this community does not happen without the diligent effort of a committed team of residents, businesses, community leaders, and staff. Years of consistent planning and strategic thinking has brought Westlake where it is today. STRATEGIC THEMES Natural Oasis Exemplary Service & Governance High Quality Planning, Design, & Development Exemplary Education Preserve and maintain a perfect blend of the community’s natural beauty. We set the standard by delivering unparalleled municipal and educational services at the lowest cost. We are a desirable, well planned, high- quality community that is distinguished by exemplary design standards. Westlake is an international educational leader where each individual’s potential is maximized. 29DRAFT OBJECTIVES AND PERFORMANCE MEASURES Performance measures hold government departments accountable to their stakeholders, while allowing them to recognize their successes and adjust programs of service that are under performing. Performance measures are determined according to the strategic objectives found on the Strategy Map and helps to align the goals for the department. These performance measures also help determine the quantity and quality of our work, as identified in our plans. We consistently evaluate our work and review our performance quarterly because we firmly believe that what gets measured gets done. In addition to monitoring these performance measures, the Academy also values the opinion of its parents. Every two years Westlake undertakes a broad stakeholder survey designed to measure academic performance and to gauge the current and future needs of the students. This survey is an incredibly useful tool within the strategic management system, and it allows Academy services to be tailored based upon parent feedback. Westlake’s performance measures are dynamic and undergo on-going review. As we improve our ability to gather and mine data about our work, we will be able to expand our performance measures to the departmental business plans as a gauge of success. The departmental efficiency and effectiveness measures along with the outcome based measures will be grouped with the appropriate strategic objective to give an overall picture of the Academy’s performance. As the Academy continues to develop these scorecards and measurement units, data sources, and targets will be refined. Through quarterly performance reviews trends are also tracked over time through budget documents. PERSPECTIVES OBJECTIVES Citizens, Students, And Stakeholders • Increase the Future Readiness of All Students • Increase Stakeholder Satisfaction • Enhance Westlake Academy’s Unique Sense of Place Financial Stewardship • Increase External Revenues Sources • Improve Financial Stewardship Academic Operations • Optimize Student Potential • Improve the Efficiencies of Operational Systems • Strengthen our Westlake Academy Culture • Strengthen IB Philosophy and Implementation People, Facilities, and Technologies • Attract, Recruit, Retain & Develop the Highest Quality Workforce • Increase the Capacity of Teachers and Staff • Improve Technology, Facilities & Equipment 30DRAFT WESTLAKE ACADEMY’S DESIRED OUTCOMES Westlake Academy’s strategic planning structure is the product of many hours of analysis, review and discussion. Academy staff, under the direction of the Board of Trustees, continually gathers information and input from stakeholders, carefully tracks and analyzes student achievement, and considers economic and demographic trends to formulate long-range goals, plan for future challenges, and develop comprehensive guidelines that ensure student success. Five desired outcomes have been identified and linked to the Academy’s strategic planning efforts: 1. High Student Achievement Develop inquiring, knowledgeable, caring and disciplined young people who use their unique talents to create a better and more peaceful world through intercultural understanding and respect. 2. Strong Parent and Community Connections To involve all stakeholders in building a better Westlake Academy community. 3. Financial Stewardship and Sustainability To ensure sufficient, well-managed resources to support and advance the mission of Westlake Academy. 4. Student Engagement and Extracurricular Activities To ensure that all athletics, community service and extracurricular activities are held to the same standard of excellence as the curricula programs to promote well- balanced students. 5. Effective Educators and Staff Recruit, develop and retain a core faculty and staff with the personal qualities, skills and expertise to work effectively with the IB inquiry-based, student-centered curricula. 31DRAFT BUDGET DOCUMENT STRUCTURE The goal of the budget document is to provide timely, transparent information concerning the past, current, and projected financial status of the Academy. The budget is a holistic planning document used in concert with our strategic plan to facilitate decisions that support the educational goals and strategic objectives of the Academy. The budget is developed within the guidelines established by the Texas Education Agency and is organized into a series of accounts called funds and is organized into the following sections: The budget document is but one part of a system designed to link together critical governance and management decision making tools. This system is designed to integrate: • Strategic planning • Five-year financial forecasting, budgeting, and performance measurement linked to priorities, objectives, and outcomes • Reporting to monitor progress in outcome achievement and accountability for results • Aligning human and financial resources to prioritized outcomes and objectives • Long term approach to ensure financial sustainability • Working within Board adopted financial policies for the Academy • Maintaining core services Discussion and review of the information contained in both the strategic plan and the budget document consistently leads to operational and educational improvements that impact the students and parents of Westlake Academy. The development, review, and consideration of the Governmental Fund budgets (the General Fund and Special Revenue Funds) were completed with a detailed and exhaustive review of every revenue and expenditure item within the context of the Academy’s Vision, Mission and Values statements, strategic planning efforts, and Board policy. The Board of Trustees provides governance and policy direction, while the Superintendent, finance department and campus and administrative staff develop the budget document for the Board’s review. Staff reviews each existing expenditure request and the proposed allocations for the coming school year and asks “is this the best use of public funds?” 32DRAFT FINANCIAL BUDGET 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. Annual Budget A budget is required to be adopted annually for the General Fund (Westlake Academy does not maintain a Debt Service Fund or child nutrition program). The budget is adopted on a basis consistent with generally accepted accounting principles. All appropriations lapse at fiscal year-end. On or before August 31st of each year, the Superintendent submits for review by the Board of Trustees a proposed budget for the upcoming school year. After reviewing the proposed budget and holding public meetings as necessary, the final budget is prepared and adopted. The appropriated budget is prepared by fund and function. The Board may make transfers between functions within a fund, and may amend the total budget following the same procedures required to adopt the original budget. The legal level of budgetary control is at the fund level. Key Revenues Public charter schools in the State of Texas do not have taxing authority, nor do they receive facility funding. Consequently, the Academy receives most General Fund revenues via the State Funded Foundation School Program (FSP), and is disproportionately affected by changes in FSP funding levels set by the Texas legislature. State funding of public education was decreased by the State Legislature in 2001. While it has increased somewhat since then, the allocation has not kept pace with basic cost increases. And, in the Legislature’s most recent 2017 session, the per student funding for public education was not increased for the next biennium. Note that the amount of state aid received through the Foundation School Program is a function of the total number of students enrolled at the Academy as well as the additional funding from Career and Technical Education classes. Key Expenditures Compensation and benefits are the largest operating cost for Westlake Academy, comprise most total operating expenditures. The current forecast assumes no further expansions of curriculum or other programme areas that would necessitate additional staff. Other costs including utilities, supplies, and professional services are held at 1% unless additional revenue sources are realized. Fund Balance The Superintendent and Board of Trustees are devoted to safeguarding and improving the financial condition of Westlake Academy. The Academy shall strive to maintain an unassigned General Fund Balance of 45 days of operation, and Fund Balance monies will only be used with Board approval for specific needs. Board policy stipulates that all future increases in expenditures must be offset by new or additional revenues. A full listing of Fund Balance policies can be found at the end of this section. 33DRAFT NONSPENDABLE FUND BALANCE •Portion of net resources that cannot be spent because of their form and because they must be maintained intact. RESTRICTED FUND BALANCE •This term will is used to describe net fund resources subject to externally enforceable legal restrictions. ASSIGNED FUND BALANCE •This term is used to describe the portion of fund balance that reflects a government’s intended use of resources. UNASSIGNED FUND BALANCE •The residual net resources in excess of what is properly categorized in one of the other four categories. COMMITTED FUND BALANCE •The portion of fund balance constrained by limitations imposed by government at its highest level and remains binding unless removed in the same manner. FUND BALANCE COMPONENTS In February 2009, the Governmental Accounting Standards Board (GASB) issued GASB Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This Statement established five components of fund balance and because circumstances differ among governments, not everyone will report all components. GASB 54 shifts the focus of fund balance reporting from the availability of fund resources for budgeting to “the extent to which the government is bound to honor constraints on the specific purposes for which amounts in the fund can be spent.” • Fund Balance Reporting - The Academy shall report governmental fund balances per GASB 54 definitions in the balance sheet as follows: Non-spendable, Restricted, Committed, Assigned, Unassigned • General Fund Unassigned Fund Balance - The Academy shall strive to maintain the General Fund unassigned fund balance at 45 days of operation. • Use of Fund Balance - Fund Balance will be targeted to only be used with Board approval and can only be used for the following: emergencies, non-recurring expenditures, such as technology/FF&E (furniture, fixtures and equipment), or major capital purchases that cannot be accommodated through current year savings. Should such use reduce the balance below the appropriate level set as the objective for that fund, recommendations will be made on how to restore it. • Approval of Commitments - The Board of Trustees shall approve all commitments by formal action. o The action to commit funds must occur prior to fiscal year-end, to report such commitments in the balance sheet of the respective period, even though the amount may be determined after fiscal year-end. o A commitment can only be modified or removed by the same formal action. o The Board of Trustees delegates the responsibility to assign funds to the Superintendent or his/her designee. o The Board of Trustees shall have the authority to assign any number of funds. o Assignments may occur after fiscal year-end. o The Board of Trustees will utilize funds in the following spending order: Restricted, Committed, Assigned, and Unassigned. The following items are Assigned in the Westlake Academy Budget; Technology, Furniture, Fixtures & Equipment Replacement, and Uniforms & Equipment Replacement 34DRAFT GOVERNMENTAL FUNDS TYPES General Fund 199 General Fund 198 Athletic Fund 197 Transportation Fund ALL FUND TYPES Governmental Funds General Fund 3 Funds Special Revenue Funds 9 Funds Debt Service Fund do not have Capital Project Funds do not have Permanent Funds do not have Proprietrary Funds Internal Service Funds do not have Enterprise Funds do not have Fiduciary Funds Pension Trust Funds do not have Investment Trust Funds do not have Private Trust Funds do not have Agency Funds 1 fund FUND TYPES AND STRUCTURE Westlake Academy, along with other School Districts throughout the State of Texas, record and report all financial transactions using standard set by the Governmental Accounting Standards Board (GASB) and General Accepted Accounting Principles (GAAP). Accordingly, these standards require all School Districts to use individual funds that must be categorized into one of 11 Funds Types. G E NERAL F UND The General Fund is comprised of three subordinate funds: General, Athletic Activities, and Transportation. This fund accounts for most the operational activities required to maintain the Academy’s facilities and pay its employees and supported by State and local revenues. • 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 because of revenues from local sources and State 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 35DRAFT GOVERNMENTAL FUNDS TYPES Special Revenue Funds Fund 410 Material Allotment Fund 224 IDEA-B Formula Fund 480/482/496 Hudson Foundation Fund 461 Campus Activities Fund 497 WAF Financial Assistance Fund 484 Local Grants Fund 498 Int’l Mindedness 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. S PECIAL R EVENUE F UNDS Special Revenue Funds account for local, state and federally financed programs or expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at the close of a specified project period. These funds are not adopted by the governing body, and are shown here for informational purposes only. • 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 410 Material Allotment (State funded) - Funds to purchase the instructional materials that will be used to support the Texas Essential Knowledge and Skills (TEKS) • Fund 461 Campus Activities (Locally funded) - Fund is to be used to account for transactions related to a principal’s activity fund if the monies generated are not subject to recall by the school district’s Board of Trustees into the general fund. These funds provide after-school activities and local/international travel at Westlake Academy. • Fund 480/482/496 Hudson Foundation (Locally funded) – These funds represent grants received from the M.R. & Evelyn Hudson Foundation. • Fund 484 Local Grants (Locally funded) – These funds represent grants from Westlake Academy Foundation and the House of Commons for specific purposes. • Fund 497 Westlake Academy Foundation Financial Assistance (Locally funded) - This grant from the Westlake Academy Foundation provides financial assistance for student activities. 36DRAFT • Fund 498 International Mindedness Educator Symposium (Locally funded) – Fund will be used for the annual symposium hosted by Westlake Academy focusing on global collaboration. FIDUCIARY FUND TYPES Westlake Academy has a single Fiduciary-type fund, called the Agency Fund, which accounts for resources held in a custodial capacity for the benefit of student organizations. The Agency Fund is not a budgeted fund. Westlake Academy Class of 2017 37DRAFT ACCOUNT CODING STRUCTURE Financial transactions within funds are organized and classified through the account code system. 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 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 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 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 (GAAP). A CCOUNT C ODE S TRUCTURE Fund Code XXX Function Code XX Object Code XXXX Sub Object Code XX Organization Code XXX Year Code X Program Intent Code XX Local Option Code XXX (1xxx- 8xxx) Account Groups (9xx) (11-99) 1X – Assets 2X – Liabilities 3X – Fund Equity 4X – Clearing Accts 5X – Revenues 6X – Expenditures 7X – Other Resources 8X – Other Uses (xx) (001-999) (0-9) (11-99) (xxx) 38DRAFT REVENUE CL ASSIFICATIONS LOCAL FUNDING REVENUES Local funding consists of the following major sources, the Town of Westlake, Westlake Academy Foundation (WAF) and the Hudson Foundation. o The Town of Westlake provides administrative, human resources, facilities, and financial services for the Academy and is responsible for all debt service payments relating to Academy facilities and infrastructure. o The Westlake Academy Foundation is an independent, non‐profit organization that raises funds through donations and various fundraising efforts. The WAF conducts several annual fundraising activities, including the Blacksmith Campaign, an annual fund drive that was started to bridge the funding gap between what charter schools receive in state allocations in comparison to local ISDs. It mainly directs fund raising efforts towards the parents of Academy students and tries to leverage these donations with the employers who have matching programs for individuals that contribute time or money to non‐profits. The Blacksmith Campaign is held each year in the month of October and each family is asked to contribute $2,500 per student to help cover the gap between the state public education funding and what the Academy spends on each student. o The Hudson Foundation is an independent, non‐profit organization that supports organizations who are innovative and who develop programs that create new ways on knowing. Westlake Academy has been the proud recipient of a Hudson Grant since 2010. These funds are used for teacher training, innovative learning space and student travel and accounted for in Special Revenue Funds. STATE FUNDING State funding (State’s Foundation School Program ‐ FSP) is the Academy’s largest revenue source. Funding for public education has increased slightly since 2010 and based on the current legislative session, will not increase for the next biennium. The Texas economy has been strong, but ongoing litigation regarding public education funding has created a hesitancy to adjust funding projections until the courts have ruled upon the constitutionality of the current funding methodology. Consequently, the Academy continues to utilize prior year funding levels when developing financial models and forecasts. FEDERAL FUNDING Federal funding is received through grants that support special education. 39DRAFT EXPENDITURE CLASSICATIONS BY FUNCTION CODES F UNCTION C ODES – G ENERAL D ESCRIPTIONS A function code represents a general operational area at the Academy and groups together related activities. The assignment and use of function numbers is based on the financial accountability standards established by the Texas Education Agency in accordance with the Texas Administrative Code. The function code is a 2-digit number that follows the 3-digit fund code in the accounting number scheme. FUNCTION CODE FUNCTION CODE DECRIPTION 11 Instruction 12 Instructional Resources & Media Sources 13 Curriculum Development & Instruction / Staff Development 21 Instructional Leadership 23 School Leadership (Principal) 31 Guidance, Counseling& Evaluation Services 32 Social Work Services 33 Health Services 34 Student (Pupil) Transportation 35 Food Services 36 Co-curricular/Extracurricular Activities 41 General Administration (Superintendent/Board) 51 Plant Maintenance and Operations 52 Security and Monitoring Services 53 Data Processing Services 61 Community Services 71 Debt Service 81 Facilities Acquisition and Construction 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). 40DRAFT • Function 13 - Curriculum Development and Instructional Staff Development - This function is used for expenditures that are directly and exclusively used to aid instructional staff in planning, developing, and evaluating the process of providing learning experiences for students. This function also includes expenditures related to research and development activities that investigate, experiment and/or follow-through with the development of new or modified instructional methods, techniques, procedures, services, etc. For example, this function includes staff that research and develop, innovative new or modified instruction and staff who prepare in-service training for instructional staff, but does not include salaries of instructional staff when attending in-service training (function 11 or 12). 20 Instructional and School Leadership • Function 21 - Instructional Leadership - This function encompasses those 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 student 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. • 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) 41DRAFT 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. 60 Ancillary Services • Function 61 - Community Services - This function encompasses all other activities of the school district, which are designed to provide a service or benefit to the community as a whole or a portion of the community. Examples would include recreation programs, natatorium, and parenting programs. 70 Debt Service • Function 71 - Debt Service - This function includes expenditures for bond and lease purchase principal, and all types of interest paid. 80 Capital Outlay • Function 81 - Capital Acquisition & Construction - This function includes expenditures that are acquisitions, construction, or major renovation of Academy facilities. 42DRAFT EXPENDITURE CLASSIFICATIONS BY OBJECT CODE & SHARED SERVICES OBJECT CODE GENERAL DESCRIPTIONS The object number is a 4-digit code that describes the type of revenue or expenditure incurred and is comprised of the fifteenth through eighteenth digits in the code structure. For example: • 61XX Payroll and Payroll Related • 62XX Professional & Contracted Services • 63XX Supplies and Materials • 64XX Other Operating Costs • 65XX Debt Service • 66XX Capital EXPENDITURES BY SHARED SERVICES MODEL The Academy operates under a shared service model with the Town of Westlake, whereby the Town provides Human Resources, Financial, Facilities, and Administrative support services to the Academy. These service costs were previously booked to the Westlake Academy operating budget, but were removed from the operating budget in the FY 12/13 school year. The following operating costs are booked to the Town of Westlake’s General Fund and Debt Service Fund. • Municipal-Transfer to WA Operating Budget • Annual Debt Service Payments • General Major Maintenance and Replacement • In-direct Operating Costs (Payroll and Related) The shared services model was an integral part of the charter application process that helped bolster the Town’s case for having a community school. The shared service model conserves precious resources and avoids the duplication of effort across Town and Academy activities. The support services for the Academy that generate indirect costs paid by the Town of Westlake are: • Human Resources • Information Technology • Facility Maintenance Services • Finance and Accounting Services • General Managerial Oversight (Superintendent) • Town Secretary records maintenance and election administration • Board Support Services including policy advisement and strategic planning 43DRAFT RELATIONSHIP BETWEEN FUNDS AND FUNCTIONS Instruction Instructional /Media Resources Curriculum Development Instructional Leadership School Leadership Guidance & Counseling Health Services Student Transportation Co-curricular / Extra Curricular Activities General Administration Plant Maintenance and Operations Data Processing Services Data Processing Services Data Processing Services FUND NAME 11 12 13 21 23 31 33 34 36 41 51 53 61 71 GENERAL FUND Fund 199 General Fund        -       Fund 198 Athletics   Fund 197 Transportation    SPECIAL REVENUE FUNDS Fund 224 IDEA-B Formula  Fund 410 Material Allotment  Fund 461 Campus Activities    Fund 480 Hudson Foundation  Fund 484 Local Grants    Fund 494 WAF Science Grant  Fund 496 Hudson Foundation     Fund 497 W.A. Foundation  Fund 498 I.M.E.S.    44DRAFT 45DRAFT This page is intentionally blank 46DRAFT FINANCIAL FORECAST ASSUMPTIONS    Basic Assumptions:   Increase of 26 students in FY 2017/18 and 10 additional students in subsequent years   Average Daily Attendance rate of 97%    Revenues:   100% use of Westlake Academy Foundation (WAF) Annual Program revenues (adopted $1 million)   Career and Technology (CTE) Funding has increased to 319 students for FY 2017/18 due to the addition  of the DP Business Management course and by unblocking Algebra II or renaming/redesigning the  second block of Algebra II (numbers will fluctuate slightly from year to year beyond 2017/18 due to  student course selections).    Expenditures:   Personnel costs are estimated to increase approximately 2.0% for FY 2017/18 and 1.5% annually in  subsequent years   Professional Services, supplies and other operating expenditures are increased by 1% in outer years  but will only increase if revenues increase to offset additional expenditures    Charter schools do not have taxing authority, making them reliant upon state and local funding sources.  As an  open enrollment charter school, all State funding is determined each legislative session and channeled to  Westlake Academy through the Foundation School Program (FSP).      Charter schools are funded based on their weighted average daily attendance (WADA).  A school’s WADA is  determined not only by the number of students attending, but their participation in special programs, such as  special education and career and technology.     Most Academy General Fund revenue is derived from the  Foundation School Program.     Secondary sources include the Westlake Academy  Foundation and the Blacksmith Campaign.     Growth in local revenues has been significant and is a result  of strong parent support of the Academy.      Future revenue projections are based upon the State’s current  funding formula and current local donation levels.  Due to the  uncertainty of state funding, the Academy adopted a new policy in  FY 14/15 which only allows increases in expenditures if there is an  offsetting increase in revenues.    47DRAFT   Audited  Adopted  Amended Proposed  Amount Percent Projected Projected Projected Projected FY 15/16  FY 16/17  FY 16/17 FY 17/18 Inc/(Dec) Inc/(Dec) FY 18/19 FY 19/20 FY 20/21 FY 21/22 Transportation 9,763$             28,400$          10,000$          10,000$       ‐$                0% 10,000$           10,000$           10,000$            10,000$            Parking 13,005             25,050            15,050             15,000          (50)                  0% 15,000             15,000             15,000              15,000               Athletic Activities 97,938             90,724            90,724             90,700          (24)                  0% 92,548             92,548             92,548              92,548               Interest Earned 3,126               3,000              4,500               3,000            (1,500)            ‐33% 3,000               3,000               3,000                3,000                 WAF Blacksmith Donation 932,728          1,000,000      1,025,000       1,000,000    (25,000)          ‐2%1,000,000       1,000,000       1,000,000         1,000,000         WAF Salary Reimbursement 60,389             66,432            66,432             67,800          1,368              2% 69,156             69,156             69,156              69,156               Town Contribution ‐ Westlake Reserve 300,000          300,000          300,000          300,000       ‐                      0% 300,000           300,000           300,000            300,000            Town Contribution 15,000             15,000            15,000             15,000          ‐                      0% 15,000             15,000             15,000              15,000               Other Local Revenue (BTS, Tech & Other)21,889             143,256          95,886             58,800          (37,086)          ‐39% 25,000             25,000             25,000              25,000               Fund raiser (Back to School)‐                   ‐                  16,000             16,000          ‐                      0%‐                   ‐                   ‐                    ‐                     Food Services 6,000               6,000              6,000               6,100            100                 2% 6,060               6,060               6,060                6,060                 Total Local Revenues 1,459,838       1,677,862      1,644,592       1,582,400    (62,192)          ‐4% 1,535,764       1,535,764       1,535,764         1,535,764         Percent of total revenues 19% 20% 20% 18%‐17%‐87%18% 18% 18% 18%   TEA ‐ Foundation School Funds (Inc. accrual) 5,856,979       5,606,212      5,539,350       5,781,200    241,850         4% 5,781,200       5,781,200       5,781,200         5,781,200         CTE Funding (additional TEA‐FSP Funds)‐                   356,475          299,605          572,200       272,595         91% 572,200           572,200           572,200            572,200            TEA ‐ Available School Funds 153,204          308,298          287,790          191,300       (96,490)          ‐34% 191,300           191,300           191,300            191,300            TEA ‐ IB Training ‐                   ‐                  6,300               6,300            ‐                  0%‐                   ‐                   ‐                    ‐                     TRS On‐behalf/Medicare Part B 398,957          450,326          450,326          450,700       374                 0% 459,714           468,908           478,286            487,852            Total State Revenues 6,409,140       6,721,311      6,583,371       7,001,700    418,329         6% 7,004,414       7,013,608       7,022,986         7,032,552         Percent of total revenues 81% 80% 80% 82% 117% 2%82% 82% 82% 82%   TOTAL REVENUES 7,868,978$     8,399,173$    8,227,963$     8,584,100$  356,137$       4% 8,540,178$     8,549,372$     8,558,750$      8,568,316$         Variance Variance EXPENDITURES by FUNCTION 35,000             166,495         Function 11 ‐ Instructional 5,369,349$     4,788,354$    4,759,616$     4,975,270    215,654         5%215,654           186,916            Function 12 ‐ Resources & Media 73,982             84,089            82,639             82,639          ‐                  0%(2,078)              (43,257)            Function 13 ‐ Curriculum & Staff Development 147,558          127,802          86,623             84,545          (2,078)            ‐2%(71,525)           (69,925)            Function 21 ‐ Instructional Leadership 210,590          276,548          278,148          206,623       (71,525)          ‐26%(96,243)           (93,818)            Function 23 ‐ School Leadership 860,150          851,510          853,935          757,692       (96,243)          ‐11%(4,977)              (12,627)            Function 31 ‐ Guidance & Counseling 248,153          236,600          228,950          223,973       (4,977)            ‐2%(2,000)              (2,000)               Function 33 ‐ Health Services 62,327             68,024            68,024             66,024          (2,000)            ‐3%(27,655)           42,532              Function 36 ‐ Co/Extracurricular Activities 140,141          175,826          246,013          218,358       (27,655)          ‐11%(46,959)           (16,328)            Function 41 ‐ Administrative 372,961          276,495          307,126          260,167       (46,959)          ‐15%67,005             19,905              Function 51 ‐ Maintenance & Operations 895,335          940,838          893,738          960,743       67,005           7%19,104             3,104                Function 53 ‐ Data Processing 164,331          192,401          176,401          195,505       19,104           11%2,440               2,440                Function 61 ‐ Community Services 118,429          122,020          122,020          124,460       2,440              2%(91,038)           (91,038)            Function 71 ‐ Debt Service 91,092             257,238          257,238          166,200       (91,038)          ‐35% TOTAL EXPENDITURES BY FUNCTION 8,754,398$     8,397,745$    8,360,471$     8,322,199$  (38,272)$        0%(38,272)           (74,096)               Object Code 61XX ‐ Salaries 6,189,531$     6,290,364$    6,290,149$     6,279,299$  (10,850)$        0% 6,373,488$     6,469,091$     6,566,127$      6,664,619$       Object Code 62XX ‐ Contracted Services 1,112,259       1,024,552      996,210          1,000,220    4,010              0% 1,010,222       1,020,324       1,030,528         1,040,833         Object Code 63XX ‐ Supplies & Materials 906,649          374,382          302,735          395,828       93,093           31% 399,786           403,784           407,822            411,900            Object Code 64XX ‐ Other Operating Costs 454,867          451,209          514,139          480,652       (33,487)          ‐7% 485,459           490,313           495,216            500,168            Object Code 65XX ‐ Debt Service 91,092             257,238          257,238          166,200       (91,038)          ‐35% 166,200           166,039           ‐                    ‐                     TOTAL EXPENDITURES BY OBJECT 8,754,398$     8,397,745$    8,360,471$     8,322,199$  (38,272)$         ‐0.458% 8,435,155$     8,549,551$     8,499,693$      8,617,521$         Other Resources ‐ Local 474,300$        ‐$                80,000$          60,000$       (20,000)$        ‐25% Transfer in ‐ Campus Activity Fund ‐$                 ‐                  37,090             ‐                (37,090)          ‐100% Other Uses ‐ Local ‐                  (60,000)           (60,000)        ‐                    NET OTHER RESOURCES (USES)474,300          ‐                  57,090             ‐                (57,090)          ‐100%‐                   ‐                   ‐                    ‐                       EXCESS REVENUES OVER(UNDER) EXP (411,120)$       1,428$            (75,418)$         261,901$     337,319$       ‐447% 105,022$        (180)$               59,057$            (49,205)$             FUND BALANCE BEGINNING 1,482,157$     1,071,036$    1,072,464$     997,046$     (75,418)$        ‐7% 1,258,947$     1,363,969$     1,363,789$      1,422,846$       FUND BALANCE ENDING 1,071,036       1,072,464      997,046          1,258,947    261,901         26% 1,363,969       1,363,789       1,422,846         1,373,641         Assigned ‐ Bus Maintenance 37,090             24,090          (13,000)          ‐35% 12,090              Assigned ‐ Technology/FFE 125,000          ‐                  ‐                   ‐                ‐                   ‐                   ‐                   ‐                    ‐                     Assigned ‐ Uniform/Equip replacement 5,000               11,000            11,000             15,000          4,000              36% 15,000             15,000             15,000              15,000               FUND BALANCE ENDING (Unassigned)941,036$        1,061,464$    948,956$        1,219,857$  270,901$       29% 1,336,879$     1,348,789$     1,407,846$      1,358,641$         Number of Operating Days (365)41 46                    41                    54 13                   32%58 58 60 58 Dollars per Operating Day 22,685$          23,008$          22,905$          22,801$       (105)$             0% 23,110$           23,423$           23,287$            23,610$              Total Students Enrolled 825                  866                 830                  856               26                   3%866                  876                  886                    896                    TEA Funding per Student (Incl CTE & SPED)7,285$             7,241$            7,382$             7,646$          264$               4%7,557$             7,471$             7,387$              7,304$               Operating Cost per Student (Academic Only)10,611$          9,697$            10,073$          9,722$          (351)$             ‐3% 9,740$             9,760$             9,593$              9,618$                 Teachers 65.3                 65.8                65.6                 65.6              0.04                0% 65.6                 65.6                 65.6                  65.6                   Student/Teacher Ratio 12.6                 13.2                12.7                 13.1              0.39                3% 13.2                 13.4                 13.5                  13.7                   Westlake Academy General Fund Five Year Financial Forecast Fiscal Years 2017/18 through 2021/22 48DRAFT   GOVERNMENTAL FUNDS OVERVIEW  FINANCIAL SUMMARY    The following schedules present a comparison of revenues and expenditures for all Governmental Funds in the  Academy’s Budget. As a reminder, Governmental Funds include the General Fund and Special Revenue Funds.    G ENERAL F UND B UDGET S UMMARY    Amended Proposed $ Increase % Increase  FY 2016/17 FY 2017/18 (Decrease) (Decrease)  Total Revenues  $           8,227,963    $     8,584,100    $        356,137  4%  Total Expenditures  8,360,471    8,322,199    (38,272) ‐0.46%  Other Resources  117,090  60,000     (57,090) ‐0.49%  Other Uses  (60,000)      (60,000)     ‐   0%  Excess Revenues Over(Under) Expenditures  (75,418)  261,901   337,319  ‐447%  FUND BALANCE BEGINNING    1,072,464    997,046    (75,418) ‐7%  FUND BALANCE ENDING $              997,046   $     1,258,947  $        261,901  26%    A public school operating budget is legally required to include the Academy’s General, Debt Service, and Food  Service Funds.  However, the Academy does not maintain a Food Service Fund or a Debt Service Fund, so the  General Fund is the only legally adopted fund.  Budgets for Special Revenue Funds are included throughout the  presentation for informational purposes only.    Historically, revenues and expenditures have increased at relatively the same rate which has dictated the need  for a higher fund balance.    The Academy strives for 45‐day minimum requirement established by Board policy.   It is anticipated that this trend will continue over the next five years, with a relatively slow but steady growth in  fund balance.  The Academy anticipates that the General Fund balance will remain above the TEA’s  recommended 40 days (School FIRST Rating), barring any unforeseen circumstances.    G OVERNMENTAL F UND R EVENUES  Revenues received by Westlake Academy are classified into three broad categories:     Amended Proposed $ Increase % Increase Revenue  FY 16/17 FY 17/18 (Decrease) (Decrease) Percent  Local Revenues  $1,885,092    $1,652,900    $(232,192) ‐12.32% 18.54%  State Program Revenues  6,591,996    7,159,096    567,100  8.60% 80.29%  Federal Program Revenues  139,853    104,000    (35,853) ‐25.64% 1.17%  Total Revenues  $8,616,941   $8,915,996   $299,055  3.47% 100.00%    49DRAFT   $933 $1,000 $1,025 $1,000 FY 15/16 Actual FY16/17 Adopted FY16/17 Amended FY 17/18 Proposed Blacksmith Annual  Contributions Local  Revenues 19% State Program  Revenues 79% Federal  Revenues 2% Proposed Revenues All Governmental Funds Local Revenues State Program Revenues Federal Revenues  Local funding consists of the following major sources, the Town of Westlake, Westlake Academy  Foundation (WAF) and the Hudson Foundation.      o The Town of Westlake provides  administrative, human resources,  facilities, and financial services for  the Academy and is responsible for  all debt service payments relating to  Academy facilities and  infrastructure.     o The Westlake Academy Foundation  is an independent, non‐profit  organization that raises funds  through donations and various fundraising efforts.  Annual fundraising activities include the  Blacksmith Campaign, which is used to close the funding gap between State allocations and school  needs in the General Fund.  The Blacksmith Campaign is directed towards the parents of Academy  students and tries to leverage individual donations with employers who have charitable matching  programs.    o The Hudson Foundation is an independent, non‐profit organization that supports organizations who  are innovative and who develop programs that create new ways on knowing.  Westlake Academy  has been the proud recipient of a Hudson Grant for the past seven years.  These funds are used for  teacher training, innovative learning space and student travel and accounted for in Special Revenue  Funds.     State funding is the Academy’s largest revenue source, making up approximately 78% of total  Governmental Fund revenues. Staff estimates that aid received through the State’s Foundation School  Program (FSP) in FY 2017/18 will be approximately $7,646 per student.       Federal funding is received through grants that support special education and accounts for  approximately one percent (1%) of revenues for all funds.    The Academy’s primary revenue sources continue to be the State Foundation School Program and the Westlake  Academy Foundation.      L OCAL F UNDING   FY16/17 adopted Blacksmith revenues were  forecasted to be $1 million; however, the amended  budget has been increased by $25,000.   Total WAF  contributions are projected at $1 million in FY 17/18.      50DRAFT   61XX  Payroll & Related  Items… 62XX  Contracted  Services 12%63XX  Supplies &  Materials 9%64XX ‐ Other  Operating 5% 65XX  Debt Service 1% Expenditures by Object S TATE P ROGRAM R EVENUES  FY16/17 adopted state revenues,  including Career & Technology  Funding, were forecasted to be  $6.271 million; however due to less  students than projected, the  amended budget has been decreased  to $6.127 million.  Total state  revenues are projected at $6.545  million in FY 2017/18.       E XPENDITURES & S HARED S ERVICES M ODEL  Administrative, financial, human resources and facilities services are provided by the Town of Westlake under a  shared services model.  These service costs were previously booked to the Westlake Academy operating  budget, but were removed from the operating budget in the FY 12/13 school year. The following table illustrates  indirect operating costs which are booked to the Town of Westlake’s General Fund and Debt Service Fund.    Amended Proposed $ Increase % Increase  FY 2016/17 FY 2017/18 (Decrease) (Decrease)  Operating Expenditures  $            8,045,471     $     8,007,199     $       (38,272) ‐0.48%  Municipal‐Transfer to WA Operating Budget  315,000    315,000    ‐   0.00%  Total Academic Costs  8,360,471   8,322,199   (38,272) ‐0.46%  Annual Debt Service (Municipal budget)  1,704,035    1,869,870    165,835  9.73%  Major Maintenance and Replacement  279,565    200,000    (79,565) ‐28.46%  In‐direct Operating Costs  674,130    727,659    53,529  7.94%  Total Municipal Costs  2,972,730   3,112,529  139,799  4.70%  TOTAL EXPENDITURE COSTS  $          11,333,201   $    11,434,728   $        101,527  0.90%  Number of Students  830   856   26  3.13%  Total Expenditure Cost per Student  $                  13,654    $            13,358    $              (296) ‐2.17%      Employee compensation and benefits are  Westlake Academy’s largest operating  expenditures.  Board policy states a desire to  maintain a salary scale within three percent  (3%) of the districts surveyed for market  comparison purposes.  For FY 2017/18, Staff  recommends a salary increase of 2.0%.        The increase equals approximately $166,495  in payroll and related expenditures, and will  bring the Academy to within 2.5% of the  estimated average median of surrounding  districts.    $4.417 $4.865 $5.812 $6.010 $6.271 $6.127 $6.545 FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY16/17 Adopted FY16/17 Amended FY 17/18 Proposed Foundation State Program  Revenues (In millions) 51DRAFT   EXPENDITURES (BY FUNCTION)  Amended Proposed  Budget Budget $ Increase % Increase Revenue  FY 16/17 FY 17/18 (Decrease) (Decrease) Percent  11  ‐ Instructional  $5,006,760    $5,245,166    $238,406  4.76% 60.62%  12  ‐ Resources & Media  82,639    82,639    ‐   0.00% 0.96%  13  ‐ Staff Development  142,623    84,545    (58,078) ‐40.72% 0.98%  21  ‐ Instructional Leadership  278,148    206,623    (71,525) ‐25.71% 2.39%  23  ‐ School Leadership  877,739    757,692    (120,047) ‐13.68% 8.76%  31  ‐ Guidance & Counseling  228,950    223,973    (4,977) ‐2.17% 2.59%  33  ‐ Health Services  68,024    66,024    (2,000) ‐2.94% 0.76%  36  ‐ Extra‐/Co‐Curricular Activities  331,013    278,358    (52,655) ‐15.91% 3.22%  41  ‐ General Administration  307,126    260,167    (46,959) ‐15.29% 3.01%  51  ‐ Maintenance & Operations  893,738    960,743    67,005  7.50% 11.10%  53  ‐ Data Processing  176,401    195,505    19,104  10.83% 2.26%  61  ‐ Community Services  122,020    124,460    2,440  2.00% 1.44%  71  ‐ Debt Service  257,238    166,200    (91,038) ‐35.39% 1.92%  Total Expenditures  $8,772,419   $8,652,095   $(120,324) ‐1.37% 100.00%      EXPENDITURES (BY OBJECT CODE)  Amended Proposed  Budget Budget $ Increase % Increase Revenue  FY 16/17 FY 17/18 (Decrease) (Decrease) Percent  61XX ‐ Payroll & Related Items  $6,453,501   $6,383,299   $(70,202) ‐1.09% 73.78%  62XX ‐ Contracted Services  1,024,710    1,000,220    (24,490) ‐2.39% 11.56%  63XX ‐ Supplies & Materials  382,688   616,224   233,536  61.03% 7.12%  64XX ‐ Other Operating  654,282    486,152    (168,130) ‐25.70% 5.62%  65XX ‐ Debt Service  257,238   166,200   (91,038) ‐35.39% 1.92%  Total Expenditures  $8,772,419   $8,652,095   $(120,324) ‐1.37% 100.00%       G OVERNMENTAL F UNDS – M AJOR R EVENUE S OURCES  The revenues received by Westlake Academy are classified into one of three broad categories:  State, Federal  and Local.     State funding is the Academy’s largest revenue source, making up 76% of all General Fund revenues.  Funding for public education has increased slightly over the last two legislative sessions, but overall funding  still falls short of the FY 2009/10 school year.  The Texas economy has been strong, but ongoing litigation  regarding public education funding has created a hesitancy to adjust funding projections until the courts  have ruled upon the constitutionality of the current funding methodology.  Consequently, the Academy  continues to utilize prior year funding levels when developing financial models and forecasts.  Staff  estimates that the average level of total state aid received through the Foundation School Program (FSP) in  FY 2017/18 will be approximately $7,646 per student.     Local funding consists of the following major sources, the Town of Westlake, Westlake Academy Foundation  (WAF) and the Hudson Foundation.      52DRAFT   o The Town of Westlake provides administrative, human resources, facilities, and financial services for  the Academy and is also responsible for all debt service payments relating to Academy facilities and  infrastructure.     o The Westlake Academy Foundation is an independent non‐profit organization that raises funds  through donations and various fundraising efforts; the FY 2017/18 forecast is $1,000,000.  The WAF  conducts several annual fundraising activities, including the Blacksmith Campaign, an annual fund  drive which started as a way to close the funding gap between what charter schools receive in state  allocations in comparison to local ISDs. It mainly directs fund raising efforts towards the parents of  Academy students and tries to leverage these donations with the employers who have matching  programs for individuals that contribute time or money to non‐profits. The Blacksmith Campaign is  held each year in 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.    o The Hudson Foundation is an independent, non‐profit organization that supports organizations who  are innovative and who develop programs that create new ways on knowing.  Westlake Academy  has been the proud recipient of a Hudson Grant for the past seven years.  These funds are used for  teacher training, innovative learning space and student travel.     Federal funding is received through grants that support special education and accounts for approximately  one percent (1%) of revenues for all funds.       Local  Revenues 19% State  Program  Revenues 80% Federal  Program  Revenues 1% Revenues by Category 53DRAFT   61XX  Payroll & Related  Items 73% 62XX  Contracted Services 12% 63XX  Supplies & Materials 9% 64XX ‐ Other Operating 5%65XX  Debt Service 1% Expenditures  by Object G OVERNMENTAL F UNDS ‐ M AJOR E XPENDITURES  Employee compensation and benefits are Westlake Academy’s largest operating expenditures.  Board policy  states a desire to maintain a salary scale within three percent (3%) of the districts surveyed for market  comparison purposes.  For FY 2017/18, Staff recommends a salary increase of 2.0%.  The increase equals  approximately $166,495 in payroll and related expenditures, and will bring the Academy to within 2.5% of the  estimated average median of surrounding districts.      These adjustments to compensation and benefits will allow the Academy to remain competitive, and serve as a  valuable component in our recruiting and retention efforts          P ROJECTED E NDING F UND B ALANCES     Projected Total Total Projected      Beginning  Revenues  Expenditures Ending Percent  Change Change  Fund Type  Fund  Balance   and Other  Sources  and Other  Uses Fund Balance of total Amount Percent  General Fund   $997,046   $8,584,100   $8,322,199   $1,258,947  95%  $261,901  26.27%  Special Revenue  Funds  59,378   331,896   329,896   $61,378  5%  $2,000  0.00%  TOTAL  $1,056,424   $8,915,996   $8,652,095   $1,320,325  100%  $263,901  24.98%    54DRAFT Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed REVENUES Local Revenues 1,636,975$ 2,190,629$ 1,614,880$ 1,813,362$ 1,885,092$ 1,652,900$ (232,192)$ State Program Revenues 5,269,641 6,181,480 6,548,362 6,721,311 6,591,996 7,159,096 567,100 Federal Program Revenues 80,103 162,270 98,564 102,394 139,853 104,000 (35,853) 6,986,719 8,534,379 8,261,806 8,637,067 8,616,941 8,915,996 299,055 EXPENDITURES (BY FUNCTION) 11 - Instructional 4,264,664 4,716,639 5,760,357 4,985,626 5,006,760 5,245,166 238,406 12 - Resources & Media 57,884 67,933 77,692 84,089 82,639 82,639 - 13 - Staff Development 148,356 222,521 184,198 133,802 142,623 84,545 (58,078) 21 - Instructional Leadership 165,116 248,087 210,591 276,548 278,148 206,623 (71,525) 23 - School Leadership 597,075 712,023 885,787 851,510 877,739 757,692 (120,047) 31 - Guidance & Counseling 282,334 255,286 248,153 236,600 228,950 223,973 (4,977) 33 - Health Services 61,890 64,285 62,328 68,024 68,024 66,024 (2,000) 36 - Extra-/Co-Curricular Activities 152,261 142,799 179,779 215,826 331,013 278,358 (52,655) 41 - General Administration 389,673 351,087 372,986 276,495 307,126 260,167 (46,959) 51 - Maintenance & Operations 733,367 865,719 895,334 940,838 893,738 960,743 67,005 53 - Data Processing 177,063 100,757 164,330 192,401 176,401 195,505 19,104 61 - Community Services 113,995 111,620 118,429 122,020 122,020 124,460 2,440 71 - Debt Service 3,733 89,949 91,092 257,238 257,238 166,200 (91,038) Total Expenditures 7,147,411 7,948,705 9,251,056 8,641,017 8,772,419 8,652,095 (120,324) Excess (Deficiency) of Revenues Over (Under) Expenditures (160,692) 585,674 (989,250) (3,950) (155,478) 263,901 419,379 OTHER FINANCING SOURCES (USES) 79 - Other Resources 239,009 16,740 474,300 - 117,090 60,000 (57,090) 89 - Other Uses - - - - (60,000) (60,000) - Total Other Financing Sources (Uses)239,009 16,740 474,300 - 57,090 - (57,090) NET CHANGES IN FUND BALANCE 78,317 602,414 (514,950) (3,950) (98,388) 263,901 362,289 FUND BALANCE, BEGINNING 992,981 1,071,298 1,673,712 1,158,762 1,154,812 1,056,424 (98,388) FUND BALANCE, ENDING 1,071,298 1,673,712 1,158,762 1,154,812 1,056,424 1,320,325 263,901 Assigned - Tech/FF&E Replacemt - - 125,000 - - - - Assigned - Bus Maintenance - - - - 37,090 24,090 (13,000) Assigned - Uniforms/Equip Rep - - 5,000 11,000 11,000 15,000 4,000 FUND BALANCE, UNASSIGNED 1,071,298$ 1,673,712$ 1,028,762$ 1,143,812$ 1,008,334$ 1,281,235$ 254,901$ WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL GOVERNMENTAL FUNDS For the Year Ending August 31, 2018 55DRAFT Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed General Fund 7,805,552$ 7,868,978$ 7,868,978$ 8,399,173$ 8,227,963$ 8,584,100$ 356,137$ Special Revenue Funds 426,578 728,827 392,828 237,894 388,978 331,896 (57,082) Total Governmental Funds 8,232,130$ 8,597,805$ 8,261,806$ 8,637,067$ 8,616,941$ 8,915,996$ 299,055$ Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed General Fund 6,733,873$ 7,364,649$ 8,754,398$ 8,397,745$ 8,360,471$ 8,322,199$ (38,272)$ Special Revenue Funds 413,538 584,053 496,657 243,272 411,948 329,896 (82,052) Total Governmental Funds 7,147,411$ 7,948,702$ 9,251,055$ 8,641,017$ 8,772,419$ 8,652,095$ (120,324)$ Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed 61XX - Payroll & Related Items 5,198,872$ 5,710,695$ 6,335,240$ 6,457,758$ 6,453,501$ 6,383,299$ (70,202)$ 62XX - Contracted Services 958,208 1,099,388 1,147,193 1,027,552 1,024,710 1,000,220 (24,490) 63XX - Supplies & Materials 672,966 547,098 1,105,164 403,260 382,688 616,224 233,536 64XX - Other Operating 313,632 501,572 572,366 495,209 654,282 486,152 (168,130) 65XX - Debt Service 3,733 89,949 91,092 257,238 257,238 166,200 (91,038) Total Expenditures 7,147,411$ 7,948,702$ 9,251,055$ 8,641,017$ 8,772,419$ 8,652,095$ (120,324)$ TOTAL REVENUES TOTAL EXPENDITURES EXPENDITURES BY OBJECT CODE WESTLAKE ACADEMY ALL GOVERNMENTAL FUNDS For the Year Ending August 31, 2018 61XX Payroll & Related Items 73% 62XX Contracted Services 12% 63XX Supplies & Materials 9% 64XX - Other Operating 5%65XX Debt Service 1% Proposed Expenditures by Object 56DRAFT Adopted Amended Proposed Audited Audited Audited Budget Budget Budget FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 REVENUE SUMMARY Local Revenues 1,636,975$ 2,190,629$ 1,614,880$ 1,813,362$ 1,885,092$ 1,652,900$ State Program Revenues 5,269,641 6,181,480 6,548,362 6,721,311 6,591,996 7,159,096 Federal Program Revenues 80,103 162,270 98,564 102,394 139,853 104,000 Total Revenues 6,986,719$ 8,534,379$ 8,261,806$ 8,637,067$ 8,616,941$ 8,915,996$ Adopted Amended Proposed Audited Audited Audited Budget Budget Budget EXPENDITURES (BY FUNCTION)FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 11 - Instructional 4,264,664$ 4,716,639$ 5,760,357$ 4,985,626$ 5,006,760$ 5,245,166$ 12 - Resources & Media 57,884 67,933 77,692 84,089 82,639 82,639 13 - Staff Development 148,356 222,521 184,198 133,802 142,623 84,545 21 - Instructional Leadership 165,116 248,087 210,591 276,548 278,148 206,623 23 - School Leadership 597,075 712,023 885,787 851,510 877,739 757,692 31 - Guidance & Counseling 282,334 255,286 248,153 236,600 228,950 223,973 33 - Health Services 61,890 64,285 62,328 68,024 68,024 66,024 35 - Food Services - - - - - - 36 - Extra-/Co-Curricular Activities 152,261 142,799 179,779 215,826 331,013 278,358 41 - General Administration 389,673 351,087 372,986 276,495 307,126 260,167 51 - Maintenance & Operations 733,367 865,719 895,334 940,838 893,738 960,743 52 - Security & Monitoring Services - - - - - - 53 - Data Processing 177,063 100,757 164,330 192,401 176,401 195,505 61 - Community Services 113,995 111,620 118,429 122,020 122,020 124,460 71 - Debt Service 3,733 89,949 91,092 257,238 257,238 166,200 81 - Facility Acquisition/Construction - - - - - - Total Expenditures 7,147,411$ 7,948,705$ 9,251,056$ 8,641,017$ 8,772,419$ 8,652,095$ For the Year Ending August 31, 2018 WESTLAKE ACADEMY ALL GOVERNMENTAL FUNDS Local Revenues 19% State Program Revenues 79% Federal Program Revenues 2% Revenues by Category 57DRAFT GENERAL FUND FINANCIAL SUMMARY The General Fund is a governmental fund with budgetary control which is used to show transactions resulting from operations of on-going organizations and activities from a variety of revenue sources. Amended Proposed $ Increase % Increase FY 2016/17 FY 2017/18 (Decrease) (Decrease) Total Revenues $ 8,227,963 $ 8,584,100 $ 356,137 4% Total Expenditures 8,360,471 8,322,199 (38,272) -0.46% Other Resources 117,090 60,000 (57,090) -0.49% Other Uses (60,000) (60,000) - 0% Excess Revenues Over(Under) Expenditures (75,418) 261,901 337,319 -447% FUND BALANCE BEGINNING 1,072,464 997,046 (75,418) -7% FUND BALANCE ENDING 997,046 1,258,947 261,901 26% Assigned 48,090 39,090 (9,000) -19% FUND BALANCE ENDING (Unassigned) $ 948,956 $ 1,219,857 $ 270,901 29% # Days Operating (Based on 365) 41 54 13 29% G ENERAL F UND R EVENUES S TATE F UNDING R EVENUES Westlake Academy receives even less State funding per student than the Texas average because public charter schools in the State of Texas do not receive facility funding. The Academy’s State funding per pupil peaked in FY 2009/10 but was cut the following two years due to State budget shortfalls. In FY 2017/18, the Academy $5 $5 $6 $6 $7 $7 $7 $1 $1 $1 $1 $1 $1 $1 $0 $0 $0 $0 $0 $0 $0 $- $1 $2 $3 $4 $5 $6 $7 $8 $9 FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY16/17 Adopted FY16/17 Amended FY 17/18 ProposedMillionsRevenues by Source Other Local Revenue WAF Blacksmith State Revenue 58DRAFT $7,285 $7,241 $7,382 $7,646 $7,000 $7,200 $7,400 $7,600 $7,800 FY 15/16 Actual FY16/17 Adopted FY16/17 Amended FY 17/18 Proposed Average State Funding per Student $4.216 $4.928 $5.409 $6.190 $6.290 $6.290 $6.279 $0.811 $0.910 $1.056 $1.112 $1.025 $0.996 $1.000 $0.215 $0.604 $0.392 $0.907 $0.374 $0.303 $0.396 $- $1 $2 $3 $4 $5 $6 $7 $8 $9 $10 FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY16/17 Adopted FY16/17 Amended FY 17/18 ProposedMILLIONSEXPENDITURES BY SOURCE 65XX - Debt Service 64XX - Other Operating Costs 63XX - Supplies & Materials 62XX - Contracted Services 61XX - Salaries anticipates that state funding will increase by $264 per student due to the additional students enrolling and the Career and Technology classes being offered. Westlake Academy receives minimal federal funding, (IDEA B – Special Education Funds). Due to prior state funding reductions, the Academy has become more dependent upon private donations for operating costs and further financial support from the Town of Westlake. Funding ongoing operating costs with one- time dollars raised through private donations places the Academy in a potentially tenuous situation. If private donations do not meet the levels necessary to offset public education reductions, then the Town of Westlake must increase financial support or consider reducing the associated service levels. G ENERAL F UND E XPENDITURES 11 - Instructional 59% 23 -School Leadership 9% 51 -Maintenance & Operations 12% 11 - Instructional 12 - Resources & Media 13 - Staff Development 21 - Instructional Leadership 23 - School Leadership 31 - Guidance & Counseling 33 - Health Services 35 - Food Services 36 - CoCurricular/ Extra. Activities 41 - Administrative 59DRAFT Adopted Amended Proposed Variance Audited Audited Budget Budget Budget Amended to FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed REVENUES Local Revenues 1,664,363$ 1,459,838$ 1,677,862$ 1,644,592$ 1,582,400$ (62,192) State Program Revenues 6,141,189 6,409,140$ 6,721,311 6,583,371 7,001,700 418,329 Total Revenues 7,805,552 7,868,978 8,399,173 8,227,963 8,584,100 356,137 EXPENDITURES (BY FUNCTION) 11 - Instructional 4,343,536 5,369,349 4,788,354 4,759,616 4,975,270 215,654 12 - Resources & Media 67,933 73,982 84,089 82,639 82,639 - 13 - Staff Development 165,308 147,558 127,802 86,623 84,545 (2,078) 21 - Instructional Leadership 212,942 210,590 276,548 278,148 206,623 (71,525) 23 - School Leadership 620,382 860,150 851,510 853,935 757,692 (96,243) 31 - Guidance & Counseling 255,158 248,153 236,600 228,950 223,973 (4,977) 33 - Health Services 64,285 62,327 68,024 68,024 66,024 (2,000) 36 - Extra-/Co-Curricular Activities 122,974 140,141 175,826 246,013 218,358 (27,655) 41 - General Administration 344,086 372,961 276,495 307,126 260,167 (46,959) 51 - Maintenance & Operations 865,719 895,335 940,838 893,738 960,743 67,005 53 - Data Processing 100,757 164,331 192,401 176,401 195,505 19,104 61 - Community Services 111,620 118,429 122,020 122,020 124,460 2,440 71 - Debt Service 89,949 91,092 257,238 257,238 166,200 (91,038) 81 - Facility Acquisition/Construction - - - - - - Total Expenditures 7,364,649 8,754,398 8,397,745 8,360,471 8,322,199 (38,272) Excess (Deficiency) of Revenues Over 440,903 (885,420) 1,428 (132,508) 261,901 394,409 OTHER FINANCING SOURCES (USES) 79 - Capital Lease Proceeds 16,740 474,300 - - - - 79 - Other Resources (CAF)45,000 - - 117,090 60,000 (57,090) 89 - Other Uses (45,000) - - (60,000) (60,000) - 16,740 474,300 - 57,090 - (57,090) NET CHANGES IN FUND BALANCE 457,643 (411,120) 1,428 (75,418) 261,901 337,319 - FUND BALANCE, BEGINNING 1,024,517 1,482,157 1,071,036 1,072,464 997,046 (75,418) FUND BALANCE, ENDING 1,482,157 1,071,036 1,072,464 997,046 1,258,947 261,901 Assigned - Bus Maintenance - - - 37,090 24,090 (13,000) Assigned - Tech/FF&E Rplcmnt - 125,000 - - - - Assigned - Uniforms/Equip Rplcmnt - 5,000 11,000 11,000 15,000 4,000 Assigned - Facility Maintenance/FFE - - - - FUND BALANCE, UNASSIGNED 1,482,157$ 941,036$ 1,061,464$ 948,956$ 1,219,857$ 270,901$ Total Other Financing Sources (Uses) WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND For the Year Ending August 31, 2018 (Under) Expenditures 60DRAFT WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND For the Year Ending August 31, 2018 11 -Instructional 60% 23 -School Leadership 9% 51 -Maintenance & Operations 12% PROPOSED EXPENDITURES (BY FUNCTION) 11 - Instructional 12 - Resources & Media 13 - Staff Development 21 - Instructional Leadership 23 - School Leadership 31 - Guidance & Counseling 33 - Health Services 36 - Extra-/Co-Curricular Activities 41 - General Administration 51 - Maintenance & Operations 53 - Data Processing 61 - Community Services 71 - Debt Service 81 - Facility Acquisition/Construction $7.81 $7.87 $8.40 $8.23 $8.58 $7.36 $8.75 $8.40 $8.36 $8.32 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Audited Audited Budget Budget Budget Adopted Amended Proposed Revenue & Expenditure Comparison (in millions)Total Revenues Total Expenditures 61DRAFT 197 198 199 Total Transportation/Athletic General General Parking Fund Activities Fund Fund FY 17/18 FY 17/18 FY 17/18 FY 17/18 REVENUES Local Revenues 25,000$ 90,700$ 1,466,700$ 1,582,400$ State Program Revenues - - 7,001,700 7,001,700 Total Revenues 25,000 90,700 8,468,400 8,584,100 EXPENDITURES (BY FUNCTION) 11 - Instructional 1,786 - 4,973,484 4,975,270 12 - Resources & Media - - 82,639 82,639 13 - Staff Development - - 84,545 84,545 21 - Instructional Leadership - - 206,623 206,623 23 - School Leadership - - 757,692 757,692 31 - Guidance & Counseling - - 223,973 223,973 33 - Health Services - - 66,024 66,024 36 - Extra-/Co-Curricular Activities 31,950 154,519 31,889 218,358 41 - General Administration - - 260,167 260,167 51 - Maintenance & Operations - - 960,743 960,743 53 - Data Processing - - 195,505 195,505 61 - Community Services - - 124,460 124,460 71 - Debt Service - - 166,200 166,200 Total Expenditures 33,736 154,519 8,133,944 8,322,199 (8,736) (63,819) 334,456 261,901 OTHER FINANCING SOURCES (USES) 79 - Other Resources - 60,000 - 60,000 89 - Other Uses - - (60,000) (60,000) Total Other Financing Sources (Uses)- 60,000 (60,000) - NET CHANGES IN FUND BALANCE (8,736) (3,819) 274,456 261,901 FUND BALANCE, BEGINNING 77,291 25,232 894,525 997,046 FUND BALANCE, ENDING 68,555 21,413 1,168,981 1,258,947 Assigned - Bus Maintenance 24,090 - - 24,090 Assigned - Technology/FF&E Replacement - - - - Assigned - Uniform/Equipment Replacement - 15,000 - 15,000 ENDING FUND BALANCE (UNASSIGNED)44,465$ 6,413$ 1,168,981$ 1,219,857$ Excess (Deficiency) of Revenues Over (Under) Expenditures For the Year Ending August 31, 2018 WESTLAKE ACADEMY COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND Proposed FY 2017 / 2018 62DRAFT Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to EXPENDITURES FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed 11 Instructional 6100 Payroll 3,398,381$ 3,915,927$ 4,445,106$ 4,411,715$ 4,407,732$ 4,564,442$ 156,710$ 6200 Contracted Services 97,088 107,213 69,223 59,085 69,536 69,320 (216) 6300 Supplies & Materials 477,541 254,692 745,920 214,687 141,600 202,928 61,328 6400 Other Operating 44,942 65,705 109,100 102,867 140,748 138,580 (2,168) Total Instructional 4,017,952 4,343,537 5,369,349 4,788,354 4,759,616 4,975,270 215,654 12 Resource & Media 6100 Payroll 50,006 56,186 68,030 71,339 71,339 71,339 - 6200 Contracted Services 1,325 2,650 - 2,650 1,054 1,100 46 6300 Supplies & Materials 5,221 7,057 5,773 8,120 8,120 8,100 (20) 6400 Other Operating - 2,040 179 1,980 2,126 2,100 (26) Total Resource & Media 56,552 67,933 73,982 84,089 82,639 82,639 - 13 Staff Development 6100 Payroll - 2,522 - - - - - 6200 Contracted Services 5,122 14,320 21,998 7,998 - - - 6300 Supplies & Materials - 762 7,223 6,380 380 400 20 6400 Other Operating 70,371 147,704 118,337 113,424 86,243 84,145 (2,098) Total Staff Development 75,493 165,308 147,558 127,802 86,623 84,545 (2,078) 21 Instructional Leadership 6100 Payroll 159,279 202,096 199,183 270,623 270,623 200,623 (70,000) 6200 Contracted Services - 3,200 - - - - - 6300 Supplies & Materials 140 2,092 4,605 500 200 500 300 6400 Other Operating 5,697 5,554 6,802 5,425 7,325 5,500 (1,825) Total Instructional Leadership 165,116 212,942 210,590 276,548 206,623 (71,525) 23 School Leadership 6100 Payroll 531,557 599,702 810,667 823,565 823,565 723,565 (100,000) 6200 Contracted Services 413 150 - 100 100 - (100) 6300 Supplies & Materials 5,546 4,330 18,690 1,038 1,038 1,000 (38) 6400 Other Operating 14,654 16,200 30,793 26,807 29,232 33,127 3,895 Total School Leadership 552,170 620,382 860,150 851,510 853,935 757,692 (96,243) 31 Guidance & Counseling 6100 Payroll 179,572 137,129 160,308 163,773 163,773 163,773 - 6200 Contracted Services 93,230 110,079 73,358 58,424 53,704 43,200 (10,504) 6300 Supplies & Materials 2,903 5,223 9,076 6,366 4,675 7,800 3,125 6400 Other Operating 6,629 2,727 5,411 8,037 6,798 9,200 2,402 Total Guidance & Counseling 282,334 255,158 248,153 236,600 228,950 223,973 (4,977) WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2018 63DRAFT Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to EXPENDITURES FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed 33 Health Services 6100 Payroll 60,659$ 62,653$ 59,536$ 63,524$ 63,524$ 63,524$ -$ 6200 Contracted Services 145 520 520 1,500 1,500 1,000 (500) 6300 Supplies & Materials 1,086 1,112 2,271 3,000 3,000 1,500 (1,500) 6400 Other Operating - - - - - - - Total Health Services 61,890 64,285 62,327 68,024 68,024 66,024 (2,000) 36 Co-/Extra Curricular Activities 6100 Payroll 54,755 54,381 64,625 90,690 94,458 94,458 - 6200 Contracted Services 21,611 19,370 26,428 32,419 32,860 39,000 6,140 6300 Supplies & Materials 23,592 28,743 21,744 26,444 33,060 37,500 4,440 6400 Other Operating 21,882 20,479 27,344 26,273 85,635 47,400 (38,235) Total CoCurricular Activities 121,840 122,973 140,141 175,826 246,013 218,358 (27,655) 41 Administrative 6100 Payroll 145,799 93,706 38,554 40,267 40,267 40,267 - 6200 Contracted Services 159,232 168,012 247,576 154,382 184,932 138,100 (46,832) 6300 Supplies & Materials 16,338 19,412 16,150 11,850 21,195 21,200 5 6400 Other Operating 58,499 62,956 70,681 69,996 60,732 60,600 (132) Total Administrative 379,868 344,086 372,961 276,495 307,126 260,167 (46,959) 51 Maintenance & Operations 6100 Payroll 94,734 99,798 100,193 97,543 97,543 97,543 - 6200 Contracted Services 518,512 619,660 664,518 677,298 646,828 694,800 47,972 6300 Supplies & Materials 60,415 55,623 50,201 75,997 59,467 78,500 19,033 6400 Other Operating 59,706 90,638 80,423 90,000 89,900 89,900 - Total Maintenance & Operations 733,367 865,719 895,335 940,838 893,738 960,743 67,005 53 Data Processing 6100 Payroll 151,803 73,492 124,899 135,305 135,305 135,305 - 6200 Contracted Services 13,359 11,153 8,639 30,696 5,696 13,700 8,004 6300 Supplies & Materials 11,074 14,926 24,995 20,000 30,000 36,400 6,400 6400 Other Operating 827 1,186 5,798 6,400 5,400 10,100 4,700 Total Data Processing 177,063 100,757 164,331 192,401 176,401 195,505 19,104 WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2018 64DRAFT Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to EXPENDITURES FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed 61 Community Services 6100 Payroll 101,834$ 111,620$ 118,429$ 122,020$ 122,020$ 124,460$ 2,440$ 6400 Other Operating 4,661 - - - - - - Total Community Service 106,495 111,620 118,429 122,020 122,020 124,460 2,440 71 Debt Service 6500 Debt Service 3,733 89,949 91,092 257,238 257,238 166,200 (91,038) Total Debt Service 3,733 89,949 91,092 257,238 257,238 166,200 (91,038) 81 Facility Acquisition/Construction 6200 Contracted Services - - - - - - - Total Facility Acquisition/Construction - - - - - - - Total Expenditure 6,733,873$ 7,364,649$ 8,754,398$ 8,397,745$ 8,221,397$ 8,322,199$ (38,272)$ Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed EXPENDITURES BY OBJECT CODE 61XX - Payroll & Related Items 4,928,378$ 5,409,211$ 6,189,531$ 6,290,364$ 6,290,149$ 6,279,299$ (10,850)$ 62XX - Contracted Services 910,036 1,056,326 1,112,259 1,024,552 996,210 1,000,220 4,010 63XX - Supplies & Materials 603,857 392,279 906,649 374,382 302,735 395,828 93,093 64XX - Other Operating 287,869 416,884 454,867 451,209 514,139 480,652 (33,487) 65XX - Debt Service 3,733 89,949 91,092 257,238 257,238 166,200 (91,038) Total Expenditures 6,733,873$ 7,364,649$ 8,754,398$ 8,397,745$ 8,360,471$ 8,322,199$ (38,272)$ SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2018 WESTLAKE ACADEMY 61XX -Payroll & Related Items 75% 62XX -Contracted Services 12% 63XX -Supplies & Materials 5% 64XX -Other Operating 6% 65XX -Debt Service 2% EXPENDITURES BY OBJECT CODE 65DRAFT Fiscal Year Revenues incr %Expenditures incr %Net Change FY 03/04 Audited 1,094,608$ 1,068,857$ 25,751$ FY 04/05 Audited 1,831,898 67.4%1,612,198 50.8%219,700 FY 05/06 Audited 2,407,526 31.4%2,211,897 37.2%195,629 FY 06/07 Audited 2,879,531 19.6%2,615,511 18.2%264,020 FY 07/08 Audited 3,168,968 10.1%3,226,254 23.4%(57,286) FY 08/09 Audited 3,661,645 15.5%3,709,086 15.0%(47,441) FY 09/10 Audited 4,280,723 16.9%3,917,886 5.6%362,837 FY 10/11 Audited 4,608,573 7.7%4,518,107 15.3%90,466 FY 11/12 Audited 5,244,170 13.8%5,287,757 17.0%(43,587) FY 12/13 Audited 5,640,934 7.6%5,496,181 3.9%144,753 FY 13/14 Audited 6,560,141 16.3%6,733,873 22.5%(173,732) FY 14/15 Audited 7,805,552 19.0%7,364,649 9.4%440,903 FY 15/16 Audited 7,868,978 0.8%8,754,398 18.9%(885,420) FY 16/17 Amended 8,227,963 4.6%8,360,471 -4.5%(132,508) FY 17/18 Proposed 8,584,100 4.3%8,322,199 -0.5%261,901 WESTLAKE ACADEMY REVENUE AND EXPENDITURE COMPARISON Fiscal Years 03/04 through 17/18 GENERAL FUND $3.17$3.66$4.28$4.61$5.24$5.64$6.56$7.81$7.87$8.23$8.58$3.23$3.71$3.92$4.52$5.29$5.50$6.73$7.36$8.75$8.36$8.32$0 $1 $2 $3 $4 $5 $6 $7 $8 $9 $10 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Amended FY 17/18 ProposedMillionsRevenue & Expenditure Comparison Revenues Expenditures 66DRAFT Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed REVENUES Local Revenues 1,272,381$ 1,521,693$ 1,339,130$ 1,533,688$ 1,528,818$ 1,466,700$ (62,118)$ State Program Revenues 5,190,308 6,139,829 6,407,743 6,721,311 6,583,371 7,001,700 418,329 Total Revenues 6,462,689 7,661,522 7,746,873 8,254,999 8,112,189 8,468,400 356,211 EXPENDITURES (BY FUNCTION) 11 - Instructional 4,003,013 4,315,520 5,355,714 4,781,100 4,757,830 4,973,484 215,654 12 - Resources & Media 56,553 67,933 73,982 84,089 82,639 82,639 - 13 - Staff Development 75,494 165,308 147,558 127,802 86,623 84,545 (2,078) 21 - Instructional Leadership 165,115 212,942 210,590 276,548 278,148 206,623 (71,525) 23 - School Leadership 552,170 620,382 860,150 851,510 853,935 757,692 (96,243) 31 - Guidance & Counseling 282,334 255,158 248,153 236,600 228,950 223,973 (4,977) 33 - Health Services 61,889 64,285 62,327 68,024 68,024 66,024 (2,000) 36 - Co-/Extra Curricular Activities 7,362 8,075 27,665 28,589 31,358 31,889 531 41 - Administrative 379,867 344,086 372,961 276,495 307,126 260,167 (46,959) 51 - Maintenance & Operations 733,367 865,719 895,335 940,838 893,738 960,743 67,005 53 - Data Processing 177,063 100,757 164,331 192,401 176,401 195,505 19,104 61 - Community Services 106,497 111,620 118,429 122,020 122,020 124,460 2,440 71 - Debt Service 3,733 89,949 91,092 257,238 257,238 166,200 (91,038) Total Expenditures 6,604,457 7,221,734 8,628,287 8,243,254 8,144,030 8,133,944 (10,086) (141,768) 439,788 (881,414) 11,745 (31,841) 334,456 366,297 OTHER FINANCING SOURCES (USES) 79 - Capital Lease Proceeds 239,009 16,740 474,300 - - - 79 - Transfers In - - - - 57,090 - (57,090) 89 - Transfer Out (Use)(75,000) (45,000) - - (60,000) (60,000) - Total Other Financing Sources (Uses)164,009 (28,260) 474,300 - (2,910) (60,000) (57,090) OTHER FINANCING SOURCES (USES) 79 - Extraordinary Item - - - - - - - 89 - Extraordinary Item - - - - - - - Total Other Financing Sources (Uses)- - - - - - - NET CHANGES IN FUND BALANCE 22,241 411,528 (407,114) 11,745 (34,751) 274,456 309,207 - FUND BALANCE, BEGINNING 890,876 913,117 1,324,645 917,531 929,276 894,525 (34,751) FUND BALANCE, ENDING 913,117 1,324,645 917,531 929,276 894,525 1,168,981 274,456 Assigned - Technology/FF&E - - 125,000 - - - - ENDING FUND BALANCE (UNASSIGNED)913,117$ 1,324,645$ 792,531$ 929,276$ 894,525$ 1,168,981$ 274,456$ Excess (Deficiency) of Revenues Over (Under) Expenditures WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND - 199 For the Year Ending August 31, 2018 67DRAFT Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed REVENUES Local Revenues 60,563$ 89,253$ 97,940$ 90,724$ 90,724$ 90,700$ (24)$ State Revenue - 1,360 1,396 - - - - Total Revenues 60,563 90,613 99,336 90,724 90,724 90,700 (24) EXPENDITURES (BY FUNCTION) 11 - Instructional - - 38 - - - - 36 - Co-/Extra Curricular Activities 100,383 100,023 99,421 124,655 186,605 154,519 (32,086) Total Expenditures 100,383 100,023 99,459 124,655 186,605 154,519 (32,086) (39,820) (9,410) (123) (33,931) (95,881) (63,819) 32,062 OTHER FINANCING SOURCES (USES) 79 - Other Resources 75,000 45,000 - - 60,000 60,000 - 89 - Other Uses - - - - - - - Total Other Financing Sources (Uses)75,000 45,000 - - 60,000 60,000 - NET CHANGES IN FUND BALANCE 35,180 35,590 (123) (33,931) (35,881) (3,819) 32,062 FUND BALANCE, BEGINNING 24,398 59,578 95,168 95,044 61,113 25,232 (35,881) FUND BALANCE, ENDING 59,578 95,168 95,045 61,113 25,232 21,413 (3,819) Assigned - Uniform/Equip Replacement - - 5,000 11,000 11,000 15,000 4,000 ENDING FUND BALANCE (UNASSIGNED)59,578$ 95,168$ 90,045$ 50,113$ 14,232$ 6,413$ (7,819)$ Excess (Deficiency) of Revenues Over (Under) Expenditures WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ATHLETIC ACTIVITIES FUND - 198 For the Year Ending August 31, 2018 68DRAFT Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to Y FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed REVENUES Local Revenues 36,890$ 53,417$ 22,768$ 53,450$ 25,050$ 25,000$ (50)$ State Revenues - - - - - - - Total Revenues 36,890 53,417 22,768 53,450 25,050 25,000 (50) EXPENDITURES (BY FUNCTION) 11 - Instructional 14,940 28,016 13,597 7,254 1,786 1,786 - 36 - Co-/Extra Curricular Activities 14,093 14,876 13,055 22,582 28,050 31,950 3,900 Total Expenditures 29,033 42,892 26,652 29,836 29,836 33,736 3,900 Excess (Deficiency) of Revenues Over (Under) Expenditures 7,857 10,525 (3,884) 23,614 (4,786) (8,736) (3,950) OTHER FINANCING SOURCES (USES) 79 - Other Resources - - - - - - - 89 - Other Uses - - - - - - - Total Other Financing Sources (Uses)- - - - - - - NET CHANGES IN FUND BALANCE 7,857 10,525 (3,884) 23,614 (4,786) (8,736) (3,950) FUND BALANCE, BEGINNING 43,965 51,822 62,347 58,463 82,077 77,291 (4,786) FUND BALANCE, ENDING 51,822 62,347 58,463 82,077 77,291 68,555 (8,736) Assigned - Bus Maintenance - - - - 37,090 24,090 (13,000) Assigned - Parking - - - - - - - ENDING FUND BALANCE (UNASSIGNED)51,822$ 62,347$ 58,463$ 82,077$ 40,201$ 44,465$ 4,264$ WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE TRANSPORTATION/PARKING FUND - 197 For the Year Ending August 31, 2018 69DRAFT SPECIAL REVENUE FUNDS FINANCIAL SUMMARY Special Revenue Funds account for local, state and federally financed programs or expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at the close of a specified project period. Amended FY 16/17 Proposed FY 17/18 Variance FEDERAL GRANTS THROUGH TEA • Fund 224 - IDEA B $ 104,058 $ 104,000 $ (58) • Fund 226 – IDEA B Discretionary 35,215 (35,215) Sub-total Federal Grants 139,273 104,000 (35,273) STATE GRANTS THROUGH TEA • Fund 410 - Material Allotment Disbursement 8,225 157,396 149,171 Sub-total State Grants 8,225 157,396 149,171 LOCAL ACTIVITIES • Fund 461 - Local Campus Activity 85,000 60,000 (25,000) • Fund 484 - Local Grants (HOC & WAF) 55,000 - (55,000) • Fund 498 - International Mindedness Symposium 6,000 6,000 - Sub-total Local Activities 146,000 66,000 (80,000) HUDSON FOUNDATION GRANTS • Fund 480 - Hudson Foundation Grant 3,404 - (3,404) • Fund 482 - Hudson Foundation Grant 95,580 - (95,580) • Fund 496 – Hudson Foundation Grant 16,966 - (16,966) Sub-total Hudson Foundation Grants 115,950 - (115,950) WESTLAKE ACADEMY FOUNDATION GRANTS • Fund 497 – Student Travel Awards 2,500 2,500 - Sub-total Foundation Grants 2,500 2,500 - Grant Total - All Special Revenue Fund Expenditures $ 411,948 $ 329,896 $ (82,052) 70DRAFT Variance Amended Proposed Amended to FY 16/17 FY 17/18 Proposed Federal Grants through TEA Fund 224 - IDEA B 104,058$ 104,000$ (58)$ Fund 22X - IDEA B High Needs Grant 35,215 - (35,215) Sub-total Federal Grants 139,273 104,000 (35,273) State Grants through TEA Fund 410 - Material Allotment Disbursment 8,225 157,396 149,171 Sub-total State Grants 8,225 157,396 149,171 Local Activities Fund 461 - Local Campus Activity 85,000 60,000 (25,000) Fund 484 - Local Grants (HOC & WAF)55,000 - (55,000) Fund 498 - International Mindedness Syposium 6,000 6,000 - Sub-total Local Activities 146,000 66,000 (80,000) Hudson Foundation Grants Fund 480 - Hudson Foundation Grant 3,404 - (3,404) Fund 482 - Hudson Foundation Grant 95,580 - (95,580) Fund 496 - Hudson Foundation 16,966 - (16,966) Sub-total Hudson Foundation Grants 115,950 - (115,950) Westlake Academy Foundation (WAF) Grants Fund 497 - Student Travel Awards 2,500 2,500 - Sub-total Foundation Grants 2,500 2,500 - Grant Total - All Special Revenue Fund Expenditures 411,948$ 329,896$ (82,052)$ WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2018 71DRAFT Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed REVENUES Local Program Revenues 267,142$ 526,266$ 155,042$ 135,500$ 240,500$ 70,500$ (170,000)$ State Program Revenues 79,333 40,291 139,222 - 8,625 157,396 148,771 Federal Program Revenues 80,103 162,270 98,564 102,394 139,853 104,000 (35,853) Total Revenues 426,578 728,827 392,828 237,894 388,978 331,896 (57,082) EXPENDITURES (BY FUNCTION) 11 - Instructional 246,713 373,136 391,009 197,272 247,144 269,896 22,752 12 - Resources & Media 1,332 3,709 - - - - 13 - Staff Development 72,863 57,213 36,639 6,000 56,000 - (56,000) 23 - School Leadership 44,905 91,641 25,637 - 23,804 - (23,804) 36 - CoCurricular/Extracurricular Activities 30,421 19,825 39,638 40,000 85,000 60,000 (25,000) 41 - Administrative 9,805 7,000 25 - - - - Total Expenditures 413,538 584,053 496,657 243,272 411,948 329,896 (82,052) (Under) Expenditures 13,040 144,774 (103,829) (5,378) (22,970) 2,000 24,970 NET CHANGES IN FUND BALANCE 13,040 144,774 (103,829) (5,378) (22,970) 2,000 24,970 FUND BALANCE, BEGINNING 33,741 46,781 191,555 87,726 82,348 59,378 (22,970) FUND BALANCE, ENDING 46,781 191,555 87,726 82,348 59,378 61,378 2,000 FUND BALANCE, ENDNG (Unassigned)46,781$ 191,555$ 87,726$ 82,348$ 59,378$ 61,378$ 2,000$ Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 16/17 Proposed EXPENDITURES BY OBJECT CODE 61XX - Payroll & Related Items 270,494$ 301,481$ 145,708$ 167,394$ 163,352$ 104,000$ (59,352)$ 62XX - Contracted Services 48,172 43,063 34,934 3,000 28,500 - (28,500) 63XX - Supplies & Materials 69,109 154,820 198,515 28,878 79,953 220,396 140,443 64XX - Other Operating 25,763 84,689 117,500 44,000 140,143 5,500 (134,643) Total Expenditures 413,538$ 584,053$ 496,657$ 243,272$ 411,948$ 329,896$ (82,052)$ Excess (Deficiency) of Revenues Over WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2018 72DRAFT Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 17/18 Proposed REVENUES Local Program Revenues 267,142$ 526,266$ 155,042$ 135,500$ 240,500$ 70,500$ (170,000)$ State Program Revenues 79,333 40,291 139,222 - 8,625 157,396 148,771 Federal Program Revenues 80,103 162,270 98,564 102,394 139,853 104,000 (35,853) Total Revenues 426,578 728,827 392,828 237,894 388,978 331,896 (57,082) EXPENDITURES (BY FUNCTION) 11 - Instructional 246,713 373,136 391,009 197,272 247,144 269,896 22,752 12 - Resources & Media 1,332 3,709 - - - - 13 - Staff Development 72,863 57,213 36,639 6,000 56,000 - (56,000) 23 - School Leadership 44,905 91,641 25,637 - 23,804 - (23,804) 36 - CoCurricular/Extracurricular Activities 30,421 19,825 39,638 40,000 85,000 60,000 (25,000) 41 - Administrative 9,805 7,000 25 - - - - Total Expenditures 413,538 584,053 496,657 243,272 411,948 329,896 (82,052) (Under) Expenditures 13,040 144,774 (103,829) (5,378) (22,970) 2,000 24,970 NET CHANGES IN FUND BALANCE 13,040 144,774 (103,829) (5,378) (22,970) 2,000 24,970 FUND BALANCE, BEGINNING 33,741 46,781 191,555 87,726 82,348 59,378 (22,970) FUND BALANCE, ENDING 46,781 191,555 87,726 82,348 59,378 61,378 2,000 FUND BALANCE, ENDNG (Unassigned)46,781$ 191,555$ 87,726$ 82,348$ 59,378$ 61,378$ 2,000$ Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Amended to FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 16/17 Proposed EXPENDITURES BY OBJECT CODE 61XX - Payroll & Related Items 270,494$ 301,481$ 145,708$ 167,394$ 163,352$ 104,000$ (59,352)$ 62XX - Contracted Services 48,172 43,063 34,934 3,000 28,500 - (28,500) 63XX - Supplies & Materials 69,109 154,820 198,515 28,878 79,953 220,396 140,443 64XX - Other Operating 25,763 84,689 117,500 44,000 140,143 5,500 (134,643) Total Expenditures 413,538$ 584,053$ 496,657$ 243,272$ 411,948$ 329,896$ (82,052)$ Excess (Deficiency) of Revenues Over WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2018 73DRAFT This page is intentionally blank 74DRAFT 75DRAFT This page is intentionally blank 76DRAFT PERSONNEL & STAFFING Given the funding constraints we are facing, accurate expenditure projections are more important than ever. Since salaries make up the greatest portion of the expenditure budget, it is logical to apply forecasting techniques that can provide a true picture of where payroll dollars are headed. Personnel staffing levels for Westlake Academy are presented in full-time equivalents (FTE) positions. For example, a position staffed for 40 hours per week for 52 weeks per year (2,080 hours) equals one full-time equivalent position. An FTE position of .50 refers to a position that is funded for 1,040 hours per year (2,080 x .50). The personnel count includes vacant positions. PAYROLL & RELATED COSTS (ALL FUNDS) FY 16/17 FY 17/18 Change Change Estimated Adopted Amount Percent PR Wages $ 5,417,382 $ 5,500,662 $ 83,280 1.5% Social Security/Medicare 86,009 90,869 4,860 5.7% Health Insurance 308,773 297,751 (11,022) -3.6% Workers’ Compensation 22,870 23,446 576 2.5% TRS On-Behalf 451,407 434,238 (17,169) -3.8% Unemployment Taxes 25,007 1,781 (23,226) -92.9% Retirement (TRS) 100,227 34,553 (65,674) -65.5% GRAND TOTAL $ 6,411,675 $ 6,383,300 $ (28,375) .44% EMPLOYEE POSITIONS BY TYPE Employee Type FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY 16/17 Estimated FY 17/18 Proposed Principals 3.00 4.00 4.50 4.50 4.50 5.75 Coordinators 3.50 3.50 3.50 4.50 4.50 2.25 Primary 17.90 19.90 23.59 27.00 27.00 27.00 Secondary 24.50 24.91 30.92 32.06 32.55 33.59 Support 13.27 13.97 18.10 15.50 15.00 14.00 Instr. Specialist 3.50 3.50 5.00 6.25 6.00 5.00 WA Foundation 1.50 1.50 1.50 1.50 1.50 1.50 Facilities 1.60 1.60 2.00 2.00 2.00 2.00 Technology 1.80 1.80 1.10 2.00 2.00 2.00 Total Staff 70.57 74.68 90.21 95.31 95.05 93.09 Total Teachers 45.90 48.31 59.51 65.31 65.55 65.59 77DRAFT The following charts break down the number of employees by job function (primary and secondary school teachers, instructional administration, etc.). Employee growth has been driven by Academy expansions as the school matured into a full K-12 campus. Principals 5%Coordinators 5% Primary 29% Secondary 36% Support 15% Specialist 5% Employee Positions by Type 3.00 4.00 4.50 4.50 4.50 5.753.50 3.50 3.50 4.50 4.50 2.25 17.90 19.90 23.59 27.00 27.00 27.00 24.50 24.91 30.92 32.06 32.55 33.59 13.27 13.97 18.10 15.50 15.00 14.00 3.50 3.50 5.00 6.25 6.00 5.00 0 25 50 75 100 FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY 16/17 Estimated FY 17/18 Proposed Defined Employee Groups by FTE Technology Facilities WA Foundation Instr Specialist Support Secondary Primary Coordinators Principals 78DRAFT PERSONNEL POSITION SUMMARY Positions FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY 16/17 Estimated FY 17/18 Proposed Change Classes Served K-12 K-12 K-12 K-12 K-12 K-12 Executive Director - 0.50 1.00 1.00 1.00 1.00 - Primary Principal 1.00 1.00 1.00 1.00 1.00 1.00 - Asst. Primary Principal - - - - - 1.00 1.00 MYP Principal 1.00 1.00 1.00 1.00 1.00 - (1.00) Asst MYP Principal 0.50 1.00 1.00 1.00 1.00 - (1.00) Student Life Coordinator/AD - - - - - 1.00 1.00 DP Principal 0.50 0.50 0.50 0.50 0.50 1.00 0.50 Asst. Secondary Principal - - - - - 0.75 0.75 Principal Staffing 3.00 4.00 4.50 4.50 4.50 5.75 1.25 DP Coordinator 0.50 0.50 0.50 0.50 0.50 0.50 - MYP Academic Dean - - - 1.00 1.00 - (1.00) MYP Coordinator 1.00 1.00 1.00 1.00 1.00 0.50 (0.50) PYP Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 - Student Services Coordinator - - - 1.00 1.00 - (1.00) Admin Coordinator 1.00 1.00 1.00 - - - - Compliance Coordinator - - - - - 0.25 0.25 Coordinator Staffing 3.50 3.50 3.50 4.50 4.50 2.25 (2.25) Primary - Kindergarten 2.00 2.00 3.00 3.00 3.00 3.00 - Primary - Grade 1 2.00 2.00 3.00 3.00 3.00 3.00 - Primary - Grade 2 2.00 2.00 3.00 3.00 3.00 3.00 - Primary - Grade 3 2.00 3.00 3.00 3.00 3.00 3.00 - Primary - Grade 4 3.00 3.00 3.00 3.00 3.00 3.00 - Primary - Grade 5 2.00 3.00 3.00 3.00 3.00 3.00 - Primary - Art 1.00 1.00 1.50 1.00 1.00 1.00 - Primary - Counselor 1.50 1.50 1.35 1.00 1.00 1.00 - Primary - Math - - - 1.00 1.00 1.00 - Primary - Music 0.40 0.40 0.40 1.00 1.00 1.00 - Primary - PE 1.00 1.00 1.00 2.00 2.00 2.00 - Primary - Reading Specialist - - 0.34 1.00 1.00 1.00 - Primary - Spanish 1.00 1.00 1.00 2.00 2.00 2.00 - Primary Staffing 17.90 19.90 23.59 27.00 27.00 27.00 - Secondary - Art - - 1.32 2.32 2.16 1.50 (0.66) Secondary - Business Mgmt./CTE - - - - 0.50 0.50 - Secondary - Counselor 1.50 1.50 1.35 1.00 1.30 2.00 0.70 Secondary - Economics - - 1.00 1.00 1.00 1.00 - Secondary - English 3.00 3.00 4.00 3.50 3.50 3.50 - Secondary - Foreign Language 3.34 4.34 4.34 4.32 4.00 4.00 - Secondary - Grade 6 3.00 2.00 3.00 3.00 3.00 3.00 - Secondary - Humanities 4.00 4.25 3.75 3.92 4.25 4.25 - Secondary - Math 3.00 3.00 5.00 5.50 5.50 5.50 - 79DRAFT Positions FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY 16/17 Estimated FY 17/18 Proposed Change Classes Served K-12 K-12 K-12 K-12 K-12 K-12 Secondary - Personal Project - - - 0.50 0.50 0.50 - Secondary - Science 3.50 3.66 3.50 4.00 3.84 4.34 0.50 Secondary - CTE/STEM - - - - - 0.50 0.50 Secondary Staffing 24.50 24.91 30.92 32.06 32.55 33.59 1.04 Teaching Aides 5.87 6.07 8.00 8.50 8.00 7.00 (1.00) Librarian/Aide 1.00 1.00 1.00 1.00 1.00 1.00 - Nurse 1.00 1.00 1.00 1.00 1.00 1.00 - Office Aide 3.00 3.00 4.10 4.00 4.00 4.00 - Registrar 1.00 1.00 1.00 1.00 1.00 1.00 - Support Staffing 13.27 13.97 18.10 15.50 15.00 14.00 (1.00) Diagnostician/ Literacy - - - - 1.00 1.00 - IT Integration 1.00 1.00 1.00 1.00 1.00 1.00 - Special Education 2.00 2.00 3.00 3.25 3.00 3.00 - Speech 0.17 0.17 - 1.00 - - - Strings Staff 0.33 0.33 1.00 1.00 1.00 - (1.00) Specialist Staffing 3.50 3.50 5.00 6.25 6.00 5.00 (1.00) WAF Director 1.00 1.00 1.00 1.00 1.00 1.00 - WAF Office Aide 0.50 0.50 0.50 0.50 0.50 0.50 - Foundation Staffing 1.50 1.50 1.50 1.50 1.50 1.50 - Facilities Technician 1.00 1.00 1.00 1.00 2.00 2.00 - Facilities Staffing 1.60 1.60 2.00 2.00 2.00 2.00 - IT Coordinator - - - 1.00 1.00 1.00 - IT Tech 1.80 1.80 1.10 1.00 1.00 1.00 - IT Dept. Staffing 1.80 1.80 1.10 2.00 2.00 2.00 - Total Positions 70.57 74.68 90.21 95.31 95.05 93.09 (1.96) 80DRAFT Fair Labor Standards Act (FLSA) The Fair Labor Standards Act established minimum wage, overtime, recordkeeping, and child labor standards and applies to all full-time and part-time employees. As amended in 1985, the FLSA provides the option for compensatory time in lieu of overtime compensation for non-exempt employees. Executive, administrative, and professional employees meeting Department of Labor exemption guidelines are exempt from FLSA overtime requirements. The Town will comply with the FLSA for all employees. Non-Exempt Positions All non-exempt (hourly) positions are eligible for overtime compensation. Bi-weekly wages are based on a 40- hour work week (2,080 hours per year), equaling one full-time equivalent (FTE) position. There are 26 pay periods per year. This work schedule applies to all hourly regular, year-round employees, except for Fire/EMS employees. Fire/EMS operates on a 15-day pay period, and there are 24 pay periods per year. Exempt Positions Exempt (salaried) positions are not eligible for overtime compensation. Salary amounts are not calculated or based on the number of hours worked. Exempt positions include managers and directors, and classifications are determined by Department of Labor guidelines. Vacancy Adjustments Not all positions will be filled 52 weeks per year, and so these expected vacancies are addressed in the salary budgeting process. 1. Start Dates - Expected start dates for open positions may vary. Keeping track of those assumptions is important because a large dollar variance may result when an actual start date differs from the budgeted date. 2. Attrition (Planned Retirements) - Budget consideration should be given for those positions where employees have indicated specific retirement dates. Payouts need to be budgeted. 3. Impact of Inflation - Inflation can have a significant impact on payroll forecasting. Cost-of-living adjustments often are used when forecasting personnel costs. The Consumer Price Index (CPI), a broad measure of consumer inflation, is the cost-of-living index used most often for determining salary increases. The U.S. Bureau of Labor Statistics’ Employment Cost Index might be a better index for this purpose, as it measures the change in the cost of labor, free from the influence of employment shifts among occupations and industries. 4. Seasonal and Temporary Positions - Some divisions or jurisdictions use part-time or seasonal employees. 5. Other Considerations - Some governments make more use of overtime as an option instead of hiring fulltime workers. The use of retired employees for contractual services is another alternative to adding headcount. 81DRAFT Executive Director W.A. Foundation WA SUPERINTENDENT This organizational chart is a visual depiction of the way work is distributed within Westlake Academy. BOARD OF TRUSTEES Heads of Department Grade Level Team Leads SPED CoordinatorPrimary Principal Primary Assistant Principal Primary Curriculum Coordinator Primary Counselor Primary Faculty and Staff WESTLAKE ACADEMY EXECUTIVE DIRECTOR Librarian Technology Coordinator Secondary Principal Secondary Counselor College Counselor MYP/DP Faculty and Staff Registrar Administrative Staff Secondary Assistant Principal Athletic Director Student Life Coord Secondary Curriculum Coordinator Administrative Staff WESTLAKE ACADEMY ORGANIZATIONAL CHART Assistant This chart is meant to be a tool to help enhance our working relationship with our customers, students and stake-holders, and to clear channels of communications to better accomplish our goals and objectives. SPED Faculty an Staff 82DRAFT BOARD OF TRUSTEES Westlake Academy is governed by a President and a five-member Board of Trustees. Each of the members is elected for a two-year term, and members currently serve on the Town Council for the Town of Westlake. The Board of Trustees establishes school policy, approves the Academy's annual operating budget, and serves as the legislative body of the Academy. The Board holds regular meetings on one Monday of each month. These meetings typically begin with a work shop at 5 p.m. and the regular meeting follows at 6 p.m. All meetings are held at Westlake Town Hall, 1500 Solana Blvd, Bldg 7 in the Council Chambers/Municipal Courtroom. Front Left to Right • Alesa Belvedere Term expires May 2018 • Laura Wheat, President Term expires May 2018 • Carol Langdon Term expires May 2019 Back Left to Right • Rick Rennhack Term expires May 2019 • Michael Barrett Term expires May 2018 • Wayne Stoltenberg Term expires May 2019 83DRAFT WESTLAKE ACADEMY LEADERSHIP TEAM *THOMAS E. BRYMER SUPERINTENDENT OF SCHOOLS DR. MECHELLE BRYSON EXECUTIVE DIRECTOR *Amanda DeGan Assistant Town Manager Alan Burt Director of Athletics Student Life Coordinator *Debbie Piper Director of Finance Rod Harding Primary (PYP) Principal *Troy Meyer Director of Facilities Beckie Paquin Primary (PYP) Assistant Principal *Jason Power Director of Information Technology Alison Schneider PYP Coordinator Primary Curriculum Coordinator *Ginger Awtry Director of Communications & Community Affairs Stacy Stoyanoff Secondary Principal (MYP/DP) *Todd Wood Director of Human Resources And Administrative Services Jennifer Furnish Secondary Assistant Principal TEA/Charter Compliance Coordinator *Asterisk denotes shared services personnel between the academic and municipal service teams of the Town of Westlake. Terri Watson MYP/DP coordinator Secondary Curriculum Coordinator Dr. Shelly Myers Executive Director of the WAF & Director of Development 84DRAFT ORGANIZATIONAL STRUCTURE MUNICIPAL OVERSIGHT Westlake Academy is a municipally owned, open enrollment K-12 charter school that is accredited by the Texas Education Agency. • The Academy is governed by a six-member Board of Trustees that also serves as the Town Council for the Town of Westlake. • The Board of Trustees appoints a Superintendent to oversee the Academy’s management and operations. The Superintendent also serves as Westlake’s Town Manager. • The Academy’s organizational structure is based on research into management of municipally owned charter schools. • The current structure was adopted by the Board in Resolution 09-23 on December 7, 2009. The Superintendent is responsible for the implementation of the Board’s policy agenda for Westlake Academy, facilitating the Board’s strategic plan, formulating policy recommendations for Board consideration, and providing managerial oversight of the Academy’s budget administration, finances, and budget preparation. The Academy’s Superintendent oversees the Westlake Academy Executive Leadership Team which is charged with the responsibility of managing the school’s on-going academic and extracurricular operations. Each principal is responsible, with advisement from the Superintendent, for selection and evaluation of the faculty and staff involved in providing their Programme’s academic services. 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, overseeing departmental directors and working on special projects as assigned Finance Department Financial oversight of accounts payable, accounts receivable, payroll, general ledger, journal entries, capital projects, fixed assets, depreciation; revenues, expenditures, assets, liabilities, and coordinating the annual budget and audit processes for both Municipal and Academic. Human Resource Department Managing personnel needs for both the Municipal and Academic staff 85DRAFT ORGANIZATIONAL STRUCTURE ACADEMIC MANAGEMENT E XECUTIVE D IRECTOR • The Executive Director is the instructional leader for the whole school as well as administrative head. • This position is responsible for implementing board policies and direction from the Superintendent, and heads the instructional leadership team (ILT) which focuses on whole school issues. P RIMARY Y EARS P RINCIPAL (PYP) • The Primary Years Principal is the instructional leader for the Primary Years Programme (PYP). • The PYP is a curriculum framework for children aged 3-12 that prepares students for the intellectual challenges and focuses on the development of the whole child as an inquirer, in and beyond the classroom walls. • The PYP Principal is responsible for ensuring proper implementation of the IB curriculum, student achievement as well as recruiting, mentoring, and retaining talented faculty. • The Primary Years Principal is a member of the ILT. P RIMARY A SSISTANT P RINCIPAL • The PYP Assistant Principal is also an instructional leader for the PYP. • The PYP Assistant Principal supports the efforts of the Primary Principal in carrying out the duties of the programme. • The PYP Assistant Principal also supports the proper implementation of the IB curriculum, student achievement as well as supports the positive culture and climate of the programme. • The PYP Assistant Principal is a member of the ILT. P RIMARY Y EARS C URRICULUM C OORDINATOR • The PYP Curriculum Coordinator is primarily responsible for the vertical and horizontal articulation of curriculum. • The position supports the efforts of the Primary Principal in ensuring the proper implementation of the PYP IB curriculum. • The main responsibility is to work with staff to develop, maintain and review curriculum, while developing and delivering effective staff development to support the IB mission. • The PYP Curriculum Coordinator is a member of the ILT. S ECONDARY P RINCIPAL (MYP & DP P RINCIPAL) • The Secondary Principal is the instructional leader for the Middle Years Programme (MYP) and the Diploma Programme (DP). 86DRAFT • The MYP is a curriculum framework for children in grades six through ten that prepares students to make connections between their studies and the real world. It is designed to prepare students for the Diploma Programme. • The DP is a challenging two-year curriculum for students in grades 11 and 12 that provides an inquiry based, college preparatory education. • This position is responsible for ensuring proper implementation of the IB curriculum, student achievement as well as recruiting, mentoring, and retaining talented faculty. • The Secondary Principal is a member of the ILT. S ECONDARY A SSISTANT P RINCIPAL • The Secondary Assistant Principal is also an instructional leader for the MYP and the DP. • The Secondary Assistant Principal supports the efforts of the Secondary Principal in carrying out the duties of the programme. • The Secondary Assistant Principal also supports the proper implementation of the IB curriculum, student achievement as well as supports the positive culture and climate of the programme. • The Secondary Assistant Principal is a member of the ILT. S ECONDARY C URRICULUM C OORDINATOR • The Secondary Curriculum Coordinator is primarily responsible for the vertical and horizontal articulation of curriculum. • This position supports the efforts of the Secondary Principal in ensuring the proper implementation of the MYP and DP IB curriculum. • The main responsibility is to work with staff to develop, maintain and review curriculum, while developing and delivering effective staff development to support the IB mission. • The Secondary Curriculum Coordinator is a member of the ILT. A THLETIC D IRECTOR AND S TUDENT L IFE C OORDINATOR • The Athletic Director/Student Life Coordinator is primarily responsible for the development of the co- curricular and extra-curricular activities of the Academy. • The Athletic Director/Student Life Coordinator designs, implements and supports activities that build the student’s leadership capacity and enriches their social and emotional growth. • The position interfaces with principals in scheduling events that enrich the learning environment. • The Athletic Director/Student Life Coordinator is a member of the ILT. D IRECTOR OF D EVELOPMENT • The Director of Development and Westlake Academy Foundation Executive Director is primarily responsible for the fundraising activities of the Academy. • The Director creates, implements, and manages donor activities, including the annual Westlake Academy Blacksmith Drive, Baja, Gallery Night, grant applications, and other Academy or Foundation related solicitations. • The Executive Director of the Education Foundation is a member of the ILT. 87DRAFT This page is intentionally blank 88DRAFT 89DRAFT This page is intentionally blank 90DRAFT IBO PROGRAMME OVERVIEW Westlake Academy is authorized by the International Baccalaureate (IB) to offer: • Primary Years Programme (PYP) – grades K-5 • Middle Years Programme (MYP) – grades 6-10 • Diploma Programme (DP) – grades 11-12 These three linked curricula form the IB Continuum and all three programmes are consistent in their pedagogical approach. • The PYP gives students an excellent foundation for the IB’s other programmes, providing the essential elements that young students need to equip themselves for successful lives, both now and in the future. • The MYP builds on the knowledge, skills, and attitudes developed by the Primary Years Programme and prepares students for the demanding requirements of the Diploma Programme. • All three programmes are philosophically aligned, each centered on developing attributes of the IB learner profile, described below. When schools implement the full continuum of IB programmes, students realize several benefits including: • Improved standardized test scores. • An understanding and appreciation of the world’s cultures and histories among their students. • A sense of community and shared goals among parents, students, teachers, and administrators. • Graduates complete college faster than their peers, feel more prepared for college-level coursework involving research, and are better able to cope with demanding workloads and time-management challenges International Baccalaureate® (IB) programmes aim to do more than other curricula by developing inquiring, knowledgeable and caring young people who are motivated to succeed. We strive to develop students who will build a better world through intercultural understanding and respect. IB programme frameworks can operate effectively with national curricula at all ages; more than 50% of IB World Schools are state- funded. The International Baccalaureate (IB) offers a continuum of international education. The programmes encourage both personal and academic achievement, challenging students to excel in their studies and in their personal development. All IB programmes are flexible, enabling teachers to respond to local requirements. The Academy prepares students for all standardized testing required by the State of Texas, but endeavors to do so in a much more transdisciplinary manner and without “teaching to the test.” 91DRAFT IB LEARNER PROFILE AND ATTITDES The aim of all IB programmes is to develop internationally minded people, who recognizing their common humanity and shared guardianship of the planet, help to create a better and more peaceful world. 1. Inquirers – We nurture our curiosity, developing skills for inquiry and research. We know how to learn independently and with others. We learn with enthusiasm and sustain our love of learning throughout life. 2. Knowledgeable – We develop and use conceptual understanding, exploring knowledge across a range of disciplines. We engage with issues and ideas that have local and global significance. 3. Thinkers – We use critical and creative thinking skills to analyze and take responsible action on complex problems. We exercise initiative in making reasoned, ethical decisions. 4. Communicators – We express ourselves confidently and creatively in more than one language and in many ways. We collaborate effectively, listening carefully to the perspectives of other individuals and groups. 5. Principled – We act with integrity and honesty, with a strong sense of fairness and justice, and with respect for the dignity and rights of people everywhere. We take responsibility for our actions and their consequences. 6. Open-minded – We critically appreciate our own cultures and personal histories, as well as the values and traditions of others. We seek and evaluate a range of points of view, and we are willing to grow from the experience. 7. Caring – We show empathy, compassion and respect. We have a commitment to service, and we act to make a positive difference in the lives of others and in the world around us. 8. Risk-takers – We approach uncertainty with forethought and determination, and we work independently and cooperatively to explore new ideas and innovative strategies. We are resourceful and resilient in the face of challenges and change. 9. Balanced – We understand the importance of balancing different aspects of our lives – intellectual, physical, and emotional – to achieve well-being for ourselves and others. We recognize our interdependence with other people and with the world in which we live. 10. Reflective – We thoughtfully consider the world and our own ideas and experience. We work to understand our strengths and weaknesses to support our learning and personal development. The IB learner profile represents 10 attributes valued by IB World Schools. We believe these attributes, and others like them can help individuals and groups become responsible members of local, national and global communities. 92DRAFT 93DRAFT 59.0%41.0%32.0%23.0% 60.0% 18.0% 24.0%27.0%30.0% 15.0% 11.0%17.0%20.0%23.0% 15.0% 12.0%18.0%21.0%24.0%10.0% 0% 20% 40% 60% 80% 100% FY 14/15 Actual FY 15/16 Actual FY16/17 Adopted FY16/17 Amended FY 17/18 Proposed Students by ISD Other Northwest Carroll Keller ENROLLMENT BOUNDARIES Westlake Academy’s student enrollment is established by two sets of boundaries: • The primary boundary encompasses the Town of Westlake and allows Westlake residents automatic entry into Westlake Academy. • The secondary boundaries are comprised of 31 of the surrounding school district’s boundaries. While any school-age child residing within these district boundaries can attend the Academy, demand for entrance exceeding capacity may necessitate that child being placed on the waiting list. Westlake Academy’s secondary boundaries are comprised of the following Independent School District boundaries: Argyle ISD Duncanville ISD Krum ISD Arlington ISD Eagle Mountain-Saginaw ISD Lake Dallas ISD Azle ISD Fort Worth ISD Lewisville ISD Birdville ISD Frisco ISD, Garland ISD Little Elm ISD Boyd ISD Grand Prairie ISD McKinney ISD Carroll ISD Grapevine-Colleyville ISD Northwest ISD Coppell ISD Highland Park ISD Paradise ISD Carrollton-Farmers Branch ISD Hurst-Euless-Bedford ISD Ponder ISD Decatur ISD Irving ISD Springtown ISD Denton ISD Keller ISD Weatherford ISD 94DRAFT As an open enrollment charter school, Westlake Academy can set and maintain enrollment numbers at levels determined by the Board of Trustees. Westlake Academy has added 339 students since FY 09/10 as the result of increased demand and planned expansions. The Academy will be able to serve approximately 856 students in the 2017/18 school year. Future enrollment must be carefully managed to ensure adequate space for primary boundary residents. We plan to maintain an average class size •19 students per class in grades K-5 •25 students per class in grades 6-12. The Academy currently has over 2,400 students on a waiting list spanning kindergarten through grade eleven. The waiting list is developed each year through a lottery process that allows the Academy to fill seats if student attrition occurs and maintains a stable student population and classroom size. While any school-age child residing within district boundaries can attend the Academy, demand for entrance exceeding capacity may necessitate that child being placed on the waiting list. Enrollment forecasting is based on several items; •Lotter Waiting list •Residents choosing the Academy •Residential growth •Facility Master Plan All the above circumstances are reviewed continually to assess to appropriate enrollment for each school year. STUDENT ENROLLMENT 658 697 812 825 866 830 856 FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY16/17 Adopted FY16/17 Amended FY 17/18 Proposed Student Enrollment History 830 856 866 876 886 896 FY16/17 Amended FY 17/18 Proposed FY 18/19 Projected FY 19/20 Projected FY 20/21 Projected FY 21/22 Projected Student Enrollment Forecast $10,611 $10,073 $9,722 $9,632 $9,686 $9,617 FY 15/16 Actual FY16/17 Amended FY 17/18 Proposed FY 18/19 Projected FY 19/20 Projected FY 20/21 Projected Expenditures per Student (Academic only) 2,177 2,400 2,314 2,411 FY 14/15 Actual FY 15/16 Actual FY 15/16 Actual FY 17/18 To-Date Lottery Waiting List 95DRAFT PRIMARY YEARS PROGRAMME – GOALS AND OBJECTIVES IB Primary Years Programme (PYP) – grades K-5 Department Contact Information Rod Harding Primary Principal rharding@westlakeacademy.org Program Service Description The PYP is a curriculum framework for children aged 3-12 that prepares students for the intellectual challenges of further education and their future careers, focusing on the development of the whole child as an inquirer, both in the classroom and in the outside world. By emphasizing critical thinking and fostering the development of universal human values, the PYP is a powerful means of going beyond classroom learning, asking students to use their knowledge and skills to solve real-world problems. Students become responsible for their own learning and must work collaboratively with peers, building on each member's strength. • Knowledge, which is both disciplinary, represented by traditional subject areas (language, math, science, social studies, arts, PSPE) and transdisciplinary • Concepts, which students explore through structured inquiry to develop coherent, in- depth understanding, and which have relevance both within and beyond subject areas • Skills, which are the broad capabilities students develop and apply during learning and in life beyond the classroom • Attitudes, which contribute to international-mindedness and the wellbeing of individuals and learning communities, and connect directly to the IB learner profile • Action, which is an expectation in the PYP that successful inquiry leads to responsible, thoughtful and appropriate action. 96DRAFT Westlake Academy administers the State of Texas Academic Achievement and Readiness (STAAR) test to assess student aptitude in reading, writing, math, science, and social studies as required under Texas education code. The STAAR exam has increased rigor over previous testing standards and complies with the requirements of Every Student Succeeds Act (ESSA). The following tables display student standardized test performance for the last three years, including mastery at the advanced level. Data for the 2017/18 school year are projections based upon Westlake’s goal to have a Level III rate of at least 50% in all subjects tested. PRIMARY YEARS PROGRAMME ** EOC & STAAR RESULTS READING Grade Level Comparison Year Passed Mastered at Advanced Level Grade 3 2014-2015 94% 47% 2015-2016 97% 58% 2016-2017 96% 62% 2017-2018 100% 70% Grade 4 2014-2015 98% 38% 2015-2016 96% 41% 2016-2017 97% 47% 2017-2018 100% 65% Grade 5 2014-2015 98% 38% 2015-2016 100% 36% 2016-2017 98% 55% 2017-2018 100% 70% WRITING Grade Level Comparison Year Passed Mastered at Advanced Level Grade 4 2014-2015 93% 20% 2015-2016 89% 37% 2016-2017 81% 16% 2017-2018 93% 50% 97DRAFT SCIENCE Grade Level Comparison Year Passed Mastered at Advanced Level Grade 5 2014-2015 87% 20% 2015-2016 88% 2% 2016-2017 98% 33% 2017-2018 100% 50% MATH Grade Level Comparison Year Passed Mastered at Advanced Level Grade 3 2014-2015 89% 21% 2015-2016 97% 24% 2016-2017 100% 55% 2017-2018 100% 70% Grade 4 2014-2015 94% 35% 2015-2016 89% 30% 2016-2017 97% 44% 2017-2018 100% 70% Grade 5 2014-2015 96% 41% 2015-2016 100% 38% 2016-2017 100% 57% 2017-2018 100% 70% 98DRAFT MIDDLE YEARS PROGRAMME – GOALS AND OBJECTIVES IB Middle Years Programme (MYP) – grades 6-10 Department Contact Information Stacy Stoyanoff Secondary Principal sstoyanoff@westlakeacademy.org Program Service Description MYP is a challenging framework that encourages students to make practical connections between their studies and the real world. The programme aims to develop active learners and internationally minded young people who can empathize with others and pursue lives of purpose and meaning. The programme empowers students to inquire into a wide range of issues and ideas of significance locally, nationally, and globally. The result is young people who are creative, critical, and reflective thinkers. The Years Programme (MYP) comprises eight subject groups:  Language acquisition  Science  Language and literature  Individuals and societies  Arts  Design  Physical and health education  Mathematics The MYP requires at least 50 hours of teaching time for each subject group in each year of the programme. In years 4 and 5, students have the option to take courses from six of the eight subject groups within certain limits, to provide greater flexibility in meeting local requirements and individual student learning needs. Each year, students in the MYP also engage in at least one collaboratively planned interdisciplinary unit that involves at least two subject groups. MYP students also complete a long-term project, where they decide what they want to learn about, identify what they already know, discovering what they will need to know to complete the project, and create a proposal or criteria for completing it. 99DRAFT Westlake Academy administers the State of Texas Academic Achievement and Readiness (STAAR) test to assess student aptitude in reading, writing, math, science, and social studies as required under Texas education code. The STAAR exam has increased rigor over previous testing standards and complies with the requirements of Every Student Succeeds Act (ESSA). The following tables display student standardized test performance for the last three years, including mastery at the advanced level. Data for the 2017/18 school year are projections based upon Westlake’s goals. MIDDLE YEARS PROGRAMME ** EOC & STAAR RESULTS READING Grade Level Comparison Year Passed Mastered at Advanced Level Grade 6 2014-2015 100% 54% 2015-2016 97% 50% 2016-2017 93% 44% 2017-2018 100% 65% Grade 7 2014-2015 99% 58% 2015-2016 97% 50% 2016-2017 100% 57% 2017-2018 100% 57% Grade 8 2014-2015 100% 65% 2015-2016 100% 45% 2016-2017 96% 58% 2017-2018 100% 65% WRITING Grade Level Comparison Year Passed Mastered at Advanced Level Grade 7 2014-2015 97% 39% 2015-2016 99% 28% 2016-2017 93% 31% 2017-2018 100% 50% 100DRAFT SCIENCE Grade Level Comparison Year Passed Mastered at Advanced Level Grade 8 2014-2015 97% 28% 2015-2016 99% 39% 2016-2017 93% 19% 2017-2018 100% 50% Biology EOC Grade 9 2014-2015 99% 38% 2015-2016 100% 46% 2016-2017 100% 53% 2017-2018 100% 65% MATH Grade Level Comparison Year Passed Mastered at Advanced Level Grade 6 2014-2015 97% 20% 2015-2016 97% 35% 2016-2017 99% 44% 2017-2018 100% 60% Grade 7 2014-2015 94% 39% 2015-2016 97% 38% 2016-2017 94% 62% 2017-2018 100% 70% Algebra I 2014-2015 100% 52% 2015-2016 99% 55% 2016-2017 99% 44% 2017-2018 100 60% ENGLISH Grade Level Comparison Year Passed Mastered at Advanced Level 9 English I 2014-2015 100% 60% 2015-2016 99% 46% 2016-2017 99% 32% 2017-2018 100% 50% 10 English II 2014-2015 99% 24% 2015-2016 100% 35% 2016-2017 96% 22% 2017-2018 100% 50% 101DRAFT HUMANITIES Grade Level Comparison Year Passed Mastered at Advanced Level Grade 8 2014-2015 99% 31% 2015-2016 99% 55% 2016-2017 91% 53% 2017-2018 100% 65% Westlake Academy Annual Duck Day 102DRAFT DIPLOMA YEARS PROGRAMME – GOALS AND OBJECTIVES IB Diploma Programme (DP) – grades 11-12 Department Contact Information Stacy Stoyanoff Secondary Principal sstoyanoff@westlakeacademy.org Program Service Description DP students study six subject groups, including language acquisition, language and literature, individuals and societies, mathematics, the arts, and sciences. Normally three subjects are studied at a higher level (courses representing 240 teaching hours) and the remaining three subjects are studied at a standard level (courses representing 150 teaching hours). DP Performance Data Made up of three required components, the DP core aims to broaden students’ educational experience and challenge them to apply their knowledge and skills. The three core elements include: • Extended Essay - The extended essay offers the student 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 TOK course plays a special role in the Diploma Programme by providing an opportunity for students to reflect on the nature of knowledge, and on how we know what we claim to know. As a thoughtful and purposeful inquiry into different ways of knowing, and into different kinds of knowledge, TOK is composed almost entirely of questions. The most central of these is "How do we know?", while other questions include: o What counts as evidence for X? o How do we judge which is the best model of Y? o What does theory Z mean in the real world? Through discussions of these and other questions, students gain greater awareness of their personal and ideological assumptions, as well as developing an appreciation of the diversity and richness of 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, fostering student awareness and appreciation of life outside the academic arena. 103DRAFT Students are assessed both internally by WA instructors and externally by IB examiners in ways that measure individual performance against stated objectives for each subject. • Internal assessment - In nearly all subjects at least some student assessment is carried out internally by WA 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 Academy teachers but marked externally by IB 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. Westlake Academy administers the State of Texas Academic Achievement and Readiness (STAAR) test to assess student aptitude in reading, writing, math, science, and social studies as required under Texas education code. The STAAR exam has increased rigor over previous testing standards and complies with the requirements of Every Student Succeeds Act (ESSA). The following table displays student standardized test performance for the last three years, including mastery at the advanced level. Data for the 2017/18 school year are projections based upon Westlake’s goals. HUMANITIES Grade Level Comparison Year Passed Mastered at Advanced Level U.S. History EOC Grade 11 2014-2015 100% 62% 2015-2016 100% 71% 2016-2017 100% 70% 2017-2018 100% 75% 104DRAFT BENCHMARK DATA Using both academic progress and spending levels at Texas' school districts and individual school campuses, each district and campus has been assigned a Smart Score of one to five stars, indicating its success in combining cost-effective spending with the achievement of measurable student academic progress compared with their fiscal peers. Five stars reflect the strongest relative progress combined with the lowest relative spending. For 2017, Westlake Academy was awarded a four and one-half star rating from Texas State Comptroller’s FAST School District Rating System for providing quality education at a reasonable per student cost. As Westlake’s enrollment increases, efficiencies will further improve and, subsequently will reduce per student cost. The State’s school and district comparison calculations use three-year averages to get more stable and persistent measures with less year-to-year volatility. Thus, the 2017 TXSmartSchools results are based on data from the 2013-2014, 2014-2015 and 2015-2016 school years. Spending Index Very Low Spending Composite Academic Progress Quintile Very High Academic Progress TEA Accountability Rating Met Standard 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. Westlake’s student- teacher ratio compares favorably to surrounding student districts. District Name Total Students Composite Academic Progress Percentile Adjusted Spending Per Student Charter School % LEP % Special Education % Student Mobility Texas School of the Arts 327 0.027 $6,838 1 3.1 2.8 7.6 Treetops School International 392 0.053 $6,682 1 0.0 5.6 9.9 East FW Montessori Academy 497 -0.008 $7,811 1 32.6 3.6 10.3 Chapel Hill Academy 506 0.096 $7,731 1 5.7 5.9 5.9 Fort Worth Academy of Fine Arts 516 0.077 $7,394 1 0 2.3 5.1 Westlake Academy 831 0.199 $9,711 1 0.4 3.9 7.7 Newman International Academy 1280 -0.059 $7,498 1 8.0 6.3 15.5 Arlington Classics Academy 1442 0.085 $5,815 1 4.6 3.7 12.2 105DRAFT PER-PUPIL EXPENDITURE COMPARISON Fiscal Year Westlake Academy Carroll ISD Northwest ISD Keller ISD 10/11 9,921 10,137 9,770 6,565 11/12 8,772 10,035 8,717 6,017 12/13 8,264 10,178 8,105 6,536 13/14 9,694 10,346 7,588 6,998 14/15 9,146 11,571 7,983 7,624 15/16 * 10,611 Data N/A 8,499 8,446 16/17 estimated 10,073 Data N/A Data N/A Data N/A 17/18 Proposed 9,722 Data N/A Data N/A Data N/A * Increase due to additional expenditures related to the use of designated fund balance for technology needs in FY 15/16 STUDENT-TEACHER RATIO COMPARISON Fiscal Year Westlake Academy Keller ISD Northwest ISD Carroll ISD State Average 11/12 14.3 17.16 16.0 15.0 15.4 12/13 14.0 17.1 15.9 15.1 15.5 13/14 12.0 16.6 16.0 14.9 15.4 14/15 13.4 15.6 15.4 14.8 15.2 15/16 12.6 15.4 Data N/A Data N/A 15.2 16/17 Estimated 12.7 Data N/A Data N/A Data N/A Data N/A 17/18 Proposed 13.0 Data N/A Data N/A Data N/A Data N/A 106DRAFT WESTLAKE ACADEMY INTERNATIONAL BACCALAUREATE DIPLOMA RECIPIENT RATE Historically, Westlake Academy has graduated college-ready students who have successfully earned the IB Diploma. In the early years, sitting for the IB Exam was optional for students, and as such the Diploma recipient rate exceeded the world average. In 2015, all seniors were required to sit for the IB Exam, which caused the overall recipient rate to decrease. WESTLAKE ACADEMY SCHOOL STATISTICS The chart below reflects Westlake Academy’s average student score on the IB Diploma Exam. To receive the prestigious IB Diploma, students must receive a minimum of 24 points. As a result of successful achievement at an advanced level, Westlake Academy scores well above the passing rate. Graduation Year IB Diplomas Earned Diploma Recipient Rate World Average Pass Rate 2010 12 out of 21 57.1% 78.1% 2011 25 out of 29 86.2% 77.9% 2012 24 out of 27 88.9% 78.5% 2013 29 out of 35 82.9% 79.0% 2014 38 out of 48 79.2% 79.3% 2015 34 out of 51 66.7% 80.8% 2016 39 out of 61 64.0% 79.3% 2017 45 out of 64 70.3% NA Year Diploma Candidates Average Points Earned Average IB Score Earned Highest Point Total 2010 21 31 4.89 37 2011 29 31 5.02 42 2012 27 30 4.78 37 2013 35 30 4.9 40 2014 48 29 4.76 36 2015 51 29 4.49 35 2016 61 29 4.64 39 2017 64 31 4.96 44 107DRAFT 0 10 20 30 40 50 60 70 80 90 2011 2012 2013 2014 2015 2016 2017 AP Pass Rate % Exams Scoring 3+% Global Exams Scoring 3+ ACCELERATED PROGRAM PARTICIPATION Over the course of Westlake Academy’s history, student participation in the Accelerated Program (AP) has increased, especially over the last three years. With the increased participation in AP courses and subsequent testing, the Academy strives to produce scores above the global exam passing rate. If the trend continues, 2017 AP scores will be above the global passing rate despite the set-back experienced in 2014 through 2016. ACCELERATED PROGRAM PASS RATE Year Total AP Students Total AP Exams 2011 26 53 2012 30 87 2013 34 71 2014 49 131 2015 114 209 2016 111 197 2017 161 295 Year % Exams Scoring 3+ Global Exams Scoring 3+ 2011 78 56.2 2012 64 56.8 2013 77 57.4 2014 53 59.5 2015 46 57.9 2016 54 57.9 2017 62 57.9 108DRAFT 97 48 68 94 Student Achievement (Target Score = 60) Student Progress (Target Score = 17) Closing Performance Gaps (Target Score = 30) Post Secondary Readiness (Target Score = 60) PERFORMANCE INDEX REPORT TEXAS EDUCATION AGENCY 2016 ACCOUNTABILITY SUMMARY (2017 Data will be available 8/15/17) ACCOUNTABILITY RATING Met Standards On Did Not Meet Standard on Student Achievement -NONE- Student Progress Closing Performance Gaps Post-Secondary Readiness In 2017 to receive a “Meet Standard” or “Met Alternative Standard” rating, districts and campuses must meet targets on three indexes: Index 1 or Index 2 and Index 3 and Index 4 DISTINCTION DESIGNATION  Academic Achievement in ELA/Reading DISTINCTION EARNED Academic Achievement in Mathematics DISTINCTION EARNED Academic Achievement in Science DISTINCTION EARNED Academic Achievement in Social Studies DISTINCTION EARNED Top 25 Percent Student Progress DISTINCTION EARNED Top 25 Percent Closing Performance Gaps DISTINCTION EARNED Post-Secondary Readiness DISTINCTION EARNED CAMPUS DEMOGRAPHICS Campus Type Elementary/Secondary Campus Size 831 students Grade Span KG - 12 % Economically Disadvantaged 0.0 % English Language Learner 0.4 Mobility Rate 7.7 PERFORMANCE INDEX SUMMARY Met Standards On Points Earned Maximum Points Index Score Student Achievement 1,321 1,368 97 Student Progress 571 1,200 48 Closing Performance Gaps 946 1,400 68 Post-Secondary Readiness • STAAR Score 19.3 - - • Graduation Rate Sore 25.0 - - • Graduation Plan Score 25.0 - - • Post-Secondary Component Score 25.0 - 94 SYSTEM SAFEGUARDS Number and Percentage of Indicators Met Performance Rates 17 out of 17 = 100% Participation Rates 10 out of 10 = 100% Graduation Rates 2 out of 2 = 100% Met Federal Limits on Alternative Assessments 1 out of 1 = 100% Total 30 out of 30 = 100% 109DRAFT ACADEMIC ACHIEVEMENTS N ATIONAL R ECOGNITION  Westlake Academy was ranked #35 of all high schools in the United States in the Washington Post Challenge Index.  Westlake Academy was ranked #1 of all high schools in Tarrant County by the Children at Risk organization, ranked #4 in North Texas and ranked #16 in the State. In addition, Westlake Academy was ranked #4 of all middle schools in Tarrant County.  Westlake Academy still earned a gold medal this past year from the US News & World Report Best High Schools Ranking, despite the fact that IBO did not report any IB exam scores to the prestigious ranking organization. Rankings (#43 in Texas High Schools, #71 in US Charter High Schools, #253 in US High Schools) dropped significantly this year for WA and many IB schools because of this misstep. The publication felt it important to include a note in their annual report as to why IB schools fell this year in their rankings. IBO is working through the issue to ensure this does not happen again. According to US News & World Report, Westlake Academy would have ranked higher than last year’s #58 in US High Schools if the IB data could have been included with our State information.  Westlake Academy was also named to the prestigious Texas Honor School Roll by the Educational Results Partnership and the Institute for Productivity in Education.  Niche rankings revealed Westlake Academy as the 8th best charter high school in Texas. S TAFF A CCOMPLISHMENTS  Several faculty members continue to represent the International Baccalaureate as Workshop Leaders, Site Visitors, Examiners 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). 110DRAFT S TUDENT A CCOMPLISHMENTS  45 Academy graduates received the prestigious IB Diploma.  The graduating class received over $4 million in scholarship and grant offers.  All students were accepted into at least one college/university, with many into top tier schools across the State and the U.S.  One graduate was named a National Merit Scholar.  One graduate was named a National Merit Hispanic Scholar.  Four graduates were named a National Merit Commended Scholar.  Two graduates received National Merit Scholarships  Ten graduates were named an AP Scholar.  Three graduates were named an AP Scholar with Honor.  Two graduates were named an AP Scholar with Distinction.  46% of the Class of 2017 applied to a college/university through an Early Admissions Program. N OTABLE S CHOOLS (WITH LESS THAN 25% ACCEPTANCE RATE) WA S TUDENTS A CCEPTED  California Institute of Technology  Colgate University  Cornell University  Davidson College  New York University  Pomona College  Rice University  Syracuse University  United States Military Academy  United States Air Force Academy  University of California, Los Angeles  University of Pennsylvania  University of Southern California  Yale University 111DRAFT N OTABLE S CHOLARSHIPS S TUDENTS W ERE A WARDED  Davidson College – Bryan Scholar  New York University – Martin Luther King Scholarship  Rhodes College – Ralph C. Hon Scholarship  Texas Christian University – Dean’s Scholarship  Texas Christian University – Provost Scholarship  United States Air Force Academy – Service Academy Scholarship  United States Military Academy – Service Academy Scholarship  University of Alabama – Presidential Scholarship  University of Texas at Dallas – Academic Excellence Scholarship 112DRAFT ATHLETIC ACHIEVEMENTS The 2016/2017 school year saw 33 High School athletes earn All-State Honors and 56% of the student body in grades 9-12 participate in at least one sport. 59% of students in grades 6-12 participated in at least one sport. Achievements include: Varsity Volleyball Junior Varsity Volleyball District & State Champions District & Regional Champions Varsity Soccer Junior High Soccer State Runner Up District & Regional Champions Varsity Cross Country Varsity Tennis Individual Men’s & Women’s State Champion Men’s & Women’s Team State Champion District Runner up Women’s Doubles State Runner Up Varsity Football Junior High Men’s & Women’s Basketball State Quarterfinalist Women’s District & Regional Champion Varsity Men’s Basketball Junior Varsity Men’s Basketball District & State Champion Regional Runner Up Varsity Women’s Basketball Varsity Softball District Runner Up & State Champions State Runner Up Varsity Men’s Golf Varsity Women’s Golf District & State Champions – Individual State Champion District & State Champions – Individual State Champion Varsity Track & Field Junior High Track & Field Individual State Champions – Men’s State Runner up Individual Regional Champions Women’s Regional Champions Varsity Baseball Junior High Cross Country District Champion & State Runner Up Men’s Team Regional Runner Up 113DRAFT Very Satisfied or Satisfied 83% Dissatisfied 8% Neutral 9% Overall Satisfaction with Quality of Education Very Satisfied or Satisfied 75% Dissatisfied 10% Neutral 15% Overall Satisfaction with Academic Progress of Child Very Satisfied or Satisfied 82% Dissatisfied 4% Neutral 14% Overall Satisfaction with the IB Framework PARENT SURVEY RESULTS Westlake Academy is focused on delivering high quality educational services and depends upon input from our stakeholders. Westlake Academy routinely conducts an Annual Parent Survey to help identify any future needs and to prioritize resource allocation. The most recent Westlake Academy Parent Survey was presented to the Board of Trustees in February 2017, where we saw an overall increase in the satisfaction rate of 12% with the quality of educational services that were provided. 83% of the parents surveyed were very satisfied or satisfied with the overall quality of education Westlake Academy delivers to its students. 82% of our parents were very satisfied or satisfied with the IB Curriculum / Framework 75% of the parents surveyed were either very satisfied or satisfied with the academic progress of their child 114DRAFT 115DRAFT This page is intentionally blank 116DRAFT INVESTMENT POLICY I. POLICY STATEMENT It is the policy of Westlake Academy (the “Academy") that the administration of its funds and the investment of those funds shall be handled as its highest public trust. Investments shall be made in a manner which will provide the maximum security of principal invested through limitations and diversification while meeting the daily cash flow needs of the Academy and conforming to all applicable state and Academy statutes governing the investment of public funds. The receipt of a market rate of return will be secondary to the requirements for safety and liquidity. It is the intent of the Academy to be in complete compliance with local law and the Texas Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings from investments will be used in a manner that best serves the public trust and interests of the Academy. II. SCOPE This Investment Policy applies to all the financial assets and funds held of the Academy. Any new funds created by the Academy will be managed under the provisions of this Policy unless specifically exempted by the Academy Board of Trustees and this Policy. III. OBJECTIVES AND STRATEGY It is the policy of the Academy that all funds shall be managed and invested with four primary objectives, listed in order of their priority: safety, liquidity, diversification and yield. These objectives encompass the following. • Safety of Principal - Safety of principal is the foremost objective of the Academy. Investments shall be undertaken in a manner that seeks to insure the preservation of capital in the overall portfolio. The suitability of each investment decision will be made on the basis of safety. • Liquidity - The Academy's investment portfolio will remain sufficiently liquid to enable it to meet all operating requirements which might be reasonably anticipated. Investment decisions will be based on cash flow analysis of anticipated expenditures. • Diversification - Diversification is required in the portfolio's composition. Diversification will include diversification by maturity and market sector and will include the use of a number of broker/dealers or banks for diversification and market coverage. Competitive bidding will be used on each sale or purchase. • Yield - The Academy's investment portfolio shall be designed with the objective of attaining a reasonable market yield, 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. 117DRAFT The authorized investment purchased will be of the highest credit quality and marketability supporting the objectives of safety and liquidity. Securities, when not matched to a specific liability, will be short term to provide adequate liquidity. The portfolio shall be diversified to protect against market and credit risk in any one sector. The maximum weighted average maturity of the portfolio will be no more than 180 days and the maximum stated maturity of any security will not exceed two years. The funds are combined for investment purposes but the unique needs of all the funds in the portfolio are recognized and represented. Effective cash management is recognized as essential to good fiscal management. Cash management is defined as the process of managing monies 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. 118DRAFT No officer or designee may engage in an investment transaction except as provided under the terms of this Policy and the procedures established by the Investment Officer and approved by the Superintendent. VI. PRUDENCE The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall be applied in the context of managing the overall portfolio. This standard states: "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the expected income to be derived." • Limitation of Personal Liability - The Investment Officer and those delegated investment authority, when acting in accordance with the written procedures and this Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability in the management of the portfolio provided that deviations from expectations for a specific security's credit risk or market price change are reported in a timely manner and that appropriate action is taken to control adverse market effects. VII. INTERNAL CONTROLS The Investment Officer shall establish a system of written internal controls which will be reviewed annually with the independent auditor of the Academy. The controls shall be designed to prevent loss of public funds due to fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees of the Academy. VIII. AUTHORIZED INVESTMENTS Acceptable investments under this policy shall be limited to the instruments listed below. The choice of high-grade government investments and high-grade, money market instruments are designed to assure the marketability of those investments should liquidity needs arise. •• Obligations of the United States Government, its agencies and instrumentalities, not to exceed two (2) years to stated maturity and excluding mortgage backed securities; •• Fully insured or collateralized certificates of deposit from a bank doing business in the State of Texas and under the terms of a written depository agreement with that bank, not to exceed one year to stated maturity; •• No-load, SEC registered money market mutual funds. No more than 80% of the entity's monthly average balance may be invested in money market funds and; •• Constant dollar, AAA-rated Texas Local Government Investment Pools as defined by the Public Funds Investment Act. 119DRAFT If additional types of securities are approved for investment by public funds by state statute, they will not be eligible for investment until this Policy has been amended and the amended version adopted by the Board of Aldermen. • Delivery versus Payment - All investment security transactions shall be conducted on a delivery versus payment (DVP) basis to assure that the Academy has control of its assets and/or funds at all times. IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria as determined by the Investment Officer including state registration and completion of an Academy Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met by authorized firms. •• annual provision of an audited financial statement, •• proof of certification by the National Association of Securities Dealers (NASD) •• proof of current registration with the Texas State Securities Commission, and •• completion of the Academy's broker/dealer questionnaire. Every bank and broker/dealer with whom the Academy transacts business will be provided a copy of this Investment Policy to assure that they are familiar with the goals and objectives of the investment program. The firm will be required to return a signed copy of the Certification Form certifying that the Policy has been received and reviewed and only those securities approved by the Policy will be sold to the Academy. X. DIVERSIFICATION AND MATURITY LIMITATIONS It is the policy of the Academy to diversify its investment portfolio. Invested funds shall be diversified to minimize risk or loss resulting from over-concentration of assets in a specific maturity, specific issuer, or specific class of securities. Diversification strategies shall be established and periodically reviewed. XI. SAFEKEEPING AND COLLATERALIZATION The laws of the State and prudent treasury management require that all purchased securities be bought on a delivery versus payment (DVP) basis and be held in safekeeping by either an approved, independent third party financial institution or the Academy's designated depository. Securities Owned by the Academy - All safekeeping arrangements shall be approved by the Investment Officer and an agreement of the terms executed in writing. The safekeeping bank may not be within the same holding company as the bank from which the securities are purchased. The custodian shall be required to issue original safekeeping receipts to the Academy listing each specific security, rate, description, maturity, cusip number, and other pertinent information. Collateral - Collateralization shall be required on all bank time and demand deposits for principal and accrued interest amounts over the FDIC insurance coverage of $100,000 (by tax identification number). In order to anticipate market changes and provide a level of additional security for all funds, collateral with a market value equal to 102% of the total deposits are required. The pledging bank will be made contractually liable for monitoring and maintaining the collateral 120DRAFT 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 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. 121DRAFT FISCAL AND BUDGETARY POLICIES I. STATEMENT OF PURPOSE The broader intent of the following Fiscal and Budgetary Policy Statements is to enable the Academy to achieve a long-term stable and positive financial condition. The watchwords of the Academy’s financial management include integrity, prudent, stewardship, planning, accountability, and full disclosure. The more specific purpose is to provide guidelines to the Finance Director in planning and directing the Academy’s day-to-day financial affairs and in developing recommendations to the Academy Superintendent or his designate and Academy Board of Trustees. The scope of these policies generally span, among other issues, accounting, purchasing, auditing, financial reporting, internal controls, operating budgeting, revenue management, cash and investment management, expenditure control, asset management, debt management, and planning concepts, to: • Present fairly and with full disclosure the financial position and results of the financial operations of the Academy in conformity with generally accepted accounting principles (GAAP), and • Determine and demonstrate compliance with finance related legal and contractual issues in accordance with provisions of the Texas Local Government Code and other pertinent legal documents and mandates. The Academy Board of Trustees will annually review and approve the Fiscal and Budgetary Policy Statements as part of the budget process. II. SUMMARY OF POLICY INTENDED OUTCOMES This policy framework mandates pursuit of the following fiscal objectives: 1. Operating Budget: Prepare conservatively, estimate revenues, present and adopt the Academy’s annual operating plan. 2. Revenues Management: Design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and sufficient revenue stream to support desired Academy services. 3. Expenditure Control: Identify priority services, establish appropriate service levels and administer the expenditure of available resources necessary to assure fiscal stability and the effective and efficient delivery of services. 4. Fund Balance: Maintain the fund balance of the various operating funds at levels sufficient to protect the Academy’s creditworthiness as well as its financial position from emergencies. 122DRAFT 5. Intergovernmental Relationships: Coordinate efforts with other agencies to achieve common policy objectives, share the cost of providing governmental services on an equitable basis and support favorable legislation at the State and Federal level. 6. Grants: Seek, apply for and effectively administer Federal, State, and foundation grants- in-aid which address the Academy’s current priorities and policy objectives. 7. Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the Academy’s financial performance and economic condition. 8. Financial Consultants: With available resources, seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the Academy’s financial functions. 9. Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State and local statues and regulations. Conform to generally accepted accounting principles as promulgated by the Government Accounting Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government Finance Officers Association (GFOA). 10. Internal Controls: To establish and maintain an internal control structure designed to provide reasonable assurances that the Academy’s assets are safeguarded and that the possibilities for material errors in the Academy’s financial records are minimized. III. OPERATING BUDGET 1. Preparation – Budgeting is an essential element of the financial planning, control, and evaluation process. The “operating budget” is the Academy’s annual financial operating plan related to educational service instructional costs. The Academy operating budget is legally required to include the Academy’s General, Debt Service, and Food Service Funds. Currently, Westlake Academy only has one fund, the General Fund, which must be legally adopted annually. The Academy budgets the Special Revenue Funds for informational purposes only. Information to be prepared includes documentation related to Service Level Adjustments (SLAs) for increases to existing service levels or additional services, position control schedules, general and administrative cost implications, etc. will be submitted and reviewed during the budget process. SLA’s related to new position requests will include an assessment of their impact on additional internal services necessary to support these positions as it relates to General & Administrative (G&A) charges in the Academy budget (subject to funding availability) to fund these costs. A budget preparation calendar and timetable will be established and followed in accordance with State law. 123DRAFT 2. Revenue Estimates for Budgeting - To maintain a stable level of services, the Academy shall use a conservative, objective, and analytical approach when preparing revenue estimates. The process shall include analysis of probable economic changes and their impacts on revenues, number of students, and trends in revenues. It will also include an assessment of the State legislative environment related to public charter school funding levels. This approach should reduce the likelihood of actual revenues falling short of budget estimates during the year and should avoid mid-year service reductions. 3. Balanced Budget – A balanced budget is a budget with total expenditures not exceeding total revenues and monies available in the fund balance within an individual fund. 4. Proposed Budget Content and Process – A proposed budget shall be prepared by the Superintendent or his designate with the participation of the Academy’s Leadership Team, Finance Director and Academy staff, and then submitted to the Superintendent for review. Following the Superintendent’s review, the proposed budget will be presented to the Board for its consideration. The proposed budget shall include five basic segments for review and evaluation: • personnel costs, • base budget for operations and maintenance costs, • service level adjustments for increases of existing service levels or additional services, • revenues, and • General Administrative (G&A) costs. The proposed budget review process shall include Board of Trustees review of each of the five segments of the proposed budget and a public hearing to allow for citizen participation in the budget preparation process. Concurrent with the Academy budget preparation, Town staff will identify and provide to the Board all direct Academy expenses contained in the Town’s municipal budget. The proposed budget process shall allow sufficient time to provide review as well as address policy and fiscal issues by the Board of Trustees. A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the Board of Trustees as well as placed on the Academy’s website. 5. Budget Adoption - Upon the determination and presentation of the final iteration of the proposed budget document as established by the Board of Trustees, a public hearing will be set and publicized. The Board will subsequently consider a resolution which, if adopted, such budget becomes the Academy’s Annual Budget. The adopted budget will be effective for the fiscal year beginning September 1. 6. Budget Amendments – The Superintendent or his designate and Finance Department will monitor all financial operations. A school district must amend the official budget before exceeding a functional expenditure category, i.e., instruction, administration, etc. in the total budget. The budget team will decide whether to proceed with the budget amendment and, if so, will then present the request to the Board of Trustees. If the Board 124DRAFT decides a budget amendment is necessary, the amendment is adopted in resolution format and the necessary budgetary changes are then made. 7. Planning – The budget process will be coordinated to identify major policy issues for the Board of Trustees by integrating it into the Board’s overall strategic planning process for the Academy. 8. Reporting - Monthly financial reports will be prepared by the Finance Department and distributed to the Superintendent or his designate. Information obtained from financial reports and other operating reports is to be used by personnel to monitor and control the budget. Summary financial reports will be presented to the Board quarterly. IV. REVENUE MANAGEMENT A. REVENUE DESIGN PARAMETERS. The Academy will strive for the following optimum characteristics in its revenue system: 1. Simplicity - The Academy, where possible and without sacrificing accuracy, will strive to keep the revenue system simple to reduce costs, achieve transparency, and increase parent and citizen understanding of Academy revenue sources. 2. Certainty - A thorough knowledge and understanding of revenue sources increases the reliability of the revenue system. 3. Administration - The benefits of a revenue source will exceed the cost of administering that revenue. Every effort will be made for the cost of administration to be reviewed annually for cost effectiveness as a part of the indirect cost and cost of service analysis. 4. Equity - The Academy shall make every effort to maintain equity in its revenue system: i.e. the Academy shall seek to minimize or eliminate all forms of subsidization between entities. 5. Adequacy, Diversification and Stability – To the extent practical, the Academy shall attempt to achieve a balance in its revenue system. The Academy shall also strive to maintain a balanced and diversified revenue system to protect the Academy from fluctuations in any one source due to changes in local economic conditions which adversely impact that source. B. REVENUE CLASSIFICATION AND SOURCES. The revenues received by Westlake Academy are classified into one of three broad categories: Federal, State or Local and come from the following sources: 1. State Education Funding 2. State and Federal Grants 3. General Donations – The Academy recognizes that private donations comprise a significant part of the Westlake Academy budget. All funds received will become part of the budget and be subject to appropriation for Academy general operations. 125DRAFT • Westlake Academy Foundation • House of Commons • Westlake Academy Athletic Club • Local Merchants • Specific Purpose Donations – Funds donated for a specific purpose C. REVENUE MONITORING. Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. V. EXPENDITURE CONTROL 1. Appropriations – The point of budgetary control is at the function level in the General Fund and Special Revenue Funds. When budget adjustments among functions are necessary, they must be approved by the Board of Trustees. 2. Current Funding Basis - The Academy shall operate on a current funding basis. Expenditures shall be budgeted and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated through prior year savings. (The use of fund balance shall be guided by the Fund Balance/Retained Earnings Policy Statements.) 3. Avoidance of Operating Deficits - The Academy shall take immediate corrective actions if at any time during the fiscal year expenditure and revenue re-estimates are such that an operating deficit (i.e., projected expenditures more than projected revenues) is projected at year-end. Corrective actions can include a hiring freeze, expenditure reductions, or use of fund balance within the Fund. Use of fund balance must be recommended by the Superintendent and approved by the Board of Trustees. • Expenditure deferrals into the following fiscal year, short-term loans, or use of one-time revenue sources shall be avoided to balance the budget. • All service level adjustments that result in increases to the operating budget must be aligned with offsetting increases in operating revenues (FSP, Local Sources, etc.). 4. Periodic Program Reviews - The Superintendent or his designate shall undertake periodic staff and third-party reviews of Academy programs for both efficiency and effectiveness. Where appropriate, privatization and contracting with other governmental agencies will be evaluated as alternative approaches to service delivery. Service delivery which is determined to be inefficient and/or ineffective shall be reduced in scope or eliminated. 5. General and Administrative (G&A) Charges – To the extent practical, an annual analysis of G&A charges will be performed and, if available, funding may be allocated at the Board’s discretion. The analysis shall involve an objective consideration of the service demands currently being met by municipal staff to support Academy operations and a determination of factors that will continue to affect and increase the time needed for the performance of these services. 126DRAFT For example, new Academy staff requires additional support staff time to perform tasks related to insurance, payroll, etc. Where feasible, G&A costs will be charged to all funds for services of indirect general overhead costs, which may include general administration, finance, facility use, personnel, technology, engineering, legal counsel, and other costs as deemed appropriate. If funding is not available, these costs will be shown below the line of the financial statement in the five-year financial forecast to promote transparency and provide the Board with a full cost accounting of services. The charges will be determined through an indirect cost allocation study following accepted practices and procedures. 6. Purchasing - The Academy shall make every effort to maximize any discounts offered by creditors/vendors. Staff shall also use purchasing cooperatives as well as competitive bidding in accordance with State law to attain the best possible price on goods and services. 7. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. 8. Salary - The Academy shall strive to maintain competitive salary levels for faculty and staff. A salary survey will be conducted annually, sampling surrounding Independent School Districts and Charter Schools, to create a comparison. The Academy will strive to maintain salary levels within three percent (3%) of the median of surveyed schools. VI. FUND BALANCE 1. Fund Balance Reporting - The District shall report governmental fund balances per GASB 54 definitions in the balance sheet as follows: Non-spendable, Restricted, Committed, Assigned, and Unassigned. 2. General Fund Unassigned Fund Balance (General Fund Reserve) - The Academy shall strive to maintain the General Fund unassigned fund balance at 45 days of operation. 3. Use of Fund Balance - Fund Balance will be targeted to only be used with Board approval and can be only be used for the following: emergencies, non-recurring expenditures, such as technology/FF&E (furniture, fixtures and equipment), or major capital purchases that cannot be accommodated through current year savings. Should such use reduce the balance below the appropriate level set as the objective for that fund, recommendations will be made on how to restore it. 4. The Board of Trustees shall approve all commitments by formal action. The action to commit funds must occur prior to fiscal year-end, to report such commitments in the balance sheet of the respective period, even though the amount may be determined after fiscal year-end. A commitment can only be modified or removed by the same formal 127DRAFT action. The Board of Trustees delegates the responsibility to assign funds to the Superintendent or his/her designee. The Board of Trustees shall have the authority to assign any number of funds. Assignments may occur after fiscal year-end. 5. The Board of Trustees will utilize funds in the following spending order: Restricted, Committed, Assigned, and Unassigned. VII. INTERGOVERNMENTAL RELATIONSHIPS 1. Inter-local Cooperation in Delivering Services - To promote the effective and efficient delivery of services, the Academy shall actively seek to work with other local entities in joint purchasing consortium, sharing facilities, sharing equitably the costs of service delivery, and developing joint programs to improve service to its students. 2. Legislative Program - The Academy shall cooperate with other entities to actively oppose any state or federal regulation or proposal that mandates additional Academy programs or services and does not provide the funding to implement them. Conversely, as appropriate, the Academy shall support legislative initiatives that provide additional funding. VIII. GRANTS 1. Grant Guidelines - The Academy shall apply, and facilitate the application by others, for only those grants that are consistent with the objectives and high priority needs previously identified by Academy Board of Trustees. The potential for incurring ongoing costs, to include the assumption of support for grant funded positions from local revenues, will be considered prior to applying for a grant. 2. Grant Review - All grant submittals shall be reviewed for their cash match requirements, their potential impact on the operating budget, and the extent to which they meet the Academy's policy objectives. If there are cash match requirements, the source of funding shall be identified prior to application. Staff will focus on one-time grants to avoid long- term implications related to additional expenditures in future years. 3. Grant Program Termination - The Academy shall terminate grant funded programs and associated positions when grant funds are no longer available unless alternate funding is identified and obtained. IX. FISCAL MONITORING 1. Financial Status and Performance Reports - Quarterly reports comparing expenditures and revenues to current budget, noting the status of fund balances to include dollar amounts and percentages, and outlining any remedial actions necessary to maintain the Academy's financial position shall be prepared for review by the Superintendent and the Board of Trustees. Student roster information will also be included in the quarter reports submitted to the Board of Trustees. 128DRAFT 2. Compliance with Board Policy Statements - The Fiscal and Budgetary Policies will be reviewed annually by the Board of Trustees and updated, revised or refined as deemed necessary. Policy statements adopted by the Board of Trustees are guidelines, and occasionally, exceptions may be appropriate and required. However, exceptions to stated policies will be specifically identified, and the need for the exception will be documented and fully explained. X. FINANCIAL CONSULTANTS 1. The Academy employs the assistance of qualified financial advisors and consultants as needed in the management and administration of the Academy's financial functions. These areas include but are not limited to investments, debt administration, financial accounting systems, program evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis using objective questionnaires and requests for proposals based on the scope of the work to be performed. XI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING 1. The Academy strives to comply with prevailing local, state, and federal regulations relative to accounting, auditing, and financial reporting. Accounting practices and financial reporting shall conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB), the American Institute of Certified Public Accountants, (AICPA), and the Government Finance Officers Association (GFOA). The Board shall select an independent firm of certified public accountants to perform an annual audit of all operations. Required Texas Education Agency (TEA) account coding will be used for all revenue and expenditure reporting. 2. Accounting - Currently, the Education Service Center (Region 11) books all revenues and expenditures, and prepares bank reconciliations. Academy staff is responsible for all coding and approval of expenditures and revenues. Documentation and coding of deposits are forwarded to the Town’s Finance Department for review and preparation of deposit slips. Town’s Finance Director and staff are responsible for review and transfer of invoices and other documentation to the Service Center for processing as well as the physical deposit of funds. It is the responsibility of the Superintendent or his designate and Academy staff to review the monthly reports for any discrepancies and report to the Town’s Finance Director for analysis and re-class of questioned bookings, if appropriate. 3. External Auditing - Academy will be audited annually by outside independent accountants (auditors). The auditors must be a CPA firm and must demonstrate significant experience in the field of local government auditing. They must conduct the Academy’s audit in accordance with generally accepted auditing standards. The auditors’ report on 129DRAFT Academy’s financial statements will be completed within a timely period of the Academy’s fiscal year-end. The auditor will jointly review the management letter with the Academy Board of Trustees, if necessary. In conjunction with this review, the Finance Director shall respond in writing to the Academy Board of Trustees regarding the auditor’s Management Letter, addressing the issued contained therein. The Academy will not require auditor rotation, but will circulate request for proposal for audit services on a periodic basis as deemed appropriate. 4. Responsibility of Auditor to Academy Board of Trustees - The auditor is retained by and is accountable directly to the Academy Board of Trustees and will have access to direct communication with the Academy Board of Trustees if the Academy Staff is unresponsive to auditor recommendations or if the auditor considers such communication necessary to fulfill its legal and professional responsibilities. 5. Internal Financial Reporting - The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control Academy’s financial affairs. XII. INTERNAL CONTROLS 1. Written Procedures - Whenever possible, written procedures will be established and maintained by the Finance Director and utilized by all Academy personnel for all functions involving purchasing, cash handling and/or accounting throughout the Academy. These procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement. 2. Academy Staff Responsibilities - The Superintendent or his designate, in consultation with the Finance Director, will be responsible for ensuring that appropriate internal controls are followed throughout the Academy, that all directives or internal controls are implemented, and that all independent auditor internal control recommendations are addressed. Staff will develop and periodically update written internal control procedures. XIII. ASSET MANAGEMENT 1. Investments – The Finance Director shall promptly invest all Academy funds with the depository bank in accordance with the provisions of the current Bank Depository Agreement or in any negotiable instrument authorized by the Academy Board of Trustees. The Academy Board of Trustees has formally approved a separate Investment Policy for Westlake Academy that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code. The Academy’s investment practices will be conducted in accordance with this policy. The Finance Director will issue quarterly reports on investment activity to the Academy Board of Trustees. 130DRAFT 2. Cash Management - Academy’s cash flow will be managed to maximize the cash available to invest. Such cash management will entail the centralization of cash collections, where feasible, including field trips, and other collection offices as appropriate. Periodic review of cash flow position will be performed to determine performance of cash management and conformance to investment policies. The underlying theme will be that idle cash will be invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return. 3. Capital Assets and Inventory - Such assets will be reasonably safeguarded, properly accounted for and prudently insured. The capital assets inventory will be updated regularly. 4. Capital Assets – Currently all capital assets of Westlake Academy are owned and purchased by the Town of Westlake. In subsequent years, additional asset purchases may be paid with Westlake Academy funds. 5. Capitalization Criteria – For purposes of budgeting and accounting classification, the following criteria must be capitalized: • The asset is owned by Westlake Academy • The expected useful life of the asset must be longer than one year, or extend the life on an identifiable existing asset by more than one year • The original cost of the asset must be at least $5,000 • The asset must be tangible • On-going repairs and general maintenance are not capitalized • New Purchases – All costs associated with bringing the asset into working order will be capitalized as a part of the asset cost. This includes startup costs, engineering or consultant type fees as part of the asset cost once the decision or commitment to purchase the asset is made. The cost of land acquired should include all related costs associated with its purchase • Improvements and Replacement – Improvement will be capitalized when they extend the original life of an asset or when they make the asset more valuable than it was originally. The replacement of assets components will normally be expensed unless they are a significant nature and meet all the capitalization criteria. 6. Computer System/Data Security – The Academy shall provide security of its computer/network system and data files through physical and logical security systems that will include, but are not limited to: network user authentications, firewalls, content filtering, spam/virus protection, and redundant data backup. 131DRAFT FUTURE POLICIES TO BE DISCUSSED & IMPLEMENTED Westlake Academy has several relevant financial policies to preserve and enhance the fiscal health of the Academy. We also identify acceptable and unacceptable courses of action, and provide a standard to evaluate the school’s fiscal performance. GFOA is recommending that all school districts include the following policies that guide the development of their budget and that are central to a strategic long-term approach to financial management. Westlake Academy is in the process of reviewing and implementing the required policies. 1. Operating Budget Policy This section of the Fiscal and Budgetary Policies should include the following policies that guide the development of the budget and are central to a strategic approach to our financial management. These components will need to be reviewed, updated if necessary, and/or added and approved by the Board of Trustees in subsequent years. 1. Basis of Budgeting 2. Budget Adoption 3. Budget Classification and Format 4. Organization of the Budget 5. Budget Message Requirement 6. Funds Budgeted 7. Length of the Budget Year 8. Presentation of Proposed Budget 9. Revenue Forecasting Requirements 10. Expenditure Forecasting Requirements 11. Performance Measurements 12. Line-Item Transfer Authority 13. Retention of Budget Records 2. Budget Crisis Procedures This policy is intended to provide Westlake Academy with options when responding to unexpected fiscal issues that can and do arise. Should budget problems materialize, these procedures will support comprehensive risk analysis and contingency plans. 3. Long Term Forecasting The annual operating budget focuses on a single 12-month period. However, spending and revenue decisions made today have effects that extend beyond a 12-month period. The purpose of this policy is to o Ensure on-going financial sustainability beyond a single fiscal year or budget cycle o Achieve the Academy’s mission and vision o Systematically link the annual budget to a multi-year master financial plan. 132DRAFT 4. Reserve Policy in Other Funds While the General Fund Reserve is the most important for the Westlake Academy, reserves in other funds are just as important. For that reason, the funds listed in this policy shall have reserves that are restricted or committed for specific purposes. 5. General Fund Budget Reserves The General Fund is the primary fund used by the Westlake Academy to account for revenues and expenditures. Accordingly, the General Fund Reserve Policy is intended to provide the Academy with options when responding to unexpected issues and to afford a buffer against shocks and other forms of risk. One of two things must happen in the future if we cannot spend equal to or less than the revenues received: (1) increase future revenues (2) make future expenditure reductions. 6. Capital Asset Management (already incorporated into the Fiscal and Budgetary Policies) Westlake Academy operates an extensive amount of buildings, equipment, furniture and vehicles. The purpose of this policy is to: o provide a management framework to ensure that all capital assets are repaired, maintained and replaced and, o identify the responsible parties who shall protect, oversee and report needed repairs. 133DRAFT This page is intentionally blank 134DRAFT 135DRAFT This page is intentionally blank 136DRAFT • 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 received or a payment is 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 received or the payment is 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. • Assigned Fund Balance: Reports amount that are constrained by the government’s intent that they will be used for specific purposes. Decision making about 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 137DRAFT 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 way the government's resources were 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 more than $5,000 and a useful life expectancy of greater than 1 year. • Career and Technical Education (CTE): The costs incurred to evaluate, place and provide educational and/or other services to prepare students for gainful employment, advanced technical training or for homemaking. This may include apprenticeship and job training activities. • 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. 138DRAFT • 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 aids 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 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 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. • Diploma Programme (DP): A challenging two-year curriculum for students in grades 11 and 12 that provides an inquiry-based, college preparatory education. By emphasizing knowledge, skills, critical thinking and the fostering and development of universal human values, students learn the valuable skills of construction and deconstruction knowledge. • 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. • 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.) 139DRAFT • 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 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 carrying on in accordance with special regulations, restrictions, or limitations. • Fund Balance: It is the resources remaining from prior years and which are available to be budgeted in the current year. • 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. • 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 140DRAFT 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. • International Baccalaureate Program (IB): A non- profit foundation whose mission is to help students “develop the intellectual, personal, emotional, and social skills to live, learn and work in a rapidly globalizing world.” It was founded in 1968 and runs in over 3,000 schools in 141 countries. Its Diploma Program (DP) is designed for high school juniors and seniors, and offers classes in the same areas as traditional schools: math, science, English, foreign language, social studies, and the arts. Additionally, students have three extra requirements: a class about the theory of knowledge, a community service obligation, and an extended essay on a research topic of their choice. Along the way, students complete assessments that help them prepare for the final written exams, which are graded by external examiners. Upon graduation, students earn a diploma that is respected worldwide. • Middle Years Programme (MYP): A curriculum framework for children in grades six through ten that encourages students to make practical connections between their studies and the real world. The MYP builds on the knowledge; skills and attitudes developed by the Primary Years Programme (PYP) and prepare the students for the demanding requirements of the Diploma Programme (DP). • Modified Accrual Basis of Accounting: Basis of accounting per which (a) revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the 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. 141DRAFT • Primary Years Programme (PYP): A curriculum framework for children aged 3-12 that prepared students for the intellectual challenges of future education and their future careers, focusing on the development of the whole child as an inquirer, both in the classroom and in the world outside. • 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. • 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 about 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. • School FIRST Rating: The purpose of the financial accountability rating system, known as the School Financial Integrity Rating System of Texas (FIRST), is to ensure that open-enrollment charter schools are held accountable for the quality of their financial management practices and that they improve those practices. The system is designed to encourage Texas public schools to better manage their financial resources in order to provide the maximum allocation possible for direct instructional purposes. • Special Revenue Funds: Funds that are used to account for funds awarded to the Academy for 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 142DRAFT 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. • 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, per 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): S ubject-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 technical, bilingual, gifted and talented, and compensatory education. A weighted student count is used to distribute guaranteed-yield funding and establish Chapter 41 thresholds. 143DRAFT ACRONYMNS TERM STANDS FOR TERM STANDS FOR ACCT Account GL General Ledger ADA Average Daily Attendance GO’S General Obligation Bonds AEIS Academic Excellence Indicators System HR Human Resources AP Accounts Payable IB International Baccalaureate Program AR Accounts Receivable IEP Individual Education Plan ASBO Association of School Business Officials IDEA Individuals with Disabilities Education Act BS Balance Sheet IT Information Technology CAFR Comprehensive Annual Financial Report LTL Long-term Liability CEI Cost of Education Index MYP Middle Years Programme CIP Capital Improvement Plan PIA Public Information Act CO'S Certificates of Obligations PYP Primary Years Programme CPA Certified Public Accountant R&M Repair and Maintenance CTE Career and Technical Education S&P Standard and Poor’s DP Diploma Years SBOE State Board of Education DS Debt Service SLA Service Level Adjustment EF Enterprise Fund SRF Special Revenue Fund ESC Education Service Center (ESC) TAKS Texas Assessment of Knowledge and Skills FTE Full-Time Equivalent TEA Texas Education Agency FY Fiscal Year TEKS Texas Essential Knowledge and Skills G&O Goals and Objectives TOMA Texas Open Meetings Act GAAP Generally Accepted Accounting Principles TRS Teacher Retirement System GASB Government Accounting Standards Board WA Westlake Academy GF General Fund WADA Weighted Average Daily Attendance GFOA Government Finance Officers Association XFR Transfer 144DRAFT August 2017 1 September 2017 2 October 2017 3 Date Event S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa Aug 7-9 New Teacher Orientation 1 2 3 4 5 1 2 1 2 3 4 5 6 7 10-16 All Teacher Orientation 6 7 8 9 10 11 12 3 4 5 6 7 8 9 8 9 10 11 12 13 14 17: First Day of School 13 14 15 16 17 18 19 10 11 12 13 14 15 16 15 16 17 18 19 20 21 20 21 22 23 24 25 26 17 18 19 20 21 22 23 22 23 24 25 26 27 28 27 28 29 30 31 24 25 26 27 28 29 30 29 30 31 Sept 4: Labor Day (No School) 29: All Day Parent/Teacher Conferences Oct 6: Teacher Professional Day (No School) 9: Columbus Day (No School) November 2017 4 December 2017 5 January 2018 6 S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa Nov 17: Early Release/Grandparent's Day 1 2 3 4 1 2 1 2 3 4 5 6 20-24: Thanksgiving Break (Staff Flex Days) 5 6 7 8 9 10 11 3 4 5 6 7 8 9 7 8 9 10 11 12 13 12 13 14 15 16 17 18 10 11 12 13 14 15 16 14 15 16 17 18 19 20 19 20 21 22 23 24 25 17 18 19 20 21 22 23 21 22 23 24 25 26 27 Dec 15: Secondary Semester Exams 26 27 28 29 30 24 25 26 27 28 29 30 28 29 30 31 18: Secondary Semester Exams (Early Release) 31 19: Secondary Semester Exams (Early Release) 20: Secondary Semester Exams (Early Release) Jan 5: Teacher Professional Day (No School) 8: Start of Second Semester February 2018 7 March 2018 8 April 2018 9 15: Martin Luther King, Jr (No School) S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa 1 2 3 1 2 3 1 2 3 4 5 6 7 4 5 6 7 8 9 10 4 5 6 7 8 9 10 8 9 10 11 12 13 14 Feb 16: Teachers' Professional Day - (No School) 11 12 13 14 15 16 17 11 12 13 14 15 16 17 15 16 17 18 19 20 21 19: Presidents' Day (No School) 18 19 20 21 22 23 24 18 19 20 21 22 23 24 22 23 24 25 26 27 28 25 26 27 28 25 26 27 28 29 30 31 29 30 Mar 12-16 Spring Break 30: Bad Weather Make-Up Day Apr 6: All Day Parent/Teacher Conferences 20: Bad Weather Make-Up Day May 2018 10 June 2018 11 July 2018 12 23: Teacher Professional Day (No school) S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa 1 2 3 4 5 1 2 1 2 3 4 5 6 7 6 7 8 9 10 11 12 3 4 5 6 7 8 9 8 9 10 11 12 13 14 May 28: Memorial Day (No School) 13 14 15 16 17 18 19 10 11 12 13 14 15 16 15 16 17 18 19 20 21 29: G7-G11 Exams/PYP Assessment FULL DAY 20 21 22 23 24 25 26 17 18 19 20 21 22 23 22 23 24 25 26 27 28 30-31: G7-G11 Exams/PYP Assessment 27 28 29 30 31 24 25 26 27 28 29 30 29 30 31 (Early Release) June 1: Secondary Semester Exams (Early Release) 1: Last Day of School First / Last Day of School 1: Secondary End of 4th Quarter 2: Senior Commencement Early Release Days Parent/Student Conferences - All Day 4: Teacher Work Day No School Semester Exams / PYP Assessments (Early Release) Professional Day - Student Holiday Senior Commencement Bad weather make up Westlake Academy Academic Calendar 2017 - 2018 Semester 1 = 80.0 days Semester 2 = 91.5 days Total Days = 171.50 145DRAFT This page is intentionally blank 146DRAFT 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. - NONE Board of Trustees Item # 6 – Future Agenda Items Board of Trustees Item # 7 – Adjournment Regular Session