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Home My WebLink About02.18.2025 FINAL TC BOT AGENDA PACKETTown of Westlake 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 Town Council/Board of Trustees Agenda - Final Council Chamber3:30 PMTuesday, February 18, 2025 The Town Council of the Town of Westlake also serves as the governing Board of Trustees for Westlake Academy. This agenda may contain both municipal and Westlake Academy items, which will be clearly identified. Town Council/Board of Trustees meetings are available for viewing online via live-stream or on-demand at https://www.westlake-tx.org/787/Watch-Meetings-Live. In an effort of meeting efficiency, any residents wishing to speak must submit a speaker request form to the Town Secretary prior to the start of the meeting. Pursuant to Texas Government Code Section 551.127, one or more members of the Town Council may participate in this meeting by videoconference call. A quorum of the Town Council and the presiding officer will be present at the physical location of the meeting. NOTE: As authorized by Section 551.071 of the Texas Government Code, Town Council may enter into closed Executive Session for the purpose of seeking confidential legal advice from the Town/School Attorney on any agenda item listed herein. WORK SESSION 3:30 PM I.CALL WORK SESSION TO ORDER II.HOLD WORK SESSION AND DISCUSSION REGARDING WESTLAKE ACADEMY'S PROPOSAL TO ADD ONE ADDITIONAL SECTION OF 4TH GRADE CLASS FOR SCHOOL YEAR 2025-2026 (Dr. Kelly Ritchie, Head of School) III.ADJOURN THE WORK SESSION REGULAR MEETING 4 PM A.CALL REGULAR MEETING TO ORDER AND ANNOUNCE A QUORUM PRESENT B.INVOCATION AND PLEDGES OF ALLEGIANCE Page 1 of 3 1 Town Council/Board of Trustees Agenda - Final February 18, 2025 C.CITIZEN/PARENT COMMENTS This is an opportunity for citizens to address the Town Council or Board of Trustees on any matter, whether or not it is posted on the agenda. Any residents wishing to speak on action items must submit a speaker request form to the Town Secretary prior to the start of the meeting. Individual citizen comments are normally limited to three (3) minutes. The presiding officer may ask the citizen to hold their comment on an agenda item if the item is posted as a Public Hearing.The Town Council and Board of Trustees cannot by law take action nor have any discussion or deliberations on any presentation made at this time concerning an item not listed on the agenda. The Town Council and Board of Trustees will receive the information, ask staff to review the matter, or an item may be noticed on a future agenda for deliberation or action. D.ITEMS OF COMMUNITY INTEREST Mayor and Council Reports on Items of Community Interest pursuant to Texas Government Code Section 551.0415 the Town Council may report on the following items: (1) expression of thanks, congratulations, or condolences; (2) information about holiday schedules; (3) recognition of individuals; (4) reminders about upcoming Town Council events; (5) information about community events; and (6) announcements involving imminent threat to public health and safety D.1.Items of Community Interest (Communications Director Jon Sasser)25-53 E.CONSENT AGENDA All items listed below are considered routine by the Town Council and /or Board of Trustees and will be enacted with one motion. There will be no separate discussion of items unless a Council/Board Member or citizen so requests, in which event the item will be removed from the general order of business and considered in its normal sequence . E.1.Discuss, consider and act to approve the February 3, 2025 Town Council/Board of Trustees Regular Meeting Minutes (Town Secretary Dianna Buchanan) 25-23 F.REGULAR AGENDA ITEMS F.1.Receive presentation and discuss, consider and act regarding Resolution 25-08 approving and adopting the Town of Westlake Strategic Plan 2025-2032 (Town Manager Wade Carroll) RES 25-08 F.2.Discuss, consider and act regarding WA Resolution 25-02 to add one additional section of 4th grade to Westlake Academy for School Year 2025-2026 (Dr. Kelly Ritchie, Head of School) WA RES 25-02 v2 Page 2 of 3 2 Town Council/Board of Trustees Agenda - Final February 18, 2025 F.3.Discuss, consider and act regarding Resolution 25-05 approving and authorizing the Town Manager to enter into a contract with Holt Power Systems - Caterpillar for procurement of a 700kw on-site backup diesel generator set for the Town’s water pump station in the amount of $342,481.28 utilizing Sourcewell Cooperative Purchasing Contract #092222-CAT (Cheryl Taylor, P.E., Director of Public Works). RES 25-05 F.4.Discuss, consider and act regarding Resolution 25-09 approving and authorizing the Town Manager to enter into a contract with Global Pump Solutions for emergency repairs and installation services for water and wastewater infrastructure throughout the town in an amount not to exceed $450,765.20 utilizing BuyBoard Cooperative Purchasing Contract #672-22 (Cheryl Taylor, P.E., Director of Public Works) RES 25-09 F.5.Discuss, consider and act to approve Resolution 25-01 amending the established dates for Regular Meetings of the Town Council | Board of Trustees through September 30, 2025 (Town Manager Wade Carroll) RES 25-01 G.DISCUSSION ITEM Discuss recent trip to the Capitol to meet with elected officials regarding proposed bills and priorities that could affect the Town of Westlake and Westlake Academy . H.FUTURE AGENDA ITEMS I.STAFF RECAP OF COUNCIL DIRECTION J.ADJOURNMENT I certify that the above notice was posted on the bulletin board at Town of Westlake, Town Hall, located at 1500 Solana Blvd., Building 7, Suite 7100, Westlake, TX 76262, in compliance with the Texas Open Meetings Act, Chapter 551 of the Texas Government Code. __________________________ Town Secretary Disabilities Notice: If you plan to attend the meeting and have a disability that requires special needs, please contact the Town Secretary's Office 48 hours in advance at Ph. 817-490-5711 and reasonable accommodations will be made to assist you. Page 3 of 3 3 Town of Westlake Staff Report 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 File #:25-53 Agenda Date:2/18/2025 Agenda #:D.1. TOWN STAFF REPORT RECOMMENDATIONS Items of Community Interest (Communications Director Jon Sasser) STAFF:Communications Director Jon Sasser BACKGROUND: Pursuant to Texas Government Code Section 551.0415 the Town Council (and or designee)may report on the following items:(1)expression of thanks,congratulations,or condolences;(2)information about holiday schedules;(3)recognition of individuals;(4)reminders about upcoming Town Council events;(5)information about community events; and (6) announcements involving imminent threat to public health and safety. NOTABLE ITEMS AND UPCOMING EVENTS: Town Council Meeting Monday, March 3, 2025; 4 pm 1500 Solana Blvd, Westlake, TX Planning & Zoning Meeting Tuesday, March 11, 2025; 5 pm 1500 Solana Blvd, Westlake, TX Westlake Academy Spring Break March 17-21, 2025 Town Council Meeting Monday, March 24, 2025; 4 pm 1500 Solana Blvd, Westlake, TX Employee Appreciation March 29, 2025; 6-10 pm Billy Bob’s at the 81 Club ADDITIONAL ITEMS ·Election Deadline Town of Westlake Printed on 2/13/2025Page 1 of 1 powered by Legistar™4 Town of Westlake Staff Report 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 File #:25-23 Agenda Date:2/18/2025 Agenda #:E.1. TOWN STAFF REPORT RECOMMENDATIONS Discuss,consider and act to approve the February 3,2025 Town Council/Board of Trustees Regular Meeting Minutes (Town Secretary Dianna Buchanan) STAFF:Dianna Buchanan, Town Secretary BACKGROUND: The February 3,2025 Town Council Regular Meeting Minutes are attached for review and consideration of approval. Once approved, all meeting minutes will be executed and uploaded to the Town of Westlake website for transparency and Laserfiche software for state retention compliance. RECOMMENDATION: Staff recommends approval of the minutes. ATTACHMENT(S): 02.03.2025 TC/BOT Regular Meeting Minutes TOWN COUNCIL ACTION/OPTIONS: 1.Motion to approve minutes, as presented. 2.Motion to approve the minutes with the following corrections/changes (please state corrections/changes in motion) 3.Motion to table 4.Motion to deny Town of Westlake Printed on 2/13/2025Page 1 of 1 powered by Legistar™5 Town of Westlake 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 Town Council/Board of Trustees Meeting Minutes - Draft 4:15 PM Council ChamberMonday, February 3, 2025 The Town Council of the Town of Westlake serves as the governing board for Westlake Academy. This agenda may contain both municipal and Westlake Academy items, which will be clearly identified. In an effort of transparency, this meeting will be viewable to the public via Live Stream and also available for viewing after the meeting. In an effort of meeting efficiency, any residents wishing to speak on action items must submit a speaker request form to the Town Secretary prior to the start of the meeting. NOTE: As authorized by Section 551.071 of the Texas Government Code, Town Council may enter into closed Executive Session for the purpose of seeking confidential legal advice from the Town/School Attorney on any agenda item listed herein. A. CALL REGULAR MEETING TO ORDER AND ANNOUNCE A QUORUM PRESENT Mayor Greaves called the meeting to order at 4:15 pm and announced a quorum present. PRESENT: Mayor Kim Greaves Mayor Pro Tem Tammy Reeves Council Member Todd Gautier Council Member Michael Yackira Council Member Anna White Council Member Asselta (virtually present) STAFF PRESENT: Town Manager Wade Carroll Head of School Dr. Kelly Ritchie Town Secretary Dianna Buchanan Deputy Town Manager Jason Alexander Communications Director Jon Sasser Town Attorney Stan Lowry School Attorney Janet Bubert Fire Chief John Ard Finance Director Cayce Lay Lamas Public Works Director Cheryl Taylor IT Director Jason Power Human Resources Director Sandy Garza Dir. Innovation & Dev. Michelle Briggs Academy Finance Manager Marlene Rutledge Keller Police Chief Brad Fortune B. INVOCATION AND PLEDGES OF ALLEGIANCE Pastor Mike Banas, Milestone Church, Keller, provided the invocation. Mayor Greaves and W estlake Academy Head of School Dr. Kelly Ritchie introduced Westlake Academy students Page 1 of 6 6 Town Council/Board of Trustees Meeting Minutes - Draft February 3, 2025 Andrew Poot (5th grade), Lucia Poot (10th grade) and James Poot (11th grade), to assist with leading the pledges to the U.S. Flag and the Texas Flag. Pledges recited. C. CITIZEN/PARENT COMMENTS There was no one to speak at this time. D.ITEMS OF COMMUNITY INTEREST D.1.Items of Community Interest (Communications Director Jon Sasser)25-36 Communications Director Jon Sasser provided an overview of upcoming events and items of community interest. E. PRESENTATION(S) E.1.WA 25-103 Westlake Academy International Baccalaureate (IB): Leaders in the Field (Michelle Briggs, Westlake Academy Director of Innovation and Development) Michelle Briggs, Westlake Academy Director of Innovation and Development, presented a video presentation that was played called "Westlake Academy International Baccalaureate (IB): Leaders in the Field". F. CONSENT AGENDA F.1.25-31 F.2.25-32 Discuss, consider and act to approve the January 21, 2025 Joint Town Council and Planning and Zoning Commission Workshop Meeting Minutes (Town Secretary Dianna Buchanan) Discuss, consider and act to approve the January 21, 2025 Town Council/Board of Trustees Regular Meeting Minutes (Town Secretary Dianna Buchanan) Motion by Council Member White and Motion Second by Council Member Yackira to approve the Consent Agenda. Mayor Greaves called for the vote. MOTION TO APPROVE THE CONSENT AGENDA APPROVED UNANIMOUSLY. G. REGULAR AGENDA ITEMS G.1.RES 25-04 v2 (TABLED 1/21/2025) Discuss, consider and act to approve Resolution 25-04 approving a Development Agreement between the Town of Westlake, Texas and Otter Partners, LP, for subdivision improvements for Westlake Ventanas, a residential development to be designed and built in adjacency to Solana Boulevard. (Jason Alexander, AICP, CEcD, Deputy Town Manager) Motion by Council Member White and Motion Second by Mayor Pro Tem Reeves to remove the item from the Table for consideration. Mayor Greaves called for the vote. MOTION TO REMOVE THE ITEM FROM THE TABLE FOR CONSIDERATION APPROVED UNANIMOUSLY. Deputy Town Manager Jason Alexander gave an overview of the item including updates to the Development Agreement for Westlake Ventanas which is part of the Entrada Planned Development and is permitted to have up to 51 detached single-family residential lots. Staff recommends approval Page 2 of 6 7 Town Council/Board of Trustees Meeting Minutes - Draft February 3, 2025 G.2.25-38 G.3.WA RES 25-03 G.4.WA RES 25-02 G.5. of the development agreement. The developer, Frank Bonilla was present in support of the item. Town Manager Carroll thanked Mr. Bonilla for his patience in completing the agreement and guidelines for consideration of approval. Motion by Council Member White and Motion Second by Mayor Pro Tem Tammy Reeves to approve Resolution 25-04 as preented. Mayor Greaves called for the vote. MOTION TO APPROVE RESOLUTION 25-04 APPROVING THE DEVELOPMENT AGREEMENT WITH OTTER PARTNERS, LP, FOR SUBDIVISION IMPROVEMENTS FOR WESTLAKE VENTANAS APPROVED 4-0. COUNCIL MEMBER GAUTIER DID NOT VOTE DUE TO A CONFLICT OF INTEREST (AFFIDAVIT ON FILE). At this time, Mayor Greaves directed the meeting to consider Resolution 25-06 (Item G.5.). Discuss, consider, and act to approve the purchase of a new fire engine not to exceed $1.3 million dollars. Fire Chief John Ard presented an overview of the proposed fire engine purchase. The process to design, build and take possession of the engine will take three years. Finance Director Cayce Lay Lamas also provided financial information regarding the purchase. Motion by Council Member White and Motion Second by Mayor Pro Tem Reeves to approve the purchase of a new fire engine in an amount not to exceed $1,300,000. Mayor Greaves called for the vote. MOTION TO APPROVE THE PURCHASE OF A NEW FIRE ENGINE IN AN AMOUNT NOT TO EXCEED $1,300,000 APPROVED UNANIMOUSLY. Discuss, consider and act regarding WA Resolution 25-03 adopting the Westlake Academy Academic Calendar for School Year 2025-2026 (Head of School Dr. Kelly Ritchie) Dr. Ritchie provided an overview of the proposed Westlake Academy Academic Calendar for School Year 2025-2026. Motion by Council member White and Motion Second by Mayor Pro Tem Reeves to approve WA Resolution 25-03 adopting the "Draft 2" version of the academic calender. Mayor Greaves called for the vote. MOTION TO APPROVE WA RESOLUTION 25-03 APPROVING AND ADOPTING DRAFT 2 AS THE WESTLAKE ACADEMY ACADEMIC CALENDAR FOR SCHOOL YEAR 2025-2026 APPROVED UNANIMOUSLY. Discuss, consider and act regarding WA Resolution 25-02 to add one additional section of 4th grade for School Year 2025-2026 and one section of Pre-K (4 year old) class for School Year 2025-2026 (Dr. Kelly Ritchie, Head of School) At the request of staff, and by consensus, the item is being pulled from the agenda today and scheduled for a Workshop Session at the next Town Council/Board of Trustees meeting on February 18, 2025. Mayor Greaves directed the meeting to H. Discussion Item as G.5. was considered earlier in the meeting. Discuss, consider and act to approve Resolution 25-06, a Resolution by the Town Council of the Town of Westlake, Texas, approving the participation of RES 25-06 Page 3 of 6 8 Town Council/Board of Trustees Meeting Minutes - Draft February 3, 2025 the Town in the Texas Enterprise Zone Program pursuant to the Texas Enterprise Zone Act, Chapter 2303 of the Texas Local Government Code, as amended; nominating Charles Schwab & Co., Inc. to the Governor’s Office for Economic Development and Tourism as a Triple Jumbo Enterprise Project through the Economic Development Bank; and authorizing the Town Manager or Designee to execute any related documents in support of that nomination. (Jason Alexander, AICP, CEcD, Deputy Town Manager) This item was considered immediately after item G.1. Deputy Town Manager Jason Alexander provided an overview of the item. Representatives were present in support of the item from Charles Schwab & Co., Inc. Motion by Council Member White and Motion Second by Council Member Yackira to approve Resolution 25-06 as presented. Mayor Greaves called for the vote. MOTION TO APPROVED RESOLUTION 25-06 APPROVING THE PARTICIPATION OF THE TOWN IN THE TEXAS ENTERPRISE ZONE PROGRAM AND NOMINATING CHARLES SCHWAB & CO., INC. TO THE GOVERNOR'S OFFICE FOR ECONOMIC DEVELOPMENT AND TOURISM AS A TRIPLE JUMBO ENTERPRISE PROJECT THROUGH THE ECONOMIC DEVELOPMENT BANK APPROVED UNANIMOUSLY. Mayor Greaves directed the meeting back to item G.2. at this time. H. DISCUSSION ITEM H.1.WA 25-102 Discussion concerning recent conversations with multiple elected legislators regarding appropriate school funding for Westlake Academy (Mayor Kim Greaves) Mayor Greaves shared that he and Town/Westlake Academy staff have spent a lot of time meeting with the Town's elected officials, including State Senator Kelly Hancock and State Representative Giovanni Capriglione about school finance and trying to understand what legislation may be coming forward during this Legislative Session to increase funding for Westlake Academy. He also met with former four-time congressman Pete Geren who has been heavily involved with charter schools. The annual budget for Westlake Academy is +/- $11 million and the TEA per student allocation to Westlake Academy, being a charter school, totals +/- $8 million. The annual $3 million deficit is met by funding from the Town and by funds raised by the Westlake Academy Foundation. Westlake Academy is getting between $8,700 and $8,800 per student from the TEA, and Independent School Districts (ISDs) get +/- $12,400 per student from the TEA. Additional research has shown that the average charter school gets +/- $11,100 per student from the TEA, and if Westlake Academy received that amount it would translate to an additional couple million dollars for Westlake Academy. The calculations for the amount received per student are complicated, beginning with a base amount, and then increasing depending on around 30 other criteria. In addition, ISDs also receive revenue from property taxes, while Westlake Academy (being a charter school) receives $0 from property taxes. Since 2019 schools have received no increased Page 4 of 6 9 Town Council/Board of Trustees Meeting Minutes - Draft February 3, 2025 funding from the State. It was recommended by State Senator Hancock, State Rep. Capriglione, and Mr. Geren that Westlake Academy become a member of the Texas Charter School Association so that we have a bigger voice on funding and other charter school issues. We believe that the Legislators do intend to increase the per student allocation which would be a big deal for the academy. In addition charter school facility funding is capped at $60,000,000 and there is also talk that they may be removing that cap, which would also go along way to help increase funding for the academy. Ms. Briggs said that House Bill 21 has language to remove the facilities cap and if it is removed, the expectation is that Westlake Academy would receive around +/- $900 per student compared to the current amount of +/-$100 per student. he $60,000,000 facility funding is currently shared by 900 charter schools. A group including the Mayor, Head of School and Town Manager are heading down to Austin on Monday to a speak to Legislators about the need for increased funding from the State for Westlake Academy. I. EXECUTIVE SESSION Mayor Greaves announced the items for Executive Session and recessed the Regular Meeting to Executive Session at 5:19 pm. I.1.25-33 I.2. Section 551.071: Consultation with and legal advice from the Town Attorney regarding pending litigation - Vertical Bridge v. Town of Westlake Section 551.087: Deliberation regarding Economic Development Negotiations to deliberate the offer of a financial or other incentive to a business prospect: a) Project ED 25-01, and b) Project ED 25-02. 25-34 I.3.25-37 Section 551.073: Deliberation regarding prospective gifts related to Westlake Academy facilities. Mayor Greaves reconvened the Regular Meeting from Executive Session at 7:41 pm. Council Member Asselta did not rejoin the Regular Meeting via remote connection. J. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS There was no action as a result of Executive Session. K.FUTURE AGENDA ITEMS These items were mentioned together with the Staff Recap of Council Direction. L.STAFF RECAP OF COUNCIL DIRECTION Town Manager Wade Carroll summarized direction from Town Council. Town Council would like to schedule a workshop prior to the next regular meeting (on February 18th) regarding the proposed addition of one section of 4th grade and one section of Pre-K (4 year old) class for School Year 2025-2026 at Westlake Academy. In addition in the near future staff will bring forward an item for consideration to become a member of the Texas Charter School Association. Page 5 of 6 10 Town Council/Board of Trustees Meeting Minutes - Draft February 3, 2025 __________________________ Kim Greaves, Mayor ATTEST: _________________________ Town Secretary Dianna Buchanan Page 6 of 6 M. ADJOURNMENT Mayor Greaves adjourned the Regular Meeting at 5:42 pm. 11 Town of Westlake Staff Report 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 File #:RES 25-08 Agenda Date:2/18/2025 Agenda #:F.1. TOWN STAFF REPORT RECOMMENDATIONS Receive presentation and discuss, consider and act regarding Resolution 25-08 approving and adopting the Town of Westlake Strategic Plan 2025-2032 (Town Manager Wade Carroll) STAFF:Wade Carroll, Town Manager BACKGROUND: In the months of May,June and July of 2024,the town council/board of Trustees developed a scope of work, heard proposals and on July 15th awarded Baker Tilly with a contract to create a new strategic plan for the Town of Westlake and Westlake Academy. Baker Tilly devised a planning schedule that included speaking with Westlake residents,stakeholders,parents and staff,and worked with Council through strategic planning sessions to create a fiscal model and financial sustainability plan that will assist the Town in identifying the revenues necessary to achieve the plan.Through these interactions along with meetings with the primary landholder and developer,Baker Tilly created a development model that will assist the town in obtaining the right kind of businesses and development to gain the necessary ad valorem and sales taxes to fund the plan. All documents have been delivered to the Town Manager and are included in this agenda packet. DISCUSSION: Staff has worked with Baker Tilly to develop goals and strategies from the council’s focus areas and priorities which are in the strategic plan document.The strategic plan as written is to be accomplished in the next 5-7 years.Staff is requesting that Council review the strategic planning documents including the goals and strategic initiatives and give any feedback necessary to finalize and approve the document.Once finalized the staff will create an annual work plan to implement the strategic plan document.That work plan will be derived from the strategic goals and strategies but will include key accountability indicators and specific timelines for that year’s work plan activities. FISCAL IMPACT: The strategic plan goals, initiatives and work plan will be folded into the annual budget over the next 5-7 years and will be approved by the Council as part of the budget process. STAFF RECOMMENDATION: Staff recommends approving the strategic plan as presented. Town of Westlake Printed on 2/13/2025Page 1 of 2 powered by Legistar™12 File #:RES 25-08 Agenda Date:2/18/2025 Agenda #:F.1. ATTACHMENT(S): ·Resolution 25-08 ·Fiscal Sustainability Model ·Development Plan ·Strategic Plan TOWN COUNCIL ACTION/OPTIONS: 1)Motion to approve 2)Motion to amend with the following stipulations (please state stipulations in motion) 3)Motion to table 4)Motion to deny Town of Westlake Printed on 2/13/2025Page 2 of 2 powered by Legistar™13 Resolution 25-08 Page 12 TOWN OF WESTLAKE RESOLUTION NO. 25-08 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, APPROVING AND ADOPTING THE TOWN OF WESTLAKE, TEXAS STRATEGIC PLAN 2025-2032. WHEREAS, the Town Council of the Town of Westlake has determined that effective governance of the Town of Westlake requires a focused effort best provided by a comprehensive strategic plan; and, WHEREAS, the Town of Westlake, in collaboration with Baker Tilly Advisory Group, has developed a strategic plan to guide the community’s growth and sustainability over the next five years; and, WHEREAS, the Town Council finds that the passage of this Resolution is in the best interest of the citizens of Westlake. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That the Town Council of the Town of Westlake, Texas approves and adopts the attached Town of Westlake, Texas Strategic Plan 2025-2032, attached hereto as Exhibit “A”. SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. SECTION 4: That this Resolution shall become effective from and after its date of passage. 14 Resolution 25-08 Page 22 PASSED AND APPROVED ON THIS 18TH DAY OF FEBRUARY, 2025. ___________________________________ Kim Greaves, Mayor ATTEST: ________________________________ Dianna Buchanan, Town Secretary APPROVED AS TO FORM: ________________________________ L. Stanton Lowry, Town Attorney 15 City of Westlake Town of Westlake, Texas 2025-2032 Strategic Plan 16 Prepared for the Town of Westlake by 17 Letter from the Mayor Greaves Executive Summary About the Strategic Plan Strategic Plan 2025 - 2032 Framework Vision Mission Values Priorities Goals and Strategies Future of Westlake Table of Contents 2 4 5 8 9 10 11 12 13 24 Page 1 | Town of Westlake Strategic Plan 2025 - 2032 18 Our strategic plan ensures that Westlake remains a thriving and inclusive place to call home. One that will continually preserve its unique charm and natural beauty, promote a vibrant community and cultivate partnerships with residents and corporate stakeholders. This plan sets forth a vision for organizational stability at Town Hall and continued excellence at Westlake Academy, and focuses our efforts on financial sustainability, managed development and growth, enhanced community safety, and robust public engagement. We are dedicated to implementing this plan, using it as a guide that serves the public interest and strengthens trust in our leadership. The plan will empower our staff to take proactive steps to enhance Westlake's vibrancy, support our residents and businesses, and ensure a sustainable future for all. Your involvement is crucial to the success of this plan. I want to express my gratitude to those of you who took the time to participate in our numerous public engagement efforts. Together, we will continue collaborative efforts to realize the full potential of the Town and Westlake Academy as we build a community that we can all be proud of. Thank you for your continued support as we work together toward a brighter future for Westlake. - Mr. Kim Greaves, Mayor Town of Westlake Letter from Mayor Greaves Dear Westlake Residents, Academy Parents, Corporate Partners, and Stakeholders, As Mayor of the Town of Westlake, I am honored to present our latest strategic plan on behalf of the Town Council / Board of Trustees. This document represents our unwavering commitment to the core values of integrity, accountability, innovation, openness, and strategic thinking while charting a clear path for Westlake’s growth and development over the next seven years – 2025 to 2032. Page 2 | Town of Westlake Strategic Plan 2025 - 2032 19 Dr. Anna White Councilmember, Place 1 Mr. Todd Gautier Councilmember, Place 3 Mr. Michael Yackira Councilmember, Place 2 Mrs. Tammy Reeves Mayor Pro Tem, Place 4 Mr. Mike Asselta Councilmember, Place 5 Your Westlake Town Council Page 3 | Town of Westlake Strategic Plan 2025 - 2032 20 1 The Town of Westlake, in collaboration with Baker Tilly Advisory Group, has developed a strategic plan to guide the community’s growth and sustainability over the next seven years. This plan builds on Westlake’s tradition of strategic, inclusive, and forward-thinking planning, exemplified by the current comprehensive land use plan (2015), and contributes to the Town’s vision, mission, goals, and priorities through active public engagement. Workshops and sessions with residents, business owners, and stakeholders were fundamental in identifying critical areas of focus such as economic development, infrastructure, and long-term financial stability. Central to Westlake’s strategic achievements and overall desirability is the Westlake Academy, established in 2003. This municipally-owned public charter school was founded out of a desire by the Westlake Town Council to offer a high-quality, globally recognized International Baccalaureate (IB) curriculum for residents of the Town and surrounding communities. The Academy serves as a model of educational innovation and reflects Westlake’s commitment to academic excellence. The Town’s current financial position reflects the effective management of resources and capital investments. By maintaining general fund reserves through prudent fiscal oversight and leveraging one- time revenue sources from development fees, Westlake has managed to sustain an annual surplus averaging $2.6 million. However, when accounting for unfunded capital projects, projections indicate a growing fiscal gap of $4.4 million annually, expanding to $8 million by FY 2035. Without corrective action, the projected gap will deplete reserves by 2035. This looming challenge emphasizes the need for comprehensive financial strategies to secure Westlake’s long-term fiscal health. With additional changes over time, Westlake can build on its already solid foundation and exceed its current achievements. Executive Summary Economic development is integral to addressing these financial concerns. Westlake’s unique position, characterized by rural charm, high-value real estate, and strategic corporate campuses, presents substantial opportunities for future growth. As the Town considers future land use and development, it must balance economic ambitions and the need for increased revenue with preserving its distinctive character, all while considering growth that is strategically located and of high quality. Sustainable economic growth will not only support property tax and sales tax revenue but will also require deliberate efforts to attract a diverse and robust mix of businesses. Together, these strategic initiatives position the Town of Westlake to navigate future growth with confidence and sustainability, ensuring that it remains a vibrant and distinctive community for generations. Page 4 | Town of Westlake Strategic Plan 2025 - 2032 21 About Strategic Plan 2025-2032 The Town of Westlake's process for updating its vision and goals to guide decision making and resource allocation is built upon three foundational pillars: 1. A Fiscal Model and Financial Sustainability Plan, 2. An Economic Development Plan, and 3. A Strategic Plan. The Fiscal Model and Sustainability Plan and the Economic Development Plan have been delivered to the Town of Westlake as separate reports entirely accessible on the Town’s website. From August to December 2024, Baker Tilly engaged in extensive research and analysis in preparing and updating Westlake’s vision, mission, values, goals, priorities and success indicators. This work included interviews with members of the Westlake Town Council, the Town management team, and the Westlake Academy head of school and leadership team. In addition to these interviews, two surveys were deployed to the employees of the Town of Westlake, and another to community residents, Academy parents and business stakeholders. Six on-site and two virtual community input sessions and workshops were also held. The data gathered from the interviews, surveys, and public input sessions allowed Baker Tilly to generate key themes and analysis to identify the Town’s strengths, weaknesses, opportunities, and threats/challenges (SWOC). The SWOC analysis informed the development of updated vision and mission statements, a refined set of organizational values, and strategic goals. Page 5 | Town of Westlake Strategic Plan 2025 - 2032 22 1. Fiscal Model and Financial Sustainability Plan: These components were completed to inform the Council’s identification of fiscal opportunities; and the model serves as a tool for assessing funding and resource projections, ensuring that decisions and strategic priorities are grounded in the realities of current and future available resources. 2. Economic Development Plan: This forward-focused strategy complements and incorporates findings included in the Financial Sustainability Plan, providing insights into potential future resources derived from an economic development strategy. 3. Strategic Plan: This document integrates the findings from the Fiscal Model and the Economic Development Plan, tying everything together into a cohesive strategy. About Strategic Plan 2025-2032 Alignment between the three strategic planning components is crucial to provide Town leaders with a comprehensive assessment to make informed decisions in the upcoming years, particularly to guide the preparation of the Town’s Fiscal Year 2025-2026 budget process and beyond. To achieve this, the three components were developed simultaneously on parallel tracks: Page 6 | Town of Westlake Strategic Plan 2025 - 2032 23 The uniqueness of Westlake's approach lies in its comprehensive and integrated method. As standalone documents, the Fiscal Model and Economic Development Plan provide detailed assessments of the Town's financial health and growth potential. However, when combined, these documents offer a holistic view that highlights current economic conditions and projects future trends and opportunities. This integration ensured the development of strategic priorities that are well-informed, sustainable, and aligned with immediate and long-term goals. About Strategic Plan 2025-2032 Page 7 | Town of Westlake Strategic Plan 2025 - 2032 24 Strategic Plan 2025-2032 Framework Vision Mission Organizational Values Priorities Goals and Strategies Page 8 | Town of Westlake Strategic Plan 2025 - 2032 25 Vision Westlake will preserve its unique charm and natural beauty, promoting a vibrant community, cultivating strategic partnerships with residents and corporate stakeholders. Our vision within a strategic plan is a clear and aspirational statement that outlines the desired future state or long-term goals of an organization. It serves as a guiding star, providing direction and inspiration for all strategic initiatives. The Westlake vision statement guides the Town’s future direction, ensuring that growth and development are aligned with our core values and community aspirations. Westlake’s Vision: Page 9 | Town of Westlake Strategic Plan 2025 - 2032 26 Mission Our mission statement is a concise declaration of an organization's core purpose and focus that remains unchanged over time. It defines the organization's reason for existence and provides a framework for its strategic planning. Unlike a vision statement, which outlines long-term aspirations, a mission statement focuses on the present and defines the town's purpose and primary objectives. Westlake provides a superior quality of life through excellent municipal service delivery and world-class education. Our mission underscores Westlake's dedication to ensuring that the community enjoys top-notch services and educational opportunities for its residents. Westlake’s mission: Page 10 | Town of Westlake Strategic Plan 2025 - 2032 27 Organizational Values Organizational values are the fundamental beliefs and guiding principles that shape an organization's culture, behavior, and decision- making processes. They define what the organization stands for and influence how it interacts with stakeholders. Our values of accountability, integrity, innovation, openness, and strategic thinking collectively support Westlake's mission of providing superior municipal services and education, and its vision of preserving charm and fostering community. Westlake’s Organizational Values: Accountability Taking responsibility for actions and outcomes, ensuring that the Town's services meet the highest standards. Integrity Upholding the highest ethical standards in all actions and decisions, ensuring trust and transparency within the community. Innovation Encouraging creative solutions and continuous improvement in service delivery and community development. Openness Promoting transparency and proactive communication with residents, partners and stakeholders. Strategic Thinking Planning and acting with a long-term perspective to achieve sustainable growth and development. Page 11 | Town of Westlake Strategic Plan 2025 - 2032 28 Strategic Priorities A. Financial Sustainability B. Westlake Academy C. Development and Economic Growth D. Infrastructure Investment E. Communication – Resident/Stakeholder Engagement F. Public Safety To build a thriving and resilient community, Westlake has identified six key priorities to guide our efforts and use of resources. The priorities are designed to promote sustainable growth, improve quality of life, and strengthen the Town’s organizational foundation to attain a strong financial position, world-class education system and quality development over the next seven years. Each priority plays a vital role in achieving our vision for the future: Page 12 | Town of Westlake Strategic Plan 2025 - 2032 29 Priority A. Financial Sustainability Description: Ensure a strong financial outlook through careful planning and sustainable service levels to meet Westlake’s current and future needs. Goals and Strategies The following tables describe the priorities in more detail, including the goals needed for achieving the respective priority, the key outcome, or key performance indicator for measuring the success of the goal, as well as individual strategies for achieving each goal. When considering the vision, mission, and organizational values, these priorities and the sub-parts make up the Town of Westlake’s strategic framework for guiding decisions in the coming three years. Goals Strategies 1. Maintain minimum general fund reserves at or above minimum reserve policy throughout life of the long-range financial forecast a) Review Town minimum reserve and use of reserves policies annually b) Establish a use of reserves policy that identifies Council approved uses of reserves c) Update the Town’s long-range financial forecast annually using proposed budget as the baseline budget in the forecast 2. Establish maximum annual financial support levels for Westlake Academy a) Review Academy minimum reserve policies annually b) Establish a maximum annual financial support policy from the Town’s General Fund expressed as dollar amount and/or as a percentage of Academy annual operating costs, decreasing the dollar value equivalent to not greater than $1 million per year starting in FY 2026-27 c) Update the Academy’s long-range financial forecast annually using proposed budget as the baseline budget in the forecast Page 13 | Town of Westlake Strategic Plan 2025 - 2032 30 Priority A. Financial Sustainability Goals Strategies 3. Create priority-based budget every other fiscal year a) Assess community priorities that inform an update to the adopted strategic plan priorities b) Update the Town and Academy strategic plan to inform fiscal and program priorities c) Develop proposed biennial budgets for each of the Town and Academy departmental/programs reflective of updated strategic plan priorities d) Evaluate cost-efficient alternatives to existing service delivery methods for highest-priority services e) Update long-range financial forecast to determine revenue/resource availability to fund programs f) Determine if resource availability requires changes/reductions to existing programs using priority levels 4. Develop a compensation policy a) Develop a compensation policy to include benefits that are approved by the Town Council and Board of Trustees and used by the Town and Academy in preparing annual budgets b) Create a list of agreed upon comparison municipalities and school districts/private/and charter schools c) Develop a compensation policy to include desired percentile and “band of competitiveness” targets of the comparison municipalities and school districts etc. d) Reevaluate the desired compensation, benefits package every three years with cost of living raises throughout the package as needed to stay in the desirable range of pay for all positions Page 14 | Town of Westlake Strategic Plan 2025 - 2032 31 Page 15 | Town of Westlake Strategic Plan 2025 - 2032 Priority A. Financial Sustainability Goals Strategies 5. Reduce spending based on the Council adopted fiscal model a) Use priority-based approach to reduce Town annual General Fund expenditures by 3% b) Decrease Westlake Academy's annual General Fund expenditure by $500K c) Evaluate a minimum of two Town Departments a year for cost- efficiency opportunities 6. Increase Town revenues a) Identify opportunities for increased revenues b) Increase the Town’s revenues, outside of ad valorem taxes, by 5% over the next two years c) Increase the Blacksmith funding from the Westlake Academy Foundation by 25% over the next two years 32 Priority B. Westlake Academy Description: Provide a world-class education for college-bound students to achieve their highest potential. Goals Strategies Financial Sustainability 1. Create a plan to increase Westlake Academy revenue and donations a) Collaborate with the Westlake Academy Foundation to establish goals and priorities b) Identify revenue options and alternatives (e.g., assess the need to add additional classes by grade, add private class offerings, etc.) c) Evaluate options with the Board of Trustees d) Prepare the plan for adoption e) Develop an action plan to address immediate priorities 2. Improve operational effectiveness at the Academy a) Assess Academy operations for academic, administrative and facilities management departments, divisions and programs b) Identify waste and redundancy c) Prioritize improvements and actions d) Track and monitor resource expenditures e) Report outcomes to the Town Council/Board of Trustees Educational Programming 3. Work with local and state legislators to prioritize equitable charter school funding a) Develop informational materials b) Engage partners and parents c) Schedule and meet with local and state legislators d) Identify next steps after initial meetings Page 16 | Town of Westlake Strategic Plan 2025 - 2032 33 Priority B. Westlake Academy Goals Strategies 4. Prioritize the International Baccalaureate education model a) Annually review curriculum offerings b) Identify curriculum options for students with proficiencies unrelated to STEM 5. Assess and improve instructional methods across the campus a) Assess faculty performance and use of supplemental curriculum b) Identify gaps and develop improvement plans Campus Facilities 6. Identify capital improvements and facilities for expanded programming a) Develop a campus facilities master plan b) Prioritize facilities improvements and identify funding sources c) Align campus facilities with the Town 7. Create a maintenance and improvement plan for campus facilities and grounds a) Conduct an assessment of campus facilities b) Identify priority improvements based on programming and need c) Present to Town Council/Board of Trustees for adoption d) Prepare annual maintenance and improvement work plan for facilities and grounds Page 17 | Town of Westlake Strategic Plan 2025 - 2032 34 Goals Strategies 1. Update the Comprehensive Plan a) Prepare work plan for updating the Comprehensive Plan b) Conduct public engagement c) Identify draft land use and development vision and goals d) Prepare draft Comprehensive Plan e) Review draft plan with the Town Council f) Adopt plan and initiate implementation 2. Create a mixed-use zoning district a) Prepare objectives and strategies within a work plan to develop the new zoning chapter b) Work with Council and Town stakeholders to identify options for mixed used development based on building form and placemaking for a town center c) Draft zoning options for mixed-use development and identify text and map recommendations d) Schedule public hearing with the Town Council to discuss options and recommendations 3. Create an economic development incentive policy a) Review current economic development incentives b) Assess economic development incentives used in competitor jurisdictions c) Develop draft criteria for economic development incentives and criteria 4. Develop a retail development strategy a) Develop a request for proposals for a retail strategist b) Identify current and projected retail demand and gaps for the Westlake trade area c) Develop a targeted approach for priority service providers Priority C. Development and Economic Growth Description: Pursue intentional economic development initiatives that attract, retain, and expand businesses, promote job creation and deliver a diversified tax base. Page 18 | Town of Westlake Strategic Plan 2025 - 2032 35 Priority C. Development and Economic Growth Goals Strategies 5. Complete quarterly business check- ins a) Schedule business check-ins b) Develop to-dos and next steps c) Prepare quarterly progress reports 6. Update the land use and development process a) Assess current land use and development regulations and processes b) Map current workflow for processing applications and development plans and cycle times c) Identify process improvements Page 19 | Town of Westlake Strategic Plan 2025 - 2032 36 Priority D. Infrastructure Investment Description: Maintain, replace, and expand Westlake’s capital assets for community development and growth. Goals Strategies 1.Complete a water systems engineering review a) Engage internal and professional engineers to review the current Westlake water system infrastructure b) Submit recommendations for maintenance or replacement of infrastructure for Council consideration c) Replace equipment, vehicles, technology, and personnel resources to align with water systems engineering review 2. Prepare a comprehensive infrastructure assessment with recommendations for improvement a) Create maintenance programs for the water system, wastewater system, storm drain system, roadways, parks, and pathways b) Specify a minimum number of annual inspections and criteria for completing capital improvement recommendations for all Town and Academy infrastructure and facilities 3. Create future water infrastructure expansion plans a) Create a plan for future expansion of the water system to facilitate future development and increase redundancy in the current system b) Complete and routinely update the water model c) Make recommendations for future water system improvements d) Add agreed upon improvements to the capital improvement plan 4. Invest in Westlake Academy infrastructure expansions a) Initiate a capital funding campaign through the Foundation for a future Westlake Academy performance hall b) Obtain external funding equivalent to at least 50% of necessary funding from external sources Page 20 | Town of Westlake Strategic Plan 2025 - 2032 37 Priority E. Communication – Resident and Stakeholder Engagement Description: Provide meaningful and consistent communication to keep residents, partners, and stakeholders informed and engaged. Goals Strategies 1. Develop Council communication priorities and strategy a) Capitalize on the priorities laid out by Council, including creating specific communication pieces for the strategic plan priority areas b) Tailor these messages to residents, parents, corporate partners, and stakeholders, but have specific angles on how each group is impacted and involved in each priority 2. Create communications that focus on retention and recruitment of personnel, residents, businesses, and other stakeholders a) Create communications that focus on retention/recruitment for Westlake Academy parents b) Create communications that focus on retention/recruitment for Westlake Academy staff c) Create communications to keep residents engaged in Town activities d) Create communications that focus on corporate partner retention and recruitment 3. Host town hall meetings and forums a) Hold town hall meetings and forums, including: Neighborhood meetings with residents, staff, and Council to discuss important issues facing the community Gatherings with Westlake Academy administrators and parents to discuss issues facing the school b) Hold homeowner’s associations (HOA) meetings with Town of Westlake representatives 4. Establish Town Council/Board of Trustees ambassadors a) Ensure residents and stakeholders are informed about what is happening at Westlake Academy and around Town to serve as de facto communications team members b) Promote the use of “spread the word” community events using multi-communications channels Page 21 | Town of Westlake Strategic Plan 2025 - 2032 38 Priority E. Communication - Resident and Stakeholder Engagement Goals Strategies 5. Establish the “Westlake Together” initiative a) Promote key aspects of the Town, Westlake Academy, and corporate partners as one collective b) Ensure communication promotes alignment of the Town, Academy, and corporate partners, residents, etc., rather than separate features c) Create a “Westlake Together” campaign that highlights what makes the Town special d) Execute communications campaign for “moving past the guard gates” to show a united Westlake community Page 22 | Town of Westlake Strategic Plan 2025 - 2032 39 Goals Strategies 1. Ensure fire response capabilities align with the established standards a) Track response times by service type b) Assess response times b) Implement improvements to operational readiness and effectiveness 2. Strengthen Firefighter and emergency medical service training a) Increase hands-on skills training annually for each firefighter b) Complete task books for new firefighters, step-up Driver/Engineers, and step-up Captains c) Conduct quarterly simulation exercises for the National Fire Protection Agency (NFP) 1410 evolutions 3. Enhance emergency management education, tools and resources a) Develop a robust emergency management education program to prepare personnel, community stakeholders, and residents for effective disaster response and recovery b) Align educational content with Federal Emergency Management Agency (FEMA) guidelines, National Incident Management System (NIMS) protocols, and industry best practices c) Offer courses through multiple platforms, including in-person workshops, virtual classes, and self-paced online modules 4. Ensure efficient court operations through the effective use of technology a) Identify best practices among regional court operations and technology applications b) Research and recommend friendly online payment systems for courts 5. Ensure exceptional customer service by competent, skilled, and knowledgeable staff a) Cross train personnel in municipal court functions b) Fund training of municipal court employees to improve court knowledge and promote customer service efficiency Priority F. Public Safety Description: Ensure a safe community through excellence in the delivery of fire, emergency management services, court, and police services. Page 23 | Town of Westlake Strategic Plan 2025 - 2032 40 The Strategic Plan will guide our community’s growth and sustainability over the next seven years, building on our established tradition of inclusive and forward-thinking planning. This plan is informed by active public engagement and reflects our commitment to strategic development. Central to our achievements is Westlake Academy, a testament to our ongoing dedication to educational excellence and innovation. Serving both local and broader communities, the Academy exemplifies our commitment to fostering positive changes and continuous improvement in our services and operations. The strong tradition of strategic planning in Westlake is led by the Town Council and implemented by a dedicated team led by the Town Manager and comprised of the Westlake Academy, department heads, and staff. This Strategic Plan outlines the changes we aim to achieve and serves as a roadmap to the future, helping us to plan and adapt to financial and economic development challenges and opportunities using a refined approach. We will work from an Implementation Action Plan and department work plans, providing regular updates to the Town Council about key performance indicators and the use of resources. An annual review will be conducted at the beginning of the budget process each year to reaffirm our strategic priorities and goals that will drive decisions about resource allocation. With this plan, the Town Council, leadership, and staff have been intentional about creating a document that truly connects the work of our offices and departments with overarching goals, initiatives, and strategies. This Strategic Plan does not shy away from the complexities of our shared community challenges. It embraces collaboration, connecting the work of multiple departments through a series of overarching strategies. Future of Westlake Page 24 | Town of Westlake Strategic Plan 2025 - 2032 41 Future of Westlake This 2025 to 2032 Strategic Plan is a dynamic guide for our organization and will serve as a framework for future conversations and decisions about how Westlake can continue to improve service delivery and prepare for whatever the future holds. We look forward to continuing to serve you and the community, and to work with you to address the challenges and opportunities ahead. We would like to extend our sincere gratitude to our residents for their invaluable contributions to the development of the Strategic Plan. Your participation in surveys, attendance at focus group meetings, and investment of time and effort have been pivotal in shaping our strategies and vision. We also thank our dedicated leaders and community partners for their support and collaboration. Your efforts in providing guidance, resources, and expertise have been crucial in the successful formation of this plan. Our commitment remains steadfast in meeting your needs while delivering exceptional, responsive, and sustainable services. We deeply appreciate all individuals who participated in surveys, attended focus group meetings, and invested their time and effort into shaping our strategy and vision in collaboration with our planning consultants. Your insights and dedication have been pivotal in the creation of this plan. We especially would like to thank our Town Manager, Town department heads and executives, Westlake Academy leaders, various Town and all other key personnel, community members and community partners. We would like to acknowledge our outstanding staff, whose dedication to serving the Westlake community is truly commendable. Your daily efforts in delivering high-quality services are the foundation of our success, and we are grateful for your continued service. Page 25 | Town of Westlake Strategic Plan 2025 - 2032 Future of Westlake 42 43 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT October 2024 44 This page is intentionally blank. 45 October 31, 2024 Mr. Wade Carroll Town Manager Town of Westlake 1500 Solana Blvd., Building 7 Westlake, TX 76262 Dear Mr. Carroll: Baker Tilly is pleased to transmit our report that summarizes the Town’s baseline financial forecast (fiscal model) and our analysis of ways to address future fiscal gaps to the extent that ongoing operating budget deficits or increased infrastructure investment indicate the need for budget strategies to maintain an appropriate level of reserves. The initial baseline estimates indicate projected budget surpluses for the Town’s General Fund, even when considering the ongoing subsidy required to fund the Town Academy. However, underfunded and unfunded capital improvement projects currently not within the Town’s existing budgets will reduce those surpluses significantly and may lead to ongoing structural budget deficits without strategies to address those deficits. In this report, we summarize the outcome of the baseline fiscal model based on the Town’s adopted FY 2025 budget, which includes a separate fiscal model for the Town Academy that informs the Town’s ongoing subsidy requirements. Sincerely, Carol Jacobs Managing Director 46 This page is intentionally blank. 47 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Table of Contents i Table of Contents Executive Summary .................................................................................................................................... 3 Fiscal Model ................................................................................................................................................. 5 Baseline Budget .................................................................................................................................. 5 Fund Balance/Reserve Policies .......................................................................................................... 5 Key Assumptions Used in Baseline Forecast ..................................................................................... 6 Baseline Financial Forecast ................................................................................................................ 8 Impact of Underfunded/Unfunded Capital Needs ............................................................................. 11 Revised Financial Forecast ............................................................................................................... 11 Fiscal Sustainability Plan ......................................................................................................................... 14 Overview of Fiscal Sustainability Planning ........................................................................................ 14 Types of Budget Strategies ....................................................................................................... 14 Determining Budget Strategy Feasibility ................................................................................... 14 Budget Strategy Scenario Packages ........................................................................................ 15 Fiscal Sustainability Implementation Action Plan...................................................................... 15 Baker Tilly’s Assignment ................................................................................................................... 15 Budget Strategies .............................................................................................................................. 15 Expenditure Controls and Cost Shifts ....................................................................................... 16 Service Delivery Alternatives .................................................................................................... 16 Revenue Enhancements ........................................................................................................... 17 Service-Level Reductions ......................................................................................................... 19 Conclusion ................................................................................................................................................. 20 48 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Table of Contents ii Tables Table 1. Key Assumptions Use in Town Baseline Forecast for FY 2025-2035 ................................ 7 Table 2. Key Assumptions Use in Academy Baseline Forecast for FY 2025-2035 ......................... 7 Figures Figure 1. Key Factors Upon Which General Fund Reserve Policies are Based................................ 6 Figure 2. Westlake Academy Projected Revenues and Expenditures (Excludes Town Subsidy) .. 9 Figure 3. Town Subsidy of Westlake Academy’s Annual Operating Budget .................................... 9 Figure 4. Town of Westlake General Fund Long-Range Baseline Forecast – Projected Reserves ............................................................................................................... 10 Figure 5. Town of Westlake Long-Range Baseline Forecast – Projected Annual Surplus (Deficit) ...................................................................................... 11 Figure 6. Town of Westlake General Fund Long-Range Revised Forecast – Projected Reserves ............................................................................................................... 12 Figure 7. Town of Westlake Long-Range Revised Forecast – Projected Annual Surplus (Deficit) ...................................................................................... 13 Figure 8. Budget Strategy Scenario Packages ................................................................................... 15 49 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Executive Summary 3 Executive Summary The Town of Westlake engaged Baker Tilly to develop a baseline financial forecast (“fiscal model”) for the Town’s use that is primarily focused on the General Fund. The baseline fiscal model is used to help tell the story about the Town’s financial health and provide insights for Town councilmembers and staff to make informed policy decisions and their impacts on the Town’s long-term financial resources. Based on the outcomes of this financial forecast, the Town then asked us to provide a set of budget strategies that would form the basis of a fiscal sustainability plan to address any current or future gaps that may exist in the Town’s General Fund. This report provides our analysis of the outcomes of the fiscal model and budget strategies we believe the Town could explore in the future to ensure that reserves stay at or near our recommended General Fund reserve goal of 33% of annual operating expenditures to provide long- term solvency and financial sustainability to the Town. The Town is in a state of development. It has an incorporated area of nearly 7 square miles and a current population estimated at less than 2,000. Existing development to date has focused on a blend of commercial office campuses and office developments with limited retail and residential development focused primarily on single homes within larger planned developments governed by homeowners’ associations (HOAs). The historically significant development activity has led to one-time revenue sources in the form of planning and building permit fees that have contributed to the Town’s General Fund reserves. The Town is less than 40% built out in terms of population, with a significant amount of undeveloped land currently held by two primary landowners – one private developer that focuses on commercial and residential construction, and a private trust that owns prior farmland that has the potential for development of residential and commercial properties. While the Town can determine land use designations and acceptable development, future development will primarily be driven by these two landowners/developers. These will generate new, ongoing General Fund revenue sources in the form of property taxes and sales taxes, the volume of which will depend on the mix of retail and sales-taxable uses. However, new revenue sources will be offset by increased staffing needs to serve the growing daytime and residential population. The Town is unique in that while being a relatively small community, it provides a full slate of services either through Town staff or through contracted services, the latter of which includes police services provided by the City of Keller. The Town currently has no significant municipal-owned parks and recreation services. However, it does maintain various walking trails that connect HOA areas. The Town is the only municipality in Texas that operates a charter school – Westlake Academy – and is financially responsible for its operations and capital needs. The Town has increased its contribution to the Academy over the years, and most recently, due to increases in staffing, the annual subsidy to the Academy totals over $1.7 million from the Town’s General Fund. The relatively stagnant growth of state funding for charter schools cannot keep pace with the anticipated increases in personnel and operating costs. Moreover, no capital set-asides have been anticipated for the school’s long-term operations to replace facilities or equipment. Baker Tilly has incorporated the Town’s separately adopted FY 2025 budgets for the Town and the Academy, respectively, to inform the development of the long-range fiscal model. We have used several key baseline assumptions, including existing population and service levels, known revenue sources and expenditure requirements, modest population growth, and the exclusion of any significant capital infrastructure investments for the Town or the Academy. Based on this set of realistically conservative assumptions, the Town’s General Fund forecast would indicate an annual surplus averaging $2.6 million per year that could see General Fund reserves stay above a recommended minimum reserve target of four months (or 33%) of annual operating expenditures plus operating transfers and subsidies. From this baseline perspective, the Town would appear to be in good financial shape. 50 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Executive Summary 4 However, there is likely to be a significant amount of capital expenditures that will come due over the next several years. Much of the Academy’s facilities will need repairs and maintenance, including key building systems (e.g., HVAC, carpet, roof, paint), outdoor hardscape, athletic fields, and lighting over the next several years. While most of the non-building improvements have been funded through the gracious donations of the Academy fundraising foundations, it is currently not reasonable to expect that maintenance of those improvements will be funded through donations in a similar fashion. In addition, while much of the Town’s streets and landscaping needs are the responsibility of HOAs, the arterial roads, street lighting, and hardscapes/softscapes are the responsibility of the Town. Moreover, the Town has a fire station with requisite building systems as mentioned above, and fire apparatus that will need to be maintained and/or replaced over the next several years. As such, we believe the Town currently has an unfunded capital infrastructure investment requirement of at least $2 million per year for the Academy and Town infrastructure and equipment that will need to be funded. When the Town’s fiscal model includes these unfunded capital requirements, the annual surplus becomes an average annual fiscal gap (deficit) of $4.1 million that would grow to $8 million by FY 2035. Reserves would fall below the Town’s minimum reserve target by 2033 and be fully depleted by 2035 without corrective action. In this report, we identified over 20 high-level budget strategies for future consideration. Action will need to be taken by 2030 to address the long-range fiscal gap. Additionally, we provided an overview of fiscal sustainability planning. The Town would need to prepare a fiscal sustainability plan that includes a set of budget strategies to address the gap in time to maintain General Fund reserves above the minimum reserve target and eliminate the fiscal gap by the end of the 10-year forecast period. 51 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Model 5 Fiscal Model This project started with developing a baseline fiscal model (or financial forecast) for the Town to understand the impacts of the existing baseline FY 2025 budget and a set of realistically conservative revenue and expenditure assumptions on the Town’s long-term fiscal health. Separate fiscal models were created for the Town and the Academy. We primarily focused on the General Fund in both models but also included their respective other operating funds to determine any potential fiscal impact on the General Fund in the form of transfers to/from those other funds. For the Academy’s fiscal model, the projected surplus/deficit would result in a corresponding decrease/increase in the Town subsidy to the Academy. The following sections discuss the outcomes of the fiscal modeling efforts. Baseline Budget We used the approved FY 2025 budgets for the Town and the Academy. The Academy's fiscal year end is different from the Town, separated by three months. For fiscal modeling purposes, we assumed both agencies had the same fiscal year. The proposed Town General Fund budget projected a surplus in FY 2025 of $1.5 million on annual operating expenditures plus transfers of $15 million. These figures included a projected subsidy of $1.7 million to the Academy’s operations. The Academy General Fund budget of $11.5 million was assumed to be “made whole” by the Town’s General Fund subsidy. In essence, agency-wide, the Town of Westlake expected a surplus equivalent to 5.6% of annual operating expenditures, increasing the Town’s reserves to $32.2 million, or 215% of annual operating expenditures plus transfers. The level of reserves is considered healthy for the Town as a starting point in the fiscal model. These levels of reserves have happened over the past several years, primarily as a result of one-time revenues in the form of use tax and permit revenues related to significant development projects. In addition, the Town’s capital infrastructure is relatively limited as most of the residential community is within homeowners’ associations that have private responsibility for the maintenance of roads, landscaping, and parks/recreation amenities. In short, the Town’s existing fiscal status is strong with healthy reserves. However, the question becomes whether Town operations and funding Academy operations are sustainable long-term based on growing costs and underfunded capital improvements that will require funding in future years as discussed below. Fund Balance/Reserve Policies The Town has an existing minimum fund balance (reserve) policy for its General Fund equivalent to 180 days (or 50%) of annual operating expenditures. There are no separate minimum reserve policies for its capital funds. It is essential that municipalities maintain adequate levels of reserves to mitigate current and future risks such as revenue shortfalls or unanticipated expenditures, and to ensure stable tax rates. In most cases, discussions of fund balance tend to focus on a government’s general fund, as that is where most of the necessary services are funded by general tax revenue sources. Minimum reserve levels are used in long-range forecasting to assist decision makers in understanding whether sufficient reserves are planned for future years. The adequacy of an agency’s reserves is different for each agency depending on its unique circumstances. For example, an agency vulnerable to natural disasters or with economically volatile revenue sources might require a higher level of reserves. Establishing a minimum reserve policy is based on several factors as presented in Figure 1. 52 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Model 6 Figure 1. Key Factors Upon Which General Fund Reserve Policies are Based A best practice based on Government Finance Officers’ Association (GFOA) recommendations for municipalities in the United States is to establish a minimum reserve policy for the General Fund of at least two months (or 17%) of annual operating expenditures and recurring transfers. However, the unique circumstances, as indicated above, are considered in establishing those reserve policies. The Town of Westlake’s unique circumstances indicate that the existing minimum reserve policy of 180 days (or 50%), which is above the standard established by GFOA recommendations, is prudent. This is based on the following: •Over 70% of the Town’s annual General Fund revenues are reliant on economically volatile revenue sources, including: o Sales taxes, which total $9.9 million or 60% of revenues, and o Development-related permit revenues that total $1.8 million or nearly 11% of revenues. •Ongoing capital improvements to replace existing infrastructure or provide new infrastructure for the Town (e.g., arterial roadways, Town facilities, fire station facilities, and apparatus) and the Academy (e.g., previously donation-funded amenities, capacity expansion) will increase the potential for significant one-time capital needs. •The Academy, which is already planned to operate at a loss and upon which state revenues grow at low rates, will continue to drain the Town’s General Funds, requiring a higher level of reserves. For fiscal model planning purposes, we included the Town’s minimum General Fund reserve policy of 50% of annual operating expenditures for long-term planning purposes. This level of reserves addresses revenue volatility, provide time to address gaps in Academy operational funding, and provide a fallback for unanticipated one-time capital expenditures. Key Assumptions Used in Baseline Forecast The adopted FY 2025 budgets for the Town and the Academy were used as the baseline in developing the fiscal models for both agencies. The key assumptions used to develop the respective fiscal models are summarized in Tables 1 and 2 below. Predictability/volatility of revenues and expenditures Exposure to one-time outlays (e.g., disasters, capital needs, state budget) Drain on General Fund resources from other funds Impact on bond ratings and increased cost of borrrowed funds Commitments and assignments for other purposes 53 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Model 7 Table 1. Key Assumptions Use in Town Baseline Forecast for FY 2025-2035 General Assumptions Reserves •Recessions – No recessionary impacts are assumed in the baseline forecast. •Service levels – Maintain existing service levels •Minimum reserves – General Fund minimum reserve of 180 days (50%) of annual operating expenditures plus recurring operating transfers •Capital project reserve funding – No significant assumptions related to unfunded capital projects to be funded from the General Fund other than recurring operating transfers for vehicles and maintenance/repairs of Town facilities Revenues Expenditures •Development activity – No anticipated significant development projects in future years pending entitlement and submittal of development plans for plan check; new residential unit construction of 30 units per year through 2031, and 60 units per year thereafter; new non- residential space of 160,000 square feet in 2026 only; population increase averaging 4% per year through 2026, 6% thereafter •Property taxes – Annual increases of 2.5% based on historical tax rate increases approved by the Town Council •Sales taxes – Growth based on revised 2025 projections of 4% per year thereafter •Franchise fees – Annual growth of 2.5% based on growth in gas/electric utilities offset by “cord-cutting” and reductions in telecommunication-related costs •Permit revenues – Annual growth of 2.5% based on historical averages excluding significant one-time development projects •Investment income – Reduction in interest rates on fixed income securities reducing to 3% in 2026 and 2.5% thereafter based on the Town’s investment holdings and interest rate reductions anticipated by the Federal Reserve in future years •Other – modest growth of 2% to 3% of other revenue sources •Salary, benefits and other adjustments – Long-term assumption of salary adjustments averaging 3% per year, a vacancy rate of 3% per year •Healthcare and other health-related insurance benefits – Costs anticipated to increase by 4% per year based on historical trends •Inflationary impacts – Assumed long-term inflation for the Dallas-Fort Worth-Arlington metro region of not greater than 3% based on pre-pandemic averages and the latest September 2024 year-over-year CPI index change of 2.6%. •Contracted services, supplies, utilities and other non-personnel costs – Long-term growth of 3% per year mirroring inflation assumptions •Capital assets – No capital equipment funding in FY 2026 and beyond •Debt service – No new debt service obligations to be borne by the General Fund •Academy Subsidy – Baseline of $1.7 million from FY 2025, increasing based on outcomes from the Academy fiscal model which grows from $2.2 million in 2026 to $7.2 million by 2035 Table 2. Key Assumptions Use in Academy Baseline Forecast for FY 2025-2035 General Assumptions Reserves •Student capacity/attendance – No changes anticipated in student capacity or attendance based on projected FY 2025 levels throughout the life of the forecast •Service levels – Maintain existing service levels •Minimum reserves – Equivalent to 45 days (12.5%) of annual operating expenditures •Capital project reserve funding – No significant assumptions related to unfunded capital projects to be funded by the Academy 54 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Model 8 Revenues Expenditures •Town operating contribution – full subsidy from the Town for any annual operating deficits •State per capita apportionment – No increase in state per capita amounts based on FY 2025 levels •State Foundation School Program (FSP) entitlements – No increases in FSP entitlement funding by the State based on FY 2025 levels •Foundation Campaign Contributions – no growth on FY 2025 anticipated contributions •Investment income – Reduction in interest rates as described in Table 1 •Other – Low to no growth on other revenue sources •Salary, benefits and other adjustments – Long-term assumption of salary adjustments averaging 4% per year, no assumed vacancy savings •Healthcare and other health-related insurance benefits – Costs anticipated to increase by 4% per year based on historical trends •Inflationary impacts – Assumed long-term inflation for the Dallas-Fort Worth-Arlington metro region of not greater than 3% based on pre-pandemic averages and the latest September 2024 year-over-year CPI index change of 2.6%. •Contracted services, supplies, utilities and other non- personnel costs – Long-term growth of 4% per year as historical purchases have shown increased needs and costs •Capital assets – No capital equipment funding in FY 2026 and beyond other than existing capital leases •Debt service – No new debt service obligations Baseline Financial Forecast The results of the baseline forecast are presented below. The Academy’s long-range forecast indicates an ongoing fiscal gap that requires additional Town funding that increases by $457,000 in FY 2026 and grows to an increased funding requirement of $5.5 million in FY 2035. In FY 2025, the Town anticipated backfilling the Academy over $1.7 million, which represented nearly 15% of annual operating costs. By the end of the ten-year forecast, the Town will be contributing more than $7 million per year to subsidize school operations, equivalent to over 40% of the Academy’s annual operating budget. The primary reason is that revenues are not anticipated to grow at the same pace as the cost of providing services, exacerbating an already fiscally unsustainable situation. The two largest revenue streams – the State’s per capita and FSP entitlement funding – cannot be guaranteed to grow in future years, while it is expected that costs will continue to rise by funding compensation and benefits to recruit and retain employees and the costs of services and supplies. The trend of projected revenues and expenditures before the Town’s subsidy (Figure 2) and the growth in the Town subsidy itself (Figure 3) are displayed below. 55 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Model 9 Figure 2. Westlake Academy Projected Revenues and Expenditures (Excludes Town Subsidy) Figure 3. Town Subsidy of Westlake Academy’s Annual Operating Budget NOTE: The Academy’s approved annual operating budget for FY 2025 indicated an operating subsidy of $1.5 million. The Town’s operating budget included an annual operating subsidy of the Academy of $1.7 million. The foregoing results have a dramatic impact on the Town’s long-range forecast. The healthy reserves with which the Town finds itself allow the baseline forecast reserves to stay above the minimum reserve $9.2 $9.7 $9.6 $9.7 $9.3 $10.0 $10.0 $10.0 $10.0 $10.0 $10.0 $10.0 $10.0 $10.0 $10.0 $10.0 $9.6 $9.3 $10.5 $10.6 $9.7 $11.5 $12.0 $12.4 $12.9 $13.5 $14.0 $14.6 $15.1 $15.8 $16.4 $17.0 $0.0 $2.0 $4.0 $6.0 $8.0 $10.0 $12.0 $14.0 $16.0 $18.0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Mi l l i o n s Westlake Academy Long-Range Forecast - Revenues and Expenditures Revenues (excludes Town Subsidy)Expenditures $0.2 $0.0 $0.0 $0.4 $1.5 $1.5 $2.0 $2.4 $2.9 $3.4 $4.0 $4.5 $5.1 $5.7 $6.3 $7.0 $0.0 $1.0 $2.0 $3.0 $4.0 $5.0 $6.0 $7.0 $8.0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Mi l l i o n s Westlake Academy Required Operating Subsidy Baseline Town Subsidy Additional Subsidy Required 56 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Model 10 policy of 50% of annual operating expenditures throughout the forecast period. Before the additional Academy subsidies, the Town enjoyed a projected surplus averaging $2.6 million per year throughout the 10-year forecast period that would have slightly reduced over the period due to projected revenues not keeping pace with the costs of providing services. With the increased subsidy of Academy operations, starting in FY 2031, the Town will experience a baseline fiscal gap that grows from $350,000 in 2031 to over $4.3 million by 2035 without corrective action. The resulting level of reserves compared to the minimum reserve target (Figure 4) and the annual surplus/deficit (Figure 5) are shown in the graphs below. Figure 4. Town of Westlake General Fund Long-Range Baseline Forecast – Projected Reserves $17.6 $18.2 $21.6 $28.7 $30.7 $32.2 $34.7 $36.5 $37.9 $38.7 $39.0 $38.6 $37.4 $35.1 $31.9 $27.5 $0.0 $5.0 $10.0 $15.0 $20.0 $25.0 $30.0 $35.0 $40.0 $45.0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Mi l l i o n s Town of Westlake General Fund Forecast -Projected Reserves Ending Reserves Minimum Reserve Goal 57 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Model 11 Figure 5. Town of Westlake Long-Range Baseline Forecast – Projected Annual Surplus (Deficit) Impact of Underfunded/Unfunded Capital Needs The baseline forecast does not include any significant capital funding in future years. Neither the Town nor the Academy has a long-range capital improvement plan (CIP) as part of its annual budget. Town staff indicate that a water system master plan is currently underway (which is expected to be fully paid by water ratepayers), as is a pavement master plan that will identify long-range road improvement investments for future years (likely requiring General Fund contributions). Staff expressed interest in a future facilities master plan as well, but nothing is in the works. Without formal master plans that might indicate long-range cost considerations, we relied on our experience working with agencies of similar size as Westlake. We also relied on the historical costs associated with non-utility infrastructure investments as indicated in the Town’s annual comprehensive financial report (ACFR) for FY 2022. Agencywide capital assets and infrastructure investments as of June 30, 2022, totaled $36.3 million using historical costs. Using an average expected life of 20 years, an average annual set-aside to replace those assets would be $1.8 million. Knowing that these are historical costs and given the inflationary impacts on replacing these assets for future years, a conservative $2 million is used to estimate the impact of future improvements that will need to be replaced. The Town does not impose a development impact fee to help pay incremental infrastructure costs associated with development projects. Revised Financial Forecast In developing a revised forecast, we incorporated two factors not present in the baseline forecast. 1.Impact of Underfunded/Unfunded Capital Needs - Based on our discussion above, we have introduced a placeholder assumption of $2 million per year starting in FY 2026, growing at the inflationary assumption rate of 3% per year throughout the forecast period. $0.8 $0.6 $3.4 $7.1 $2.0 $1.5 $2.5 $1.8 $1.3 $0.8 $0.3 ($0.4) ($1.3) ($2.2) ($3.2) ($4.4) ($6.0) ($4.0) ($2.0) $0.0 $2.0 $4.0 $6.0 $8.0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Mi l l i o n s Town of Westlake General Fund Forecast - Annual Surplus (Deficit) Annual Surplus (Deficit) 58 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Model 12 2. Recessionary Impacts – It is not uncommon for Texas agencies, like other agencies across the United States, to experience revenue losses during regional recessions. On average, agencies will experience mild- to moderate-recessionary periods that will typically impact sales and use taxes and development-related revenues. Property taxes may also be affected to the extent of significant declines in property values, but those usually are in more urban areas or areas where speculative development has taken place. For Westlake, we have introduced into the revised forecast mild recessionary impacts in sales tax and development fee revenues every seven years starting in 2027 and every seven years thereafter that recover over three years. We assume the Federal Reserve and other economic factors will continue to temper inflationary pressures and stave off any significant recessionary impacts in the short term. Using these two factors that we believe represent a more comprehensive look at the Town’s long-range fiscal trends, General Fund reserves are depleted at a faster rate. In this case, the General Fund will begin to experience annual deficits starting in FY 2027 that grow from $221,000 to $8 million by FY 2035 without corrective action. This dramatically changes the long-term fiscal sustainability for the agency. Reserves would fall below the minimum reserve target by FY 2033 and will be fully depleted by FY 2035 without corrective action. The revised forecast of General Fund reserves (Figure 6) and the annual surplus (deficit) (Figure 7) are displayed below. Figure 6. Town of Westlake General Fund Long-Range Revised Forecast – Projected Reserves $17.6 $18.2 $21.6 $28.7 $30.7 $32.2 $32.7 $32.5 $30.2 $27.5 $24.2 $20.5 $16.0 $10.3 $3.6 ($4.4) ($10.0) ($5.0) $0.0 $5.0 $10.0 $15.0 $20.0 $25.0 $30.0 $35.0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Mi l l i o n s Revised Town of Westlake General Fund Forecast - Projected Reserves Ending Reserves Minimum Reserve Goal 59 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Model 13 Figure 7. Town of Westlake Long-Range Revised Forecast – Projected Annual Surplus (Deficit) To address this gap, the Town would need to develop budget strategies to provide nearly $7 million in new revenues and/or expenditure reductions by FY 2030 phased in over three years (e.g., $2 million in 2030, an additional $3 million in 2031, and an additional $2 million in 2032) that would grow by at least 3% per year thereafter. The following section discusses strategies that could address this gap for the Council’s future consideration. $0.8 $0.6 $3.4 $7.1 $2.0 $1.5 $0.5 ($0.2) ($2.3)($2.7)($3.2)($3.7)($4.6) ($5.6) ($6.8) ($8.0)($10.0) ($8.0) ($6.0) ($4.0) ($2.0) $0.0 $2.0 $4.0 $6.0 $8.0 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Mi l l i o n s Revised Town of Westlake General Fund Forecast - Annual Surplus (Deficit) Annual Surplus (Deficit) 60 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Sustainability Plan 14 Fiscal Sustainability Plan Based on the long-range forecast, total ongoing budget strategies of $7 million per year would be required starting by FY 2030 to ensure that the General Fund maintains minimum reserves above the Town’s policy of 50% of annual operating expenditures and eliminate the annual fiscal gap. This represents the goal in the budget strategies analysis that is the subject of this section of the report. However, the Town does not need to wait until 2030 to begin implementing budget strategies to achieve fiscal sustainability. Overview of Fiscal Sustainability Planning A fiscal sustainability plan is a plan that includes a variety of budget strategies that will address any fiscal gap identified in a long-range forecast that accomplishes two objectives: 1.It ensures that fund balance/reserves stay above the minimum reserve goal established by the governing body throughout the period covered in the long-range forecast, and 2.Eliminates the annual fiscal gap not later than the last year of the long-range forecast. A fiscal sustainability plan is different than a fiscal solvency plan, the latter of which is focused primarily on cash liquidity of the agency to meet its debt obligations. A fiscal solvency plan has the ability to use debt financing or find means by which to extinguish or absolve the agency of its existing debt obligations, among other tools, to avoid the event of fiscal insolvency (which some might refer to as bankruptcy). Rather, a fiscal sustainability plan is focused on attempting to maintain services to the fullest extent possible to address a budgetary shortfall that is projected in future years. It is less focused on liquidity and more focused on managing reserves. Types of Budget Strategies Budget strategies are used to address any fiscal gap present in the long-range forecast. They are developed along a continuum that includes four categories: •Expenditure control/cost shifts – strategies that focus on reducing the cost of service delivery through such means as process improvements, organizational restructuring, renegotiating existing contracts for services/supplies, updating cost allocation plans within an organization, or otherwise shifting costs borne by the General Fund to other funding sources that currently exist; •Service delivery changes – strategies that focus on changing how services are delivered that reduce costs while maintaining service levels. Examples might include contracting for services, shared service delivery with other agencies, providing services with existing capacity to other agencies, and public-private partnerships; and •Revenue enhancement opportunities – strategies that seek to increase the financial resources available to provide services such as economic development, new taxes, existing tax increases, and increasing cost recovery through new/enhanced/increased fees and charges. To the extent that these three categories fail to deliver fiscal sustainability in a timely manner, the agency might then need to exercise strategies from the fourth category: •Service level reductions – identifying services or programs that can be reduced or eliminated, typically based on a prioritization strategy. Determining Budget Strategy Feasibility Budget strategies are then typically analyzed in terms of fiscal impact and their potential for success, considering such factors as the following: 61 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Sustainability Plan 15 •Community values •Organization goals, policies and culture •Technical and operational feasibility •Timing of implementation •Service delivery •City operational structure and practices Budget Strategy Scenario Packages Strategies that are deemed worthy of future consideration can then be placed into various scenario packages along a continuum ranging from revenue-centric enhancements to expenditure-centric reductions, as indicated in Figure 8 below. Figure 8. Budget Strategy Scenario Packages Fiscal Sustainability Implementation Action Plan Once a scenario package and the related budget strategies are chosen, the agency then creates an implementation action plan to implement the strategies that includes timing, responsible party for implementation, and resources (time or investment in funds) to implement the chosen strategy. This ultimately comprises the fiscal sustainability plan. Baker Tilly’s Assignment Our assignment in this project is to identify potential opportunities for the Town to consider that could collectively address the fiscal gap. We were not asked to evaluate individual strategies but rather to provide a slate of options that the Town Council and staff could use as a starting point for its long-term fiscal sustainability efforts. It is clear that the long-range financial forecast indicates there is a fiscal gap that will need to be addressed. How the agency addresses it will need to be considered in its strategic planning and economic development planning efforts in sufficient time to bring fiscally sustainable operations and service levels to the community today and for years to come. With that, we have identified a series of budget strategies for the Town to consider in future years to address the fiscal gap identified in the long-range forecast. They are discussed below. Budget Strategies Each of the budget strategies identified herein was based on our review of various Town documents, interviews with councilmembers and staff, review of other agencies in Texas, and our deep experience Scenario 1 –Strong Revenue Enhancements •Primary focus on revenuestrategies to solve thefiscal gap Scenario 2 –Strong Revenues Addressing Underfunded Capital Needs •Focus on revenueenhancements with a goalof providing additionalresources for capitalimprovements Scenario 3 –Balanced Approach •Blend of revenueenhancements and expenditure reductions tosolve the gap attemptingto mitigate service levelreductions Scenario 4 –Strong Expenditure Reductions •Reliant primarily onexpenditure reductionswith potential cuts toservice levels Revenue Enhancements Expenditure Reductions 62 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Sustainability Plan 16 working with agencies across the country. Each strategy identified will include a brief description, the potential fiscal impact, and comments to help inform the evaluation of the strategies for future consideration. Expenditure Controls and Cost Shifts The following expenditure control and cost shift alternative were identified in our analysis. # Description Long-range Annual Fiscal Impact Comments 1 Organizational assessment of Academy administration $250,000 Review the organizational structure of administration and administrative support functions to identify staffing reduction alternatives that mitigate classroom/educational programs. Administrative staffing might exceed state standards which could jeopardize long-term state funding. 2 Compensation standards $200,000 Review compensation of Town and Academy staff to establish a standard between median and top quartile compensation with comparable agencies; establish an appropriate peer agency group based on objective criteria from which to compare compensation and benefits. 3 Maintain only public infrastructure and amenities $100,000 The Town has been taking over maintenance of HOA-owned amenities where they abut public spaces (e.g., fountains, landscaping). Yet we also understand that the Town owns property maintained by HOAs. The distinction between public/private maintenance responsibilities requires careful consideration to avoid “maintenance creep” of public responsibilities that require additional funding resources through increased tax revenues or reduced costs in other places. 4 Conduct City Hall facilities study TBD Conduct a study to determine cost-benefit of building a City Hall facility rather than renting office space. Savings may only be driven if low-interest debt financing, grant funding, and value-engineering principles are used to mitigate long-term costs of ownership and maintenance. 5 Cooperative purchasing $100,000 or more Exercise cooperative purchasing arrangements with other agencies locally, within the region, and through statewide and nationwide procurement options. The most significant savings might be achieved in capital projects and maintenance services and supplies. Service Delivery Alternatives The following service delivery alternatives were identified in our analysis. 63 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Sustainability Plan 17 # Description Long-range Annual Fiscal Impact Comments 1 Academy privatization Up to $5.5 million Privatize charter school operations to allow for tuition or (if approved by the state in the future) voucher-based revenue, offloading the costs from the General Fund. Hybrid approach of a public-private partnership could be explored in some areas with a focus on protecting state funding to the fullest extent possible. 2 Municipal courts – shared service delivery $150,000 Identify opportunities to reduce the cost of court services by sharing with another agency, either by leveraging existing capacity or outsourcing with a nearby jurisdiction. 3 Consolidated fire management – shared service or federation model $250,000 Create a shared fire management model with the nearby agency(ies) to consolidate top-level positions and command staff. 4 Public works services – shared services $150,000 Identify opportunities to share public works maintenance services, including streets, facilities, fleet, and landscaping. It should be noted that we reviewed the existing arrangement with the City of Keller Police Department regarding the cost for law enforcement services. While Westlake could potentially explore options for reduced costs from the Sheriff’s office or other local agencies, we are not certain that Westlake would see significant cost savings unless there were greater regional sharing of law enforcement services. The cost of law enforcement services as it currently stands appears to be a good value to the Town. Revenue Enhancements The following revenue enhancements were identified in our analysis. # Description Long-range Annual Fiscal Impact Comments 1 Property tax – increase tax rate up to voter- approval tax rate (VATR) of $0.21 per $100 $500,000 The town can increase the tax rate by state statute to VATR without voter approval; increases property taxes up to 25% over time. 2 Sales tax – reallocate 1/8% of 4B Economic Development fund sales tax to Property Tax Reduction fund $1,200,000 The 4B fund is projected to be overfunded based on existing debt service. Approximately 25% of the sales tax revenues could be reverted to the General Fund. This would require voter approval. 3 Cost recovery for fees and charges – new study to increase cost recovery to 100% $250,000 Conduct a comprehensive fee study to determine existing cost recovery levels and establish parameters around improving cost recovery. 64 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Sustainability Plan 18 # Description Long-range Annual Fiscal Impact Comments 4 Crime control and prevention district (CCPD) – establish a CCPD to fund crime prevention and reduction efforts $600,000 Allowed under Texas Local Government Code Section 363 et seq. Voter approval is required of those within the proposed district. Need not cover the entire incorporated area. CCPD is funded through sales and use tax up to 0.5% and counts against the 2% local maximum. To implement this would require one of the other sales tax measures to be sunset (e.g., 4B Economic Development fund). 5 Sales tax leakage – leakage study to improve sales tax generation TBD Conduct a sales tax leakage analysis to determine opportunities to attract sales tax generators where demand might support them. Fiscal impact will depend on leakage and whether the Town wants to pursue sales tax deficit industries. 6 New retail development – focus economic development efforts on significant sales tax producers $100,000 to $2,000,000 New retail in development areas can provide ongoing additional revenue sources, albeit more volatile to economic swings. A thriving restaurant will only generate up to $100,000 annually in sales tax, whereas larger department stores/retailers can generate up to $2 million in annual sales tax. 7 Development impact fees – implement fees to pay for new construction of infrastructure TBD Funds could only be used for new infrastructure or significantly enhanced infrastructure that increases capacity to serve the increased population/impacts on the community. Fiscal impact is dependent on what impact fees are implemented and future development activity. 8 Stormwater utility district (SWUD) – implement a SWUD to cover costs associated with stormwater management <$200,000 The Town has an existing stormwater management program. SWUD provides the opportunity to fund it through utility fees. Operating costs are not currently allocated based on stormwater management. Future infrastructure costs could be funded through SWUD as well as ongoing maintenance costs. 9 Education-based donations – expand fundraising to tap private and/or public funding opportunities $500,000 Focus on fundraising efforts that can support existing programs as opposed to creating new programs. Identify and pursue funding options from federal programs or private foundations where the Academy’s existing services fit the niche of those grant programs. Additional comments regarding strategies identified: • Local sales tax rate capacity – The Town has already implemented the maximum local sales taxes that are allowed under State law with its three sales tax categories: 1) General Fund of 1%; 2) Property tax reduction of 0.5% to reduce the property tax burden; and 3) 4B Economic Development Fund of 0.5% to fund qualified development projects. The latter is committed to repaying the debt on what was referred to as the “Civic Campus project”; however the 4B fund projects sales tax revenues in excess of projected debt service which might provide some capacity to divert those funds to a different use. 65 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Fiscal Sustainability Plan 19 • Charter school funding – the funding for charter school operations such as Westlake Academy is limited. Based on our research, the Town may not levy assessments to fund operating costs like a school district can. As such, education assessment levies are not a viable option to provide additional ongoing funding of school operations. The Academy also is limited in charging anything similar to a tuition to students to address the gap as that would violate state funding that the Academy would receive. Service-Level Reductions If the strategies in the three categories listed above are not pursued, not timely, or insufficient to address the growing fiscal gap, then service-level reductions would need to be exercised to achieve fiscal sustainability. We recognize the Town would least prefer these options, but the Town will need to explore these types of options to be able to provide community services long term. # Description Long-range Annual Fiscal Impact Comments 1 Reduce or eliminate Academy education services Up to $5.5 million Operating a charter school is not considered a municipal service in Texas. The Academy is a unique amenity that sets Westlake apart from other communities, but if core municipal services (e.g., public safety, fire prevention, street infrastructure maintenance, etc.) are not maintained, no other agency can provide those services. 2 Reduce General Fund staffing by 10% for both Town and Academy $1,600,000 Identify staff positions to eliminate to achieve a 10% reduction in General Fund costs for both the Town and the Academy using a priority-based approach. 3 Implement priority-based budgeting and reduce/eliminate non- essential services $2,400,000 Implement a priority-based budgeting process to identify programs along a prioritization continuum and either reduce or eliminate the least essential municipal programs or services to achieve a 10% reduction in total operating costs. Both the Town and the Academy would be subject to this process. 66 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT Conclusion 20 Conclusion Westlake is a unique community in the Dallas-Fort Worth metro area. There is a lot of potential for the Town to grow into a thriving community as it expands toward full build-out. Development of its mix of HOA-centric residential areas and commercial spaces has provided significant revenues in the form of permits and use taxes that have generated General Fund reserves. The Town has the potential to provide a mix of property and sales taxes long term. The Town’s reliance on sales tax by maintaining one of the lowest property tax rates in the region places a risk for economic volatility – when times are good, sales tax revenues will boom, but when recessions hit, the Town is subject to significant reductions in its highest revenue source. The Town will need to identify nearly $7 million in ongoing, reliable budget strategies by 2030 if it wants to continue the same types of services it provides today. Economic development will provide some relief for property tax and sales taxes; however, the mix of retailers and properties to generate that level of sustainable revenues long term will press the community into decisions about the character of its residential and commercial spaces into the future. 67 Westlake, TX Economic Development Plan Report December 13, 2024 68 Westlake, TX Economic Development Plan Report Table of Contents i Table of Contents Executive Summary .................................................................................................................................... 1 Economic Strategy Baseline ...................................................................................................................... 3 Community Economic Baseline........................................................................................................... 3 Demographic Context ................................................................................................................. 3 Regional Context ......................................................................................................................... 3 Core Economic Elements ............................................................................................................ 6 Household Profile ........................................................................................................................ 7 Land Development .............................................................................................................................. 7 Core Development Types and Patterns .................................................................................... 10 Competitor and Peer Community Context ................................................................................ 12 Revenue Growth ............................................................................................................................... 13 Community and Stakeholder Perspectives ............................................................................................ 15 Previous Planning Efforts .................................................................................................................. 15 Stakeholder Interviews ...................................................................................................................... 15 Public Meetings ................................................................................................................................. 15 Community Survey ............................................................................................................................ 18 Desired Development Types ..................................................................................................... 18 Types of Development Not Desired .......................................................................................... 18 Future Economic Vision ............................................................................................................ 19 Internal Policies and Procedures ............................................................................................................ 20 Economic Development Tools and Best Practices ........................................................................... 20 Strengths, Weaknesses, Opportunities, and Threats (SWOT) ............................................................. 21 Strengths ........................................................................................................................................... 21 Weaknesses ...................................................................................................................................... 21 Opportunities ..................................................................................................................................... 21 Threats .............................................................................................................................................. 21 Strategic Priorities and Action Agenda .................................................................................................. 22 Conclusion ................................................................................................................................................. 26 69 Westlake, TX Economic Development Plan Report Executive Summary 1 Executive Summary The Town of Westlake engaged Baker Tilly to develop an economic development plan to support the Town’s vision and goals and ensure high-quality business development. The plan is intended to guide the Town’s economic development strategy and the supporting municipal policies and tools leveraged to realize desired development. This report presents the Town’s demographic and economic baseline and the resulting impacts on the Town’s growth, revenues, and other factors. It provides details on economic and demographic trends, the current development composition of the Town and its regional development context in the northern Dallas-Fort Worth-Arlington, TX metro area, community and stakeholder perspectives, and economic development policies and tools, and recommends a set of potential growth opportunities in line with the Town’s current conditions and perspectives and future economic development goals. The Town of Westlake has been largely insulated from regional growth trends due to its rural character, high home values, and relatively slow rate of new development. Residents prize the Town’s semi-rural character and aesthetic quality, as well as its open space, and place a high priority on maintaining these features. Most of the Town’s remaining developable land is owned by a single developer – Hillwood – and presents creative opportunities for redevelopment. Currently, the Town lacks significant retail development and is dominated by large single-family residential lots and large corporate campuses. The Town has a significant opportunity in the success of its corporate campuses and its large swaths of remaining developable land. Furthermore, the relatively high rates of regional population growth present an additional opportunity to leverage regional demand. The layout of developable land across the Town presents a unique opportunity to use highly visible parcels on the Town’s edge to promote Westlake’s unique character through flagship developments, while maintaining the semi-rural quality and high aesthetic standards of the Town. A mixed landscape in Westlake that includes the Westlake Academy, Deloitte University, and open space. (Baker Tilly photo) 70 Westlake, TX Economic Development Plan Report Executive Summary 2 The report concludes with a set of 11 strategies for the Town to realize its goals of supporting new construction and development, maintaining and enhancing community identity and sense of place, and effectively managing the development services process to move at the pace of business. Key considerations for economic impact include: • Create a balanced approach for the Town’s future by leveraging developable land to generate new tax revenues while preserving community character; • Harness the market potential of new household creation in the northern portions of the DFW metroplex to support new housing development in limited portions of the Town; • Collaborate with the large corporate campuses to support new development that creates a symbiotic relationship between the spending demand of employees and the delivery of new retail amenities in mixed-use projects; and, • Leverage visibility and access along Highways SH 114 and SH 170 to implement a placemaking initiative that elevates Westlake as a community of choice. 71 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 3 Economic Strategy Baseline Community Economic Baseline Westlake’s demographic and economic profile paints a picture of a slow-growing, affluent town with a commercial development pattern of mainly office developments like corporate campuses (on which it primarily depends for its local employment base) with limited retail, and a residential pattern of single- family homes on relatively large lots in large planned developments. Demographic Context Westlake has a population of nearly 2,000. However, due to the large corporate campus presence in the Town (to be discussed in further detail in the following sections), its daytime population is significantly higher than its permanent resident population. This daytime population is expected to continue to increase, with various sources estimating anywhere between 40,000 to 60,000 by 2040. Westlake is insulated from broader population trends in the region due to its high property values as well as low growth in residential development versus surrounding communities, which have seen relatively significant increases in population. Westlake’s land area is roughly 7 square miles. The Town is surrounded by three major highways (SH 170, SH 114, US 377) and is located on the northern edge of the Dallas-Fort Worth metroplex. Westlake is roughly 30–60 minutes by car to downtown Dallas or downtown Fort Worth. Dallas was the 9th largest city in the country in 2022, and Forth Worth was the 13th largest; the region is among the fastest growing metropolitan areas nationally, with the Dallas-Fort Worth-Arlington, TX metro area having the highest numeric population increase in 2022, and neighboring Little Elm being the 5th fastest growing city nationally in 2022. Most residents are married (~78%), while 15.4% are never married, 5.8% are divorced, and 1.1% are widowed. The population has a very high level of educational attainment (71.5% of those 25+ have a bachelor’s degree or higher). There are 497 employed residents, suggesting that a fair amount of households are single income; over 60% of female residents aged 20–64 are not in the labor force. Most employed residents work in management, business and financial operations, healthcare, and sales and related occupations. The Town’s racial makeup is 78.4% White, 11.8% Asian, and 7.9% two or more races, with small percentages of other races. About 28% of the population is aged 19 or under. The median household income is $250,001. About three-quarters of workers work within their county of residence (Denton or Tarrant), while 21% work outside of the county but in-state. The working population is roughly split between those who drive to work and those who work from home. About half of those who travel to work have a commute longer than 30 minutes, suggesting that these individuals may work in Dallas. Regional Context Westlake sits at the border of Denton and Tarrant counties; Denton County’s population increased by 17.8% since 2018 and is projected to grow by 15.9% by 2028. Tarrant County’s population increased by 4.6% since 2018 and is projected to grow by 4.4% by 2028. Jobs in Denton County also increased by 23.7% in the same time frame, far faster than the national average job growth rate, and are projected to grow by 14.8% by 2028. Jobs in Tarrant County increased at a slower pace of 10.3% since 2018 and are anticipated to grow by 8.4% by 2028. The county migration charts shown below indicate that most population movement in the two counties is intra-regional; however, Dallas County trends show significant in-migration from other parts of the country like Orange County (California), Los Angeles, Pittsburgh, and Chicago. This could indicate a potential pattern of new residents to Texas, establishing households in Dallas and migrating to surrounding counties in future years, perhaps contributing to the growth trends in Denton and Tarrant counties. Denton County’s educational attainment is higher than the national average, with 32.1% of residents holding a bachelor’s degree; 22.3% of Tarrant County residents have a bachelor’s degree. The largest 72 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 4 industries in 2023 in Denton County were government, retail trade, health care and social assistance, accommodation and food services, and professional, scientific, and technical services; the fastest growing industries were government, finance and insurance, transportation and warehousing, health care and social assistance, and wholesale trade. For Tarrant County, the largest industries were health care and social assistance, government, and retail trade; the fastest growing industries were transportation and warehousing, professional, scientific, and technical services, and health care and social assistance. Westlake has lower levels of racial diversity versus Denton and Tarrant counties overall. Denton County characteristics. (Lightcast) 73 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 5 Tarrant County characteristics. (Lightcast) Denton County Migration Patterns. (Lightcast) 74 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 6 Tarrant County Migration Patterns. (Lightcast) Core Economic Elements Westlake’s resident population of less than 2,000 is one segment supporting Westlake’s local economy. Westlake’s economy also has two additional potential demand segments – the large daytime population (driven by corporate campuses) and regional populations. Though data figures were not available for this report, stakeholder input indicates that employees at corporate campuses in the Town do not currently visit local businesses to a significant degree (later sections of the report will discuss a lack of retail development in the Town). Dining, shopping, and recreation attractions for the regional population are largely located in surrounding communities, including Southlake, Roanoke, and Keller. The table below shows the growth in the number of households in the communities surrounding Westlake over the past 10 years. In particular, Trophy Club and Roanoke have seen significant growth during this period, representing an increased source of regional demand that continues to grow (based on county- wide population projections noted in the previous section). Though surrounding communities have also developed their commercial real estate footprints to serve this growing demand, Westlake has an opportunity to draw some of this demand to new businesses within the Town. Table 1. Total Households in Surrounding Communities, 2012-2022 (American Community Survey, 5-Year Estimates) City/Town 2022 2017 2012 % Change 2012-2022 Keller 16,052 14,949 13,360 20.15% Roanoke 3,620 2,743 2,679 35.13% Southlake 9,298 9,126 8,202 13.36% Trophy Club 4,536 3,907 3,001 51.15% Total 33,506 30,725 27,242 22.99% 75 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 7 The table below shows the Town’s largest employers as of 2022 (as listed in the Town of Westlake’s 2022 Annual Comprehensive Financial Report [ACFR]). Roughly 75% of employment in the Town is located at corporate campuses. Table 2. Westlake Major Employers and Number of Employees (Town of Westlake 2022 ACFR) Employer Employees Percentage of Total Town Employment Schwab 7,000 42.44% Fidelity Investments 4,765 28.89% Goosehead Insurance 677 4.11% Core-Mark 584 3.54% Robinhood 500 3.03% Deloitte University 500 3.03% Kiewett 400 2.43% Solera Holdings 261 1.58% Defi Solutions 214 1.30% Sound Physicians 194 1.18% Verizon 164 0.99% Levi Strauss 150 0.91% Town of Westlake/Westlake Academy 142 0.86% All Other Businesses 941 5.71% Household Profile Westlake has 435 households and 472 housing units. The household breakdown is 92% family and 8% nonfamily, with 46.7% of households being 2-person families and 31.9% being 3-4-person families. Only 77 households have one or more individuals over 65 years of age. Owner-occupied housing is roughly evenly split between mortgaged and non-mortgaged homes. The median home value (owner-occupied) is $2 million. Only 11 of the 435 occupied housing units are renter-occupied. These rental units are mostly rented for over $3,500/month, with three renting between $1,500-$1,999/month. Nearly all of the housing stock is single, detached units, with 12 units being single, attached. The housing stock is fairly new, with a median built year of 2010. The majority of householders moved in between 2010 and 2017. Most households have multiple vehicles (2-3). All vacant units except two are sold but unoccupied. The Town has a small amount of relatively more affordable workforce housing – 43 units have a value below $500,000. Land Development A simple calculation based on an approximation of the “developable” acreage in the Town (excludes waterways, conservation areas, and utilities) shows that the Town is approximately 55% developed. Of the developable land available, roughly 75% is owned by Hillwood, a Dallas-based developer with experience delivering a variety of development types, from master-planned developments incorporating everything from industrial to residential to commercial developments in urban settings. 76 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 8 Map of all developable land in the Town of Westlake (identified as Agriculture/Vacant/Undeveloped) (Town of Westlake, Existing Land Use Dataset, 2022) The above map reinforces the current abundance of agricultural land and open space (over half of Westlake’s land area), which is one of the Town’s distinguishing features. The next most prevalent land uses are rural residential/single-family, transportation corridors, and offices (largely corporate campuses). As shown on the map below, Hillwood holds large plots of contiguous land, presenting a broad range of development options. Hillwood has expressed an interest in developing 2-4 additional corporate campuses, but additional plots of developable land would remain available – in particular, highly visible parcels along the highways that border Westlake. Notably, the land north of Highway 170 that lies within the boundaries of Westlake is broadly thought to be part of Roanoke due to its physical separation from the rest of the Town and is therefore seen differently by Town residents. 77 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 9 Vacant Westlake parcels north of Highway 170; City of Roanoke to left. (Baker Tilly photo) 78 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 10 Map of Hillwood developable land ownership in the Town of Westlake (Town of Westlake, Existing Land Use Dataset, 2022) Though a significant number of acres are classified for future land use planning as “vacant” or “undeveloped,” there are limitations to the feasibility of full development across much of this acreage – for example, the Circle T Ranch, agricultural grazing land, and green space. Given these realities, the land with the highest revenue-generating potential is likely those parcels situated along Highways 170 and 377, including the parcels north of 170 which border Roanoke. Core Development Types and Patterns The table below demonstrates that both existing and forthcoming real estate in the Town are dominated by offices, as seen in Westlake’s major corporate campuses for Deloitte, Charles Schwab, and Fidelity. The market, largely through the land deals executed by Hillwood, has favored corporate campus development in the Town, which has been a development type amenable to resident and leadership priorities. Notably, the Town has little retail space, as discussed later in this section, which is a segment with the potential to generate significant revenues for Town operations. The Solana and Entrada developments have brought specialty and hospitality to the Town, including existing and proposed hotel space and event venues. 79 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 11 Table 3. Westlake Property Breakdown (CoStar) Property Type Building Status Rentable Building Area Health Care 7,788 Existing 7,788 Hospitality 464,047 Existing 244,297 Final Planning 96,000 Proposed 123,750 Office 4,685,711 Existing 4,182,534 Proposed 481,758 Under Construction 21,419 Retail 154,766 Existing 115,766 Proposed 9,000 Under Construction 30,000 Specialty 741,559 Existing 741,559 Total 6,053,871 Residential The Town is dominated by single-family homes situated on large lots within master planned developments, which are clustered in the southeast section of the Town, leaving relatively large chunks of developable land to the north/northwest. Westlake currently has three major residential developments in process, which consist of ultra-luxury single-family residences surrounded by wooded areas, consistent with the Town’s emphasis on preserving and incorporating aesthetic open space into every development. These new developments are adjacent to activity centers like Solana and the Vaquero Golf Club. Town residents are generally opposed to new multi-family development that may typically be incorporated into town center-style developments, and the Town indeed has very little multi-family residential development. However, some multi-family residential development has occurred in Entrada, including townhomes and condominiums. Destination Commercial and Amenities Westlake’s two flagship multi-use developments are Solana and Entrada, which are both located in the northeastern part of the Town. Entrada is an 85-acre master-planned community that will feature over 1,000,000 square feet of office, retail, hotel, entertainment, and over 300 residential units with a mix of villas, townhomes, and condominiums. Entrada, like all developments in Westlake, has high architectural standards and will be designed to emulate the Catalonia region of Spain. The Entrada development has been paused for almost 10 years but has recently begun to progress under the leadership of a new town council. Solana Business Park is a mixed-use campus with offices, retail, and a Marriott hotel. Circle T Ranch, a 2,500-acre multi-use development underway, is located in the northern portion of the Town at the intersection of State Highways 114 and 170. The development will bring retail, restaurants, and other amenities to the areas near Westlake’s corporate campuses. 80 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 12 When seeking dining options, residents of Westlake visit restaurants on the north side of SH 114 (in the planned community of Trophy Club), as well as the neighboring communities of Southlake and Grapevine to the east. Additionally, downtown Roanoke (which borders Westlake to the north of the highway interchange) is a regional draw with restaurants and entertainment. Downtown Dallas is a draw for arts attractions. Office The corporate campuses of Deloitte, Charles Schwab, and Fidelity are clustered in the north/northwest section of the Town. Corporate campus development is a favored model in the Town, and Hillwood has expressed interest in developing additional corporate campuses on parts of its Circle T Ranch land. Westlake’s corporate campuses serve as a major contributor to the Town’s economic potential, making its daytime population exponentially larger than its permanent resident base. Several other companies also occupy office space in Westlake, including some of the companies included in the largest employers listing for the Town. Industrial Westlake currently has no significant industrial real estate space. Competitor and Peer Community Context Though none of the communities bordering Westlake are directly comparable, Southlake, which borders Westlake to the southeast, is its closest competitor. Southlake is roughly three times the size of Westlake by land area, and its population was nearly 32,000 in 2023 (nearly 25x the population of Westlake). The assessed value of all property in Southlake was $10.85B in 2023, while the most recent 2022 data for Westlake show $1.82B in assessed value. Sales tax revenues were almost $48M in 2023, while Westlake’s sales tax revenues totaled $11.5M in 2022 (Westlake’s sales tax revenues in a typical year are roughly $7–8M). On a per-household basis, sales tax revenues were just over $5,000 per household in Southlake, and over $26,000 in Westlake (or roughly $18,000 in a typical year). Per capita personal income was about $80,000, just over half of Westlake’s per capita personal income. Roanoke, which is adjacent to Westlake to the northwest, is roughly the same size as Westlake by land area, with a 2023 population of 10,628. Assessed value of all property in Roanoke was $3.35B in 2023. Sales tax revenues were $18.75M in 2023. Per household sales tax revenues were just over $5,000. Per capita personal income was about $52,000 in 2023. When scanning the MSA as a whole, Highland Park, Texas, located near downtown Dallas, emerges as a potential peer community in terms of its aesthetic character/high design standards and the significant wealth of its residents. Highland Park is roughly 1/3 the size of Westlake by land area and has a population of 8,719, nearly 5x the size of Westlake’s; total assessed property value was $7.4B in 2023; sales tax revenues were $6.6M in 2023. Per household sales tax revenues were just over $2,000. These competitor and peer community statistics demonstrate Westlake’s economic growth potential in terms of real estate development and commercial revenue-generating activity through increasing the intensity of development in the Town. In particular, Highland Park is an example of a wealthy community that has preserved its aesthetic character while promoting a high intensity of commercial activity combined with tight development patterns. Retail Context As demonstrated by the financial data above, Westlake’s neighboring communities have significantly more retail development than Westlake. The map below clearly shows the pattern of retail establishments in Westlake and surrounding communities. The majority of retail in the region is clustered along major transportation corridors in Southlake, Grapevine, Keller, and Roanoke. 81 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 13 Map of retail properties in and around Westlake (Blue=on the market; Gray=unavailable) (CoStar) This observation is reinforced by the table below, which shows Southlake and Grapevine having the highest amount of rentable building area for retail properties in the search area. Retail currently comprises less than 10% of total taxable sales in Westlake. The Town’s existing retail space is concentrated in the Solana and Entrada developments and includes businesses like restaurants, a CVS, salon and nail shops, and Starbucks. Retail development in neighboring communities includes additional daily amenities like grocery stores, convenience stores, and gas stations which are not convenient to access for Westlake residents, as well as large concentrations of restaurants, shops, and other retail types. Table 4. Comparison of Retail Rentable Area in Westlake and Neighboring Communities (CoStar) Community Retail Rentable Building Area Grapevine 1,060,218 Southlake 1,055,827 Keller 797,546 Roanoke 789,582 Westlake 154,766 Revenue Growth Increasing the tax base to generate additional revenues is a major priority for both Town leadership and residents, with the Town facing deferred maintenance requirements for its infrastructure. The Town’s economic development prospects present a major opportunity to bring in new revenues largely in the form of sales tax. 82 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 14 The construction industry was a significant contributor to taxable sales during 2018-2020, which have since declined in volume. Sales tax revenues have a relatively volatile pattern year-over-year due to one- time bumps from new developments like data centers, demonstrating Westlake’s historical revenue boosts due to one-time sales tax and fee revenues from new developments. Development in the Town is slowing, along with associated fee revenue, and will continue to drop off as the amount of developable land in the Town is reduced. In this fiscal environment, the Town must balance the imperative for increased tax revenues with the Town’s desire to preserve its low-intensity land use patterns. Typical large revenue producers like high- intensity development centers and big box retail stores are not present in Westlake. Vaquero Golf Club, historically a top sales generator in Westlake. (Baker Tilly photo) 83 Westlake, TX Economic Development Plan Report Community and Stakeholder Perspectives 15 Community and Stakeholder Perspectives While preparing the economic development plan, the team spoke with Town employees, residents, and the developer community. Town employees who provided input included the Mayor, Town Manager, Deputy Town Manager, and Planning Director. The team held two public meetings which included local businesses, as well as a workshop with the Town Council. A multi-day site visit was also held during plan preparation, which included a community tour via automobile and helicopter of Westlake and surrounding communities, and conversations with Hillwood and members of Town leadership. Westlake has also conducted past large-scale planning efforts – most notably through a 2015 Comprehensive Plan – but the Town largely relies on short-range planning efforts. Previous Planning Efforts Westlake’s most recent comprehensive planning effort was completed in 2015. Though the plan is not recent, the goals and sentiments of the Town and its residents appear remarkably similar to those expressed today, evidencing that the Town has long been committed to preserving its semi-rural character and way of life. Stakeholder Interviews Interviews with Town employees revealed that many roles that may typically be handled by separate employees are often centralized in a single employee. Economic development activities are currently handled by the Deputy Town Manager. Town leadership anticipates a small amount of future population growth, estimating an additional 500 to 1,000 residents over the next five years. This is largely due to the Town’s desire for measured intentionality in its growth, as was emphasized by residents in public meetings. Westlake leadership sees a potential for some multi-family development to support the Town’s growth and revenue needs but understands the importance of maintaining the Town’s character and low-density development pattern. They identify the Town’s large daytime population due to its corporate campus presence as a competitive advantage and major opportunity for growth and suggest that the Town explore ways to attract and retain young professional employees in the community. Certain portions of Hillwood’s highway-adjacent land ownership in the Town have been noted as a potential regional destination opportunity, with other off-highway areas remaining locally oriented. Leadership is focused on the need to boost revenues through sales tax as opposed to property tax. Town leadership expressed the same priority on preserving view corridors as residents, and noted that town center-type developments could also serve as open, communal spaces to complement Westlake’s prized green spaces. The Town’s development is mostly governed by Planned Development (PD) Districts, which according to Town leadership has made it difficult to foster a cohesive identity for Westlake. Town leadership also noted that the Town has lagged in commercial development relative to nearby towns and currently lacks a clear long-term vision for its economic development, complemented by supporting policies and procedures. Town leadership also suggests that Westlake could leverage its corporate presence to support entrepreneurship and innovation, noting that boosting commercial development to bring more people into interactive spaces in the Town could support this goal. Public Meetings Westlake residents and business owners attended two in-person public meetings at the end of September 2024, also attended by council members and the Mayor. Attendees answered poll questions about the Town’s strengths, weaknesses, successes, and best features, as well as attendees’ desires for 84 Westlake, TX Economic Development Plan Report Community and Stakeholder Perspectives 16 the Town’s future. Town leadership noted that citizens had not often been asked to contribute to the Town’s vision and direction, making resident input critical to inform the Town’s economic development plan. Several questions during the meetings asked about the Town’s strengths and features residents love about Westlake. In response to these questions, attendees repeatedly emphasized the centrality of Westlake Academy to the Town’s identity and success. Features like “architecture,” “beauty,” and “open space” were also commonly emphasized. In particular, residents emphasized the importance of not only open space in general but of the view corridors across the Town strategically highlighting key developments. A recent accomplishment contributing to the Town’s strength is the change in Town leadership – several residents expressed renewed confidence in Town leadership since the new mayor took office, citing a perceived stabilization of government. Several also mentioned the attraction/expansion of corporate campuses like Charles Schwab and Deloitte. When asked about their vision for the Town’s economic future, residents largely answered with “sustainability” over the long term, with a focus on financial sustainability, demonstrating that residents are aware of the Town’s financial challenges due to deferred maintenance needs and infrastructure upgrades. The graphic below shows that residents see a need for more commercial development in the Town to boost revenues. Residents’ most frequently cited priority for the next five years was substantially increasing the Town’s funding and handling infrastructure maintenance requirements. Several residents seemed to express a preference for funding infrastructure needs through impact fees rather than tax increases. Residents also emphasized the need to preserve the Town’s character by pursuing growth intentionally and mindfully and keeping the Academy at the center of the Town’s priorities. Residents want to be able to live and play within the Town limits, citing a desire for things like restaurants and grocery stores. One resident noted a lack of options for the Town’s substantial daytime population to eat outside of office buildings. Residents want to see well-placed commercial development to support Town revenues, but they repeatedly emphasized a careful consideration of where certain types of businesses are placed within the community. Town leadership and residents would prefer high-end commercial development, including luxury boutiques and high-end restaurants. One resident expressed a desire to use the 170 corridor (particularly north of 170, which residents state has a different “feel” than the rest of Westlake) to maximize tax revenue – overall, a preference for town center, mixed-use type development in select locations throughout the Town, plus lower-end commercial north of 170 emerged as a trend. As shown below, most residents favored a mixed-use, town center style for commercial development, with attention paid to the aesthetics of the architecture. One resident pointed out the existence of “home away from home” commercial centers in nearby towns filled with boutiques and other businesses people might visit on a day out. 85 Westlake, TX Economic Development Plan Report Community and Stakeholder Perspectives 17 Residents also expressed a strong priority for finishing Entrada and potentially turning this into a town center over the next five years. Restaurants of all types and destination recreation were also desired development types; most residents expressed that they would not like to see lower-end developments like convenience, quick-trip, or big box retail in the Town. One resident also expressed opposition to entertainment venues. Most residents said they would not like to see additional residential development; however, when asked what types of development would be acceptable (beyond single-family detached homes), residents said brownstones/townhomes may be appropriate, depending on quality and how these properties age. Questions geared toward business owners revealed that they were drawn to Westlake based on being hired by developers building in the Town. The proximity to Dallas/Fort Worth International Airport was also 86 Westlake, TX Economic Development Plan Report Community and Stakeholder Perspectives 18 mentioned. Meeting attendees also favored using additional incentive programs for business development. Community Survey As part of the strategic planning process for the Town of Westlake, Baker Tilly developed and deployed multiple surveys to obtain input from community members and Town/Academy employees, as well as from the economic development/real estate community. The survey questions were developed by Baker Tilly and were refined following discussions with the Westlake project team. The community survey was advertised on the Town’s social media pages, website, and through email communications with community groups. The survey was open from October 2-18, 2024. A total of 130 community members responded to the survey. This represents nearly an 80% confidence interval, using a sample size based on the 2022 population estimate of 1,840 for the Town. An email invitation was also sent to employees on October 2, and this survey closed on October 18, 2024. A total of 82 employees (53% of Town and Academy employees) responded to the employee survey. Although we received only two survey responses from the economic development/real estate community, this information is supplemented by insights gathered during the site visit. The survey generally revealed similar patterns when compared to the public meeting surveys, emphasizing the fact that preserving the look, feel, and experience of the Town is front-of-mind for many residents and community members. Maintaining open spaces, vistas and well-designed buildings and landscapes is of high importance to Westlake residents. There is recognition of the importance of economic impact and a desire to maintain the high-quality standard of the Westlake experience in the coming years. Desired Development Types When asked about the types of future economic development preferred in Westlake, 42% of survey respondents from the community prefer “restaurants (fast casual, sit-down, high-end/boutique, etc.)” as the primary type of new business to develop; this is followed by “town-center development, including mixed-use, retail, housing, amenities, etc. (25% of respondents). Town of Westlake and Academy employees expressed similar views. Table 5. What types of business / what types of development would you like to see in Westlake? Question 2. What types of businesses / what types of development would you like to see in Westlake? (Respondents were given two choices) Community Employees Restaurants (Fast casual, sit-down, high-end/boutique, etc.) 109 (42%) 43 (34%) Town Center (Mixed-use, retail, housing, amenities, etc.) 66 (25%) 29 (23%) Other options selected by survey participants Other 27 (10%) 19 (15%) Entertainment (Concert venue, cinema, etc.) 27 (10%) 12 (10%) Destination Recreation (Income-generating sports and recreation attractions) 17 (7%) 11 (9%) Convenience and Quick-Trip Retail (Gas stations, dry cleaning, etc.) 12 (5%) 2 (2% Big Box Retail (e.g., Target, Walmart, Costco, etc.) 2 (1%) 9 (7%) Totals 260 125 Types of Development Not Desired Conversely, survey respondents were asked about the type(s) of businesses that should not be developed in Westlake. Both residents (44%) and employees (42%) are averse to “big box retail (e.g., Target, Walmart, Costco, etc.).” “Convenience and quick-trip retail (gas stations, dry cleaning, etc.)” was 87 Westlake, TX Economic Development Plan Report Community and Stakeholder Perspectives 19 the next highest percentage among the respondents; community members (28%) and employees (26%). Respondents noted that these types of businesses are located close by in neighboring communities to explain why these businesses are not desired in Westlake. Table 6. What types of businesses do you NOT want in Westlake? Question 3. What types of businesses do you not want in Westlake? (Respondents were given two choices) Community Employees Big Box Retail (e.g., Target, Walmart, Costco, etc.) 108 (42%) 47 (39%) Convenience and Quick-Trip Retail (Gas stations, dry cleaning, etc.) 69 (27%) 29 (24%) Other option selected by survey participants Destination Recreation (Income-generating sports and recreation attractions) 31 (12%) 6 (5%) Entertainment (Concert venue, cinema, etc.) 19 (7%) 13 (11%) Other 16 (6%) 16 (13%) Town Center (Mixed-use, retail, housing, amenities, etc.) 17 (6%) 6 (5%) Restaurants (Fast casual, sit-down, high-end/boutique, etc.) 0 (0%) 4 (3%) Totals 260 121 Future Economic Vision Community and employees, Town Council and Town leaders have a distinct vision for the economic future of Westlake. When asked about an economic vision for the future, survey respondents provided themes summarized in the table below. Table 7. What is your vision for the Town’s economic future? # Community Themes Employee Themes 1 Bring middle- to high-end shopping, restaurants and retail. Support development and infrastructure. 2 Selectively attract new businesses that still preserve small-town charm. Identify ways to better fund Westlake Academy and increase amenities around the Town. 3 Bring more local quality restaurants and high-end amenities. Increase revenue with the addition of restaurants and retail. 4 Avoid introducing additional taxes. Leverage the Academy as a “selling point.” 5 Continue financial support to Westlake Academy. Continue to develop and expand the Westlake Academy campus. 6 Address the Entrada development by strategically sourcing the right businesses. 88 Westlake, TX Economic Development Plan Report Internal Policies and Procedures 20 Internal Policies and Procedures Westlake’s policies, procedures, and tools surrounding economic development are not well documented, developed, and controlled. The Town’s economic development operations could be further professionalized, and staff capacity is limited with individuals serving in multiple roles. In order to implement the vision and goals the Town identifies via this economic development planning effort, a suite of economic development policies, procedures, tools, and supporting human resources will need to be developed to support the Town’s economic vision in a consistent, strategic, and transparent manner. Economic Development Tools and Best Practices The Town of Westlake does not have policies or SOPs governing its use of economic development tools, including incentives. However, the Town has executed economic development agreements on an ad-hoc basis. Past agreements have, for example, waived land dedication obligations and trail construction requirements in exchange for charitable donations, and granted tax abatements. The Town has used commercial/industrial tax abatement reinvestment zones for its corporate campuses. The Town approved an ad valorem tax abatement and reimbursement of sales taxes generated by construction for at least one campus expansion. It is unclear whether the Town implements a “but for” test for the award of incentives, which would dictate that incentives should only be used in situations where they are a deciding factor for companies making investment decisions. The Town has generally not pursued incentives for small businesses, but both Town leadership and residents have expressed a willingness to consider creating such a program. The Town also demonstrates a concern for sustainability. Town Code includes certain land dedication requirements for dedicated parks or reserved public open space in connection with nonresidential developments, meant to ameliorate or eliminate environmental impacts, buffer adjoining land uses, and prevent undue concentration of paved areas. As mentioned, zoning is typically implemented via Planned Development (PD) Districts. The Town has expressed a willingness to simplify its zoning requirements to reduce barriers for developers. 89 Westlake, TX Economic Development Plan Report Strengths, Weaknesses, Opportunities, and Threats (SWOT) 21 Strengths, Weaknesses, Opportunities, and Threats (SWOT) When analyzing the economic, demographic, and real estate factors outlined in this report, as well as community and stakeholder perspectives, the Baker Tilly team has identified the following strengths, weaknesses, opportunities, and threats for the Town of Westlake’s economic development efforts. Strengths • Strong resident civic involvement with a healthy awareness of Town’s fiscal situation • Large tracts of developable land remaining in the north/northwest area of the Town, which allows for creative possibilities • New Town leadership, with increased professionalization • Strong Town aesthetic/natural beauty • Corporate anchors bringing a large daytime population Weaknesses • Small resident population which must be supplemented by other sources of demand • Low population growth potential • Lack of a long-term vision for economic development • Lack of internal infrastructure, like comprehensive policies, procedures, and tools for economic development • Opposition to certain commercial development types that could generate large tax revenues • Opposition to multifamily development that could attract and retain young professionals • Need for professional Town staff to support leadership and implement programs • Lack of amenities for daytime population • Need for new revenue to maintain fiscal sustainability of Town operations • Planned Development zoning districts present barriers for developers Opportunities • Leveraging the daytime population as a distinct demand group to support additional commercial development • Implement development types strategically throughout different areas of the Town to define Westlake’s identity and maintain the semi-rural character of the community Threats • Competing communities have taken advantage of historical regional growth through commercial development, which may present competition to the success of development in Westlake that attempts to attract a regional audience • Mobility of corporate anchors • Working through timeline and decision-making delays for development 90 Westlake, TX Economic Development Plan Report Strategic Priorities and Action Agenda 22 Strategic Priorities and Action Agenda Westlake’s unique position on the suburban edge of the Dallas-Fort Worth metroplex positions it well to leverage the ongoing economic activity and reinvestment being driven by new housing construction and job creation. Because the Town holds a key asset in a substantial amount of developable land, it can strategically position itself and craft a customized approach for its economic development efforts. This approach can be framed as a mutually beneficial balance of value capture and value creation by investing in its economic strengths and capitalizing on regional market activity. With respect to the Town’s need for fiscal sustainability and economic resilience, a core set of strategies can guide future decision making and the prioritization of projects for the benefit of the community. Charles Schwab campus and adjacent highway-abutting developable land. (Baker Tilly photo) To be successful in a strengthened position of economic resilience, the Town will need to pursue simultaneous strategies to achieve goals of supporting new construction and development, maintaining and enhancing community identity and sense of place, and effectively managing the development services process to move at the pace of business. These strategies have a primary market focus of economic diversification, while the community perspective seeks to maintain the Town as a desirable place to live. Within this dynamic, real estate development can be used as a vehicle to elevate the Town into a position of improved fiscal strength. Westlake has an opportunity to leverage demand from its existing businesses as well as households in the surrounding region. Key considerations for these strategies include: • Create a balanced approach for the Town’s future by leveraging developable land to generate new tax revenues while preserving community character; • Harness the market potential of new household creation in the northern portions of the DFW metroplex to support new housing development in limited portions of the Town; 91 Westlake, TX Economic Development Plan Report Strategic Priorities and Action Agenda 23 • Collaborate with the large corporate campuses to support new development that creates a symbiotic relationship between the spending demand of employees and the delivery of new retail amenities in mixed-use projects; and, • Leverage visibility and access along Highways 114 and 170 to implement a placemaking initiative that elevates Westlake as a community of choice. Table 8. Strategies Matrix for Economic Diversification No. Action Components & Considerations Relationship Building Economic Development 1 Prioritize development sites along highway corridors to pursue a mixed-use development approach. • Focus development on the visual line- of-sight of Highways 114, 170, and 377. • Leverage the highway’s visual element to co-brand the projects with Westlake, the developer, and major tenants. • Highway development sites offer an advertising opportunity for the Town to distinguish itself in the market. • Coordinate future development and land use planning decisions with Hillwood. • Build relationships with real estate brokers to anticipate tenant needs and guide future projects. 2 Leverage the employees and visitors of existing corporate campuses to drive demand for new development. • Employees of major corporate users present opportunities for value creation in the Town’s economy. • New development that responds to employee demand creates value capture for economic diversification. • New projects should focus on delivering uses that appeal to employees before, during, and after work. • Build relationships with the existing corporate users to identify future development opportunities that align with their needs. • Conduct a survey of existing employees to determine potential levels of demand for new uses. 3 Strategically position the Town as a prime location for the new construction of corporate campuses. • Delineate future land use districts that can accommodate corporate campuses. • Publish design guidelines and details about the development review process for future users and Hillwood. • Coordinate with Hillwood to manage expectations and receive updates about potential new projects. • Establish development review standards with Town staff and elected officials to anticipate future projects. • Publish details about future land use management for Town residents to review and understand. 4 Focus new development efforts on projects that will drive tax base diversification. • Focus on projects that will support and strengthen Town revenue sources from sales tax and ad valorem tax. • Align land use management decisions with the need for additional tax revenue. • Consider different development patterns that create a higher density of tax base, including mixed-use buildings, walkable districts, and big box stores. • Establish a review procedure for Town staff and elected officials to estimate potential new taxes derived from proposed projects. • Align future land use management and development services review with potential anticipated projects. 92 Westlake, TX Economic Development Plan Report Strategic Priorities and Action Agenda 24 No. Action Components & Considerations Relationship Building 5 Emphasize an increase in the intensity of development patterns to support the financial viability of projects for both developers and the Town. • Dense design patterns support a mix of uses and can create multiple revenue sources for project pro formas. • Density can be measured with lot coverage and dwelling units per acre. • New development patterns can focus on mixed-use programming that includes housing, retail, amenities, and entertainment. • Housing can include luxury multi-family and condos in the form of townhomes, brownstones, and stacked flats. • Development impact fees can cover the additional infrastructure and other costs incurred by the Town as a result of new developments. • Coordinate with Hillwood to align their housing prototypes with Town design standards. • Clarify Town design standards internally with staff and elected officials to directly manage expectations with developers and remove ambiguity from the decision-making process. Community Building & Identity 6 Develop placemaking priorities for key locations in the Town to establish activity centers and a visual identity. • Identify future development areas in the Town and align land use management goals and decisions with those locations. • Leverage future development at key locations to create activity centers and focal points. • Focus on branding opportunities along the highway corridors to create visual prominence for the Town. • Consider mixed-use, walkable districts with a higher intensity of development at key locations, which can be anchored by big box retail, hotels, or another large user. • Align future land use management decisions with a higher intensity development pattern at certain locations. • Align Town staff and elected officials to future land use decisions and how a development services review will consider potential anticipated projects. 7 Develop a common design standard and aesthetic for the Town to guide developers and their proposals. • Develop and publish design standards to manage expectations about the visual aesthetic of new development and how projects will be reviewed by Town staff and elected officials. • Clarify acceptable use types and space programming layouts to manage building massing and density. • Balance aesthetic expectations with project economics to not over-design a project and make it infeasible. • Align Town staff and elected officials on design standards and their role in the development review process. • Publish the design standards for easy access by developers and residents. 8 Create opportunities and events to engage the community in civic spaces. • Integrate public gathering spaces into new development to host community activities. • Co-brand these civic spaces with the developer and tenants to market the Town. • Consider developing a regular schedule of activities to offer community gathering opportunities. • Coordinate with developers to encourage the incorporation of public space into projects. • Leverage Town staff to assist in managing community events. • Coordinate with the Metroport Chamber to host events. Town Development Services 93 Westlake, TX Economic Development Plan Report Strategic Priorities and Action Agenda 25 No. Action Components & Considerations Relationship Building 9 Publish materials that describe the Town’s development review process to assist developers in managing new projects. • Develop and publish online materials that establish a step-by-step guide that outlines the development review process. • Leverage the guide to manage expectations of developers and clearly communicate Town regulations. • The guide should remove ambiguity from the decision-making process and establish clear guidelines. • Coordinate with Town staff to develop the guide. • Publish the guide on the Town’s website and regularly maintain it for accuracy. 10 Develop and maintain a standard process to review incentive requests for developers and corporate users for financial assistance. • If the Town wishes to expand its incentive offerings, it should establish a standard process for reviewing requests. • The standard process should include application materials, a scoring or evaluation rubric, and a standardized review and approval/denial process. • Potential incentive offerings should be structured and offered to companies in a substantially similar way. • Ambiguity and arbitrary decisions should be removed from the process. • Coordinate with Town elected officials about their willingness to offer incentives. • If Town elected officials support the idea, work internally with staff to build the processes and procedures. 11 Conduct ongoing community engagement about new development and capital infrastructure to help guide decision making. • Continue to maintain existing community engagement efforts with Town residents about new updates. • Conduct focused engagement efforts for potential new projects to solicit feedback about proposals. • Designate Town staff to manage the engagement efforts. • Provide regular updates to Town elected officials about feedback received. • Consider using an online tool, like Social Pinpoint, to make feedback publicly available. 94 Westlake, TX Economic Development Plan Report Conclusion 26 Conclusion The Town of Westlake has a significant opportunity to promote its unique character and brand while bringing in additional Town revenues and providing for the needs of its residents. These opportunities will be best leveraged through partnerships with existing stakeholders in the Town, including corporate campus partners and major landowner Hillwood, in alignment with the Town’s priorities and resident preferences. The Town should also think of its regional context as a contributor to its goals and growth; leveraging demand from continued regional household growth in combination with the corporate campus daytime population within Westlake’s bounds will contribute to a strong economic base. The Town has demonstrated a strong priority on balancing the maintenance of Westlake’s natural beauty and community identity with the need for strategic growth in areas that will both enhance this identity and bring in new Town revenues. The strategies recommended in this report effectively balance these dual priorities, supported by a robust internal infrastructure and suite of tools to achieve both ends. 95 Town of Westlake Staff Report 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 File #:WA RES 25-02 v2 Agenda Date:2/18/2025 Agenda #:F.2. ACADEMY STAFF REPORT RECOMMENDATIONS Discuss, consider and act regarding WA Resolution 25-02 to add one additional section of 4th grade to Westlake Academy for School Year 2025-2026 (Dr. Kelly Ritchie, Head of School) STAFF:Dr. Kelly Ritchie, Head of School BACKGROUND: In response to the Baker Tilly report,which identified opportunities for increased revenue generation,as well as to provide increased access to the community,Westlake Academy is proposing to add an additional 4th grade class for SY 25-26..This addition was designed not only to meet growing demand but also to strengthen enrollment and enhance the Academy’s financial sustainability,creating more opportunities for both students and the institution. DISCUSSION: Adding a 4th grade class to Westlake Academy will help accommodate the growing demand for enrollment, addressing the current waitlist and providing more opportunities for students.By expanding the grade offering, the Academy can reduce waitlist pressures while maintaining its commitment to smaller class sizes and personalized attention.This addition also supports the Academy’s long-term growth and sustainability by mitigating the impact of the attrition that often occurs at the secondary level. FISCAL IMPACT: 4th Grade Class:one additional teacher (salary and benefits)and desks/furniture for one classroom.The start- up costs will be covered by the first-year revenue.Additional years will see increased revenue as the classroom will already be outfitted with furniture and desks. STAFF RECOMMENDATION: The administration met and reviewed the information from the Baker Tilly report.We recommend the addition of an additional 4th grade classroom for SY 25-26. ATTACHMENT(S): None. BOARD OF TRUSTEES ACTION/OPTIONS: 1)Motion to approve 2)Motion to amend with the following stipulations (please state stipulations in motion) Town of Westlake Printed on 2/13/2025Page 1 of 2 powered by Legistar™96 File #:WA RES 25-02 v2 Agenda Date:2/18/2025 Agenda #:F.2. 3)Motion to table 4)Motion to deny Town of Westlake Printed on 2/13/2025Page 2 of 2 powered by Legistar™97 Town of Westlake Staff Report 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 File #:RES 25-05 Agenda Date:2/18/2025 Agenda #:F.3. TOWN STAFF REPORT RECOMMENDATIONS Discuss,consider and act regarding Resolution 25-05 approving and authorizing the Town Manager to enter into a contract with Holt Power Systems -Caterpillar for procurement of a 700kw on-site backup diesel generator set for the Town’s water pump station in the amount of $342,481.28 utilizing Sourcewell Cooperative Purchasing Contract #092222-CAT (Cheryl Taylor, P.E., Director of Public Works). STAFF:Cheryl Taylor, P.E., Director of Public Works BACKGROUND: During a heavy storm in June 2024, a power surge damaged the emergency backup generator for the pump station that supplies the entire Town of Westlake with water and needs replacement. Per the approved TCEQ’s Emergency Preparedness Plan, the Town must have back-up power generator on-site to meet TCEQ requirements. DISCUSSION: The pump station for the Town of Westlake,located at SH377,was constructed in 2001.The single pump station feeds the Knox elevated storage tank and provides drinking water and fire protection to the entire Town of Westlake.In June of 2024,during the early morning hours,SCADA system alarms alerted Public Works staff of a power outage,and the generator had failed.Utility staff traveled to the Westlake booster station to attempt to rectify the issue.Immediately staff contacted Parker Power to help troubleshoot the issue.It was found that the diesel engine had failed resulting in a total loss of backup power to the site.This meant the pumps were not able to be activated to fill the elevated storage tank to supply the town with the typical morning usage.Assessment of the situation by both Parker Power and Waukesha Pearce determined that the existing generator had met end-of-life and parts were no longer available to repair the engine on the Generac brand generator which is original to the pump station.Both Parker Power and Waukesha Pearce are authorized generator repair shops in the metroplex. Staff then contacted Freese and Nichols Engineering to determine the best course of action for the replacement of the failed generator.A pump station evaluation was conducted,and it was determined that the original generator was undersized and will need to be upsized to meet demands of the system as it has grown since 2001.Freese and Nichols (FNI)developed a bid package,and Public Works staff partnered with Sourcewell for the purchase of a replacement generator, which is before you tonight for your consideration of approval. Public Works collaborated with FNI on an expedited replacement for the generator and determined that ordering the generator early and packaging the installation in a separate bid set would be the most expeditious plan,as the lead time for new generators ranged from 24 weeks to 48 weeks from date of purchase.At a future council meeting,you will be presented with a follow-up package that will include the removal and disposal of the old generator and installation of the new generator.We anticipate the installation package to be bid later Town of Westlake Printed on 2/13/2025Page 1 of 2 powered by Legistar™98 File #:RES 25-05 Agenda Date:2/18/2025 Agenda #:F.3. the old generator and installation of the new generator.We anticipate the installation package to be bid later this year and will be included in the Fiscal year 2025-2026 Public Works budget. Partnering with Sourcewell Cooperative Purchasing,two (2)bids were received from Holt Power Systems - Caterpillar and Cummins.Freese and Nichols,the Town’s engineering consultant for the generator replacement provided a letter recommending award to Holt Power Systems -Caterpillar,as they submitted the low bid with the shortest lead time for delivery.Holt Power Systems -Caterpillar is a reputable supplier and generator manufacturer.The contract with Holt and will include the initial start-up services at no additional charge,one set of filters and one year service maintenance (prices below). The total cost of the purchase of the generator is as follows: Base Bid $334,157.78 One set of filters $823.50 One year service maintenance $7,500.00 Total cost of generator $342,481.28 Funding for the purchase of the replacement generator will be through remaining American Rescue Plan Act (ARPA) funds. FISCAL IMPACT: The total cost for a purchase of a replacement emergency backup generator for the pump station is $342,481.28 which will include the initial start-up services,one set of filters and one year service maintenance and will be funded through ARPA funds. STAFF RECOMMENDATION: Staff recommends approval of Resolution 25-05 authorizing the Town Manager to enter into a contract with Holt Power Systems - Caterpillar for procurement of a 700 kw diesel generator set for the Town’s water pump station in the amount of $342,481.28 utilizing Sourcewell Cooperative Purchasing Contract #092222-CAT ATTACHMENT(S): 1.Resolution 25-05 2.Letter of Recommendation 2-7-25 TOWN COUNCIL ACTION/OPTIONS: 1)Motion to approve 2)Motion to amend with the following stipulations (please state stipulations in motion) 3)Motion to table 4)Motion to deny Town of Westlake Printed on 2/13/2025Page 2 of 2 powered by Legistar™99 Resolution 25-05 Page 1 TOWN OF WESTLAKE RESOLUTION NO. 25-05 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, AUTHORIZING THE TOWN MANAGER TO ENTER INTO A CONTRACT WITH HOLT POWER SYSTEMS – CATERPILLAR FOR PROCUREMENT OF A 700KW ON- SITE BACKUP DIESEL GENERATOR SET FOR THE TOWN’S WATER PUMP STATION IN THE AMOUNT OF $342,481.28 UTILIZING SOURCEWELL COOPERATIVE PURCHASING CONTRACT #092222-CAT WHEREAS, the Town Council of the Town of Westlake recognizes the need to maintain and protect public infrastructure to serve its residents; and, WHEREAS, the leaders of the Town of Westlake desires to improve quality of life in the town; and, WHEREAS, the Town Council recognizes the importance of replacing aging infrastructure to ensure proper and reliable delivery of drinking water to the residents, schools, and commercial properties and campuses within the Town; and, WHEREAS, the Town Council finds that the passage of this Resolution is in the best interest of the citizens of Westlake. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That the Town Council for the Town of Westlake does hereby approve the agreement with Holt Power Systems - Caterpillar for procurement of a 700kw on-site backup diesel generator set for the Town’s water pump station and further authorize the Town Manager or designee to execute this contract. SECTION 3: That the procurement of the on-site backup diesel generator meets Local Government procurement guidelines by utilization of the Sourcewell Cooperative Purchasing Contract #092222-CAT. SECTION 3: That the funding for the purchase of an on-site backup diesel generator will be through remaining American Rescue Plan Act (ARPA) funds SECTION 4: If any portion of this Resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. 100 Resolution 25-05 Page 2 SECTION 5: That this Resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 18TH DAY OF FEBRUARY 2025. ___________________________________ Kim Greaves, Mayor ATTEST: ________________________________ Dianna Buchanan, Town Secretary APPROVED AS TO FORM: ________________________________ L. Stanton Lowry, Town Attorney 101 Resolution 25-05 Page 3 EXHIBIT A 102 801 Cherry Street, Suite 2800 + Fort Worth, Texas 76102 + 817-735-7300 + FAX 817-735-7491 February 7, 2025 Cheryl Taylor, P.E. Director of Public Works - Town of Westlake 1500 Solana Boulevard - The Terraces Building 7, Suite 7200 Westlake, TX 76262 Re: Generator Early Procurement Package Recommendation of Award Dear Ms. Taylor: Bids were received for the above-referenced package on January 20/21, 2025 via the Sourcewell Cooperative Purchasing Process. The early procurement package consists of a back-up diesel generator for the Town’s Pump Station. A total of two bids were received. A summary of the bid results is provided in the table below. Bid Summary Bidder Base Bid Lead Time Holt Power Systems - Caterpillar $342,481.28* 26 Weeks Cummins $384,244.00 48 Weeks * Holt Power Systems base bid was $334,157.78. The cost listed in the table above includes $823.50 for spare filters for the generator and $7,500 for one year of service maintenance that were required per the generator specification. Holt Power Systems submitted the low bid for the generator at $342,481.28. Holt Power Systems - Caterpillar is a reputable supplier/generator manufacturer, and they are currently providing generators for other current Freese and Nichols Water/Wastewater Projects. It is recommended that a contract for the purchase of the generator be awarded to Holt Power Systems in the amount of $342,481.28. If you have any questions, please call me at (817) 735-7369. Sincerely, Jeffrey N. Hensley, P.E. Project Engineer Attachments – Bid Proposals www.freese.com 10 3 HOLT POWER SYSTEMS – CATERPILLAR PROPOSAL 10 4 Austin • Brownsville • Corpus Christi • Dallas • Edinburg • Ft Worth • Laredo • Longview • Pflugerville • San Antonio • Victoria • Waco Quote No: 31455409 C Quote Date: January 23, 2025 Expires: February 23, 2025 Sourcewell Contract no: 092222-CAT Re: West Lake Pump Station 1-C18 Caterpillar 700kw diesel generator set 1-Free Stand fuel polisher system We are pleased to submit the following confirmation of our quote. Holt Power Systems proposes to furnish this equipment at the attached quoted price. We will arrange for initial start-up services at no additional charge. These services include a check of wiring continuity, safety shutoffs and controls; including automatic transfer switches or paralleling gear on and related to the unit that we supply. A load bank test is also included per the specifications. We will arrange for the load banks and the personnel to conduct the test, however we look to you to provide the fuel for the test. All work is to be conducted during normal Holt working hours (Monday –Friday, 7:30 AM – 4:30 PM, excluding national holidays) unless otherwise stated with in this quotation. (Please provide at least two-week notification before startups). Installation is to be by others. Thank you for the opportunity of quoting this project. Holt Power Systems remains at your disposal for any additional information or assistance that you may require. Sincerely yours, Ronnie Tyler Engine Sales Representative Phone: 817/307-8410 E-mail: Ronald.tyler@holtcat.com 105 CATERPILLAR C18 700KW Standby RATED TIER II STANDBY POWER EPA/CARB TIER II UL 2200 LISTED PACKAGE GEN SET NO IBC CERTIFICATION 60HZ 480 VOLT (WYE) 60 Hz, 700 kW W/Fan C18 480V 60 HZ PKG 500 CERTF II LC7224L AREP ALT ECS 100 CONTROL PANEL ENGLISH INSTRUCTION LANGUAGE YEAR GOLD POLICY ESC (WARRANTY) GENERAL EPG CONSTRUCTION STANDBY POWER STANDARD ELECTRONIC GOVERNOR CONTRO PANEL MOUNTING LEFT LOCAL ANNUNCIATOR 1500:5 CT RATIO SINGLE CIRCUIT BREAKER 1200A SINGLE MANUAL CB LS/I GENERATOR TESTED AT FLC POWER CENTER - RH MOUNTED NEUTRAL BAR NDTS1 CB CABLE GP ABB/T6-1200 NEUTRAL CABLE GP 1200A WIDE BASE GEN MOUNTING DUCT PLATE SOUND ATTENUATED CAT ENCLOSURE STANDARD RADIATOR FLEXIBLE EXHAUST CONNECTION AIR CLEANER – STANDARD DUTY INTEGRATED VOLTAGE REGULATOR STANDARD WET BATTERY STD TESTING - GENERATOR SET CAT DECALS PGS TEST REPORT @ 0.8 PF HOLT SUPPLIED ACCESSORIES UL142 48HOUR BASE TANK Start up after installation by others On site load banking Cable for load banking Travel for tech Miles for tech 106 Local, state or TERP taxes, which may be applicable, are not included. Sourcewell Pricing with discounts as displayed below: Caterpillar List Price DG700-PGAM $340,228.57 Sourcewell discount for the above 33% (112,275.43) Other items essential to order which also includes a 5% Sourcewell discount Retail 5% discount Total Freight-Factory 5,684.33 284.22 5400.11 Freight-Local 1,768.46 88.42 1680.04 Engineer fee (Holt) 2,273.73 113.69 2,160.05 Remote fuel polisher 22,611 1,130.55 21,480.45 Startup Service 17,143.94 857.20 16,286.74 12’ vents 8,842.29 442.11 8,400.18 On site Pressure test (tank) 7,617.00 380.85 7,236.15 Commissioning 6,821.20 341.06 6,480.14 Electronic O&M 63.16 3.16 60.00 Platforms: 25,895.28 1,294.76 24,600.52 Platforms made of aluminum 4,421.15 221.06 4,200.09 Freight for platforms 4,231.67 211.58 4,020.08 Total with all Sourcewell discounts $ 334,157.78 (Revised to include platforms) Additional options available (for additional cost) for platforms if desired: Adjustable legs for platforms Aluminum construction Extra stairs Additional lengths One set of filters add $ 823.50 Budgets for periodic maintenance programs: 107 PM contracts are based upon the level of service expected as well as accessibility to the package with maintenance vehicles etc. However, estimates would be as follows: Assuming good accessibility: quarterly checks and filter changes as recommended by the manufacturer, along with a 2 hour annual load bank test Year-1 $7,500 Year-2 8,000 Year-3 11,000 Total for three years $26,500 estimate Notes: The above proposal is based upon our review of specifications section WSK24577. Please see the specifications review comments, which are a part of this proposal under separate cover. Load banks. Load bank service is not included but is available for additional cost upon request. It is assumed that the generator set(s) for this project are easily accessible, and within a short distance from the area where the test load bank is to be placed. 50 feet of cable per phase (unless stated otherwise in this quote) has been allowed for this test. If longer or tougher distances are expected we will need to be notified of this and our quote will need to be adjusted accordingly. Commissioning: No commissioning of the generator equipment is included at this time but is available upon request for additional cost. Additional trips will be charged at the prevailing field service rate appropriate for the time and date the service is rendered. The proposed generator set above is capable of paralleling with other generator sets. It includes on board paralleling controls which will work in conjunction with the on board, electrically operated circuit breaker which also serves as the paralleling breaker. Because of this arrangement a second on board breaker can not be provided. However, an option is shown for a free-standing docking station with cam loc lugs. This arrangement would provide for both load banking as well as future paralleling without issue. (A common point of coupling would be needed in the future when paralleling is planned). HOLT POWER SYSTEMS TERMS & CONDITIONS 108 Proposal This proposal is provided to meet the spirit and intention of the project equipment requirements. Some interpretational differences between our proposal and the specifications may exist, therefore the above bill of material contains our offer for this project, none other is expressed or implied unless stated in writing. Pricing Recently the cost of some of our vendor products has experienced severe price swings in the upward direction. Therefore it has become increasingly difficult to hold our prices for a prolonged period of time. If our quote is older than 20 days please call to verify our price. Taxes The above price(s) does(do) not include state and local taxes unless otherwise specifically stated. A 1-1/2% additional ser charge is required by the state of Texas for all stationary engine equipment due to emission restrictions. This is in addition to any state and local taxes that may be required. Lead Time Standard delivery of proposed Caterpillar Generator Set to jobsite will be confirmed after receipt of order and submittals are approved and credit terms are agreed. Automatic transfer switch(es) is(are) quoted to jobsite in approximately __ weeks after receipt of order and approved submittals and approved credit terms are agreed. The above quoted lead-times are standard lead-times from the factory at the time of this quotation. In some cases lead-times maybe able to be improved to assist in customer needs. Please call and inquire about possible improved lead-times. Please note: The Caterpillar factory has mandatory factory shutdowns for two weeks in December/January and one week in July. The length of those shutdowns will extend lead-times on orders entered at those times. Orders, which include non-standard features, may require additional time before shipment. Consult with your Caterpillar dealer at the time of order. Holt Power Systems has made a significant commitment to ensuring we are able to quickly respond to opportunities by maintaining a substantial inventory that may reduce the lead-time above. Special Notes Please verify the voltage, number of poles in ATS, terminal conductor sizes and other Bill of Material items quoted above as compared to the requirements of this project. Lugs for terminations above 1200A are not included. Fuel Tank Increasingly we are seeing dramatic changes occur at the municipal level in regard to fire code requirements. They are too numerous and variable to keep track of for each of the area municipalities. Unless otherwise stated within the body of this quotation, the fuel tank included is as specified by the written specifications of this project (if specifications were supplied at the time of quotation). The specifications may be in conflict with City Fire Codes for the location of the project. We will make every attempt to notify you of specification variances with local codes when known, however responsibility for compliance lies with the specifying engineer and those that pull the permit for the project. Payment Terms are NET 30 DAYS at the time of shipment to jobsite based on Holt credit department approval, otherwise terms are C.O.D. Term's Payment due in full Net 30 after delivery with approved Holt credit or COD at time of shipment. 109 Sales tax will be added to invoice. Resale tax certificate must be on file with the Holt credit department for tax-exempt sales. Warranty Caterpillar standard (5year warranty applies for standby applications. Standard manufacturer’s warranty applies to all non-Caterpillar equipment. Copies of warranty statements are available upon. GOLD POLICY Cancellation There will be a minimum 25% cancellation fee for orders cancelled, once placed and accepted by Holt Power Systems. Cost of custom components, completed fabrication, or any other work performed at the time of cancellation will be added to the cancellation fee. If all material have been acquired the cancellation fees will be 100%. Caterpillar content, 14 days after orders placed will be 100% of the order. Other Holt Power Systems is an equipment supplier only. No fuel, wiring, connecting, hook-up, plumbing, or other installation type labor is included in the proposal unless noted herein. This would include any control wiring to and from the generator set(s) to any automatic transfer switch(es), paralleling gear or other devices which we may or may not provide. The customer is responsible for any and all installation of the above equipment. Holt personnel will perform an installation audit prior to start-up. Unless stated otherwise in this proposal, service and/or maintenance for this equipment are not included. Our company product support service group will be glad to quote the end user of this equipment for those services under a separate proposal. All equipment needed to perform any loading or unloading of the equipment supplied by Holt Power Systems is the responsibility of the buyer. Holt Power Systems limits the scope of supply for this quotation to the equipment and services listed in our bill of material. Unless specifically listed in our bill of material, equipment not indicated is to be supplied by others. We have detailed the equipment proposed in the bill of material. Please carefully review it to be certain it meets your requirements. No NETA, infrared scanning, meg-testing or other third party testing is included unless expressly indicating in writing above. We reserve the right to correct any errors or omissions. Contracts which include penalty or liquidated damage clauses for failure to meet promised shipping dates are not acceptable or binding on Holt Power Systems, unless accepted and confirmed in writing by an officer of Holt Power Systems and it's headquarters. Holt Power Systems standard terms and conditions are included in the quotation and hereby become part of this quotation. These same terms need to be noted on any purchase order received by Holt Power Systems. Holt Power Systems will not be responsible for any labor or material charged by others associated with the start-up and installation of this equipment unless previously agreed upon in writing by Holt Power Systems. Star-ups are to be conducted between Monday through Friday during normal business hours and excluding nights, weekends, or holidays unless agreed otherwise in writing. Otherwise our standard overtime rates will apply. All permits are to be by others. We value your confidence in us, and the products we represent and appreciate your business. If there are any terms, conditions, or any other aspect of this quotation you do not understand, please contact us immediately and we will gladly clarify. 110 Paralleling Unless otherwise explicitly stated above, it is assumed that the above proposal is for a single unit generator application. Startup labor, controls conversion or additions and load banking for the above equipment for a system arrangement has not been included. Coordination Studies Coordination studies, unless specifically shown above to be included, is the responsibility of others. Ask about our Caterpillar UPS Systems, Transfer Switches, or Paralleling Switchgear systems! “The sweetness of a low price evaporates as soon as the bitterness of low quality begins” Thank you for the opportunity of quoting this project. Holt Power Systems remains at your disposal for any additional information or assistance that you may require. Sincerely yours, Ronnie Tyler Holt Power Systems Engine Sales Representative Phone: 817/307-8410 Fax: 972/721-5844 111 1 Jeff Hensley From:Ronald Tyler <Ronald.Tyler@holtcat.com> Sent:Thursday, February 6, 2025 3:41 PM To:Jeff Hensley Cc:Andrew Franko; Kyle Flanagan; Kristin Feng; Cheryl Taylor; Jose Rodriguez Subject:RE: [EXTERNAL] RE: [EXTERNAL] Re: [EXTERNAL]: RE: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase Attachments:Project Report - Westlake Pump Station _11155262 (2).pdf; ProposalForQuote31455409 C.pdf; Generator Early Procurement Package Specs - Final Sealed reviewed.pdf This is an email from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. Please report all suspicious messages using the Report Message button in Outlook. Please see comments below in RED: From: Jeff Hensley <Jeff.Hensley@freese.com> Sent: Tuesday, February 4, 2025 2:04 PM To: Ronald Tyler <Ronald.Tyler@holtcat.com> Cc: Andrew Franko <asf@freese.com>; Kyle Flanagan <kflanagan@westlaketx.gov>; Kristin Feng <Kristin.Feng@freese.com>; Cheryl Taylor <ctaylor@westlaketx.gov>; Jose Rodriguez <Jose.Rodriguez@freese.com> Subject: RE: [EXTERNAL] RE: [EXTERNAL] Re: [EXTERNAL]: RE: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase Ronnie, We reviewed the proposal and had the following questions/clarifications: Verify attendance at pre-submittal meeting and post submittal meeting (if required) per Spec 26 32 13, paragraph 1. 04. B. On Attachment A, the table is incomplete. ZjQcmQRYFpfptBannerStart CAUTION: This email originated from outside the organization. Exercise caution when opening attachments or clicking links. ZjQcmQRYFpfptBannerEnd Ronnie, We reviewed the proposal and had the following questions/clarifications: 1. Verify attendance at pre-submittal meeting and post submittal meeting (if required) per Spec 26 32 13, paragraph 1.04.B. Yes. We would be available. 2. On Attachment A, the table is incomplete. It is unclear on what the exact dimensions are for the generator including the service platforms. Also, the wet weight of the generator seemed low when compared to the other proposals. The capacity of the fuel tank was also left blank. The tank is 2640-Gallons. Which would be around 2376 gallons usable. I believe the spec called for 8 hours and the run time on this tank would be in excess to that run time. Dimensions: The base tank appears to be with lifting eyes, 92.78” wide. The length of the base tank is 299.52” long. The over all package height is 124.01” tall. The platforms which would sit next to the set would be 220” long and 54” wide each. SO the overall width with the generator set and the platforms would be200 .78” wide. The height of the platforms would be 48” high on each side. Weight would be: 16,700 lbs approx.. dry weight fuel would add approximately 20,000 lbs. for a total estimate of 36,700 lbs, on the pad (estimated). 3. Can you verify that the warranty requirements of Spec 26 32 13, paragraph 1.09 are met and what is the exact warranty CAT is proposing. Warranty period is for 2-years (24 months) from the start-up date/in service. 11 2 2 4. Can you verify if the Maintenance Service required per Spec 26 32 13, paragraph 1.10 was included in your quote. Maintenance Contract offer is to be under separate cover. Proposal to follow. Estimates on revised proposal. 5. Verify reactive load bank testing is being provided. Yes, reactive load banking at the jobsite is included. 6. Provide revised PDF of generator sizing analysis. The sizing analysis provided in the proposal had information cut off on the sides. Attached. 7. Sizing analysis shall be run using an ambient temperature of 45 deg C and ab altitude of 660 feet. Yes. 8. Sizing analysis appears to show no load on the 30kVA transformer. The transformer should be loaded to 80% per Spec 26 32 13, paragraph 2.03.K.3.a. revised 9. Can the 3rd party onsite sound testing be provided per Spec 26 32 13, paragraph 3.04.D.10. None has been included. We can go out for a proposal and adjust accordingly. 10. Verify CAT is responsible for costs to ship, deliver and offload at the site. Ship to location is included. Off loading is to be by other. 11. Verify spares are being provided per Spec 26 32 13, paragraph 1.11. Spare filters added onto proposal 12. Verify that two separate circuit breakers are being provided, one for normal generator connection and one to connect an external load bank. Yes, 1-1200A CB for loads, 1-1200A CB for load bank. 13. Verify generator breakers are provided with LSIG protection and are 100% rated. The CBs are LS/I and the generator controls includes a protective ground fault relay for the package. The CBs are 100% rated. 14. Are service platforms being provided in aluminum material construction per Spec. 26 32 13, paragraph 2.15. Apologies, the adder for aluminum platforms were mistakenly shown as platform frt. And platform freight was omitted. Revised proposal shows new totals. 15. The proposal sheet with all the pricing has a typo. The cost for the freight of the platforms should be $4200.09. Correct. That has been corrected, and now is reflected as adder for Aluminum platforms and platform frt. is now additionally shown. 16. The proposal includes a cost for commissioning, but it also states “….No Commissioning is included….” Which is correct. Start-up is traditionally considered commissioning and is included. If we can get answers to these and any revisions to your proposal by the end of the day Wednesday that would be great. We need to provide a letter of recommendation to the City by this Friday, February 7th to take to their Council for approval. If you have any questions or need clarification let me know. Thanks Jeffrey N. Hensley, P.E. Principal/Vice President Electrical Group Freese and Nichols, Inc. 801 Cherry Street, Suite 2800 Fort Worth, Texas 76102 817-735-7369 office 817-735-7491 fax www.freese.com From: Ronald Tyler <Ronald.Tyler@holtcat.com> Sent: Thursday, January 23, 2025 12:34 PM To: Cheryl Taylor <ctaylor@westlaketx.gov> 11 3 3 Cc: Jeff Hensley <Jeff.Hensley@freese.com>; Andrew Franko <asf@freese.com>; Kyle Flanagan <kflanagan@westlaketx.gov>; Kristin Feng <Kristin.Feng@freese.com> Subject: RE: [EXTERNAL] RE: [EXTERNAL] Re: [EXTERNAL]: RE: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase This is an email from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. Please report all suspicious messages using the Report Message button in Outlook. Hi Cheryl, sorry for the shortage of information. 1. Attached is the sizing report which confirm the C18 PGAM as the appropriately sized generator package 2. The lead time on this particular product after approval is roughly 20-26 weeks after release of submittals 3. Submittal lead times: 4. 4-8 weeks estimate 5. Attachment A now included with weight and dimensions estimates, consumption rates etc. 6. Platform detail now included and added to proposal. Please let me know what else you may need. Thanks! From: Cheryl Taylor <ctaylor@westlaketx.gov> Sent: Thursday, January 23, 2025 8:57 AM To: Ronald Tyler <Ronald.Tyler@holtcat.com> Cc: Jeff Hensley <Jeff.Hensley@freese.com>; Andrew Franko <asf@freese.com>; Kyle Flanagan <kflanagan@westlaketx.gov>; Kristin Feng <Kristin.Feng@freese.com> Subject: RE: [EXTERNAL] RE: [EXTERNAL] Re: [EXTERNAL]: RE: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase Ronald, Just glancing at the proposal, it is missing the following: Generator sizing analysis Attachment A (end of generator specification) needs to be filled out. Proposal was missing lead times to get submittal drawings and lead times to manufacturer ZjQcmQRYFpfptBannerStart CAUTION: This email originated from outside the organization. Exercise caution when opening attachments or clicking links. ZjQcmQRYFpfptBannerEnd Ronald, Just glancing at the proposal, it is missing the following: Generator sizing analysis Attachment A (end of generator specification) needs to be filled out. Proposal was missing lead times to get submittal drawings and lead times to manufacturer generator 11 4 4 I have emailed our design consultant in case I’ve missed something. Please reply to all with any responses or additional submittals. Thanks, Cheryl Taylor, P.E. Director of Public Works From: Ronald Tyler <Ronald.Tyler@holtcat.com> Sent: Wednesday, January 22, 2025 2:11 PM To: Cheryl Taylor <ctaylor@westlaketx.gov> Subject: [EXTERNAL] RE: [EXTERNAL] Re: [EXTERNAL]: RE: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase CAUTION: This email is from an EXTERNAL source. Cheryl, thanks so much for the opportunity. Here is our proposal. Please let me know of any questions you may have. From: Cheryl Taylor <ctaylor@westlaketx.gov> Sent: Tuesday, January 14, 2025 12:23 PM To: Ronald Tyler <Ronald.Tyler@holtcat.com> Subject: RE: [EXTERNAL] Re: [EXTERNAL]: RE: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase That’s great news! Thanks so much. Cheryl Taylor, P. E. Director of Public Works From: Ronald Tyler <Ronald. Tyler@ holtcat. com> Sent: Tuesday, January 14, 2025 11: 34 AM To: Cheryl Taylor <ctaylor@ westlaketx. gov> Subject: [EXTERNAL] ZjQcmQRYFpfptBannerStart Caution: This message is from an untrusted sender. Exercise caution when opening attachments or clicking links. ZjQcmQRYFpfptBannerEnd That’s great news! Thanks so much. Cheryl Taylor, P.E. Director of Public Works From: Ronald Tyler <Ronald.Tyler@holtcat.com> Sent: Tuesday, January 14, 2025 11:34 AM To: Cheryl Taylor <ctaylor@westlaketx.gov> Subject: [EXTERNAL] Re: [EXTERNAL]: RE: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase 11 5 5 CAUTION: This email is from an EXTERNAL source. Hi Cheryl, Sorry for the slow response. We'll get this turned around for you! My goal is to provide legendary customer service. Did I earn a 10 today? Please share your feedback. Holt-Cat Ronnie Tyler 817/307-8410 cell phone From: Cheryl Taylor <ctaylor@westlaketx.gov> Sent: Tuesday, January 14, 2025 11:29 AM To: Ronald Tyler <ronald.tyler@holtcat.com> Cc: Kyle Flanagan <kflanagan@westlaketx.gov>; Jeff Hensley <Jeff.Hensley@freese.com>; Andrew Franko <asf@freese.com>; Kristin Feng <Kristin.Feng@freese.com> Subject: [EXTERNAL]: RE: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase Good morning, Ronald. Just following up to see if you had any questions on the attached specification and to see if we can expect pricing from you for our project. We look forward to hearing back from you. If there is someone else we need to ZjQcmQRYFpfptBannerStart Caution: This message is from an untrusted sender. Exercise caution when opening attachments or clicking links. ZjQcmQRYFpfptBannerEnd Good morning, Ronald. Just following up to see if you had any questions on the attached specification and to see if we can expect pricing from you for our project. We look forward to hearing back from you. If there is someone else we need to send this to, please forward their information. Thanks, 11 6 6 Cheryl Taylor, P.E. Director of Public Works From: Cheryl Taylor Sent: Friday, December 20, 2024 12:27 PM To: Cheryl Taylor <ctaylor@westlaketx.gov> Cc: Kyle Flanagan <kflanagan@westlaketx.gov>; Jeff Hensley <Jeff.Hensley@freese.com>; Andrew Franko <asf@freese.com>; Kristin Feng <Kristin.Feng@freese.com> Subject: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase Good afternoon. The Town of Westlake is interested in purchasing a generator to replace the outdated generator at the town’s pump station. Attached are specifications from the design engineer with submittal procedures and a Submittal Data Sheet for 26 32 13 Engine Generators (Attachment A). Due to lead times, the Town of Westlake will prepare plans and bid documents for the installation and site prep that will be completed prior to delivery of the generator. This solicitation is for the procurement of the generator. Purchase of the generator shall be through Sourcewell – Town of Westlake Account #183219. Please confirm receipt and let us know if you plan to submit a bid. Bids shall be accepted through Wednesday, January 22, 2025 at 5:00 p.m. Bids will be evaluated, and a recommendation will be taken to Town Council for approval in February, 2025. Please respond to all on this email with confirmation and submittal of your bid. We appreciate your consideration of our project and look forward to hearing from you. Happy holidays to all. Cheryl Taylor, P.E. Director of Public Works CAUTION: This email is from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. CAUTION: This email is from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. This electronic mail message is intended exclusively for the individual or entity to which it is addressed. This message, together with any attachment, may contain the sender's organization's confidential and privileged information. The recipient is hereby notified to treat the information as confidential and 11 7 7 privileged and to not disclose or use the information except as authorized by sender's organization. Any unauthorized review, printing, retention, copying, disclosure, distribution, retransmission, dissemination or other use of, or taking of any action in reliance upon, this information by persons or entities other than the intended recipient is prohibited. If you received this message in error, please immediately contact the sender by reply email and delete all copies of the material from any computer. Thank you for your cooperation. 11 8 %LG6HW 'HFHPEHU dKtEK&t^d>< 'ĞŶĞƌĂƚŽƌ ĂƌůǇWƌŽĐƵƌĞŵĞŶƚ paralleling is available on or off skid. one skid only allows 1 CB due to it being used to synch and closewith electronic operation. off skid still possible with off skid controls and EO breaker(s). 119 ĞƐŝŐŶWƌŽĨĞƐƐŝŽŶĂů^ĞĂůƐ ϬϬϬϭϬϳͲϭ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϬϬϬϭϬϳ ^/'EWZK&^^/KE>^>^ ŝǀŝƐŝŽŶ͗ Ϭϭ͕Ϯϲ 12/19/2024 120 dĂďůĞŽĨŽŶƚĞŶƚƐϬϬϬϭϭϬͲϭ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ dKtEK&t^d>< 'EZdKZʹZ>zWZKhZDEd d>K&KEdEd^ /s/^/KEϬϬ WZKhZDEdEKEdZd/E'ZYh/ZDEd^ ^ĞĐƚŝŽŶ ϬϬϬϭϬϳ ĞƐŝŐŶWƌŽĨĞƐƐŝŽŶĂů^ĞĂůƐ ϬϬϬϭϭϬ dĂďůĞŽĨŽŶƚĞŶƚƐ /s/^/KEϬϭ 'EZ>ZYh/ZDEd^ ^ĞĐƚŝŽŶ ϬϭϯϯϬϬ ŽĐƵŵĞŶƚDĂŶĂŐĞŵĞŶƚ ϬϭϯϯϬϮ ^ŚŽƉƌĂǁŝŶŐƐ ϬϭϯϯϬϰ KƉĞƌĂƚŝŽŶĂŶĚDĂŝŶƚĞŶĂŶĐĞĂƚĂ ϬϭϳϱϬϬ ^ƚĂƌƚŝŶŐĂŶĚĚũƵƐƚŝŶŐ Ϭϭϳϴϯϲ tĂƌƌĂŶƚŝĞƐĂŶĚ^ĞƌǀŝĐĞŐƌĞĞŵĞŶƚƐ ϬϭϳϵϬϬ dƌĂŝŶŝŶŐŽĨKƉĞƌĂƚŝŽŶĂŶĚDĂŝŶƚĞŶĂŶĐĞWĞƌƐŽŶŶĞů /s/^/KEϮϲ >dZ/> ^ĞĐƚŝŽŶ ϮϲϯϮϭϯ ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐ 121 /s/^/KEϬϭ 'EZ>ZYh/ZDEd^ 122 ŽĐƵŵĞŶƚDĂŶĂŐĞŵĞŶƚϬϭϯϯϬϬͲϭ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ 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Ϯ͘^ƵďŵŝƚĂůůĂƚƚĂĐŚĞĚĚŽĐƵŵĞŶƚƐŝŶWŽƌƚĂďůĞŽĐƵŵĞŶƚ&ŽƌŵĂƚ;W&Ϳ͘ Ă͘ƌĞĂƚĞW&ĚŽĐƵŵĞŶƚƐƵƐŝŶŐůƵĞďĞĂŵZĞǀƵƐŽĨƚǁĂƌĞŽƌŽƚŚĞƌĐŽŵƉĂƚŝďůĞ ƐŽĨƚǁĂƌĞƚŚĂƚǁŝůůĐƌĞĂƚĞĨŝůĞƐƚŚĂƚĐĂŶďĞŽƉĞŶĞĚĂŶĚĂŶŶŽƚĂƚĞĚƵƐŝŶŐůƵĞďĞĂŵ ZĞǀƵƐŽĨƚǁĂƌĞ͘ ď͘ƌĞĂƚĞW&ĚŽĐƵŵĞŶƚƐĨƌŽŵŶĂƚŝǀĞĨŽƌŵĂƚĨŝůĞƐƵŶůĞƐƐĨŝůĞƐĂƌĞŽŶůǇĂǀĂŝůĂďůĞĨƌŽŵ ƐĐĂŶŶĞĚĚŽĐƵŵĞŶƚƐ͘ Đ͘ZŽƚĂƚĞƉĂŐĞƐƐŽƚŚĂƚƚŚĞƚŽƉŽĨĞĂĐŚĚŽĐƵŵĞŶƚĂƉƉĞĂƌƐĂƚƚŚĞƚŽƉŽĨƚŚĞŵŽŶŝƚŽƌ ƐĐƌĞĞŶǁŚĞŶŽƉĞŶĞĚŝŶW&ǀŝĞǁŝŶŐƐŽĨƚǁĂƌĞ͘ Ě͘^ƵďŵŝƚW&ĚŽĐƵŵĞŶƚƐǁŝƚŚĂĚĞƋƵĂƚĞƌĞƐŽůƵƚŝŽŶƚŽĂůůŽǁĚŽĐƵŵĞŶƚƐƚŽďĞ ƉƌŝŶƚĞĚŝŶĂĨŽƌŵĂƚĞƋƵŝǀĂůĞŶƚƚŽƚŚĞĚŽĐƵŵĞŶƚŽƌŝŐŝŶĂů͘ŽĐƵŵĞŶƚƐĂƌĞƚŽďĞ ƐĐĂůĂďůĞƚŽĂůůŽǁƉƌŝŶƚŝŶŐŽŶƐƚĂŶĚĂƌĚϴͲϭͬϮǆϭϭŽƌϭϭǆϭϳƉĂƉĞƌ͘ Ğ͘^ƵďŵŝƚĐŽůŽƌW&ĚŽĐƵŵĞŶƚƐǁŚĞƌĞĐŽůŽƌŝƐƌĞƋƵŝƌĞĚƚŽŝŶƚĞƌƉƌĞƚƚŚĞĚŽĐƵŵĞŶƚ͘ Ĩ͘ƌĞĂƚĞŽƌĐŽŶǀĞƌƚĚŽĐƵŵĞŶƚƐƚŽĂůůŽǁƚĞǆƚƚŽďĞƐĞůĞĐƚĞĚĨŽƌĐŽŵŵĞŶƚƐŽƌ ƐĞĂƌĐŚĞĚƵƐŝŶŐƚĞǆƚƐĞĂƌĐŚĨĞĂƚƵƌĞƐ͘ZƵŶƐĐĂŶŶĞĚĚŽĐƵŵĞŶƚƐƚŚƌŽƵŐŚKƉƚŝĐĂů ŚĂƌĂĐƚĞƌZĞĐŽŐŶŝƚŝŽŶ;KZͿƐŽĨƚǁĂƌĞŝĨŶĞĐĞƐƐĂƌǇ͘ c c c c we are unfamilar with Bluebeam but submittals to be PDF 123 ŽĐƵŵĞŶƚDĂŶĂŐĞŵĞŶƚϬϭϯϯϬϬͲϮ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ Ő͘&ůĂƚƚĞŶŵĂƌŬƵƉƐŝŶĚŽĐƵŵĞŶƚƐƚŽƉƌĞǀĞŶƚŵĂƌŬƵƉƐŵĂĚĞďǇDĂŶƵĨĂĐƚƵƌĞƌĨƌŽŵ ďĞŝŶŐŵŽǀĞĚŽƌĚĞůĞƚĞĚ͘&ůĂƚƚĞŶĚŽĐƵŵĞŶƚƐƚŽĂůůŽǁŵĂƌŬƵƉƌĞĐŽǀĞƌǇ͘ Ś͘hƐĞůƵĞďĞĂŵZĞǀƵƐŽĨƚǁĂƌĞƚŽƌĞĚƵĐĞĨŝůĞƐŝǌĞƵƐŝŶŐĚĞĨĂƵůƚƐĞƚƚŝŶŐƐĞǆĐĞƉƚƚŚĞ ŽƉƚŝŽŶĨŽƌ͞ƌŽƉDĞƚĂĚĂƚĂ͘͟hŶĐŚĞĐŬƚŚĞ͞ƌŽƉDĞƚĂĚĂƚĂ͟ďŽǆǁŚĞŶƌĞĚƵĐŝŶŐ ĨŝůĞƐŝǌĞ͘ ŝ͘ĚĚĨŽŽƚĞƌƐƚŽĞĂĐŚĚŽĐƵŵĞŶƚǁŝƚŚƚŚĞWƌŽũĞĐƚŶĂŵĞ͘ ϭ͘Ϭϱ^hD/dd>ZYh/ZDEd^ ͘&ƵƌŶŝƐŚĚŽĐƵŵĞŶƚƐĂƐŝŶĚŝĐĂƚĞĚŝŶŝŶĚŝǀŝĚƵĂů^ƉĞĐŝĨŝĐĂƚŝŽŶ^ĞĐƚŝŽŶƐ͘^ƵďŵŝƚĚŽĐƵŵĞŶƚƐƉĞƌ ƚŚĞƉƌŽĐĞĚƵƌĞƐĚĞƐĐƌŝďĞĚŝŶƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ ͘^ƵďŵŝƚĚŽĐƵŵĞŶƚƐƉĞƌƚŚĞ^ƉĞĐŝĨŝĐĂƚŝŽŶ^ĞĐƚŝŽŶƐƐŚŽǁŶŝŶƚŚĞĨŽůůŽǁŝŶŐƚĂďůĞ͗ ŽĐƵŵĞŶƚdǇƉĞ^ƉĞĐŝĨŝĐĂƚŝŽŶ ^ĞĐƚŝŽŶ ĞƌƚŝĨŝĞĚdĞƐƚZĞƉŽƌƚϬϭϯϯϬϮ ƋƵŝƉŵĞŶƚ/ŶƐƚĂůůĂƚŝŽŶZĞƉŽƌƚϬϭϳϱϬϬ EŽƚŝĨŝĐĂƚŝŽŶďǇDĂŶƵĨĂĐƚƵƌĞƌϬϭϯϭϭϯ KƉĞƌĂƚŝŽŶΘDĂŝŶƚĞŶĂŶĐĞDĂŶƵĂůƐϬϭϯϯϬϰ ^ŚŽƉƌĂǁŝŶŐϬϭϯϯϬϮ Ϯ͘ϬϬWZKhd^;EKdh^Ϳ ϯ͘ϬϬyhd/KE;EKdh^Ϳ EK&^d/KE c 124 ^ŚŽƉƌĂǁŝŶŐƐϬϭϯϯϬϮͲϭ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϬϭϯϯϬϮ ^,KWZt/E'^ ϭ͘ϬϬ'EZ> ϭ͘ϬϭtKZ</E>h ͘^ŚŽƉƌĂǁŝŶŐƐĂƌĞƌĞƋƵŝƌĞĚĨŽƌƚŚŽƐĞ'ŽŽĚƐƚŚĂƚĐĂŶŶŽƚĂĚĞƋƵĂƚĞůǇďĞĚĞƐĐƌŝďĞĚŝŶƚŚĞ WƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐƚŽĂůůŽǁĨĂďƌŝĐĂƚŝŽŶ͕ĞƌĞĐƚŝŽŶ͕ŽƌŝŶƐƚĂůůĂƚŝŽŶŽĨƚŚĞ 'ŽŽĚƐǁŝƚŚŽƵƚĂĚĚŝƚŝŽŶĂůĚĞƚĂŝůĞĚŝŶĨŽƌŵĂƚŝŽŶĨƌŽŵƚŚĞDĂŶƵĨĂĐƚƵƌĞƌ͘ ͘^Ƶďŵŝƚ^ŚŽƉƌĂǁŝŶŐƐƌĞƋƵŝƌĞĚďǇƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐĂŶĚĂƐƌĞƋƵĞƐƚĞĚ ďǇƚŚĞKǁŶĞƌ͛ƐWƌŽũĞĐƚdĞĂŵƚŽ͗ ϭ͘ZĞĐŽƌĚƚŚĞ'ŽŽĚƐƚŽďĞƉƌŽǀŝĚĞĚƚŽƚŚĞKǁŶĞƌĨŽƌƚŚĞWƌŽũĞĐƚ͖ Ϯ͘WƌŽǀŝĚĞĚĞƚĂŝůĞĚŝŶĨŽƌŵĂƚŝŽŶĨŽƌĨĂďƌŝĐĂƚŝŶŐ͕ŝŶƐƚĂůůŝŶŐ͕ĐŽŵŵŝƐƐŝŽŶŝŶŐ͕ĂŶĚƚĞƐƚŝŶŐŽĨ ƚŚĞ'ŽŽĚƐ͖ĂŶĚ ϯ͘ůůŽǁƚŚĞĞƐŝŐŶWƌŽĨĞƐƐŝŽŶĂůƚŽĂĚǀŝƐĞƚŚĞKǁŶĞƌŝĨ'ŽŽĚƐƉƌŽƉŽƐĞĚĨŽƌƚŚĞWƌŽũĞĐƚ ďǇƚŚĞDĂŶƵĨĂĐƚƵƌĞƌĐŽŶĨŽƌŵ͕ŝŶŐĞŶĞƌĂů͕ƚŽƚŚĞĚĞƐŝŐŶĐŽŶĐĞƉƚƐŽĨƚŚĞWƌŽĐƵƌĞŵĞŶƚ ŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ ͘WĂƌƚŝĐŝƉĂƚĞŝŶƐƵďŵŝƚƚĂůƌĞůĂƚĞĚŵĞĞƚŝŶŐƐŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚ^ĞĐƚŝŽŶϬϭϯϭϭϯ͞WƌŽũĞĐƚ ŽŽƌĚŝŶĂƚŝŽŶ͘͟ ͘DĂŶƵĨĂĐƚƵƌĞƌ͛ƐƌĞƐƉŽŶƐŝďŝůŝƚǇĨŽƌĨƵůůĐŽŵƉůŝĂŶĐĞǁŝƚŚƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚ ŽĐƵŵĞŶƚƐŝƐŶŽƚƌĞůŝĞǀĞĚďǇKǁŶĞƌ͛ƐWƌŽũĞĐƚdĞĂŵ͛ƐƌĞǀŝĞǁŽĨ^ŚŽƉƌĂǁŝŶŐƐ͘ DŽĚŝĨŝĐĂƚŝŽŶƐĐĂŶŽŶůǇďĞĂƉƉƌŽǀĞĚďǇŚĂŶŐĞKƌĚĞƌŽƌ&ŝĞůĚKƌĚĞƌ͘ ϭ͘ϬϮYh>/dz^^hZE ͘^ƵďŵŝƚůĞŐŝďůĞ͕ĂĐĐƵƌĂƚĞ͕ĐŽŵƉůĞƚĞĚŽĐƵŵĞŶƚƐƉƌĞƐĞŶƚĞĚŝŶĂĐůĞĂƌ͕ĞĂƐŝůǇƵŶĚĞƌƐƚŽŽĚ ŵĂŶŶĞƌ͘^ŚŽƉƌĂǁŝŶŐƐŶŽƚŵĞĞƚŝŶŐƚŚĞƐĞĐƌŝƚĞƌŝĂǁŝůůďĞƌĞũĞĐƚĞĚ͘ 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ϭ͘WƌĞƉĂƌĞĂŶĚƌĞǀŝĞǁƚŚĞ^ŚŽƉƌĂǁŝŶŐ͘ŽŽƌĚŝŶĂƚĞƚŚĞ^ŚŽƉƌĂǁŝŶŐǁŝƚŚŽƚŚĞƌ^ŚŽƉ ƌĂǁŝŶŐƐĂŶĚƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ Ϯ͘ĞƚĞƌŵŝŶĞĂŶĚǀĞƌŝĨǇƐƉĞĐŝĨŝĞĚƉĞƌĨŽƌŵĂŶĐĞĂŶĚĚĞƐŝŐŶĐƌŝƚĞƌŝĂ͕ŝŶƐƚĂůůĂƚŝŽŶ ƌĞƋƵŝƌĞŵĞŶƚƐ͕ŵĂƚĞƌŝĂůƐ͕ĐĂƚĂůŽŐŶƵŵďĞƌƐ͕ĂŶĚƐŝŵŝůĂƌŝŶĨŽƌŵĂƚŝŽŶǁŝƚŚƌĞƐƉĞĐƚƚŽ ^ŚŽƉƌĂǁŝŶŐƐ͘ ϯ͘ĞƚĞƌŵŝŶĞĂŶĚǀĞƌŝĨǇƚŚĞƐƵŝƚĂďŝůŝƚǇŽĨ'ŽŽĚƐŽĨĨĞƌĞĚǁŝƚŚƌĞƐƉĞĐƚƚŽƚŚĞŝŶĚŝĐĂƚĞĚ ĂƉƉůŝĐĂƚŝŽŶ͕ĨĂďƌŝĐĂƚŝŽŶ͕ƐŚŝƉƉŝŶŐ͕ŚĂŶĚůŝŶŐ͕ƐƚŽƌĂŐĞ͕ĂƐƐĞŵďůǇ͕ĂŶĚŝŶƐƚĂůůĂƚŝŽŶ ƉĞƌƚĂŝŶŝŶŐƚŽƚŚĞƉĞƌĨŽƌŵĂŶĐĞŽĨƚŚĞǁŽƌŬ͘ ϰ͘ĞƚĞƌŵŝŶĞĂŶĚǀĞƌŝĨǇŝŶĨŽƌŵĂƚŝŽŶƌĞůĂƚŝǀĞƚŽDĂŶƵĨĂĐƚƵƌĞƌ͛ƐƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐĨŽƌ ŵĞĂŶƐ͕ŵĞƚŚŽĚƐ͕ƚĞĐŚŶŝƋƵĞƐ͕ƐĞƋƵĞŶĐĞƐ͕ƉƌŽĐĞĚƵƌĞƐŽĨŝŶƐƚĂůůĂƚŝŽŶ͕ĂŶĚƐĂĨĞƚǇ ƉƌĞĐĂƵƚŝŽŶƐĂŶĚƉƌŽŐƌĂŵƐŝŶĐŝĚĞŶƚƚŚĞƌĞƚŽ͘ ͘ĞƚĞƌŵŝŶĞĂŶĚǀĞƌŝĨǇ͗ ϭ͘&ŝĞůĚŵĞĂƐƵƌĞŵĞŶƚƐ͕ƋƵĂŶƚŝƚŝĞƐ͕ĂŶĚĚŝŵĞŶƐŝŽŶƐĂƌĞƐŚŽǁŶŽŶƚŚĞ^ŚŽƉƌĂǁŝŶŐĂŶĚ ĂƌĞĂĐĐƵƌĂƚĞ͖ Ϯ͘>ŽĐĂƚŝŽŶŽĨĞǆŝƐƚŝŶŐƐƚƌƵĐƚƵƌĞƐ͕ƵƚŝůŝƚŝĞƐ͕ĂŶĚĞƋƵŝƉŵĞŶƚƌĞůĂƚĞĚƚŽƚŚĞ^ŚŽƉƌĂǁŝŶŐ ŚĂǀĞďĞĞŶƐŚŽǁŶĂŶĚĐŽŶĨůŝĐƚƐďĞƚǁĞĞŶƚŚĞ'ŽŽĚƐ͕ĞǆŝƐƚŝŶŐƐƚƌƵĐƚƵƌĞƐ͕ƵƚŝůŝƚŝĞƐ͕ĂŶĚ ĞƋƵŝƉŵĞŶƚŚĂǀĞďĞĞŶŝĚĞŶƚŝĨŝĞĚ͖ ϯ͘ŽŶĨůŝĐƚƐƚŚĂƚŝŵƉĂĐƚƚŚĞŝŶƐƚĂůůĂƚŝŽŶŽĨƚŚĞ'ŽŽĚƐŚĂǀĞďĞĞŶďƌŽƵŐŚƚƚŽƚŚĞĂƚƚĞŶƚŝŽŶ ŽĨƚŚĞKǁŶĞƌ͛ƐWƌŽũĞĐƚdĞĂŵƚŚƌŽƵŐŚƚŚĞWƌŽũĞĐƚŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞƌ͖ĂŶĚ ϰ͘^ŚŽƉƌĂǁŝŶŐƐĂƌĞĐŽŵƉůĞƚĞĨŽƌƚŚĞŝƌŝŶƚĞŶĚĞĚƉƵƌƉŽƐĞ͘ ͘ZĞǀŝĞǁ^ŚŽƉƌĂǁŝŶŐƐƉƌŝŽƌƚŽƐƵďŵŝƚƚŝŶŐƚŽƚŚĞWƌŽũĞĐƚŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞƌ͘ĞƌƚŝĨǇƚŚĂƚ Ăůů^ŚŽƉƌĂǁŝŶŐƐŚĂǀĞďĞĞŶƌĞǀŝĞǁĞĚďǇƚŚĞDĂŶƵĨĂĐƚƵƌĞƌĂŶĚĂƌĞŝŶƐƚƌŝĐƚĐŽŶĨŽƌŵĂŶĐĞ ǁŝƚŚƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐĂƐŵŽĚŝĨŝĞĚďǇĚĚĞŶĚĂ͕ŚĂŶŐĞKƌĚĞƌ͕Žƌ&ŝĞůĚ KƌĚĞƌǁŚĞŶƐƵďŵŝƚƚŝŶŐ^ŚŽƉƌĂǁŝŶŐƐ͘ &͘&ĂďƌŝĐĂƚŝŽŶŽƌŝŶƐƚĂůůĂƚŝŽŶŽĨĂŶǇ'ŽŽĚƐƉƌŝŽƌƚŽƚŚĞĂƉƉƌŽǀĂůŽĨ^ŚŽƉƌĂǁŝŶŐƐŝƐĚŽŶĞĂƚ ƚŚĞDĂŶƵĨĂĐƚƵƌĞƌ͛ƐƌŝƐŬ͘ĞĨĞĐƚŝǀĞ'ŽŽĚƐǁŝůůďĞƌĞũĞĐƚĞĚ͘ '͘WĂǇŵĞŶƚǁŝůůŶŽƚďĞŵĂĚĞĨŽƌ'ŽŽĚƐĨŽƌǁŚŝĐŚ^ŚŽƉƌĂǁŝŶŐƐĂƌĞƌĞƋƵŝƌĞĚƵŶƚŝůƚŚĞƐĞĂƌĞ ĂƉƉƌŽǀĞĚďǇƚŚĞKǁŶĞƌ͛ƐWƌŽũĞĐƚdĞĂŵ͘ ϭ͘Ϭϰ^hD/dd>ZYh/ZDEd^ ͘WƌŽǀŝĚĞĂĚĞƋƵĂƚĞŝŶĨŽƌŵĂƚŝŽŶŝŶ^ŚŽƉƌĂǁŝŶŐƐƐŽĞƐŝŐŶWƌŽĨĞƐƐŝŽŶĂůĐĂŶ͗ ϭ͘ƐƐŝƐƚƚŚĞKǁŶĞƌŝŶƐĞůĞĐƚŝŶŐĐŽůŽƌƐ͘ Ϯ͘ŽŵƉĂƌĞƚŚĞƉƌŽƉŽƐĞĚĨĞĂƚƵƌĞƐŽĨƚŚĞ'ŽŽĚƐǁŝƚŚƚŚĞƐƉĞĐŝĨŝĞĚĨĞĂƚƵƌĞƐĂŶĚĂĚǀŝƐĞ KǁŶĞƌƚŚĂƚƚŚĞƉƌŽĚƵĐƚĚŽĞƐ͕ŝŶŐĞŶĞƌĂů͕ĐŽŶĨŽƌŵƚŽƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚ ŽĐƵŵĞŶƚƐ͘ as they pertainto the generator package 126 ^ŚŽƉƌĂǁŝŶŐƐϬϭϯϯϬϮͲϯ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϯ͘ŽŵƉĂƌĞƚŚĞƉĞƌĨŽƌŵĂŶĐĞĨĞĂƚƵƌĞƐŽĨƚŚĞƉƌŽƉŽƐĞĚ'ŽŽĚƐǁŝƚŚƚŚŽƐĞƐƉĞĐŝĨŝĞĚĂŶĚ ĂĚǀŝƐĞƚŚĞKǁŶĞƌƚŚĂƚƚŚĞ'ŽŽĚƐĚŽ͕ŝŶŐĞŶĞƌĂů͕ĐŽŶĨŽƌŵƚŽƚŚĞƉĞƌĨŽƌŵĂŶĐĞĐƌŝƚĞƌŝĂ ƐƉĞĐŝĨŝĞĚŝŶƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ ϰ͘ZĞǀŝĞǁƌĞƋƵŝƌĞĚĐĞƌƚŝĨŝĐĂƚŝŽŶƐ͕ŐƵĂƌĂŶƚĞĞƐ͕ǁĂƌƌĂŶƚŝĞƐ͕ĂŶĚƐĞƌǀŝĐĞĂŐƌĞĞŵĞŶƚƐĨŽƌ ĐŽŵƉůŝĂŶĐĞǁŝƚŚƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ ͘/ŶĐůƵĚĞĂĐŽŵƉůĞƚĞĚĞƐĐƌŝƉƚŝŽŶŽĨƚŚĞ'ŽŽĚƐƚŽďĞĨƵƌŶŝƐŚĞĚ͕ŝŶĐůƵĚŝŶŐ͗ ϭ͘dǇƉĞ͕ĚŝŵĞŶƐŝŽŶƐ͕ƐŝǌĞ͕ĂƌƌĂŶŐĞŵĞŶƚ͕ŵŽĚĞůŶƵŵďĞƌ͕ĂŶĚŽƉĞƌĂƚŝŽŶĂůƉĂƌĂŵĞƚĞƌƐŽĨ ƚŚĞĐŽŵƉŽŶĞŶƚƐ͖ Ϯ͘tĞŝŐŚƚƐ͕ŐĂƵŐĞƐ͕ŵĂƚĞƌŝĂůƐŽĨĐŽŶƐƚƌƵĐƚŝŽŶ͕ĞǆƚĞƌŶĂůĐŽŶŶĞĐƚŝŽŶƐ͕ĂŶĐŚŽƌƐ͕ĂŶĚ ƐƵƉƉŽƌƚƐƌĞƋƵŝƌĞĚ͖ ϯ͘WĞƌĨŽƌŵĂŶĐĞĐŚĂƌĂĐƚĞƌŝƐƚŝĐƐ͕ĐĂƉĂĐŝƚŝĞƐ͕ĚĞƐŝŐŶĚĂƚĂ͕ŵŽƚŽƌĐƵƌǀĞƐ͕ĂŶĚŽƚŚĞƌ ŝŶĨŽƌŵĂƚŝŽŶŶĞĐĞƐƐĂƌǇƚŽĂůůŽǁĂĐŽŵƉůĞƚĞĞǀĂůƵĂƚŝŽŶŽĨŵĞĐŚĂŶŝĐĂůĐŽŵƉŽŶĞŶƚƐ͖ ϰ͘ůůĂƉƉůŝĐĂďůĞƐƚĂŶĚĂƌĚƐŝŶĐůƵĚŝŶŐ^dDŽƌ&ĞĚĞƌĂůƐƉĞĐŝĨŝĐĂƚŝŽŶŶƵŵďĞƌƐ͖ ϱ͘&ĂďƌŝĐĂƚŝŽŶĂŶĚŝŶƐƚĂůůĂƚŝŽŶĚƌĂǁŝŶŐƐ͕ƐĞƚƚŝŶŐĚŝĂŐƌĂŵƐ͕ŵĂŶƵĨĂĐƚƵƌŝŶŐŝŶƐƚƌƵĐƚŝŽŶƐ͕ ƚĞŵƉůĂƚĞƐ͕ƉĂƚƚĞƌŶƐ͕ĂŶĚĐŽŽƌĚŝŶĂƚŝŽŶĚƌĂǁŝŶŐƐ͖ĂŶĚ ϲ͘tŝƌŝŶŐĂŶĚƉŝƉŝŶŐĚŝĂŐƌĂŵƐĂŶĚƌĞůĂƚĞĚĐŽŶƚƌŽůƐ͘ ͘^Ƶďŵŝƚ^ŚŽƉƌĂǁŝŶŐƐƚŚĂƚƌĞƋƵŝƌĞĐŽŽƌĚŝŶĂƚŝŽŶǁŝƚŚŽƚŚĞƌ^ŚŽƉƌĂǁŝŶŐƐĂƚƚŚĞƐĂŵĞ ƚŝŵĞ͘^ŚŽƉƌĂǁŝŶŐƐƌĞƋƵŝƌŝŶŐĐŽŽƌĚŝŶĂƚŝŽŶǁŝƚŚŽƚŚĞƌ^ŚŽƉƌĂǁŝŶŐƐǁŝůůďĞƌĞũĞĐƚĞĚƵŶƚŝů ĂĐŽŵƉůĞƚĞƉĂĐŬĂŐĞŝƐƐƵďŵŝƚƚĞĚ͘ ͘^ƵďŵŝƚŝŶĨŽƌŵĂƚŝŽŶĨŽƌĂůůŽĨƚŚĞĐŽŵƉŽŶĞŶƚƐĂŶĚƌĞůĂƚĞĚĞƋƵŝƉŵĞŶƚƌĞƋƵŝƌĞĚĨŽƌĂ ĐŽŵƉůĞƚĞĂŶĚŽƉĞƌĂƚŝŽŶĂůƐǇƐƚĞŵŝŶŽŶĞ^ŚŽƉƌĂǁŝŶŐ͘ ϭ͘/ŶĐůƵĚĞĞůĞĐƚƌŝĐĂů͕ŵĞĐŚĂŶŝĐĂů͕ĂŶĚŽƚŚĞƌŝŶĨŽƌŵĂƚŝŽŶƌĞƋƵŝƌĞĚƚŽŝŶĚŝĐĂƚĞŚŽǁƚŚĞ ǀĂƌŝŽƵƐĐŽŵƉŽŶĞŶƚƐŽĨƚŚĞƐǇƐƚĞŵĨƵŶĐƚŝŽŶƚŽŐĞƚŚĞƌĂƐĂƐǇƐƚĞŵ͘ Ϯ͘WƌŽǀŝĚĞĐĞƌƚŝĨŝĐĂƚŝŽŶƐ͕ǁĂƌƌĂŶƚŝĞƐ͕ǁƌŝƚƚĞŶŐƵĂƌĂŶƚĞĞƐ͕ĂŶĚƐĞƌǀŝĐĞĐŽŶƚƌĂĐƚƐǁŝƚŚƚŚĞ ƐƵďŵŝƚƚĂůƉĂĐŬĂŐĞĨŽƌƌĞǀŝĞǁǁŚĞŶƚŚĞƐĞĂƌĞƌĞƋƵŝƌĞĚ͘ ϭ͘Ϭϱ^W/>Zd/&/d/KE^EZWKZd^ ͘WƌŽǀŝĚĞĂůůƌĞƋƵŝƌĞĚƐƉĞĐŝĂůĐĞƌƚŝĨŝĐĂƚŝŽŶƐ͕ƌĞƉŽƌƚƐ͕ĂŶĚŽƚŚĞƌĚŽĐƵŵĞŶƚĂƚŝŽŶǁŝƚŚƚŚĞ^ŚŽƉ ƌĂǁŝŶŐƐĂƐƐƉĞĐŝĨŝĞĚŝŶƚŚĞŝŶĚŝǀŝĚƵĂů^ƉĞĐŝĨŝĐĂƚŝŽŶ^ĞĐƚŝŽŶƐǁŚŝĐŚŵĂǇŝŶĐůƵĚĞ͗ ϭ͘ĞƌƚŝĨŝĞĚdĞƐƚZĞƉŽƌƚƐ;dZͿ͗ƌĞƉŽƌƚƉƌĞƉĂƌĞĚďǇĂŶĂƉƉƌŽǀĞĚƚĞƐƚŝŶŐĂŐĞŶĐǇŐŝǀŝŶŐ ƌĞƐƵůƚƐŽĨƚĞƐƚƐƉĞƌĨŽƌŵĞĚŽŶ'ŽŽĚƐƚŽŝŶĚŝĐĂƚĞƚŚĞŝƌĐŽŵƉůŝĂŶĐĞǁŝƚŚƚŚĞ ^ƉĞĐŝĨŝĐĂƚŝŽŶƐ͘dŚŝƐƌĞƉŽƌƚŝƐƚŽĚĞŵŽŶƐƚƌĂƚĞƚŚĂƚƚŚĞ'ŽŽĚƐǁŝůůŵĞĞƚƚŚĞ ƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐǁŚĞŶŝŶƐƚĂůůĞĚĂŶĚŝƐƉĂƌƚŽĨ ƚŚĞ^ŚŽƉƌĂǁŝŶŐ͘&ŝĞůĚƚĞƐƚƐŵĂǇďĞƉĞƌĨŽƌŵĞĚďǇƚŚĞKǁŶĞƌƚŽĚĞƚĞƌŵŝŶĞƚŚĂƚ 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ƉƌŽǀŝĚĞĚĨŽƌƚŚŝƐWƌŽũĞĐƚ͘/ŶĐůƵĚĞƚŚĞŝŶĨŽƌŵĂƚŝŽŶƌĞƋƵŝƌĞĚƚŽŽƉĞƌĂƚĞĂŶĚŵĂŝŶƚĂŝŶƚŚĞ ƉƌŽĚƵĐƚŽƌƐǇƐƚĞŵ͘ ͘DĂŶƵĂůƐĂƌĞƚŽďĞƉƌŽǀŝĚĞĚŝŶĂĚĚŝƚŝŽŶƚŽĂŶǇŝŶĨŽƌŵĂƚŝŽŶƉĂĐŬĞĚǁŝƚŚŽƌĂƚƚĂĐŚĞĚƚŽƚŚĞ ƉƌŽĚƵĐƚǁŚĞŶĚĞůŝǀĞƌĞĚ͘ZĞŵŽǀĞŝŶĨŽƌŵĂƚŝŽŶƉĂĐŬĞĚǁŝƚŚŽƌĂƚƚĂĐŚĞĚƚŽƚŚĞƉƌŽĚƵĐƚĂŶĚ ŝŶĐůƵĚĞƚŚŝƐŝŶĨŽƌŵĂƚŝŽŶĂƐĂŶĂƚƚĂĐŚŵĞŶƚƚŽƚŚĞŵĂŶƵĂů͘ ͘/ŶĐůƵĚĞĐŽƐƚĨŽƌŵĂŶƵĂůƐƉƌŽǀŝĚĞĚďǇ^ƵƉƉůŝĞƌƐĂŶĚ^ƵďĐŽŶƚƌĂĐƚŽƌƐĂƐĚĞƐĐƌŝďĞĚŝŶƚŚŝƐ ^ĞĐƚŝŽŶŝŶƚŚĞŽƐƚŽĨtŽƌŬĨŽƌƚŚĂƚĞƋƵŝƉŵĞŶƚŝƚĞŵ͘ ϭ͘ϬϮKhDEdd/KE ͘^ƵďŵŝƚŵĂŶƵĂůƐŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚ^ĞĐƚŝŽŶϬϭϯϯϬϬ͞ŽĐƵŵĞŶƚDĂŶĂŐĞŵĞŶƚ͘͟ƚƚĂĐŚĂ ĐŽƉǇŽĨƚŚĞKƉĞƌĂƚŝŽŶĂŶĚDĂŝŶƚĞŶĂŶĐĞDĂŶƵĂůZĞǀŝĞǁZĞƉŽƌƚĨŽƌŵƉƌŽǀŝĚĞĚďǇƚŚĞ WƌŽũĞĐƚŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞƌƚŽĞĂĐŚŵĂŶƵĂůǁŝƚŚƉĞƌƚŝŶĞŶƚŝŶĨŽƌŵĂƚŝŽŶĐŽŵƉůĞƚĞĚ͘ ͘WƌŽǀŝĚĞŽŶĞƉƌĞůŝŵŝŶĂƌǇĞůĞĐƚƌŽŶŝĐĐŽƉǇŽĨƚŚĞŵĂŶƵĂůƚŽƚŚĞWƌŽũĞĐƚŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞƌ ĨŽƌƌĞǀŝĞǁǁŝƚŚŝŶϭϱĚĂǇƐĂĨƚĞƌƌĞǀŝĞǁŽĨĂŶǇĞƋƵŝƉŵĞŶƚƐƵďŵŝƚƚĂůďǇƚŚĞKǁŶĞƌ͛ƐWƌŽũĞĐƚ dĞĂŵ͘ ͘WƌŽǀŝĚĞŽŶĞĞůĞĐƚƌŽŶŝĐĐŽƉǇĂŶĚƚŚƌĞĞƉƌŝŶƚĞĚĐŽƉŝĞƐŽĨƚŚĞĨŝŶĂůŵĂŶƵĂůĂĨƚĞƌ͗ ϭ͘WƌĞůŝŵŝŶĂƌǇŵĂŶƵĂůƐŚĂǀĞďĞĞŶĂƉƉƌŽǀĞĚ͖ Ϯ͘&ŝĞůĚƚĞƐƚƌĞĐŽƌĚƐŚĂǀĞďĞĞŶŝŶĐŽƌƉŽƌĂƚĞĚŝŶƚŽƚŚĞŵĂŶƵĂů͖ĂŶĚ ϯ͘ZĞĐŽƌĚŽĐƵŵĞŶƚƐƉĞƌ^ĞĐƚŝŽŶϬϭϯϭϭϯ͞WƌŽũĞĐƚŽŽƌĚŝŶĂƚŝŽŶ͟ŚĂǀĞďĞĞŶĂƉƉƌŽǀĞĚ ĂŶĚŚĂǀĞďĞĞŶŝŶĐŽƌƉŽƌĂƚĞĚŝŶƚŚĞĨŝŶĂůŵĂŶƵĂů͘ ͘WƌŽǀŝĚĞĐŽƉŝĞƐŽĨƚŚĞŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐǁĂƌƌĂŶƚŝĞƐ͕ŐƵĂƌĂŶƚĞĞƐ͕ŽƌƐĞƌǀŝĐĞĂŐƌĞĞŵĞŶƚƐŝŶ ĂĐĐŽƌĚĂŶĐĞǁŝƚŚ^ĞĐƚŝŽŶϬϭϳϬϬϬ͞ǆĞĐƵƚŝŽŶĂŶĚůŽƐĞŽƵƚZĞƋƵŝƌĞŵĞŶƚƐ͘͟ Ϯ͘ϬϬWZKhd^ Ϯ͘ϬϭDdZ/>^ ͘WƌŽǀŝĚĞĚŝŐŝƚĂůĨŝůĞƐĨŽƌĞĂĐŚŵĂŶƵĂůĂƐƐƉĞĐŝĨŝĞĚŝŶWĂƌĂŐƌĂƉŚϮ͘ϬϮ͘ ϭ͘hƐĞĨŝůĞŶĂŵĞƐƚŚĂƚĐŽƌƌĞƐƉŽŶĚƚŽƚŚĞĞƋƵŝƉŵĞŶƚĚĞƐŝŐŶĂƚŝŽŶƐŚŽǁŶŝŶƚŚĞ WƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐŽƌŽƚŚĞƌĞƋƵŝƉŵĞŶƚĚĞƐŝŐŶĂƚŝŽŶƐƉƌŽǀŝĚĞĚďǇƚŚĞ KǁŶĞƌ͛ƐWƌŽũĞĐƚdĞĂŵ͘ c 133 KƉĞƌĂƚŝŽŶĂŶĚDĂŝŶƚĞŶĂŶĐĞĂƚĂ ϬϭϯϯϬϰͲϮ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ Ϯ͘^ƵďŵŝƚĂƉƌĞůŝŵŝŶĂƌǇǀĞƌƐŝŽŶŽĨƚŚĞĞůĞĐƚƌŽŶŝĐŵĂŶƵĂůĨŽƌƌĞǀŝĞǁ͘WƌŽǀŝĚĞĂĨŝŶĂů ǀĞƌƐŝŽŶŽĨƚŚĞŵĂŶƵĂůŝŶĐŽƌƉŽƌĂƚŝŶŐKǁŶĞƌ͛ƐWƌŽũĞĐƚdĞĂŵ͛ƐĐŽŵŵĞŶƚƐ͘ ͘WƌŽǀŝĚĞƉƌŝŶƚĞĚĐŽƉŝĞƐŽĨĞĂĐŚŵĂŶƵĂůĂƐƐƉĞĐŝĨŝĞĚŝŶWĂƌĂŐƌĂƉŚϮ͘Ϭϯ͘ Ϯ͘ϬϮ>dZKE/DEh>&KZDd ͘WƌŽǀŝĚĞŝŶĚŝǀŝĚƵĂůĞůĞĐƚƌŽŶŝĐĨŝůĞƐĨŽƌĞĂĐŚŵĂŶƵĂů͘ ϭ͘DĂǆŝŵƵŵĨŝůĞƐŝǌĞŝƐϭϬϬD͘/ĨŵĂŶƵĂůŝƐŐƌĞĂƚĞƌƚŚĂŶŵĂǆŝŵƵŵĂůůŽǁĂďůĞĨŝůĞƐŝǌĞ͕ ƉƌŽǀŝĚĞŝŶĚŝǀŝĚƵĂůĨŝůĞƐĨŽƌĞĂĐŚŵĂũŽƌƐĞĐƚŝŽŶŽĨŵĂŶƵĂů͘ 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t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘/ŶĐůƵĚĞĂůůŶĞĐĞƐƐĂƌǇĚŝĂŐƌĂŵŵĂƚŝĐƉŝƉŝŶŐĂŶĚǁŝƌŝŶŐĚŝĂŐƌĂŵƐĂŶĚŵŝƐĐĞůůĂŶĞŽƵƐĚƌĂǁŝŶŐƐ ĂŶĚĞƋƵŝƉŵĞŶƚŝŶƚŚĞƚŚŝƌĚƐĞĐƚŝŽŶŽĨƚŚĞŵĂŶƵĂůŽƌŽĨĞĂĐŚƐĞĐƚŝŽŶŽĨƚŚĞŵĂŶƵĂůŝĨƚŚĞ ŵĂŶƵĂůĐŽǀĞƌƐĂŵƵůƚŝͲĐŽŵƉŽŶĞŶƚĞƋƵŝƉŵĞŶƚƐǇƐƚĞŵ͘ ͘WƌŽǀŝĚĞƐƉĂƌĞƉĂƌƚƐŝŶĨŽƌŵĂƚŝŽŶŝŶƚŚĞĨŽƵƌƚŚƐĞĐƚŝŽŶŽĨƚŚĞŵĂŶƵĂůŝŶĐůƵĚŝŶŐ͗ ϭ͘WĂƌƚŶƵŵďĞƌƐĨŽƌŽƌĚĞƌŝŶŐŶĞǁƉĂƌƚƐ͖ Ϯ͘ƐƐĞŵďůǇŝůůƵƐƚƌĂƚŝŽŶƐƐŚŽǁŝŶŐĂŶĞǆƉůŽĚĞĚǀŝĞǁŽĨƚŚĞĐŽŵƉůĞǆƉĂƌƚƐŽĨƚŚĞƉƌŽĚƵĐƚ͖ ϯ͘WƌĞĚŝĐƚĞĚůŝĨĞŽĨƉĂƌƚƐƐƵďũĞĐƚƚŽǁĞĂƌ͖ ϰ͘>ŝƐƚŽĨƚŚĞŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐƌĞĐŽŵŵĞŶĚĞĚƐƉĂƌĞƉĂƌƚƐ͕ĐƵƌƌĞŶƚƉƌŝĐĞƐǁŝƚŚĞĨĨĞĐƚŝǀĞ ĚĂƚĞ͕ĂŶĚŶƵŵďĞƌŽĨƉĂƌƚƐƌĞĐŽŵŵĞŶĚĞĚĨŽƌƐƚŽƌĂŐĞ͖ ϱ͘ŝƌĞĐƚŽƌǇŽĨĂůŽĐĂůƐŽƵƌĐĞŽĨƐƵƉƉůǇĨŽƌƉĂƌƚƐǁŝƚŚĐŽŵƉĂŶǇŶĂŵĞ͕ĂĚĚƌĞƐƐ͕ĂŶĚ ƚĞůĞƉŚŽŶĞŶƵŵďĞƌ͖ ϲ͘ŽŵƉůĞƚĞŶŽŵĞŶĐůĂƚƵƌĞĂŶĚůŝƐƚŽĨĐŽŵŵĞƌĐŝĂůƌĞƉůĂĐĞŵĞŶƚƉĂƌƚƐ͖ĂŶĚ ϳ͘ŽŵƉůĞƚĞůŝƐƚŽĨƐƉĂƌĞƉĂƌƚƐ͕ƐƉĂƌĞĞƋƵŝƉŵĞŶƚ͕ƚŽŽůƐ͕ĂŶĚŵĂƚĞƌŝĂůƐƚŚĂƚĂƌĞƚƵƌŶĞĚ ŽǀĞƌƚŽƚŚĞKǁŶĞƌ͘ ͘WƌŽǀŝĚĞƐƚĂƚŝƐƚŝĐĂůŝŶĨŽƌŵĂƚŝŽŶĨƌŽŵƚŚĞŽƌŝŐŝŶĂůĞƋƵŝƉŵĞŶƚŵĂŶƵĨĂĐƚƵƌĞƌĂƐƚŽ ƉĞƌĨŽƌŵĂŶĐĞƐƵĐŚĂƐƉƵŵƉĐƵƌǀĞƐ͕ĨůŽǁĐŚĂƌƚƐŝŶƐƵůĂƚŝŽŶƌĞƐŝƐƚĂŶĐĞ͕ĐĂůŝďƌĂƚŝŽŶ͕ŽƌƚĞƐƚ ĚĂƚĂƐŚĞĞƚƐŝŶƚŚĞĨŝĨƚŚƐĞĐƚŝŽŶŽĨƚŚĞŵĂŶƵĂů͕ŝŶĐůƵĚŝŶŐĂůůĨŝĞůĚƚĞƐƚŝŶŐƌĞĐŽƌĚƐƵƐĞĚƚŽ ǀĞƌŝĨǇĂĐƚƵĂůƉĞƌĨŽƌŵĂŶĐĞ͘ &͘WƌŽǀŝĚĞĞƋƵŝƉŵĞŶƚŶĂŵĞƉůĂƚĞĚĂƚĂŝŶƐƚĂůůĞĚŽŶĞƋƵŝƉŵĞŶƚĂŶĚǀĂůǀĞƐĂŶĚĞƋƵŝƉŵĞŶƚĚĂƚĂ ƐŚĞĞƚƐĂƐƌĞƋƵŝƌĞĚĂŶĚĨƵƌŶŝƐŚĞĚďǇƚŚĞKǁŶĞƌŝŶƚŚĞƐŝǆƚŚƐĞĐƚŝŽŶŽĨƚŚĞŵĂŶƵĂů͘ '͘WƌŽǀŝĚĞĂĐŽƉǇŽĨǁĂƌƌĂŶƚŝĞƐĂŶĚƚŚĞĚĂƚĞƚŚĞǁĂƌƌĂŶƚǇĞǆƉŝƌĞƐĨŽƌĞƋƵŝƉŵĞŶƚŝŶƚŚĞ ƐĞǀĞŶƚŚƐĞĐƚŝŽŶŽĨƚŚĞŵĂŶƵĂů͘ ϯ͘Ϭϯ>dZ/>E>dZKE/^^z^dD^DEh> ͘WƌŽǀŝĚĞĂůůŽĨƚŚĞŝŶĨŽƌŵĂƚŝŽŶůŝƐƚĞĚŝŶWĂƌĂŐƌĂƉŚϯ͘ϬϮĂƐĂƉƉƌŽƉƌŝĂƚĞĂŶĚŝŶĐůƵĚĞƚŚĞ ĨŽůůŽǁŝŶŐŝŶĨŽƌŵĂƚŝŽŶ͗ ϭ͘ŽŶƚƌŽůƐĐŚĞŵĂƚŝĐƐĂŶĚƉŽŝŶƚƚŽƉŽŝŶƚǁŝƌŝŶŐĚŝĂŐƌĂŵƐƉƌĞƉĂƌĞĚĨŽƌĨŝĞůĚŝŶƐƚĂůůĂƚŝŽŶ͖ Ϯ͘ŝƌĐƵŝƚĚŝƌĞĐƚŽƌŝĞƐŽĨƉĂŶĞůďŽĂƌĚƐĂŶĚƚĞƌŵŝŶĂůƐƚƌŝƉƐĂŶĚĂƐŝŶƐƚĂůůĞĚĐŽůŽƌĐŽĚĞĚ ǁŝƌŝŶŐĚŝĂŐƌĂŵƐ͖ĂŶĚ ϯ͘KƚŚĞƌŝŶĨŽƌŵĂƚŝŽŶĂƐŵĂǇďĞƌĞƋƵŝƌĞĚďǇƚŚĞŝŶĚŝǀŝĚƵĂů^ƉĞĐŝĨŝĐĂƚŝŽŶ^ĞĐƚŝŽŶƐ͘ ϯ͘Ϭϰ>/^dK&^Zs/KZ'E/d/KE^ ͘WƌŽǀŝĚĞĂĚŝƌĞĐƚŽƌǇŽĨĂƵƚŚŽƌŝǌĞĚƐĞƌǀŝĐĞŽƌŐĂŶŝǌĂƚŝŽŶƐǁŝƚŚĐŽŵƉĂŶǇŶĂŵĞ͕ĂĚĚƌĞƐƐ͕ ƚĞůĞƉŚŽŶĞŶƵŵďĞƌ͕ĞŵĂŝůĂĚĚƌĞƐƐ͕ĂŶĚƚŚĞĐŽŶƚĂĐƚƉĞƌƐŽŶĨŽƌǁĂƌƌĂŶƚǇƌĞƉĂŝƌ͘ EK&^d/KE 137 ^ƚĂƌƚŝŶŐĂŶĚĚũƵƐƚŝŶŐϬϭϳϱϬϬͲϭ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϬϭϳϱϬϬ ^dZd/E'E:h^d/E' ϭ͘ϬϬ'EZ> ϭ͘ϬϭtKZ</E>h ͘WƌŽǀŝĚĞƐƚĞƉͲďǇͲƐƚĞƉƉƌŽĐĞĚƵƌĞƐĨŽƌƐƚĂƌƚŝŶŐĂŶĚŽƉĞƌĂƚŝŶŐ'ŽŽĚƐ͘ ͘WƌŽǀŝĚĞƉƌĞͲƐƚĂƌƚƵƉŝŶƐƉĞĐƚŝŽŶƐ͘ ͘WůĂĐĞ'ŽŽĚƐŝŶƐĞƌǀŝĐĞĂŶĚŽƉĞƌĂƚĞƚŽƉƌŽǀĞƉĞƌĨŽƌŵĂŶĐĞĂŶĚƚŽƉƌŽǀŝĚĞĨŽƌŝŶŝƚŝĂů ĐŽƌƌĞĐƚŝŽŶŽĨĚĞĨĞĐƚƐŝŶǁŽƌŬŵĂŶƐŚŝƉ͕ĐĂůŝďƌĂƚŝŽŶ͕ĂŶĚŽƉĞƌĂƚŝŽŶ͘ ͘WƌŽǀŝĚĞĨŽƌŝŶŝƚŝĂůŵĂŝŶƚĞŶĂŶĐĞĂŶĚŽƉĞƌĂƚŝŽŶŽĨ'ŽŽĚƐ͘ ͘WƌŽǀŝĚĞ^ƉĞĐŝĂů^ĞƌǀŝĐĞƐƌĞƋƵŝƌĞĚďǇƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ ϭ͘ϬϮKhDEdd/KE ͘WƌŽǀŝĚĞƚŚĞĨŽůůŽǁŝŶŐĚŽĐƵŵĞŶƚƐŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚ^ĞĐƚŝŽŶϬϭϯϯϬϬ͞ŽĐƵŵĞŶƚ DĂŶĂŐĞŵĞŶƚ͗͟ ϭ͘ƐƐŝƐƚƚŚĞŽŶƚƌĂĐƚŽƌŝŶƉƌĞƉĂƌŝŶŐĂWůĂŶŽĨĐƚŝŽŶĨŽƌƚĞƐƚŝŶŐ͕ĐŚĞĐŬŝŶŐ͕ĂŶĚƐƚĂƌƚŝŶŐ ŵĂũŽƌĞƋƵŝƉŵĞŶƚĂŶĚƉƌŽĐĞƐƐƉŝƉŝŶŐƐǇƐƚĞŵƐ͘ Ϯ͘ƋƵŝƉŵĞŶƚ/ŶƐƚĂůůĂƚŝŽŶZĞƉŽƌƚƐŽŶƚŚĞĨŽƌŵƉƌŽǀŝĚĞĚďǇƚŚĞWƌŽũĞĐƚŽŶƐƚƌƵĐƚŝŽŶ DĂŶĂŐĞƌ͘ ϭ͘Ϭϯ^dEZ^ ͘ŽŵƉůǇǁŝƚŚƚŚĞƐƉĞĐŝĨŝĞĚƐƚĂŶĚĂƌĚƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞƚĞƐƚŝŶŐŽƌƐƚĂƌƚƵƉŽĨĞƋƵŝƉŵĞŶƚ͘ Ϯ͘ϬϬWZKhd^ Ϯ͘Ϭϭd^d/E'/E^dZhDEdd/KE ͘WƌŽǀŝĚĞƚŚĞŝŶƐƚƌƵŵĞŶƚĂƚŝŽŶĂŶĚĚĞǀŝĐĞƐŶĞĞĚĞĚƚŽĐŽŶĚƵĐƚƚĞƐƚƐĨŽƌƐƚĂƌƚƵƉĂŶĚ ĐĂůŝďƌĂƚŝŽŶ͘ ϯ͘ϬϬyhd/KE ϯ͘Ϭϭ^Zs/^K&DEh&dhZZ͛^ZWZ^Edd/s^ ͘WƌŽǀŝĚĞƚŚĞƐĞƌǀŝĐĞƐŽĨĞǆƉĞƌŝĞŶĐĞĚĂŶĚƚĞĐŚŶŝĐĂůůǇĐŽŵƉĞƚĞŶƚ͕ĨĂĐƚŽƌǇͲƚƌĂŝŶĞĚ ƌĞƉƌĞƐĞŶƚĂƚŝǀĞŽĨƚŚĞDĂŶƵĨĂĐƚƵƌĞƌĨŽƌŝŶƐƉĞĐƚŝŽŶƐ͕ƚĞƐƚƐ͕ƐƵƉĞƌǀŝƐŝŽŶŽĨŝŶƐƚĂůůĂƚŝŽŶ͕ĂŶĚ ĂƐƐŝƐƚĂŶĐĞǁŝƚŚƉůĂĐŝŶŐĞƋƵŝƉŵĞŶƚŝŶŽƉĞƌĂƚŝŽŶ͘dŚĞDĂŶƵĨĂĐƚƵƌĞƌ͛ƐƌĞƉƌĞƐĞŶƚĂƚŝǀĞŵƵƐƚ ŚĂǀĞĂŵŝŶŝŵƵŵŽĨϱǇĞĂƌƐŽĨĞǆƉĞƌŝĞŶĐĞŝŶƚŚĞŝŶƐƚĂůůĂƚŝŽŶĂŶĚĂĚũƵƐƚŵĞŶƚŽĨƐŝŵŝůĂƌ ĞƋƵŝƉŵĞŶƚĂŶĚďĞĂĐĐĞƉƚĂďůĞƚŽƚŚĞKǁŶĞƌ͘ ͘WĞƌĨŽƌŵŝŶƐƚĂůůĂƚŝŽŶ͕ĂĚũƵƐƚŵĞŶƚ͕ĂŶĚƚĞƐƚŝŶŐŽĨƚŚĞĞƋƵŝƉŵĞŶƚ͘ĞƌƚŝĨǇƚŚĂƚƚŚĞĞƋƵŝƉŵĞŶƚ ĂŶĚƌĞůĂƚĞĚĂƉƉƵƌƚĞŶĂŶĐĞƐŚĂǀĞďĞĞŶƚŚŽƌŽƵŐŚůǇĞǆĂŵŝŶĞĚĂŶĚĂƉƉƌŽǀĞĚĨŽƌƐƚĂƌƚƵƉĂŶĚ ŽƉĞƌĂƚŝŽŶŝŶƚŚĞƋƵŝƉŵĞŶƚ/ŶƐƚĂůůĂƚŝŽŶZĞƉŽƌƚƐ͘ c c installation by others start up and load testing equipment is included. 138 ^ƚĂƌƚŝŶŐĂŶĚĚũƵƐƚŝŶŐϬϭϳϱϬϬͲϮ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘WƌŽǀŝĚĞŽŶͲƐŝƚĞƐĞƌǀŝĐĞƐĨŽƌƚŚĞƚŝŵĞŶĞĐĞƐƐĂƌǇƚŽĂƐƐŝƐƚŝŶƚŚĞŝŶƐƚĂůůĂƚŝŽŶĂŶĚĂĚũƵƐƚŵĞŶƚ ŽĨƚŚĞĞƋƵŝƉŵĞŶƚ͕ŵĂŬŝŶŐĨŝĞůĚĂĐĐĞƉƚĂŶĐĞƚĞƐƚƐƌĞƋƵŝƌĞĚĂŶĚƉƌŽǀŝĚŝŶŐŽƚŚĞƌƐĞƌǀŝĐĞƐ ŶĞĐĞƐƐĂƌǇĨŽƌƉƌŽƉĞƌĂŶĚƚƌŽƵďůĞĨƌĞĞŽƉĞƌĂƚŝŽŶŽĨƚŚĞĞƋƵŝƉŵĞŶƚ͘ ϯ͘ϬϮ/E^Wd/KEE^dZdhW ͘/ŶƐƉĞĐƚĞƋƵŝƉŵĞŶƚƉƌŝŽƌƚŽƉůĂĐŝŶŐĂŶǇĞƋƵŝƉŵĞŶƚŽƌƐǇƐƚĞŵŝŶƚŽŽƉĞƌĂƚŝŽŶ͘DĂŬĞ ĂĚũƵƐƚŵĞŶƚƐĂƐŶĞĐĞƐƐĂƌǇĨŽƌƉƌŽƉĞƌŽƉĞƌĂƚŝŽŶ͘ŽŶŽƚƐƚĂƌƚŽƌƚĞƐƚĂŶǇĂƉƉĂƌĂƚƵƐƵŶƚŝůƚŚĞ ĐŽŵƉůĞƚĞƵŶŝƚŚĂƐďĞĞŶŝŶƐƚĂůůĞĚĂŶĚƚŚŽƌŽƵŐŚůǇĐŚĞĐŬĞĚ͘ ϭ͘ŚĞĐŬĨŽƌĂĚĞƋƵĂƚĞĂŶĚƉƌŽƉĞƌůƵďƌŝĐĂƚŝŽŶ͘ Ϯ͘ĞƚĞƌŵŝŶĞƚŚĂƚƉĂƌƚƐŽƌĐŽŵƉŽŶĞŶƚƐĂƌĞĨƌĞĞĨƌŽŵƵŶĚƵĞƐƚƌĞƐƐĨƌŽŵƐƚƌƵĐƚƵƌĂů ŵĞŵďĞƌƐ͕ƉŝƉŝŶŐ͕ŽƌĂŶĐŚŽƌĂŐĞ͘ ϯ͘ĚũƵƐƚĞƋƵŝƉŵĞŶƚĨŽƌƉƌŽƉĞƌďĂůĂŶĐĞĂŶĚŽƉĞƌĂƚŝŽŶƐ͘ ϰ͘ĞƚĞƌŵŝŶĞƚŚĂƚǀŝďƌĂƚŝŽŶƐĂƌĞǁŝƚŚŝŶĂĐĐĞƉƚĂďůĞůŝŵŝƚƐ͘ ϱ͘ĞƚĞƌŵŝŶĞƚŚĂƚĞƋƵŝƉŵĞŶƚŽƉĞƌĂƚĞƐƉƌŽƉĞƌůǇƵŶĚĞƌĨƵůůůŽĂĚĐŽŶĚŝƚŝŽŶƐ͘ ϲ͘ĞƚĞƌŵŝŶĞƚŚĂƚƚŚĞĞƋƵŝƉŵĞŶƚŝƐŝŶƚƌƵĞĂůŝŐŶŵĞŶƚ͘ ϳ͘ŶƐƵƌĞƚŚĂƚƚŚĞƉƌŽƉĞƌƉƌŽĐĞĚƵƌĞŝƐĞŵƉůŽǇĞĚŝŶƐƚĂƌƚƵƉŽĨƐǇƐƚĞŵƐ͘ ϯ͘Ϭϯ^dZd/E'ZYh/ZDEd^ ͘ZĞĨĞƌƚŽƚŚĞŝŶĚŝǀŝĚƵĂů^ƉĞĐŝĨŝĐĂƚŝŽŶ^ĞĐƚŝŽŶƐĨŽƌƐƉĞĐŝĨŝĐƐƚĂƌƚƵƉƉƌŽĐĞĚƵƌĞƐ͘ ϯ͘Ϭϰ/E/d/>KWZd/KE ͘^ƚĂƌƚ͕ƚĞƐƚ͕ĂŶĚƉůĂĐĞĞƋƵŝƉŵĞŶƚĂŶĚƐǇƐƚĞŵƐŝŶƚŽŽƉĞƌĂƚŝŽŶĨŽƌϯϬĚĂǇƐƚŽĂůůŽǁƚŚĞ KǁŶĞƌ͛ƐWƌŽũĞĐƚdĞĂŵƚŽŽďƐĞƌǀĞƚŚĞŽƉĞƌĂƚŝŽŶĂŶĚŽǀĞƌĂůůƉĞƌĨŽƌŵĂŶĐĞŽĨƚŚĞĞƋƵŝƉŵĞŶƚ ĂŶĚƚŽĚĞƚĞƌŵŝŶĞƚŚĂƚĐŽŶƚƌŽůƐĨƵŶĐƚŝŽŶĂƐŝŶƚĞŶĚĞĚ͘ ͘KƉĞƌĂƚĞĞƋƵŝƉŵĞŶƚǁŚŝĐŚŝƐƵƐĞĚŽŶĂůŝŵŝƚĞĚŽƌƉĂƌƚͲƚŝŵĞďĂƐŝƐŝŶƚŚĞƉƌĞƐĞŶĐĞŽĨƚŚĞ KǁŶĞƌ͛ƐWƌŽũĞĐƚdĞĂŵĨŽƌĂƉĞƌŝŽĚůŽŶŐĞŶŽƵŐŚƚŽĚĞŵŽŶƐƚƌĂƚĞƚŚĂƚĐŽŶƚƌŽůƐĨƵŶĐƚŝŽŶĂƐ ƐƉĞĐŝĨŝĞĚ͘ ͘WĞƌĨŽƌŵĂĐĐĞƉƚĂŶĐĞƚĞƐƚĂƐƐƉĞĐŝĨŝĞĚŝŶŝŶĚŝǀŝĚƵĂů^ƉĞĐŝĨŝĐĂƚŝŽŶ^ĞĐƚŝŽŶƐ͘ĞŵŽŶƐƚƌĂƚĞƚŚĂƚ ĞƋƵŝƉŵĞŶƚĂŶĚƐǇƐƚĞŵƐŵĞĞƚƚŚĞƐƉĞĐŝĨŝĞĚƉĞƌĨŽƌŵĂŶĐĞĐƌŝƚĞƌŝĂ͘ ͘ƋƵŝƉŵĞŶƚĂŶĚƐǇƐƚĞŵƐŵĂǇďĞĐŽŶƐŝĚĞƌĞĚĂƐƐƵďƐƚĂŶƚŝĂůůǇĐŽŵƉůĞƚĞĂƚƚŚĞĞŶĚŽĨƚŚŝƐ ŝŶŝƚŝĂůŽƉĞƌĂƚŝŽŶƉĞƌŝŽĚŝĨƚŚĞĞƋƵŝƉŵĞŶƚŝƐƉůĂĐĞĚŝŶĐŽŶƚŝŶƵŽƵƐďĞŶĞĨŝĐŝĂůƵƐĞďǇƚŚĞ KǁŶĞƌ͕ƵŶůĞƐƐƐƉĞĐŝĨŝĐĂůůǇƐƚĂƚĞĚŽƚŚĞƌǁŝƐĞŝŶƚŚĞŝŶĚŝǀŝĚƵĂůĞƋƵŝƉŵĞŶƚ^ƉĞĐŝĨŝĐĂƚŝŽŶ ^ĞĐƚŝŽŶ͘ ϯ͘Ϭϱ/E/d/>D/EdEE ͘^ĞƌǀŝĐĞĞƋƵŝƉŵĞŶƚŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞŽƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůŝŵŵĞĚŝĂƚĞůǇ ďĞĨŽƌĞƌĞůĞĂƐŝŶŐƚŚĞĞƋƵŝƉŵĞŶƚƚŽƚŚĞKǁŶĞƌ͘ EK&^d/KE c a separate proposal for periodic maintenance is to be provided under separate cover. 139 tĂƌƌĂŶƚŝĞƐĂŶĚ^ĞƌǀŝĐĞŐƌĞĞŵĞŶƚƐ ϬϭϳϴϯϲͲϭ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ Ϭϭϳϴϯϲ tZZEd/^E^Zs/'ZDEd^ ϭ͘ϬϬ'EZ> ϭ͘ϬϭZYh/ZDEd^ ͘WƌŽǀŝĚĞtĂƌƌĂŶƚŝĞƐĂŶĚǆƚĞŶĚĞĚtĂƌƌĂŶƚŝĞƐƚŚĂƚĐŽŵƉůǇǁŝƚŚƚŚĞƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚŝƐ ^ĞĐƚŝŽŶ͘ŽŶŽƚƉƌŽǀŝĚĞ'ŽŽĚƐĨŽƌǁŚŝĐŚƚŚĞƐĞtĂƌƌĂŶƚŝĞƐĂŶĚǆƚĞŶĚĞĚtĂƌƌĂŶƚŝĞƐĂƌĞ ŶŽƚĂǀĂŝůĂďůĞ͘ ͘tĂƌƌĂŶƚŝĞƐƌĞƋƵŝƌĞĚďǇƚŚŝƐ^ĞĐƚŝŽŶĂƌĞŝŶĂĚĚŝƚŝŽŶƚŽĂŶĚŶŽƚĂůŝŵŝƚĂƚŝŽŶŽĨĂŶǇŽƚŚĞƌ ǁĂƌƌĂŶƚǇŽƌƌĞŵĞĚǇƌĞƋƵŝƌĞĚďǇůĂǁŽƌďǇƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ ϭ͘ϬϮtZZEdzZYh/ZDEd^ ͘'ƵĂƌĂŶƚĞĞĂŶĚǁĂƌƌĂŶƚ'ŽŽĚƐĂŐĂŝŶƐƚ͗ ϭ͘ĞĨĞĐƚƐĚƵĞƚŽĨĂƵůƚǇŽƌŝŶĂĚĞƋƵĂƚĞĚĞƐŝŐŶ͖ Ϯ͘ĞĨĞĐƚƐĚƵĞƚŽŝŵƉƌŽƉĞƌĂƐƐĞŵďůǇ͕ĞƌĞĐƚŝŽŶ͕ŽƌŝŵƉƌŽƉĞƌŝŶƐƚĂůůĂƚŝŽŶŽĨƚŚĞ ĞƋƵŝƉŵĞŶƚ͖ ϯ͘ĞĨĞĐƚŝǀĞǁŽƌŬŵĂŶƐŚŝƉŽƌŵĂƚĞƌŝĂůƐ͖ ϰ͘WĞƌĨŽƌŵĂŶĐĞƚŚĂƚĨĂŝůƐƚŽĐŽŵƉůǇǁŝƚŚƚŚĞƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚ ŽĐƵŵĞŶƚƐ͖ĂŶĚ ϱ͘ĂŵĂŐĞƚŽĞƋƵŝƉŵĞŶƚĂŶĚĂƐƐŽĐŝĂƚĞĚƐǇƐƚĞŵƐƌĞƐƵůƚŝŶŐĨƌŽŵŽƉĞƌĂƚŝŽŶŽĨƚŚĞ ĞƋƵŝƉŵĞŶƚƉƌŝŽƌƚŽĂĐĐĞƉƚĂŶĐĞŽĨƚŚĞĞƋƵŝƉŵĞŶƚďǇƚŚĞKǁŶĞƌŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞ ƉƌŽǀŝƐŝŽŶƐŽĨƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ ͘tĂƌƌĂŶƚǇĚŽĞƐŶŽƚĐŽǀĞƌƌŽƵƚŝŶĞŽƌŶŽƌŵĂůĚĞƚĞƌŝŽƌĂƚŝŽŶŽƌĚĂŵĂŐĞŽĨƚŚĞƉƌŽĚƵĐƚ ƌĞƐƵůƚŝŶŐĨƌŽŵƵƐŝŶŐƚŚĞƉƌŽĚƵĐƚƵŶĚĞƌƚŚĞƐƉĞĐŝĨŝĞĚŽƉĞƌĂƚŝŽŶĂůƉĂƌĂŵĞƚĞƌƐĂŶĚĂƐƐƵŵĞƐ ƚŚĂƚƌŽƵƚŝŶĞŵĂŝŶƚĞŶĂŶĐĞĂƐƌĞƋƵŝƌĞĚďǇƐƵƉƉůŝĞƌͲƉƌŽǀŝĚĞĚĚĞƚĂŝůĞĚŽƉĞƌĂƚŝŽŶĂŶĚ ŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐĂŶĚƐƚĂƌƚƵƉŝŶƐƚƌƵĐƚŝŽŶƐŚĂǀĞďĞĞŶƉĞƌĨŽƌŵĞĚ͘ ͘dŚĞĐŽƌƌĞĐƚŝŽŶƉĞƌŝŽĚŝƐĚĞĨŝŶĞĚŝŶƚŚĞ'ĞŶĞƌĂůŽŶĚŝƚŝŽŶƐ͘/ŶĚŝǀŝĚƵĂů^ƉĞĐŝĨŝĐĂƚŝŽŶ^ĞĐƚŝŽŶƐ ŵĂǇŚĂǀĞŵŽƌĞƐƚƌŝŶŐĞŶƚƌĞƋƵŝƌĞŵĞŶƚƐƚŚĂŶƚŚŽƐĞƐƚĂƚĞĚŝŶƚŚĞ'ĞŶĞƌĂůŽŶĚŝƚŝŽŶƐ͘ ͘ǆƚĞŶĚĞĚtĂƌƌĂŶƚŝĞƐĂŶĚǆƚĞŶĚĞĚ^ĞƌǀŝĐĞŐƌĞĞŵĞŶƚƐŵĂǇďĞƌĞƋƵŝƌĞĚďǇƚŚŝƐ^ĞĐƚŝŽŶŽƌ ďǇ^ƉĞĐŝĨŝĐĂƚŝŽŶƐĨŽƌƚŚĞ'ŽŽĚƐĂŶĚ^ƉĞĐŝĂů^ĞƌǀŝĐĞƐ͘ ͘WƌŽǀŝĚĞƚŚĞůŽŶŐĞƌŽƌŵŽƌĞƐƚƌŝŶŐĞŶƚǁĂƌƌĂŶƚǇŝŶƚŚĞĞǀĞŶƚŽĨĐŽŶĨůŝĐƚƐďĞƚǁĞĞŶƚŚĞ ƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚŝƐ^ĞĐƚŝŽŶĂŶĚŽƚŚĞƌ^ƉĞĐŝĨŝĐĂƚŝŽŶ^ĞĐƚŝŽŶƐ͘ ϭ͘ϬϯKhDEdd/KE ͘WƌŽǀŝĚĞĂůůƌĞƋƵŝƌĞĚtĂƌƌĂŶƚŝĞƐ͕ǆƚĞŶĚĞĚtĂƌƌĂŶƚŝĞƐ͕ĂŶĚƌĞůĂƚĞĚĚŽĐƵŵĞŶƚƐǁŝƚŚƚŚĞ ^ŚŽƉƌĂǁŝŶŐƐĨŽƌĂƉƉƌŽǀĂů͘ ͘/ŶĐůƵĚĞĂŶĂĚĚŝƚŝŽŶĂůĐŽƉǇŽĨtĂƌƌĂŶƚŝĞƐ͕ǆƚĞŶĚĞĚtĂƌƌĂŶƚŝĞƐ͕ĂŶĚƌĞůĂƚĞĚĚŽĐƵŵĞŶƚƐ ǁŝƚŚŽƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐ͘ c c c c c c c 140 tĂƌƌĂŶƚŝĞƐĂŶĚ^ĞƌǀŝĐĞŐƌĞĞŵĞŶƚƐ ϬϭϳϴϯϲͲϮ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘ǆƚĞŶĚĞĚǁĂƌƌĂŶƚŝĞƐƌĞƋƵŝƌĞƚŚĂƚƚŚĞǁĂƌƌĂŶƚǇďĞĂĐĐŽŵƉĂŶŝĞĚďǇĂůĞƚƚĞƌĨƌŽŵƚŚĞ DĂŶƵĨĂĐƚƵƌĞƌ͕ƐŝŐŶĞĚďǇĂŶŽĨĨŝĐĞƌŽĨƚŚĞDĂŶƵĨĂĐƚƵƌĞƌ͛ƐŽƌŐĂŶŝǌĂƚŝŽŶ͕ƚŚĂƚƐƉĞĐŝĨŝĐĂůůǇ ŝŶĚŝĐĂƚĞƐ͗ ϭ͘dŚĞŝĚĞŶƚŝĨŝĐĂƚŝŽŶŶƵŵďĞƌ;ƐͿŽĨƚŚĞ'ŽŽĚƐ͖ Ϯ͘WƌŽũĞĐƚŶĂŵĞ͖ ϯ͘KǁŶĞƌ͛ƐŶĂŵĞ͖ ϰ͘dŚĞďĞŐŝŶŶŝŶŐĂŶĚĞŶĚŝŶŐĚĂƚĞŽĨƚŚĞǆƚĞŶĚĞĚtĂƌƌĂŶƚǇ͖ĂŶĚ ϱ͘ŶǇŽƚŚĞƌŝƚĞŵƐƌĞƋƵŝƌĞĚďǇƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ ͘WƌŽǀŝĚĞĂŶƋƵŝƉŵĞŶƚ/ŶƐƚĂůůĂƚŝŽŶZĞƉŽƌƚƚŽĚŽĐƵŵĞŶƚƉƌŽƉĞƌŝŶƐƚĂůůĂƚŝŽŶĂŶĚƐƚĂƌƚƵƉŽĨ 'ŽŽĚƐĂĨƚĞƌĐŽƌƌĞĐƚŝǀĞĂĐƚŝŽŶƐĂƌĞĐŽŵƉůĞƚĞĚ͘ ͘WƌŽǀŝĚĞĐŽƉŝĞƐŽĨďŽŶĚƐǁŝƚŚǆƚĞŶĚĞĚtĂƌƌĂŶƚŝĞƐĂŶĚǆƚĞŶĚĞĚ^ĞƌǀŝĐĞŐƌĞĞŵĞŶƚƐŝĨ ďŽŶĚƐĂƌĞƌĞƋƵŝƌĞĚ͘ &͘/ƐƐƵĞǁĂƌƌĂŶƚǇĐĞƌƚŝĨŝĐĂƚĞƐŽƌďŽŶĚƐŝŶƚŚĞŶĂŵĞŽĨƚŚĞKǁŶĞƌ͘ ϭ͘ϬϰEKdh^ ϭ͘ϬϱtZZEdzKsZ'EKZZd/sd/KE ͘ŽƌƌĞĐƚĞĨĞĐƚŝǀĞ'ŽŽĚƐĚƵƌŝŶŐƚŚĞŽŶĞͲǇĞĂƌĐŽƌƌĞĐƚŝŽŶƉĞƌŝŽĚŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞ 'ĞŶĞƌĂůŽŶĚŝƚŝŽŶƐ͘ ͘ŽƌƌĞĐƚĞĨĞĐƚŝǀĞ'ŽŽĚƐĚƵƌŝŶŐƚŚĞǆƚĞŶĚĞĚtĂƌƌĂŶƚǇWĞƌŝŽĚďǇĨƵƌŶŝƐŚŝŶŐ͕ĚĞůŝǀĞƌŝŶŐ͕ ĂŶĚŝŶƐƚĂůůŝŶŐƉĂƌƚƐƌĞƋƵŝƌĞĚƚŽĐŽƌƌĞĐƚƚŚĞĚĞĨĞĐƚ͘ ͘KǁŶĞƌǁŝůůƌĞŵŽǀĞĂŶĚůŽĂĚƚŚĞ'ŽŽĚƐŽŶĂǀĞŚŝĐůĞƉƌŽǀŝĚĞĚďǇƚŚĞDĂŶƵĨĂĐƚƵƌĞƌŝĨŝƚŝƐ ŶĞĐĞƐƐĂƌǇƚŽƌĞƚƵƌŶƚŚĞ'ŽŽĚƐƚŽƚŚĞDĂŶƵĨĂĐƚƵƌĞƌĨŽƌĐŽƌƌĞĐƚŝŽŶŽĨĚĞĨĞĐƚƐĚƵƌŝŶŐƚŚĞ ǆƚĞŶĚĞĚtĂƌƌĂŶƚǇWĞƌŝŽĚ͘KǁŶĞƌǁŝůůƌĞŝŶƐƚĂůůƚŚĞ'ŽŽĚƐǁŚĞŶƚŚĞǇĂƌĞƌĞƚƵƌŶĞĚƚŽƚŚĞ ^ŝƚĞĂĨƚĞƌĚĞĨĞĐƚƐŚĂǀĞďĞĞŶĐŽƌƌĞĐƚĞĚ͘dŚĞDĂŶƵĨĂĐƚƵƌĞƌŝƐƚŽƉƌŽǀŝĚĞĂůůƉĂƌƚƐ͕ůĂďŽƌ͕ĂŶĚ ŝŶĐŝĚĞŶƚĂůĐŽƐƚĨŽƌŵĂŬŝŶŐƌĞƉĂŝƌƐ͕ƐŚŝƉƉŝŶŐƚŚĞ'ŽŽĚƐƚŽƚŚĞ^ŝƚĞ͕ĂŶĚƉƌŽǀŝĚŝŶŐƐƚĂƌƚƵƉ ƐĞƌǀŝĐĞƐŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚ^ĞĐƚŝŽŶϬϭϳϱϬϬ͞^ƚĂƌƚŝŶŐĂŶĚĚũƵƐƚŝŶŐ͘͟ ͘ĞŐŝŶĐŽƌƌĞĐƚŝŽŶŽĨĚĞĨĞĐƚƐǁŝƚŚŝŶϳĚĂǇƐĂĨƚĞƌŶŽƚŝĨŝĐĂƚŝŽŶŽĨĚĞĨĞĐƚƐďǇƚŚĞKǁŶĞƌ͘ ŽŶƚŝŶƵĞƚŽǁŽƌŬǁŝƚŚŽƵƚĚĞůĂǇŽƌŝŶƚĞƌƌƵƉƚŝŽŶƵŶƚŝůƚŚĞĞĨĞĐƚŝǀĞ'ŽŽĚƐŚĂǀĞďĞĞŶ ĐŽƌƌĞĐƚĞĚĂŶĚƌĞƚƵƌŶĞĚƚŽƚŚĞ^ŝƚĞŝĨƌĞŵŽǀĞĚĨŽƌƌĞƉĂŝƌƐ͘ ͘KǁŶĞƌŵĂǇĐŽƌƌĞĐƚĞĨĞĐƚŝǀĞ'ŽŽĚƐŝĨĐŽƌƌĞĐƚŝǀĞĂĐƚŝŽŶŝƐŶŽƚĐŽŵƉůĞƚĞĚǁŝƚŚŝŶϯŵŽŶƚŚƐ͕ ƵŶůĞƐƐKǁŶĞƌĂŐƌĞĞƐƚŽĂůŽŶŐĞƌƉĞƌŝŽĚŽĨƚŝŵĞ͘DĂŶƵĨĂĐƚƵƌĞƌǁŝůůƉĂǇĐŽƐƚĨŽƌĐŽƌƌĞĐƚŝǀĞ ĂĐƚŝŽŶ͕ŝŶĐůƵĚŝŶŐĐŽƐƚĨŽƌĚĞƐŝŐŶĂŶĚůĞŐĂůĨĞĞƐ͘DĂŶƵĨĂĐƚƵƌĞƌŝƐŶŽƚŽďůŝŐĂƚĞĚƚŽŽďƚĂŝŶ ĐŽŵƉĞƚŝƚŝǀĞďŝĚƐŽƌƚĂŬĞŽƚŚĞƌĂĐƚŝŽŶƚŽƌĞĚƵĐĞƚŚĞĐŽƐƚŽĨƌĞƉĂŝƌƐĨŽƌǁŽƌŬƚŽĐŽƌƌĞĐƚŝǀĞ ĞĨĞĐƚŝǀĞ'ŽŽĚƐŝĨKǁŶĞƌƚĂŬĞƐĐŽƌƌĞĐƚŝǀĞĂĐƚŝŽŶƵŶĚĞƌƚŚŝƐƉĂƌĂŐƌĂƉŚ͘ &͘ŽƌƌĞĐƚŝŽŶŽĨĞĨĞĐƚŝǀĞ'ŽŽĚƐĚƵƌŝŶŐƚŚĞǆƚĞŶĚĞĚtĂƌƌĂŶƚǇWĞƌŝŽĚĚŽĞƐŶŽƚĞǆƚĞŶĚƚŚĞ ĐŽƌƌĞĐƚŝŽŶƉĞƌŝŽĚĂƐŝƐƌĞƋƵŝƌĞĚƵŶĚĞƌƚŚĞƉƌŽǀŝƐŝŽŶƐŽĨƚŚĞŽŶĞͲǇĞĂƌĐŽƌƌĞĐƚŝŽŶƉĞƌŝŽĚ ŝŶĐůƵĚĞĚŝŶƚŚĞ'ĞŶĞƌĂůŽŶĚŝƚŝŽŶƐ͘ c c bonds by others standard warranty is 2 years with etensions if requestedc c c c c 141 tĂƌƌĂŶƚŝĞƐĂŶĚ^ĞƌǀŝĐĞŐƌĞĞŵĞŶƚƐ ϬϭϳϴϯϲͲϯ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ Ϯ͘ϬϬWZKhd^;EKdh^Ϳ ϯ͘ϬϬyhd/KE;EKdh^Ϳ EK&^d/KE 142 dƌĂŝŶŝŶŐŽĨKƉĞƌĂƚŝŽŶĂŶĚDĂŝŶƚĞŶĂŶĐĞWĞƌƐŽŶŶĞů ϬϭϳϵϬϬͲϭ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϬϭϳϵϬϬ dZ/E/E'K&KWZd/KEED/EdEEWZ^KEE> ϭ͘ϬϬ'EZ> ϭ͘Ϭϭ^hDDZz ͘WƌŽǀŝĚĞƐĞƌǀŝĐĞƐŽĨ^ƵƉƉůŝĞƌ͛ƐŽƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞƚƌĂŝŶŝŶŐƐƉĞĐŝĂůŝƐƚƐƚŽŝŶƐƚƌƵĐƚ KǁŶĞƌ͛ƐƉĞƌƐŽŶŶĞůŝŶƌĞĐŽŵŵĞŶĚĞĚŽƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞƉƌŽĐĞĚƵƌĞƐĨŽƌĞƋƵŝƉŵĞŶƚ ĨƵƌŶŝƐŚĞĚ͘ĞƚĂŝůƐĨŽƌƚƌĂŝŶŝŶŐŵĂǇďĞĞƐƚĂďůŝƐŚĞĚŝŶƚŚĞƐƉĞĐŝĨŝĐĂƚŝŽŶƐĨŽƌƚŚĂƚĞƋƵŝƉŵĞŶƚ͘ ͘WƌŽǀŝĚĞĂĐŽŵďŝŶĂƚŝŽŶŽĨĐůĂƐƐƌŽŽŵĂŶĚŚĂŶĚƐŽŶƚƌĂŝŶŝŶŐ͘ ͘dƌĂŝŶŝŶŐŵĂǇďĞĐŽŶĚƵĐƚĞĚĂƚDĂŶƵĨĂĐƚƵƌĞƌ͛ƐŽƌ^ƵƉƉůŝĞƌ͛ƐĨĂĐŝůŝƚŝĞƐƉƌŽǀŝĚĞĚDĂŶƵĨĂĐƚƵƌĞƌ ƉĂǇƐĨŽƌƚƌĂǀĞů͕ůŽĚŐŝŶŐ͕ĂŶĚƉĞƌĚŝĞŵĐŽƐƚƐŽĨƚŚĞKǁŶĞƌ͘ ͘ZĞĐŽƌĚƚƌĂŝŶŝŶŐƐĞƐƐŝŽŶƐŽŶǀŝĚĞŽĂŶĚƐƵďŵŝƚƚŽƚŚĞKǁŶĞƌŽŶsĚŝƐŬŝŶDW'ͲϰĨŽƌŵĂƚ ĨŽƌKǁŶĞƌ͛ƐůĂƚĞƌƵƐĞŝŶŝŶƐƚƌƵĐƚŝŶŐKǁŶĞƌ͛ƐƉĞƌƐŽŶŶĞů͘/ŶĐůƵĚĞƚŚŝƐƌĞĐŽƌĚŝŶŐĂƐƉĂƌƚŽĨƚŚĞ ĨŝŶĂůŽƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂů͘WƌŽǀŝĚĞůĞŐĂůƌĞůĞĂƐĞƐŽƌƉĂǇĂĚĚŝƚŝŽŶĂůĨĞĞƐ ƌĞƋƵŝƌĞĚƚŽĂůůŽǁƚƌĂŝŶŝŶŐďǇƚŚĞŵĂŶƵĨĂĐƚƵƌĞƌƚŽďĞƌĞĐŽƌĚĞĚ͘ ͘/ŶĐůƵĚĞƚŚĞĐŽƐƚĨŽƌƚƌĂŝŶŝŶŐĂŶĚƐƚĂƌƚƵƉŝŶƚŚĞŽƐƚŽĨƚŚĞtŽƌŬĨŽƌĞĂĐŚĞƋƵŝƉŵĞŶƚ ƉĂĐŬĂŐĞ͘ ϭ͘ϬϮKhDEdd/KE ͘WƌŽǀŝĚĞĚŽĐƵŵĞŶƚĂƚŝŽŶŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚ^ĞĐƚŝŽŶϬϭϯϯϬϬ͞ŽĐƵŵĞŶƚDĂŶĂŐĞŵĞŶƚ͟ĂŶĚ ŝŶĐůƵĚĞ͗ ϭ͘ƋƵŝƉŵĞŶƚ/ŶƐƚĂůůĂƚŝŽŶZĞƉŽƌƚƐŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚ^ĞĐƚŝŽŶϬϭϳϱϬϬ͞^ƚĂƌƚŝŶŐĂŶĚ ĚũƵƐƚŝŶŐ͟ŽŶĨŽƌŵƐƉƌŽǀŝĚĞĚďǇƚŚĞWƌŽũĞĐƚŽŶƐƚƌƵĐƚŝŽŶDĂŶĂŐĞƌ͖ Ϯ͘KƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐƉĞƌ^ĞĐƚŝŽŶϬϭϯϯϬϰ͞KƉĞƌĂƚŝŽŶĂŶĚ DĂŝŶƚĞŶĂŶĐĞĂƚĂ͖͟ ϯ͘ůĞƐƐŽŶƉůĂŶĨŽƌƚƌĂŝŶŝŶŐŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚWĂƌĂŐƌĂƉŚϯ͘Ϭϭ͖͘ĂŶĚ ϰ͘ƌĞĚĞŶƚŝĂůƐŽĨ^ƵƉƉůŝĞƌ͛ƐƉƌŽƉŽƐĞĚŽƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞŝŶƐƚƌƵĐƚŽƌƐ ĚĞŵŽŶƐƚƌĂƚŝŶŐĐŽŵƉůŝĂŶĐĞǁŝƚŚƌĞƋƵŝƌĞŵĞŶƚƐŽĨWĂƌĂŐƌĂƉŚϭ͘Ϭϰ͘ ϭ͘Ϭϯ^,h>/E'K&dZ/E/E' ͘ŽŽƌĚŝŶĂƚĞƚƌĂŝŶŝŶŐƐĞƌǀŝĐĞƐǁŝƚŚƐƚĂƌƚƵƉĂŶĚŝŶŝƚŝĂůŽƉĞƌĂƚŝŽŶŽĨĞƋƵŝƉŵĞŶƚŽŶĚĂǇƐĂŶĚ ƚŝŵĞƐKǁŶĞƌŝƐĂǀĂŝůĂďůĞ͘ ͘dƌĂŝŶŝŶŐŵĂǇďĞƌĞƋƵŝƌĞĚŽƵƚƐŝĚĞŽĨŶŽƌŵĂůďƵƐŝŶĞƐƐŚŽƵƌƐƚŽĂĐĐŽŵŵŽĚĂƚĞƐĐŚĞĚƵůĞƐŽĨ ŽƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞƉĞƌƐŽŶŶĞů͘ ͘WƌŽǀŝĚĞƚƌĂŝŶŝŶŐŽĨKǁŶĞƌ͛ƐƉĞƌƐŽŶŶĞůĂĨƚĞƌĂĐĐĞƉƚĂďůĞƉƌĞůŝŵŝŶĂƌǇŽƉĞƌĂƚŝŽŶĂŶĚ ŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐŚĂǀĞďĞĞŶĂƉƉƌŽǀĞĚ͘ ͘ŽŽƌĚŝŶĂƚĞƚƌĂŝŶŝŶŐǁŝƚŚĞƋƵŝƉŵĞŶƚƐƚĂƌƚƵƉĂŶĚƚĞƐƚŝŶŐĂŶĚĂǀĂŝůĂďŝůŝƚǇŽĨKǁŶĞƌ͛Ɛ ƉĞƌƐŽŶŶĞů͘ ͘WƌŽǀŝĚĞĂƉƌŽƉŽƐĞĚƚƌĂŝŶŝŶŐƐĐŚĞĚƵůĞĨŽƌƌĞǀŝĞǁĂŶĚĂĐĐĞƉƚĂŶĐĞďǇKǁŶĞƌƐŚŽǁŝŶŐĂůů ƚƌĂŝŶŝŶŐƌĞƋƵŝƌĞĚŝŶƚŚĞWƌŽĐƵƌĞŵĞŶƚŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ĞŵŽŶƐƚƌĂƚĞĐŽŵƉůŝĂŶĐĞǁŝƚŚ 143 dƌĂŝŶŝŶŐŽĨKƉĞƌĂƚŝŽŶĂŶĚDĂŝŶƚĞŶĂŶĐĞWĞƌƐŽŶŶĞů ϬϭϳϵϬϬͲϮ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ƐƉĞĐŝĨŝĞĚƚƌĂŝŶŝŶŐƌĞƋƵŝƌĞŵĞŶƚƐƌĞůĂƚŝǀĞƚŽŶƵŵďĞƌŽĨŚŽƵƌƐŽĨƚƌĂŝŶŝŶŐ͕ŶƵŵďĞƌŽĨƚƌĂŝŶŝŶŐ ƐĞƐƐŝŽŶƐ͕ĂŶĚƐĐŚĞĚƵůŝŶŐ͘ &͘^ƵďŵŝƚŝŶŝƚŝĂůƚƌĂŝŶŝŶŐƐĐŚĞĚƵůĞĂƚůĞĂƐƚϲϬĚĂǇƐďĞĨŽƌĞƐĐŚĞĚƵůĞĚƐƚĂƌƚŽĨĨŝƌƐƚƚƌĂŝŶŝŶŐ ƐĞƐƐŝŽŶ͘^ƵďŵŝƚĨŝŶĂůƚƌĂŝŶŝŶŐƐĐŚĞĚƵůĞ͕ŝŶĐŽƌƉŽƌĂƚŝŶŐƌĞǀŝƐŝŽŶƐŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚKǁŶĞƌ͛Ɛ ĐŽŵŵĞŶƚƐ͕ŶŽůĂƚĞƌƚŚĂŶϯϬĚĂǇƐƉƌŝŽƌƚŽƐƚĂƌƚŝŶŐƚŚĞĨŝƌƐƚƚƌĂŝŶŝŶŐƐĞƐƐŝŽŶ͘ '͘KǁŶĞƌƌĞƐĞƌǀĞƐƚŚĞƌŝŐŚƚƚŽŵŽĚŝĨǇƉĞƌƐŽŶŶĞůĂǀĂŝůĂďŝůŝƚǇĨŽƌƚƌĂŝŶŝŶŐŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚ ƉƌŽĐĞƐƐŽƌĞŵĞƌŐĞŶĐǇŶĞĞĚƐ͘ ,͘^ĐŚĞĚƵůĞĨŽƌƚƌĂŝŶŝŶŐŝƐƚŽďĞĂƉƉƌŽǀĞĚďǇKǁŶĞƌ͘ ϭ͘^ĐŚĞĚƵůĞƚƌĂŝŶŝŶŐĂŶĚƐƚĂƌƚƵƉŽƉĞƌĂƚŝŽŶƐĨŽƌŶŽŵŽƌĞƚŚĂŶŽŶĞƉŝĞĐĞŽĨĞƋƵŝƉŵĞŶƚŽƌ ƐǇƐƚĞŵĂƚĂƚŝŵĞ͘ Ϯ͘KǁŶĞƌŵĂǇƌĞƋƵŝƌĞƌĞͲƐĐŚĞĚƵůŝŶŐŽĨƚƌĂŝŶŝŶŐŝĨŽƉĞƌĂƚŝŽŶƐƉĞƌƐŽŶŶĞůĂƌĞŶŽƚĂǀĂŝůĂďůĞ ĨŽƌƚƌĂŝŶŝŶŐŽŶĂƐĐŚĞĚƵůĞĚĚĂƚĞ͘ ϯ͘WƌŽǀŝĚĞĂŵŝŶŝŵƵŵŽĨϮǁĞĞŬƐ͛ŶŽƚŝĐĞŝĨƚƌĂŝŶŝŶŐŵƵƐƚďĞƌĞƐĐŚĞĚƵůĞĚ͘ ϰ͘dƌĂŝŶŝŶŐŝƐƚŽďĞůŝŵŝƚĞĚƚŽϮϰŚŽƵƌƐƉĞƌǁĞĞŬ͘ ϱ͘dŝŵĞƌĞƋƵŝƌĞĚĨŽƌƚƌĂŝŶŝŶŐŝƐƚŽďĞŝŶĐůƵĚĞĚŝŶƚŚĞĚĞǀĞůŽƉŵĞŶƚŽĨƚŚĞWƌŽũĞĐƚ ƐĐŚĞĚƵůĞ͘ /͘^ĐŚĞĚƵůĞĂŶĚĐŽŽƌĚŝŶĂƚĞƚƌĂŝŶŝŶŐĨŽƌĞƋƵŝƉŵĞŶƚŽƌƐǇƐƚĞŵƐǁŚŝĐŚĚĞƉĞŶĚƵƉŽŶŽƚŚĞƌ ĞƋƵŝƉŵĞŶƚŽƌƐǇƐƚĞŵƐĨŽƌƉƌŽƉĞƌŽƉĞƌĂƚŝŽŶƐŽƚŚĂƚƚƌĂŝŶĞĞƐĐĂŶďĞŵĂĚĞĨĂŵŝůŝĂƌǁŝƚŚƚŚĞ ŽƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞŽĨƚŚĞĞŶƚŝƌĞŽƉĞƌĂƚŝŶŐƐǇƐƚĞŵ͘ ϭ͘Ϭϰ^Zs/^K&^hWW>/Z͛^ZWZ^Edd/s ͘^ƵƉƉůŝĞƌ͛ƐŝŶƐƚƌƵĐƚŽƌƐŵƵƐƚďĞĨĂĐƚŽƌǇͲƚƌĂŝŶĞĚďǇƚŚĞĞƋƵŝƉŵĞŶƚŵĂŶƵĨĂĐƚƵƌĞƌ͘ ͘/ŶƐƚƌƵĐƚŽƌƐŵƵƐƚŚĂǀĞŬŶŽǁůĞĚŐĞŽĨƚŚĞƚŚĞŽƌǇŽĨŽƉĞƌĂƚŝŽŶĂŶĚƉƌĂĐƚŝĐĂůĞǆƉĞƌŝĞŶĐĞǁŝƚŚ ƚŚĞĞƋƵŝƉŵĞŶƚŽƌƐǇƐƚĞŵ͘ ͘/ŶƐƚƌƵĐƚŽƌƐŵƵƐƚďĞƉƌŽĨŝĐŝĞŶƚĂŶĚĞǆƉĞƌŝĞŶĐĞĚŝŶĐŽŶĚƵĐƚŝŶŐƚƌĂŝŶŝŶŐŽĨƚŚĞƚǇƉĞƌĞƋƵŝƌĞĚ ĂŶĚŵƵƐƚŚĂǀĞƐƵĐĐĞƐƐĨƵůůǇĐŽŶĚƵĐƚĞĚƐŝŵŝůĂƌƚƌĂŝŶŝŶŐĐŽƵƌƐĞƐ͘ ͘YƵĂůŝĨŝĐĂƚŝŽŶƐŽĨŝŶƐƚƌƵĐƚŽƌƐĂƌĞƐƵďũĞĐƚƚŽĂĐĐĞƉƚĂŶĐĞďǇKǁŶĞƌ͘WƌŽǀŝĚĞƐĞƌǀŝĐĞƐŽĨ ƌĞƉůĂĐĞŵĞŶƚŝŶƐƚƌƵĐƚŽƌǁŝƚŚĂĐĐĞƉƚĂďůĞƋƵĂůŝĨŝĐĂƚŝŽŶƐŝĨKǁŶĞƌĚŽĞƐŶŽƚĂĐĐĞƉƚ ƋƵĂůŝĨŝĐĂƚŝŽŶƐŽĨƉƌŽƉŽƐĞĚŝŶƐƚƌƵĐƚŽƌ͘/ŶĐůƵĚĞĞĂĐŚŝŶƐƚƌƵĐƚŽƌ͛ƐƌĠƐƵŵĠĂŶĚƐƉĞĐŝĨŝĐĚĞƚĂŝůƐ ŽĨŝŶƐƚƌƵĐƚŽƌ͛ƐŽƉĞƌĂƚŝŶŐ͕ŵĂŝŶƚĞŶĂŶĐĞ͕ĂŶĚƚƌĂŝŶŝŶŐĞǆƉĞƌŝĞŶĐĞƌĞůĂƚŝǀĞƚŽƚŚĞƐƉĞĐŝĨŝĐ ĞƋƵŝƉŵĞŶƚĨŽƌǁŚŝĐŚŝŶƐƚƌƵĐƚŽƌǁŝůůƉƌŽǀŝĚĞƚƌĂŝŶŝŶŐƚŽĚĞŵŽŶƐƚƌĂƚĞƚŚĞŝƌƋƵĂůŝĨŝĐĂƚŝŽŶƐ͘ Ϯ͘ϬϬWZKhd^;EKdh^Ϳ ϯ͘ϬϬyhd/KE ϯ͘ϬϭKWZdKZdZ/E/E' ͘WƌŽǀŝĚĞĐůĂƐƐƌŽŽŵĂŶĚŚĂŶĚƐͲŽŶƚƌĂŝŶŝŶŐŽĨƚŚĞĐĂƌĞĂŶĚŽƉĞƌĂƚŝŽŶŽĨƚŚĞĞƋƵŝƉŵĞŶƚƚŽƚŚĞ KǁŶĞƌ͛ƐƉĞƌƐŽŶŶĞů͘ 144 dƌĂŝŶŝŶŐŽĨKƉĞƌĂƚŝŽŶĂŶĚDĂŝŶƚĞŶĂŶĐĞWĞƌƐŽŶŶĞů ϬϭϳϵϬϬͲϯ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘WƌŽǀŝĚĞƚƌĂŝŶŝŶŐŝŶĂĚĞƋƵĂƚĞĚĞƚĂŝůƚŽĞŶƐƵƌĞƚŚĂƚƚŚĞƚƌĂŝŶĞĞƐǁŚŽĐŽŵƉůĞƚĞƚŚĞƉƌŽŐƌĂŵ ǁŝůůďĞƋƵĂůŝĨŝĞĚĂŶĚĐĂƉĂďůĞŽĨŽƉĞƌĂƚŝŶŐĂŶĚŵĂŝŶƚĂŝŶŝŶŐƚŚĞĞƋƵŝƉŵĞŶƚ͕ƉƌŽĚƵĐƚƐ͕ĂŶĚ ƐǇƐƚĞŵƐƉƌŽǀŝĚĞĚ͘ ͘WƌŽǀŝĚĞĂƚƌĂŝŶŝŶŐƉůĂŶƚŚĂƚŝŶĚŝĐĂƚĞƐƚŚĞƐĐŚĞĚƵůĞĂŶĚƐĞƋƵĞŶĐĞŽĨƚŚĞƚƌĂŝŶŝŶŐƉƌŽŐƌĂŵƐ͘ dŚĞƚƌĂŝŶŝŶŐƉůĂŶŝƐƚŽŝŶĐůƵĚĞĨŽƌĞĂĐŚĐŽƵƌƐĞ͗ ϭ͘EƵŵďĞƌŽĨŚŽƵƌƐĨŽƌƚŚĞĐŽƵƌƐĞ͖ Ϯ͘ŐĞŶĚĂĂŶĚŶĂƌƌĂƚŝǀĞĚĞƐĐƌŝƉƚŝŽŶ͕ŝŶĐůƵĚŝŶŐƚŚĞĚĞĨŝŶĞĚŽďũĞĐƚŝǀĞƐĨŽƌĞĂĐŚůĞƐƐŽŶ͖ ϯ͘ƌĂĨƚĐŽƉǇŽĨƚƌĂŝŶŝŶŐŚĂŶĚďŽŽŬƐ͖ ϰ͘ĚĞƐĐƌŝƉƚŝǀĞůŝƐƚŝŶŐŽĨƐƵŐŐĞƐƚĞĚƌĞĨĞƌĞŶĐĞƉƵďůŝĐĂƚŝŽŶƐ͖ ϱ͘ƵĚŝŽͲǀŝƐƵĂůĞƋƵŝƉŵĞŶƚƌĞƋƵŝƌĞĚĨŽƌƚƌĂŝŶŝŶŐ͖ĂŶĚ ϲ͘dǇƉĞĂŶĚŶƵŵďĞƌŽĨƚŽŽůƐŽƌƚĞƐƚĞƋƵŝƉŵĞŶƚƌĞƋƵŝƌĞĚĨŽƌĞĂĐŚƚƌĂŝŶŝŶŐƐĞƐƐŝŽŶ͘ ͘WƌŽǀŝĚĞĂŶĚƵƐĞƚƌĂŝŶŝŶŐĂŝĚƐƚŽĐŽŵƉůĞŵĞŶƚƚŚĞŝŶƐƚƌƵĐƚŝŽŶĂŶĚĞŶŚĂŶĐĞůĞĂƌŶŝŶŐ͘ ϭ͘WƌŽǀŝĚĞƚƌĂŝŶŝŶŐŚĂŶĚďŽŽŬƐĨŽƌƵƐĞŝŶďŽƚŚƚŚĞĐůĂƐƐƌŽŽŵĂŶĚƚŚĞŚĂŶĚƐͲŽŶƉŚĂƐĞƐŽĨ ƚƌĂŝŶŝŶŐĨŽƌĞĂĐŚĐŽƵƌƐĞ͘ Ϯ͘WƌŽǀŝĚĞŝŶƐƚƌƵĐƚŝŽŶĂůŵĂƚĞƌŝĂůƐƚŚĂƚŝŶĐůƵĚĞƌĞĨĞƌĞŶĐĞƐƚŽƚŚĞŽƉĞƌĂƚŝŽŶĂŶĚ ŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐĂŶĚŝĚĞŶƚŝĨǇĂŶĚĞǆƉůĂŝŶƚŚĞƵƐĞŽĨƚŚĞŵĂŶƵĂů͘ ϯ͘WƌŽǀŝĚĞĂĐŽƉǇŽĨĂůůĂƵĚŝŽͬǀŝƐƵĂůƚƌĂŝŶŝŶŐŵĂƚĞƌŝĂůƐƵƐĞĚŝŶƚŚĞƉƌĞƐĞŶƚĂƚŝŽŶƐƚŽƚŚĞ KǁŶĞƌ͘ ͘KƉĞƌĂƚŝŽŶƐƚƌĂŝŶŝŶŐŝƐƚŽŝŶĐůƵĚĞ͗ ϭ͘KƌŝĞŶƚĂƚŝŽŶƚŽƉƌŽǀŝĚĞĂŶŽǀĞƌǀŝĞǁŽĨƐǇƐƚĞŵͬƐƵďƐǇƐƚĞŵĐŽŶĨŝŐƵƌĂƚŝŽŶĂŶĚŽƉĞƌĂƚŝŽŶ͖ Ϯ͘dĞƌŵŝŶŽůŽŐǇ͕ŶŽŵĞŶĐůĂƚƵƌĞ͕ĂŶĚĚŝƐƉůĂǇƐǇŵďŽůƐ͖ ϯ͘KƉĞƌĂƚŝŽŶƐƚŚĞŽƌǇ͖ ϰ͘ƋƵŝƉŵĞŶƚĂƉƉĞĂƌĂŶĐĞ͕ĨƵŶĐƚŝŽŶƐ͕ĐŽŶĐĞƉƚƐ͕ĂŶĚŽƉĞƌĂƚŝŽŶ͖ ϱ͘KƉĞƌĂƚŝŶŐŵŽĚĞƐ͕ƉƌĂĐƚŝĐĞƐ͕ĂŶĚƉƌŽĐĞĚƵƌĞƐƵŶĚĞƌŶŽƌŵĂů͕ĚŝŵŝŶŝƐŚĞĚ͕ĂŶĚ ĞŵĞƌŐĞŶĐǇĐŽŶĚŝƚŝŽŶƐ͖ ϲ͘^ƚĂƌƚƵƉĂŶĚƐŚƵƚĚŽǁŶƉƌŽĐĞĚƵƌĞƐ͖ ϳ͘^ĂĨĞƚǇƉƌĞĐĂƵƚŝŽŶƐ͖ ϴ͘KŶͲƚŚĞͲũŽďŽƉĞƌĂƚŝŶŐĞǆƉĞƌŝĞŶĐĞĨŽƌŵŽŶŝƚŽƌŝŶŐĨƵŶĐƚŝŽŶƐ͕ƐƵƉĞƌǀŝƐŽƌǇ͕ŽƌĐŽŵŵĂŶĚ ĂĐƚŝǀŝƚŝĞƐ͘/ŶĐůƵĚĞĨƵŶĐƚŝŽŶƐĂŶĚĂĐƚŝǀŝƚŝĞƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚĚŝŵŝŶŝƐŚĞĚŽƉĞƌĂƚŝŶŐŵŽĚĞƐ͕ ĨĂŝůƵƌĞƌĞĐŽŐŶŝƚŝŽŶ͕ĂŶĚƌĞƐƉŽŶƐĞƐƚŽƐǇƐƚĞŵͬƐƵďƐǇƐƚĞŵĂŶĚƌĞĐŽǀĞƌǇƉƌŽĐĞĚƵƌĞƐ͖ĂŶĚ ϵ͘ŽŶƚĞŶƚĂŶĚƵƐĞŽĨŽƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐĂŶĚƌĞůĂƚĞĚƌĞĨĞƌĞŶĐĞ ŵĂƚĞƌŝĂůƐ͘ &͘WƌŽǀŝĚĞƚƌĂŝŶŝŶŐĨŽƌƉĞƌĨŽƌŵŝŶŐŽŶͲƐŝƚĞƌŽƵƚŝŶĞ͕ƉƌĞǀĞŶƚŝǀĞ͕ĂŶĚƌĞŵĞĚŝĂůŵĂŝŶƚĞŶĂŶĐĞŽĨ ƚŚĞĞƋƵŝƉŵĞŶƚŽƌƐǇƐƚĞŵ͘DĂŝŶƚĞŶĂŶĐĞƚƌĂŝŶŝŶŐŝƐƚŽŝŶĐůƵĚĞďƵƚŶŽƚďĞůŝŵŝƚĞĚƚŽ͗ ϭ͘KƌŝĞŶƚĂƚŝŽŶƚŽƉƌŽǀŝĚĞĂŶŽǀĞƌǀŝĞǁŽĨƐǇƐƚĞŵͬƐƵďƐǇƐƚĞŵĐŽŶĐĞƉƚ͕ĐŽŶĨŝŐƵƌĂƚŝŽŶ͕ĂŶĚ ŽƉĞƌĂƚŝŽŶ͖ Ϯ͘KƉĞƌĂƚŝŽŶƐƚŚĞŽƌǇĂŶĚŝŶƚĞƌĨĂĐĞƐ͖ 145 dƌĂŝŶŝŶŐŽĨKƉĞƌĂƚŝŽŶĂŶĚDĂŝŶƚĞŶĂŶĐĞWĞƌƐŽŶŶĞů ϬϭϳϵϬϬͲϰ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϯ͘/ŶƐƚƌƵĐƚŝŽŶƐŶĞĐĞƐƐĂƌǇƚŽĞŶƐƵƌĞĂďĂƐŝĐƚŚĞŽƌĞƚŝĐĂůĂŶĚƉƌĂĐƚŝĐĂůƵŶĚĞƌƐƚĂŶĚŝŶŐŽĨ ĞƋƵŝƉŵĞŶƚĂƉƉĞĂƌĂŶĐĞ͕ůĂǇŽƵƚ͕ĂŶĚĨƵŶĐƚŝŽŶƐ͖ ϰ͘^ĂĨĞƚǇƉƌĞĐĂƵƚŝŽŶƐ͖ ϱ͘hƐĞŽĨƐƚĂŶĚĂƌĚĂŶĚƐƉĞĐŝĂůƚŽŽůƐĂŶĚƚĞƐƚĞƋƵŝƉŵĞŶƚ͖ ϲ͘ĚũƵƐƚŵĞŶƚ͕ĐĂůŝďƌĂƚŝŽŶ͕ĂŶĚƵƐĞŽĨƌĞůĂƚĞĚƚĞƐƚĞƋƵŝƉŵĞŶƚ͖ ϳ͘ĞƚĂŝůĞĚƉƌĞǀĞŶƚŝǀĞŵĂŝŶƚĞŶĂŶĐĞĂĐƚŝǀŝƚŝĞƐ͖ ϴ͘dƌŽƵďůĞƐŚŽŽƚŝŶŐ͕ĚŝĂŐŶŽƐƚŝĐƐ͕ĂŶĚƚĞƐƚŝŶŐ͖ ϵ͘ƋƵŝƉŵĞŶƚĂƐƐĞŵďůǇĂŶĚĚŝƐĂƐƐĞŵďůǇ͖ ϭϬ͘ZĞƉĂŝƌĂŶĚƉĂƌƚƐƌĞƉůĂĐĞŵĞŶƚ͖ ϭϭ͘WĂƌƚƐŽƌĚĞƌŝŶŐƉƌĂĐƚŝĐĞƐĂŶĚƐƚŽƌĂŐĞ͖ ϭϮ͘&ĂŝůƵƌĞĂŶĚƌĞĐŽǀĞƌǇƉƌŽĐĞĚƵƌĞƐ͖ ϭϯ͘ĂďůŝŶŐĂŶĚͬŽƌŝŶƚĞƌĨĂĐĞĐŽŶŶĞĐƚŽƌƐ͖ ϭϰ͘ŽŶƚĞŶƚĂŶĚƵƐĞŽĨŽƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐĂŶĚƌĞůĂƚĞĚƌĞĨĞƌĞŶĐĞ ŵĂƚĞƌŝĂůƐ͖ ϭϱ͘WƌŽĐĞĚƵƌĞƐĨŽƌǁĂƌƌĂŶƚǇƌĞƉĂŝƌƐ͖ ϭϲ͘>ƵďƌŝĐĂƚŝŽŶ͖ĂŶĚ ϭϳ͘WƌŽĐĞĚƵƌĞƐ͕ƉƌĂĐƚŝĐĞƐ͕ĚŽĐƵŵĞŶƚĂƚŝŽŶ͕ĂŶĚŵĂƚĞƌŝĂůƐƌĞƋƵŝƌĞĚƚŽĐŽŵŵĞŶĐĞƐǇƐƚĞŵ ŵĂŝŶƚĞŶĂŶĐĞ͘ EK&^d/KE 146 /s/^/KEϮϲ >dZ/> 147 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϭ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϮϲϯϮϭϯ E'/E'EZdKZ^ ϭ͘ϬϬ'EZ> ϭ͘Ϭϭ^hDDZz ͘dŚŝƐ^ĞĐƚŝŽŶŝŶĐůƵĚĞƐƉĂĐŬĂŐĞĚĚŝĞƐĞůĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐĞƚƐǁŝƚŚƚŚĞĨŽůůŽǁŝŶŐĨĞĂƚƵƌĞƐĂŶĚ ĂĐĐĞƐƐŽƌŝĞƐ͗ ϭ͘ĂƚƚĞƌǇĐŚĂƌŐĞƌ͘ Ϯ͘^ƵďͲďĂƐĞĨƵĞůƚĂŶŬ͘ ϯ͘ŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐĞƚ͘ ϰ͘DƵĨĨůĞƌ͘ ϱ͘KƵƚĚŽŽƌĞŶĐůŽƐƵƌĞ͘ ϲ͘^ƚĂƌƚŝŶŐďĂƚƚĞƌǇ͘ ϳ͘'ĞŶĞƌĂƚŽƌŽǀĞƌĐƵƌƌĞŶƚĂŶĚĨĂƵůƚƉƌŽƚĞĐƚŝŽŶ͘ ϴ͘>ŽĂĚďĂŶŬĐŝƌĐƵŝƚďƌĞĂŬĞƌ͘ ϵ͘WƌŽǀŝƐŝŽŶƐĨŽƌĨƵƚƵƌĞŐĞŶĞƌĂƚŽƌƉĂƌĂůůĞůŝŶŐ͘ ϭϬ͘ƵǆŝůŝĂƌǇƉŽǁĞƌĚŝƐƚƌŝďƵƚŝŽŶƉĂŶĞůďŽĂƌĚ͘ ϭϭ͘^ĞƌǀŝĐĞƉůĂƚĨŽƌŵƐ͘ ϭϮ͘'ĞŶĞƌĂƚŽƌƐŚĂůůďĞƐƵŝƚĂďůĞĨŽƌŽƉĞƌĂƚŝŽŶǁŝƚŚĞǆŝƐƚŝŶŐĂƵƚŽŵĂƚŝĐƚƌĂŶƐĨĞƌƐǁŝƚĐŚ͘ ϭ͘ϬϮZ>dKhDEd^ ͘ƌĂǁŝŶŐƐĂŶĚŐĞŶĞƌĂůƉƌŽǀŝƐŝŽŶƐŽĨƚŚĞŽŶƚƌĂĐƚ͕ŝŶĐůƵĚŝŶŐ'ĞŶĞƌĂůĂŶĚ^ƵƉƉůĞŵĞŶƚĂƌǇ ŽŶĚŝƚŝŽŶƐĂŶĚŝǀŝƐŝŽŶϬϭ^ƉĞĐŝĨŝĐĂƚŝŽŶ^ĞĐƚŝŽŶƐ͕ĂƉƉůǇƚŽƚŚŝƐ^ĞĐƚŝŽŶ͘ ϭ͘Ϭϯ&/E/d/KE^ ͘s&͗sĂƌŝĂďůĞ&ƌĞƋƵĞŶĐǇƌŝǀĞ ͘Zsd͗ZĞĚƵĐĞĚsŽůƚĂŐĞƵƚŽƚƌĂŶƐĨŽƌŵĞƌ ͘^ƚĂŶĚďǇZĂƚŝŶŐ͗WŽǁĞƌŽƵƚƉƵƚƌĂƚŝŶŐĞƋƵĂůƚŽƚŚĞƉŽǁĞƌƚŚĞŐĞŶĞƌĂƚŽƌƐĞƚĚĞůŝǀĞƌƐ ĐŽŶƚŝŶƵŽƵƐůǇƵŶĚĞƌŶŽƌŵĂůůǇǀĂƌǇŝŶŐůŽĂĚĨĂĐƚŽƌƐĨŽƌƚŚĞĚƵƌĂƚŝŽŶŽĨĂƉŽǁĞƌŽƵƚĂŐĞ͘ ͘KƉĞƌĂƚŝŽŶĂůĂŶĚǁŝĚƚŚ͗dŚĞƚŽƚĂůǀĂƌŝĂƚŝŽŶĨƌŽŵƚŚĞůŽǁĞƐƚƚŽŚŝŐŚĞƐƚǀĂůƵĞŽĨĂƉĂƌĂŵĞƚĞƌ ŽǀĞƌƚŚĞƌĂŶŐĞŽĨĐŽŶĚŝƚŝŽŶƐŝŶĚŝĐĂƚĞĚ͕ĞǆƉƌĞƐƐĞĚĂƐĂƉĞƌĐĞŶƚĂŐĞŽĨƚŚĞŶŽŵŝŶĂůǀĂůƵĞŽĨ ƚŚĞƉĂƌĂŵĞƚĞƌ͘ ͘^ƚĞĂĚǇ^ƚĂƚĞsŽůƚĂŐĞDŽĚƵůĂƚŝŽŶ͗dŚĞƵŶŝĨŽƌŵĐǇĐůŝĐĂůǀĂƌŝĂƚŝŽŶŽĨǀŽůƚĂŐĞǁŝƚŚŝŶƚŚĞ ŽƉĞƌĂƚŝŽŶĂůďĂŶĚǁŝĚƚŚ͕ĞǆƉƌĞƐƐĞĚŝŶ,ĞƌƚǌŽƌĐǇĐůĞƐƉĞƌƐĞĐŽŶĚ͘ ϭ͘Ϭϰ^hD/dd>^ ^ƵďŵŝƚƚĂůƐƐŚĂůůďĞŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚ^ĞĐƚŝŽŶϬϭϯϯϬϬ͕͞ŽĐƵŵĞŶƚDĂŶĂŐĞŵĞŶƚ͟ĂŶĚƐŚĂůů ŝŶĐůƵĚĞ͗ c additional information on existing ATS needs to be provided. aknowledged 148 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘ŝĚWƌŽƉŽƐĂů͗/ŶŽƌĚĞƌƚŽĞǀĂůƵĂƚĞƚŚĞďŝĚƐ͕ƐƵďŵŝƚƚŚĞĨŽůůŽǁŝŶŐŝŶĨŽƌŵĂƚŝŽŶ͘ ϭ͘ĂƚĂ^ŚĞĞƚ͗^ƵďŵŝƚŝŶĨŽƌŵĂƚŝŽŶƌĞƋƵĞƐƚĞĚŽŶƚŚĞĂƚĂ^ŚĞĞƚŝŶĐůƵĚĞĚǁŝƚŚƚŚĞŝĚ WƌŽƉŽƐĂů͘dŚĞĂƚĂ^ŚĞĞƚŝƐŝŶĐůƵĚĞĚĂƚƚŚĞĞŶĚŽĨƚŚŝƐƐƉĞĐŝĨŝĐĂƚŝŽŶ͘ Ϯ͘WƌĞůŝŵŝŶĂƌǇŐĞŶĞƌĂƚŽƌƐŝǌŝŶŐĂŶĂůǇƐŝƐ͘ ϯ͘DĂǆŝŵƵŵĂŵďŝĞŶƚƚĞŵƉĞƌĂƚƵƌĞŐĞŶĞƌĂƚŽƌĐĂŶĐŽŶƚŝŶƵŽƵƐůǇŽƉĞƌĂƚĞŝŶ͘ ϰ͘'ĞŶĞƌĂƚŽƌůĞĂĚƚŝŵĞ͗ŝŶĐůƵĚĞƚŝŵĞƚŽŐĞƚĂƉƉƌŽǀĂůƐŚŽƉĚƌĂǁŝŶŐƐĂŶĚƚŝŵĞƚŽ ŵĂŶƵĨĂĐƚƵƌĞƌŐĞŶĞƌĂƚŽƌ͘ ϱ͘'ĞŶĞƌĂƚŽƌƚŽƚĂůĞŶĐůŽƐƵƌĞĚŝŵĞŶƐŝŽŶƐŝŶĐůƵĚŝŶŐϰϴŚŽƵƌƐƵďďĂƐĞĨƵĞůƚĂŶŬĂŶĚƐĞƌǀŝĐĞ ƉůĂƚĨŽƌŵƐ͘ ϲ͘ůůĞǆĐĞƉƚŝŽŶƐƚŽƐƉĞĐŝĨŝĐĂƚŝŽŶƐŚĂůůĐůĞĂƌůǇďĞƐƚĂƚĞĚŝŶŝĚWƌŽƉŽƐĂů͘ ͘WƌĞͲĂŶĚWŽƐƚͲ^ƵďŵŝƚƚĂůDĞĞƚŝŶŐ ϭ͘^ƵƉƉůŝĞƌƐŚĂůůŝŶĐůƵĚĞŝŶŚŝƐďŝĚƚŚĞĐŽƐƚŽĨĂƚƚĞŶĚŝŶŐĂŽŶĞͲĚĂǇƉƌĞͲƐƵďŵŝƚƚĂůŵĞĞƚŝŶŐ ĂŶĚĂŽŶĞͲĚĂǇƉŽƐƚͲƐƵďŵŝƚƚĂůŵĞĞƚŝŶŐŝŶƚŚĞŝƚǇŽĨtĞƐƚůĂŬĞŽĨĨŝĐĞŽƌ&ƌĞĞƐĞĂŶĚ EŝĐŚŽůƐ͛&ŽƌƚtŽƌƚŚŽĨĨŝĐĞʹĞǆĂĐƚůŽĐĂƚŝŽŶƚŽďĞĚĞƚĞƌŵŝŶĞĚĂƚĂůĂƚĞƌĚĂƚĞ͘ Ϯ͘ƉƌĞͲƐƵďŵŝƚƚĂůŵĞĞƚŝŶŐƐŚĂůůďĞŚĞůĚďĞĨŽƌĞĂŶǇƐŚŽƉĚƌĂǁŝŶŐƐĂƌĞƐƵďŵŝƚƚĞĚĂŶĚƐŚĂůů ďĞĂƚƚĞŶĚĞĚďǇƚŚĞKǁŶĞƌ͕ŶŐŝŶĞĞƌ͕ĂŶĚƋƵŝƉŵĞŶƚDĂŶƵĨĂĐƚƵƌĞƌ͘ ϯ͘ZĞƉƌĞƐĞŶƚĂƚŝǀĞ;ƐͿĨƌŽŵƚŚĞŐĞŶĞƌĂƚŽƌƐƵƉƉůŝĞƌƐŚĂůůŝŶĐůƵĚĞŝŶĚŝǀŝĚƵĂůƐǁŚŽŚĂǀĞ ƚĞĐŚŶŝĐĂůŬŶŽǁůĞĚŐĞŽĨƚŚĞĞƋƵŝƉŵĞŶƚĂŶĚǁŝůůďĞƌĞƐƉŽŶƐŝďůĞĨŽƌƉƵƚƚŝŶŐƚŽŐĞƚŚĞƌƚŚĞ ƐƵďŵŝƚƚĂů͘ƐĂůĞƐƉĞƌƐŽŶŵĂǇĂƚƚĞŶĚ͕ďƵƚŶŽƚĂƐĂƐƵďƐƚŝƚƵƚĞĨŽƌƚŚĞŝŶĚŝǀŝĚƵĂůƐ ŝŶĚŝĐĂƚĞĚĂďŽǀĞ͘DĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůĚĞƚĞƌŵŝŶĞƚŚĞŶƵŵďĞƌŽĨƉĞŽƉůĞĂƚƚĞŶĚŝŶŐƚŚĞ ŵĞĞƚŝŶŐĂŶĚĐŽǀĞƌĞĂĐŚƉĞƌƐŽŶ͛ƐĐŽƐƚ͘ ϰ͘ƉŽƐƚͲƐƵďŵŝƚƚĂůŵĞĞƚŝŶŐ͕ŝĨŶĞĞĚĞĚ͕ǁŝƚŚƚŚĞƐĂŵĞƉĂƌƚŝĞƐƐŚĂůůďĞŚĞůĚƚŽĚŝƐĐƵƐƐ ƌĞǀŝĞǁĐŽŵŵĞŶƚƐŝŶŽƌĚĞƌƚŽƌĞƐŽůǀĞŝƐƐƵĞƐĂŶĚĂůůŽǁĞƋƵŝƉŵĞŶƚƚŽďĞƌĞůĞĂƐĞĚĨŽƌ ŵĂŶƵĨĂĐƚƵƌŝŶŐƵƉŽŶĐŽŵƉůĞƚŝŽŶŽĨƚŚĞ^ŚŽƉƌĂǁŝŶŐƌĞǀŝĞǁďǇƚŚĞŶŐŝŶĞĞƌ͘dŚŝƐ ƐĞĐŽŶĚŵĞĞƚŝŶŐŵĂǇŽŶůǇďĞǁĂŝǀĞĚĂƚƚŚĞŶŐŝŶĞĞƌ͛ƐĚŝƐĐƌĞƚŝŽŶ͘ ϱ͘ŶǇƐŚŽƉĚƌĂǁŝŶŐƐƐƵďŵŝƚƚĞĚďĞĨŽƌĞƚŚĞƉƌĞͲƐƵďŵŝƚƚĂůŵĞĞƚŝŶŐǁŝůůďĞƌĞũĞĐƚĞĚĂŶĚ ƐĞŶƚďĂĐŬEŽƚƉƉƌŽǀĞĚ͕ZĞǀŝƐĞĂŶĚZĞƐƵďŵŝƚ͘dŚĞ'ĞŶĞƌĂƚŽƌ^ƵƉƉůŝĞƌƐŚĂůůƉƌŽǀŝĚĞĂŶ ƵŶŽĨĨŝĐŝĂůĚƌĂĨƚĐŽƉǇŽĨƚŚĞĂĐƚƵĂůƐƵďŵŝƚƚĂůĂŵŝŶŝŵƵŵŽĨϱďƵƐŝŶĞƐƐĚĂǇƐďĞĨŽƌĞƚŚĞ ƉƌĞͲƐƵďŵŝƚƚĂůŵĞĞƚŝŶŐ͘ ϲ͘WƌŽĚƵĐƚĂƚĂ͗&ŽƌĞĂĐŚƚǇƉĞŽĨƉĂĐŬĂŐĞĚĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌŝŶĚŝĐĂƚĞĚ͘/ŶĐůƵĚĞƌĂƚĞĚ ĐĂƉĂĐŝƚŝĞƐ͕ŽƉĞƌĂƚŝŶŐĐŚĂƌĂĐƚĞƌŝƐƚŝĐƐ͕ĂŶĚĨƵƌŶŝƐŚĞĚƐƉĞĐŝĂůƚŝĞƐĂŶĚĂĐĐĞƐƐŽƌŝĞƐ͘/Ŷ ĂĚĚŝƚŝŽŶ͕ŝŶĐůƵĚĞƚŚĞĨŽůůŽǁŝŶŐ͗ ϳ͘ŝŵĞŶƐŝŽŶĞĚŽƵƚůŝŶĞƉůĂŶĂŶĚĞůĞǀĂƚŝŽŶĚƌĂǁŝŶŐƐŽĨĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐĞƚĂŶĚŽƚŚĞƌ ĐŽŵƉŽŶĞŶƚƐƐƉĞĐŝĨŝĞĚ͘ ϴ͘dŚĞƌŵĂůĚĂŵĂŐĞĐƵƌǀĞĨŽƌŐĞŶĞƌĂƚŽƌ͕ŝŶĐůƵĚĞyĂŶĚZŝŶĨŽƌŵĂƚŝŽŶ͕ƚƌĂŶƐŝĞŶƚĂŶĚƐƵďͲ ƚƌĂŶƐŝĞŶƚƌĞĂĐƚĂŶĐĞ͕ĞƚĐ͘ ϵ͘dŝŵĞͲĐƵƌƌĞŶƚĐŚĂƌĂĐƚĞƌŝƐƚŝĐĐƵƌǀĞƐĨŽƌŐĞŶĞƌĂƚŽƌƉƌŽƚĞĐƚŝǀĞĚĞǀŝĐĞ͘ 149 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϯ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘^ŚŽƉƌĂǁŝŶŐƐ͗ĞƚĂŝůĞƋƵŝƉŵĞŶƚĂƐƐĞŵďůŝĞƐĂŶĚŝŶĚŝĐĂƚĞĚŝŵĞŶƐŝŽŶƐ͕ǁĞŝŐŚƚƐ͕ůŽĂĚƐ͕ ƌĞƋƵŝƌĞĚĐůĞĂƌĂŶĐĞƐ͕ŵĞƚŚŽĚŽĨĨŝĞůĚĂƐƐĞŵďůǇ͕ĐŽŵƉŽŶĞŶƚƐ͕ĂŶĚůŽĐĂƚŝŽŶĂŶĚƐŝǌĞŽĨĞĂĐŚ ĨŝĞůĚĐŽŶŶĞĐƚŝŽŶ͘ ϭ͘ĞƐŝŐŶĂůĐƵůĂƚŝŽŶƐ͗ĂůĐƵůĂƚĞƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌƐĞůĞĐƚŝŶŐǀŝďƌĂƚŝŽŶŝƐŽůĂƚŽƌƐĂŶĚƐĞŝƐŵŝĐ ƌĞƐƚƌĂŝŶƚƐĂŶĚĨŽƌĚĞƐŝŐŶŝŶŐǀŝďƌĂƚŝŽŶŝƐŽůĂƚŝŽŶďĂƐĞƐ͘ Ϯ͘sŝďƌĂƚŝŽŶ/ƐŽůĂƚŝŽŶĂƐĞĞƚĂŝůƐ͗ĞƚĂŝůĨĂďƌŝĐĂƚŝŽŶ͕ŝŶĐůƵĚŝŶŐĂŶĐŚŽƌĂŐĞƐĂŶĚ ĂƚƚĂĐŚŵĞŶƚƐƚŽƐƚƌƵĐƚƵƌĞĂŶĚƚŽƐƵƉƉŽƌƚĞĚĞƋƵŝƉŵĞŶƚ͘/ŶĐůƵĚĞďĂƐĞǁĞŝŐŚƚƐ͘ ϯ͘tŝƌŝŶŐŝĂŐƌĂŵƐ͗WƌŽũĞĐƚƐƉĞĐŝĨŝĐĚĞƚĂŝůǁŝƌŝŶŐĨŽƌƉŽǁĞƌĂŶĚĐŽŶƚƌŽůĐŽŶŶĞĐƚŝŽŶƐĂŶĚ ĚŝĨĨĞƌĞŶƚŝĂƚĞďĞƚǁĞĞŶĨĂĐƚŽƌǇŝŶƐƚĂůůĞĚĂŶĚĨŝĞůĚŝŶƐƚĂůůĞĚǁŝƌŝŶŐ͘ ϰ͘'ĞŶĞƌĂƚŽƌƐŝǌŝŶŐĂŶĂůǇƐŝƐ͘ Ă͘ĞƚĂŝůĞĚƐŝǌŝŶŐĂŶĂůǇƐŝƐƐŚĂůůĐůĞĂƌůǇŝĚĞŶƚŝĨǇĂƐƐƵŵƉƚŝŽŶƐŵĂĚĞĨŽƌůŽĂĚƐďĞŝŶŐ ƐƚĂƌƚĞĚͬŽƉĞƌĂƚĞĚďǇƚŚĞŐĞŶĞƌĂƚŽƌ͘ ϭͿ͘dŚĞŵĂǆŝŵƵŵǀŽůƚĂŐĞĚƌŽƉĂůůŽǁĞĚƐŚĂůůďĞϭϱй͘ ϮͿ͘dŚĞŵĂǆŝŵƵŵĨƌĞƋƵĞŶĐǇĚƌŽƉĂůůŽǁĞĚƐŚĂůůďĞϭϬй͘ ϯͿ͘dŚĞŶŽŵŝŶĂůůŽĂĚŽŶƚŚĞŐĞŶĞƌĂƚŽƌƐŚĂůůŶŽƚĞǆĐĞĞĚϴϬйŽĨƚŚĞƌĂƚĞĚůŽĂĚ ĐĂƉĂĐŝƚǇ͘ ϰͿ͘dŚĞŐĞŶĞƌĂƚŽƌƐŚĂůůďĞƐŝǌĞĚƚŽƐƚĂƌƚĂŶĚƌƵŶƚŚĞůŽĂĚƐĂƐŝŶĚŝĐĂƚĞĚƵŶĚĞƌ ^ĞĐƚŝŽŶϮ͘Ϭϯ͘DĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůĐĞƌƚŝĨǇƚŚĂƚƚŚĞŐĞŶĞƌĂƚŽƌǁŝůůŶŽƚƐƚĂůůƵŶĚĞƌ ƚŚĞƐĞĐŽŶĚŝƚŝŽŶƐ͘ ϱͿ͘dŚĞŐĞŶĞƌĂƚŽƌƐŚĂůůďĞƐŝǌĞĚƚŽŽƉĞƌĂƚĞĐŽŶƚŝŶƵŽƵƐůǇĂƚĂŶĂŵďŝĞŶƚƚĞŵƉĞƌĂƚƵƌĞ ŽĨϭϭϯĚĞŐƌĞĞƐ&ĂŚƌĞŶŚĞŝƚ͘ ϲͿ͘ĂůĐƵůĂƚŝŽŶƐƐŚĂůůďĞĨŽƌĂŝĞƐĞů&ƵĞůŐĞŶĞƌĂƚŽƌƐĞƚ͘ ď͘dŚĞŐĞŶĞƌĂƚŽƌŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůďĞƌĞƐƉŽŶƐŝďůĞĨŽƌŽďƚĂŝŶŝŶŐĂůůŝŶĨŽƌŵĂƚŝŽŶƚŽƌƵŶ ƚŚĞŐĞŶĞƌĂƚŽƌƐŝǌŝŶŐĂŶĂůǇƐŝƐ͕ŝŶĐůƵĚŝŶŐŶĂŵĞƉůĂƚĞƌĂƚŝŶŐůŝƐƚĞĚŽŶƚŚĞŵŽƚŽƌƐ͘dŚĞ ŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůďĞƌĞƐƉŽŶƐŝďůĞĨŽƌŽďƚĂŝŶŝŶŐĂĐƚƵĂůůŽĂĚĚĂƚĂ͘ Đ͘dŚĞŬtƌĂƚŝŶŐůŝƐƚĞĚŝŶ^ĞĐƚŝŽŶϮ͘ϬϮŝƐĂŶƚŝĐŝƉĂƚĞĚĂŶĚǀĂƌŝĞƐďǇŵĂŶƵĨĂĐƚƵƌĞƌ͘ ϱ͘WƌŽǀŝĚĞĂĚĞƚĂŝůĞĚůĂǇŽƵƚŽĨƚŚĞŐĞŶĞƌĂƚŽƌĞŶĐůŽƐƵƌĞƚŚĂƚƐŚŽǁƐƚŚĞůŽĐĂƚŝŽŶŽĨƚŚĞĨƵĞů ŵĂŝŶƚĞŶĂŶĐĞƐǇƐƚĞŵ͕ƚŚĞůŽǁǀŽůƚĂŐĞƚĞƌŵŝŶĂůďŽǆ͕ŐĞŶĞƌĂƚŽƌĐŽŶƚƌŽůƉĂŶĞů͕ůŝŐŚƚƐ͕ ƌĞĐĞƉƚĂĐůĞƐ͕ĞƚĐ͘ ϲ͘WƌŽǀŝĚĞƉƌŽũĞĐƚƐƉĞĐŝĨŝĐŝŶƚĞƌĐŽŶŶĞĐƚŝŽŶĚŝĂŐƌĂŵƐĨŽƌĂůůĐƵƐƚŽŵĞƌĐŽŶŶĞĐƚŝŽŶƐĨŽƌ ĂůĂƌŵƐ͕ůĞǀĞů͕ĞƚĐ͘/ŶƚĞƌĐŽŶŶĞĐƚŝŽŶƐƚŚĂƚĂƌĞŶŽƚƐƉĞĐŝĨŝĐƚŽƚŚĞƉƌŽũĞĐƚƐŚĂůůŶŽƚďĞ ƐŚŽǁŶ͘'ĞŶĞƌŝĐĚƌĂǁŝŶŐƐĂƌĞŶŽƚĂĐĐĞƉƚĂďůĞ͘^ƵďŵŝƚƚĂůƐƚŚĂƚĚŽŶŽƚŝŶĐůƵĚĞƉƌŽũĞĐƚ ƐƉĞĐŝĨŝĐĚŝĂŐƌĂŵƐǁŝůůďĞƐĞŶƚďĂĐŬEKdWWZKs͕Zs/^EZ^hD/d͘ ϳ͘ůĞĂƌůǇŝŶĚŝĐĂƚĞƚŚĞĞůĞǀĂƚŝŽŶƚŽƚŚĞŵĂŝŶĐŝƌĐƵŝƚďƌĞĂŬĞƌŚĂŶĚůĞĂŶĚůŽĂĚďĂŶŬĐŝƌĐƵŝƚ ďƌĞĂŬĞƌŚĂŶĚůĞ͘ ϴ͘ůĞĂƌůǇŝŶĚŝĐĂƚĞƚŚĞǀĞƌƚŝĐĂůĚŝƐƚĂŶĐĞďĞƚǁĞĞŶůƵŐƐͬƚĞƌŵŝŶĂƚŝŽŶƐĂƚƚŚĞŵĂŝŶďƌĞĂŬĞƌĂŶĚ ůŽĂĚďĂŶŬďƌĞĂŬĞƌƚŽǁŚĞƌĞƚŚĞĐŽŶĚƵŝƚƐĂƌĞƐƚƵďďĞĚƵƉ͘ ϵ͘W ƌŽǀŝĚĞĐƵƚƐŚĞĞƚƐĨŽƌĂůůĞƋƵŝƉŵĞŶƚďĞŝŶŐƉƌŽǀŝĚĞĚĨŽƌƚŚĞŐĞŶĞƌĂƚŽƌŝŶĐůƵĚŝŶŐďƵƚŶŽƚ ůŝŵŝƚĞĚƚŽ͗ c Or the output of the generator set can be channeld through a docking station with a 2nd Kirk-key CB which would serve as load bank feed. You would lock out the gen output during load banking. Current proposal ins included with 2-manual CBs and no on board parallelingf 150 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϰ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ Ă͘'ĞŶĞƌĂƚŽƌĂŶĚŶĐůŽƐƵƌĞ ď͘'ĞŶĞƌĂƚŽƌĐŝƌĐƵŝƚďƌĞĂŬĞƌĂŶĚůŽĂĚďĂŶŬďƌĞĂŬĞƌǁŝƚŚƚŝŵĞĐƵƌƌĞŶƚĐƵƌǀĞƐ Đ͘ǆŚĂƵƐƚ&ĂŶƐĂŶĚůŽƵǀĞƌƐ Ě͘ŽŶĚƵŝƚƐ Ğ͘tŝƌŝŶŐ Ĩ͘>ŝŐŚƚƐ Ő͘^ǁŝƚĐŚĞƐ Ś͘ZĞĐĞƉƚĂĐůĞƐ ŝ͘WĂŶĞůďŽĂƌĚ ũ͘ĂƚƚĞƌŝĞƐĂŶĚĐŚĂƌŐŝŶŐƐǇƐƚĞŵ Ŭ͘^ĞƌǀŝĐĞWůĂƚĨŽƌŵ ů͘&ƵĞůDĂŝŶƚĞŶĂŶĐĞ^ǇƐƚĞŵ ϭϬ͘WƌŽǀŝĚĞĂĚĞƚĂŝůĞĚƉĂŶĞůďŽĂƌĚƐĐŚĞĚƵůĞĨŽƌƚŚĞƉĂŶĞůďŽĂƌĚƉƌŽǀŝĚĞĚŝŶƚŚĞŐĞŶĞƌĂƚŽƌ ĞŶĐůŽƐƵƌĞ͘ ϭϭ͘ĞƌƚŝĨŝĞĚƐƵŵŵĂƌǇŽĨƉƌŽƚŽƚǇƉĞͲƵŶŝƚƚĞƐƚƌĞƉŽƌƚ͘ ϭϮ͘ĞƌƚŝĨŝĞĚdĞƐƚZĞƉŽƌƚƐ͗&ŽƌĐŽŵƉŽŶĞŶƚƐĂŶĚĂĐĐĞƐƐŽƌŝĞƐƚŚĂƚĂƌĞĞƋƵŝǀĂůĞŶƚ͕ďƵƚŶŽƚ ŝĚĞŶƚŝĐĂů͕ƚŽƚŚŽƐĞƚĞƐƚĞĚŽŶƉƌŽƚŽƚǇƉĞƵŶŝƚ͘ ϭϯ͘ZĞƉŽƌƚŽĨĨĂĐƚŽƌǇƚĞƐƚŽŶƵŶŝƚƐƚŽďĞƐŚŝƉƉĞĚĨŽƌƚŚŝƐWƌŽũĞĐƚ͕ƐŚŽǁŝŶŐĞǀŝĚĞŶĐĞŽĨ ĐŽŵƉůŝĂŶĐĞǁŝƚŚƐƉĞĐŝĨŝĞĚƌĞƋƵŝƌĞŵĞŶƚƐ͘ ϭϰ͘ZĞƉŽƌƚŽĨƐŽƵŶĚŐĞŶĞƌĂƚŝŽŶ͘ ϭϱ͘ZĞƉŽƌƚŽĨĞǆŚĂƵƐƚĞŵŝƐƐŝŽŶƐƐŚŽǁŝŶŐĐŽŵƉůŝĂŶĐĞǁŝƚŚĂƉƉůŝĐĂďůĞƌĞŐƵůĂƚŝŽŶƐ͘ ͘>ĞƚƚĞƌŽĨŽŵƉĂƚŝďŝůŝƚǇ͗dŚĞ'ĞŶĞƌĂƚŽƌƐƵƉƉůŝĞƌŝŶĐŽŶũƵŶĐƚŝŽŶǁŝƚŚƚŚĞĞǆŝƐƚŝŶŐd^ƐƵƉƉůŝĞƌ ƐŚĂůůŝƐƐƵĞĂůĞƚƚĞƌŽĨĐŽŵƉĂƚŝďŝůŝƚǇƐƚĂƚŝŶŐƚŚĂƚƚŚĞ'ĞŶĞƌĂƚŽƌĂŶĚĞǆŝƐƚŝŶŐd^ĂƌĞ ĐŽŵƉĂƚŝďůĞ͘'ĞŶĞƌĂƚŽƌƐƵƉƉůŝĞƌƐŚĂůůĨŝĞůĚǀĞƌŝĨǇĞǆŝƐƚŝŶŐd^ĚĂƚĂƚŽĚĞƚĞƌŵŝŶĞ ĐŽŵƉĂƚŝďŝůŝƚǇ͘ ͘WƌŝŽƌƚŽ^ŚŝƉŵĞŶƚ͗dŚĞŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůƉƌŽǀŝĚĞĚĞƚĂŝůĞĚĂĚĚƌĞƐƐĞƐ;ŵĞŵŽƌǇŵĂƉͿĨŽƌƚŚĞ ƐŽĨƚǁĂƌĞ/ͬKƉŽŝŶƚƐƚŚĂƚĂƌĞĐŽŵŵƵŶŝĐĂƚĞĚŽǀĞƌƚŚĞƌŶĞƚ͕Z^ϰϴϱ͕ĞƚĐ͘ƚŚĂƚĂƌĞĂƉƉůŝĐĂďůĞƚŽ ƚŚŝƐƉƌŽũĞĐƚʹƚŚŝƐǁŽƵůĚŝŶĐůƵĚĞďƵƚŶŽƚďĞůŝŵŝƚĞĚƚŽƚŚĞĚĂƚĂŚŝŐŚǁĂǇƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞ ŐĞŶĞƌĂƚŽƌ͘ŽŽƌĚŝŶĂƚĞǁŝƚŚKǁŶĞƌͬŶŐŝŶĞĞƌĨŽƌƚŚĞůŝƐƚŽĨ/ͬKƚŚĂƚǁŝůůďĞƚƌĂŶƐŵŝƚƚĞĚŽǀĞƌ ƚŚĞĚĂƚĂŚŝŐŚǁĂǇƐ͕ƚŚĞŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůǀĞƌŝĨǇǁŝƚŚƚŚĞKǁŶĞƌŝĨĂŶǇĐŚĂŶŐĞƐŚĂǀĞďĞĞŶ ŵĂĚĞƚŽƚŚĞůŝƐƚƐƉƌŝŽƌƚŽƐƵďŵŝƚƚŝŶŐƚŚĞŵĞŵŽƌǇŵĂƉ͘ &͘&ŝĞůĚƋƵĂůŝƚǇͲĐŽŶƚƌŽůƚĞƐƚƌĞƉŽƌƚƐ͘/ŶĚŝĐĂƚĞĂŶĚŝŶƚĞƌƉƌĞƚƚĞƐƚƌĞƐƵůƚƐĂŶĚŝŶƐƉĞĐƚŝŽŶƌĞĐŽƌĚƐ ƌĞůĂƚŝǀĞƚŽĐŽŵƉůŝĂŶĐĞǁŝƚŚƉĞƌĨŽƌŵĂŶĐĞƌĞƋƵŝƌĞŵĞŶƚƐ͘WƌŽǀŝĚĞůŽĂĚďĂŶŬĂŶĚϯƌĚWĂƌƚǇ ^ŽƵŶĚƚĞƐƚŝŶŐƌĞƐƵůƚƐ͘ůů'ĞŶĞƌĂƚŽƌdĞƐƚŝŶŐZĞƉŽƌƚ;ƐͿƐŚĂůůďĞƐƵďŵŝƚƚĞĚƚŽŶŐŝŶĞĞƌĨŽƌ ĂƉƉƌŽǀĂůŶŽůĂƚĞƌƚŚĂŶƚǁŽǁĞĞŬƐĂĨƚĞƌƚĞƐƚŝŶŐŚĂƐďĞĞŶĐŽŶĚƵĐƚĞĚ͘ '͘&ĂĐƚŽƌǇdĞƐƚĂƚĂ͗^ƵďŵŝƚĨĂĐƚŽƌǇƚĞƐƚĚĂƚĂƚŽŶŐŝŶĞĞƌĨŽƌĂƉƉƌŽǀĂůƉƌŝŽƌƚŽƐŚŝƉƉŝŶŐ ŐĞŶĞƌĂƚŽƌƚŽũŽďƐŝƚĞ͘ more data on ATS to be provided. c with submittal data 3rd party sound testto be by others c 151 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϱ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ,͘KƉĞƌĂƚŝŽŶĂŶĚDĂŝŶƚĞŶĂŶĐĞĂƚĂ͗&ŽƌƉĂĐŬĂŐĞĚĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐƚŽŝŶĐůƵĚĞŝŶĞŵĞƌŐĞŶĐǇ͕ ŽƉĞƌĂƚŝŽŶ͕ĂŶĚŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐ͘/ŶĂĚĚŝƚŝŽŶƚŽŝƚĞŵƐƐƉĞĐŝĨŝĞĚŝŶŝǀŝƐŝŽŶϬϭ^ĞĐƚŝŽŶ ΗKƉĞƌĂƚŝŽŶĂŶĚDĂŝŶƚĞŶĂŶĐĞĂƚĂ͕ΗŝŶĐůƵĚĞƚŚĞĨŽůůŽǁŝŶŐ͗ ϭ͘>ŝƐƚŽĨƚŽŽůƐĂŶĚƌĞƉůĂĐĞŵĞŶƚŝƚĞŵƐƌĞĐŽŵŵĞŶĚĞĚƚŽďĞƐƚŽƌĞĚĂƚWƌŽũĞĐƚĨŽƌƌĞĂĚǇ ĂĐĐĞƐƐ͘/ŶĐůƵĚĞƉĂƌƚĂŶĚĚƌĂǁŝŶŐŶƵŵďĞƌƐ͕ĐƵƌƌĞŶƚƵŶŝƚƉƌŝĐĞƐ͕ĂŶĚƐŽƵƌĐĞŽĨƐƵƉƉůǇ͘ Ϯ͘/ŶĐůƵĚĞĂůůĨĞĂƚƵƌĞƐĂŶĚŽƉĞƌĂƚŝŶŐƐĞƋƵĞŶĐĞƐ͕ďŽƚŚĂƵƚŽŵĂƚŝĐĂŶĚŵĂŶƵĂů͘>ŝƐƚĂůů ĨĂĐƚŽƌǇƐĞƚƚŝŶŐƌĞůĂǇĂŶĚƉƌŽǀŝĚĞƌĞůĂǇͲƐĞƚƚŝŶŐĂŶĚĐĂůŝďƌĂƚŝŽŶŝŶƐƚƌƵĐƚŝŽŶƐ͕ŝŶĐůƵĚŝŶŐ ƐŽĨƚǁĂƌĞ͕ǁŚĞƌĞĂƉƉůŝĐĂďůĞ͘ ϯ͘KƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐƐŚĂůůďĞƉƌĞƉĂƌĞĚďǇƚŚĞĞƋƵŝƉŵĞŶƚŵĂŶƵĨĂĐƚƵƌĞƌ ĂŶĚĐŽŶƚĂŝŶƚŚĞƐŚŽƉĚƌĂǁŝŶŐƐ͕ƐƵďŵŝƚƚĂůƐ͕ůŝƐƚŽĨŵĂŶƵĨĂĐƚƵƌĞƌƌĞĐŽŵŵĞŶĚĞĚƐƉĂƌĞ ƉĂƌƚƐ͕ƐĐŚĞŵĂƚŝĐƐ͕ĞƋƵŝƉŵĞŶƚŝŶƐƚĂůůĂƚŝŽŶƌĞƉŽƌƚ͕ĂŶĚŵĂŝŶƚĞŶĂŶĐĞƉƌŽĐĞĚƵƌĞƐ͘KΘD ŵĂŶƵĂůƐƐŚĂůůŝŶĐůƵĚĞĂůůĨŝĞůĚĐŚĂŶŐĞƐŵĂĚĞĚƵƌŝŶŐƐƚĂƌƚƵƉĂŶĚƚĞƐƚŝŶŐ͘ ϰ͘KƉĞƌĂƚŝŽŶĂŶĚŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐƐŚĂůůŝŶĐůƵĚĞǁĂƌƌĂŶƚǇŝŶĨŽƌŵĂƚŝŽŶĂƐǁĞůůĂƐĂ ǁĂƌƌĂŶƚǇŝŶĨŽƌŵĂƚŝŽŶƉĂŐĞƚŚĂƚƐŚĂůůŝŶĐůƵĚĞŝŶĨŽƌŵĂƚŝŽŶŽŶƚŚĞǁĂƌƌĂŶƚǇƐƚĂƌƚĂŶĚĞŶĚ ĚĂƚĞĂƐǁĞůůĂƐĐŽŶƚĂĐƚŝŶĨŽƌŵĂƚŝŽŶĨŽƌƐĞƌǀŝĐĞ͘ ϱ͘DĂŶƵĂůƐƐŚĂůůďĞƉƌĞƉĂƌĞĚďǇƚŚĞƋƵŝƉŵĞŶƚDĂŶƵĨĂĐƚƵƌĞƌĂŶĚƐŚĂůůĂůƐŽŝŶĐŽƌƉŽƌĂƚĞ ĂƉƉƌŽƉƌŝĂƚĞĨŝŶĂůĐĞƌƚŝĨŝĞĚƐŚŽƉĚƌĂǁŝŶŐƐ͘DĂŶƵĂůƐŵĂǇďĞŵĂŶƵĨĂĐƚƵƌĞƌΖƐƐƚĂŶĚĂƌĚ ŝŶƐƚƌƵĐƚŝŽŶƐďƵƚƐŚĂůůďĞƐƵƉƉůĞŵĞŶƚĞĚĂƐŶĞĐĞƐƐĂƌǇƚŽĐŽǀĞƌĂŶǇƐƉĞĐŝĂůĨĞĂƚƵƌĞŶŽƚ ŝŶĐůƵĚĞĚŝŶƐƚĂŶĚĂƌĚŵĂƚĞƌŝĂů͘ ϲ͘^ƵďŵŝƚƉƌĞůŝŵŝŶĂƌǇŵĂŶƵĂůƐĨŽƌƌĞǀŝĞǁƉƌŝŽƌƚŽƐƚĂƌƚͲƵƉŽĨĞƋƵŝƉŵĞŶƚ͘ /͘tĂƌƌĂŶƚǇ͗^ƉĞĐŝĂůǁĂƌƌĂŶƚǇƐƉĞĐŝĨŝĞĚŝŶƚŚŝƐ^ĞĐƚŝŽŶ͘ :͘YƵĂůŝĨŝĐĂƚŝŽŶĂƚĂ͗&ŽƌĨŝƌŵƐĂŶĚƉĞƌƐŽŶƐƐƉĞĐŝĨŝĞĚŝŶ͞YƵĂůŝƚǇƐƐƵƌĂŶĐĞ͟ƌƚŝĐůĞ͘ <͘&ĂĐƚŽƌǇdĞƐƚZĞƉŽƌƚƐ͗&ŽƌƵŶŝƚƐƚŽďĞƐŚŝƉƉĞĚĨŽƌƚŚŝƐWƌŽũĞĐƚ͕ƐŚŽǁŝŶŐĞǀŝĚĞŶĐĞŽĨ ĐŽŵƉůŝĂŶĐĞǁŝƚŚƐƉĞĐŝĨŝĞĚƌĞƋƵŝƌĞŵĞŶƚƐ͘&ĂĐƚŽƌǇƚĞƐƚƌĞƉŽƌƚƐƐŚĂůůďĞƉƌŽǀŝĚĞĚƚŽƚŚĞ ŶŐŝŶĞĞƌĨŽƌĂƉƉƌŽǀĂůƉƌŝŽƌƚŽƚŚĞƵŶŝƚďĞŝŶŐƌĞůĞĂƐĞĚĨŽƌƐŚŝƉŵĞŶƚ͘ >͘&ŝĞůĚdĞƐƚĂƚĂʹƋƵŝƉŵĞŶƚ/ŶƐƚĂůůĂƚŝŽŶZĞƉŽƌƚ Ă͘ƋƵŝƉŵĞŶƚ/ŶƐƚĂůůĂƚŝŽŶZĞƉŽƌƚ͗&ŝĞůĚƚĞƐƚĚĂƚĂƐŚĂůůŝŶĐůƵĚĞƐƵŵŵĂƌǇŽĨĂůůƚĞƐƚƐ ƉĞƌĨŽƌŵĞĚŝŶƚŚĞĨŝĞůĚƐƉĞĐŝĨŝĐĂůůǇŝĚĞŶƚŝĨŝĞĚŝŶƚŚŝƐƐƉĞĐŝĨŝĐĂƚŝŽŶĂŶĚŽƚŚĞƌĨĂĐƚŽƌǇ ƐƚĂŶĚĂƌĚƚĞƐƚƐ͘ ď͘&ŝĞůĚdĞƐƚĂŶĚKďƐĞƌǀĂƚŝŽŶZĞƉŽƌƚƐ͗/ŶĚŝĐĂƚĞĂŶĚŝŶƚĞƌƉƌĞƚƚĞƐƚƌĞƐƵůƚƐĂŶĚ ŝŶƐƉĞĐƚŝŽŶƌĞĐŽƌĚƐƌĞůĂƚŝǀĞƚŽĐŽŵƉůŝĂŶĐĞǁŝƚŚƉĞƌĨŽƌŵĂŶĐĞƌĞƋƵŝƌĞŵĞŶƚƐ͘ ϭ͘ϬϱYh>/dz^^hZE ͘^ŽƵƌĐĞ>ŝŵŝƚĂƚŝŽŶƐ͗KďƚĂŝŶƉĂĐŬĂŐĞĚĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌĂŶĚĂƵǆŝůŝĂƌǇĐŽŵƉŽŶĞŶƚƐƐƉĞĐŝĨŝĞĚŝŶ ƚŚŝƐ^ĞĐƚŝŽŶƚŚƌŽƵŐŚŽŶĞƐŽƵƌĐĞĨƌŽŵĂƐŝŶŐůĞŵĂŶƵĨĂĐƚƵƌĞƌ͘ ͘/ŶƐƚĂůůĞƌYƵĂůŝĨŝĐĂƚŝŽŶƐ͗DĂŶƵĨĂĐƚƵƌĞƌΖƐĂƵƚŚŽƌŝǌĞĚƌĞƉƌĞƐĞŶƚĂƚŝǀĞǁŚŽŝƐƚƌĂŝŶĞĚĂŶĚ ĂƉƉƌŽǀĞĚĨŽƌŝŶƐƚĂůůĂƚŝŽŶŽĨƵŶŝƚƐƌĞƋƵŝƌĞĚĨŽƌƚŚŝƐWƌŽũĞĐƚ͘ ͘DĂŶƵĨĂĐƚƵƌĞƌYƵĂůŝĨŝĐĂƚŝŽŶƐ͗DĂŝŶƚĂŝŶĂƐĞƌǀŝĐĞĐĞŶƚĞƌĐĂƉĂďůĞŽĨĞŵĞƌŐĞŶĐǇŵĂŝŶƚĞŶĂŶĐĞ ĂŶĚƌĞƉĂŝƌƐĂƚƚŚĞWƌŽũĞĐƚǁŝƚŚϭϮŚŽƵƌƐŵĂǆŝŵƵŵƌĞƐƉŽŶƐĞƚŝŵĞ͘ ͘ůĞĐƚƌŝĐĂůŽŵƉŽŶĞŶƚƐ͕ĞǀŝĐĞƐ͕ĂŶĚĐĐĞƐƐŽƌŝĞƐ͗>ŝƐƚĞĚĂŶĚůĂďĞůĞĚĂƐĚĞĨŝŶĞĚŝŶE&WϳϬ͕ ƌƚŝĐůĞϭϬϬ͕ďǇĂƚĞƐƚŝŶŐĂŐĞŶĐǇĂĐĐĞƉƚĂďůĞƚŽĂƵƚŚŽƌŝƚŝĞƐŚĂǀŝŶŐũƵƌŝƐĚŝĐƚŝŽŶ͘ c c c c c c install by others c test agency by others 152 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϲ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘ŽŵƉůǇǁŝƚŚ^Dϭϱ͘ϭ͘ &͘ŽŵƉůǇǁŝƚŚE^/ͬEdd^^ƚĂŶĚĂƌĚ͘ '͘ŽŵƉůǇǁŝƚŚE&Wϯϳ͕ϳϬ͕ϵϵ͕ϭϬϭ͕ĂŶĚϭϭϬ͕ůĂƚĞƐƚĞĚŝƚŝŽŶ͘ ,͘ŽŵƉůǇǁŝƚŚE&WϭϭϬƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌ>ĞǀĞůϭĞŵĞƌŐĞŶĐǇƉŽǁĞƌƐƵƉƉůǇƐǇƐƚĞŵ͘ /͘ŽŵƉůǇǁŝƚŚEDD'ͲϭĂŶĚ^'Ͳϭ͘ :͘ŽŵƉůǇǁŝƚŚh>ϭϬϬϴ͘ <͘ŶŐŝŶĞǆŚĂƵƐƚŵŝƐƐŝŽŶƐ͗ŽŵƉůǇǁŝƚŚWdŝĞƌƌĞƋƵŝƌĞŵĞŶƚƐĂŶĚĂƉƉůŝĐĂďůĞƐƚĂƚĞĂŶĚůŽĐĂů ŐŽǀĞƌŶŵĞŶƚƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌƐƚĂƚŝŽŶĂƌǇĞŵĞƌŐĞŶĐǇĂƉƉůŝĐĂƚŝŽŶƐ͘ >͘^ƵďŵŝƚǁƌŝƚƚĞŶƌĞƉŽƌƚƐĨŽƌĂůůƌĞƋƵŝƌĞĚĨĂĐƚŽƌǇĂŶĚĨŝĞůĚƚĞƐƚƐ͘ ϭ͘Ϭϲ&dKZz/E^Wd/KEEd^d^ ͘d^d^ ϭ͘'EZ> Ă͘'ĞŶĞƌĂƚŽƌŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůƉƌŽǀŝĚĞƚŽƚŚĞŶŐŝŶĞĞƌĂĐŽŵƉůĞƚĞůŝƐƚŽĨĂůůƚĞƐƚƐƚŽ ďĞƉĞƌĨŽƌŵĞĚŽŶƚŚĞŐĞŶĞƌĂƚŽƌĂƐĂĨŽƌŵĂůƐƵďŵŝƚƚĂůƚŽƚŚĞŶŐŝŶĞĞƌĂŵŝŶŝŵƵŵŽĨ ϯϬĚĂǇƐƉƌŝŽƌƚŽƚŚĞŐĞŶĞƌĂƚŽƌďĞŝŶŐƚĞƐƚĞĚ͘ Ϯ͘dŚĞŐĞŶĞƌĂƚŽƌŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůƉƌŽǀŝĚĞƚŚĞĂĐƚƵĂůƚĞƐƚĚĂƚĂ͕ŽďƐĞƌǀĂƚŝŽŶƐ͕ĂŶĚ ĐĞƌƚŝĨŝĐĂƚŝŽŶƚŚĂƚƚŚĞƚĞƐƚƐŚĂǀĞďĞĞŶĐŽŵƉůĞƚĞĚƚŽƚŚĞŶŐŝŶĞĞƌĨŽƌĂƉƉƌŽǀĂů ͘&ĂĐƚŽƌǇdĞƐƚŝŶŐ͘ ϭ͘dŚĞŐĞŶĞƌĂƚŽƌƐĞƚŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůƉĞƌĨŽƌŵĂĐŽŵƉůĞƚĞŽƉĞƌĂƚŝŽŶĂůƚĞƐƚŽŶƚŚĞ ŐĞŶĞƌĂƚŽƌƐĞƚƉƌŝŽƌƚŽƐŚŝƉƉŝŶŐĨƌŽŵƚŚĞĨĂĐƚŽƌǇ͘ůůƚĞƐƚŝŶŐƐŚĂůůďĞĐŽŶĚƵĐƚĞĚĂƚƚŚĞ ĨĂĐƚŽƌǇ͘EŽĞǆĐĞƉƚŝŽŶƐ͘ĐĞƌƚŝĨŝĞĚƚĞƐƚƌĞƉŽƌƚƐŚĂůůďĞƉƌŽǀŝĚĞĚ͘ůůƚĞƐƚŝŶŐƐŚĂůůďĞ ƉĞƌĨŽƌŵĞĚǁŝƚŚĐĂůŝďƌĂƚĞĚŵĞƚĞƌŝŶŐ͘ Ϯ͘'ĞŶĞƌĂƚŽƌƐĞƚĨĂĐƚŽƌǇƚĞƐƚƐŽŶƚŚĞĞƋƵŝƉŵĞŶƚƐŚĂůůďĞƉĞƌĨŽƌŵĞĚĂƚƌĂƚĞĚůŽĂĚĂŶĚƌĂƚĞĚ ƉŽǁĞƌĨĂĐƚŽƌ͘'ĞŶĞƌĂƚŽƌƐĞƚƐƚŚĂƚŚĂǀĞŶŽƚďĞĞŶĨĂĐƚŽƌǇƚĞƐƚĞĚĂƚƌĂƚĞĚƉŽǁĞƌĨĂĐƚŽƌ ǁŝůůŶŽƚďĞĂĐĐĞƉƚĂďůĞ͘dĞƐƚƐƐŚĂůůŝŶĐůƵĚĞ͗ Ă͘ZĞĂĐƚŝǀĞ>ŽĂĚĂŶŬdĞƐƚŝŶŐ͕ϮϬŵŝŶƵƚĞƐĂƚϮϱйůŽĂĚ͕ϮϬŵŝŶƵƚĞƐĂƚϱϬйůŽĂĚ͕ϮϬ ŵŝŶƵƚĞƐĂƚϳϱйůŽĂĚ͕ϰŚŽƵƌƐĂƚϭϬϬйůŽĂĚ͘ ď͘dƌĂŶƐŝĞŶƚƚĞƐƚŝŶŐ͕ϬͲϮϱͲϬй͕ϬͲϱϬͲϬй͕ϬͲϳϱͲϬй͕ϬͲϭϬϬͲϬй͘ Đ͘^ƚĂŶĚĂƌĚĨĂĐƚŽƌǇƚĞƐƚƉƌŽĐĞĚƵƌĞƐ͟ŵĂǆŝŵƵŵƉŽǁĞƌ͕ǀŽůƚĂŐĞƌĞŐƵůĂƚŝŽŶ͕ƚƌĂŶƐŝĞŶƚ ĂŶĚƐƚĞĂĚǇͲƐƚĂƚĞŐŽǀĞƌŶŝŶŐ͕ƐŝŶŐůĞƐƚĞƉůŽĂĚƉŝĐŬƵƉ͕ĂŶĚĨƵŶĐƚŝŽŶŽĨƐĂĨĞƚǇ ƐŚƵƚĚŽǁŶƐ͘ Ě͘WƌŽǀŝĚĞĂĐĞƌƚŝĨŝĞĚĐŽƉǇŽĨƚŚĞƚĞƐƚŝŶŐƌĞƉŽƌƚƚŽƚŚĞĞŶŐŝŶĞĞƌĂĨƚĞƌƐŚŝƉŵĞŶƚ͘ ϯ͘WƌŽǀŝĚĞƐŽƵŶĚƚĞƐƚŝŶŐĂƚƚŚĞ'ĞŶĞƌĂƚŽƌDĂŶƵĨĂĐƚƵƌĞƌ͛ƐĨĂĐƚŽƌǇǁŝƚŚƵŶŝƚŽƉĞƌĂƚŝŶŐĂƚ ĨƵůůůŽĂĚĂŶĚŶŽůŽĂĚ͘DĞĂƐƵƌĞŵĞŶƚƐƐŚĂůůďĞĂƚĂůůƉŽŝŶƚƐĂƌŽƵŶĚƚŚĞĞŶĐůŽƐƵƌĞĂƚϰĨĞĞƚ ĂďŽǀĞŐƌĂĚĞƚŽĞŶƐƵƌĞĐŽŵƉůŝĂŶĐĞǁŝƚŚƐŽƵŶĚůĞǀĞůƐƐƉĞĐŝĨŝĞĚ͘ ϭ͘Ϭϳ>/sZz͕^dKZ'͕E,E>/E' ATS standard as they apply c c c 153 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϳ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘ĞůŝǀĞƌĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐĞƚĂŶĚƐǇƐƚĞŵĐŽŵƉŽŶĞŶƚƐƚŽƚŚĞŝƌĨŝŶĂůůŽĐĂƚŝŽŶƐŝŶƉƌŽƚĞĐƚŝǀĞ ǁƌĂƉƉŝŶŐƐ͕ĐŽŶƚĂŝŶĞƌƐ͕ĂŶĚŽƚŚĞƌƉƌŽƚĞĐƚŝŽŶƚŚĂƚǁŝůůĞǆĐůƵĚĞĚŝƌƚĂŶĚŵŽŝƐƚƵƌĞĂŶĚƉƌĞǀĞŶƚ ĚĂŵĂŐĞĨƌŽŵĐŽŶƐƚƌƵĐƚŝŽŶŽƉĞƌĂƚŝŽŶƐ͘ZĞŵŽǀĞƉƌŽƚĞĐƚŝŽŶŽŶůǇĂĨƚĞƌĞƋƵŝƉŵĞŶƚŝƐƐĂĨĞ ĨƌŽŵƐƵĐŚŚĂǌĂƌĚƐ͘ ͘dŚĞŐĞŶĞƌĂƚŽƌƐƵƉƉůŝĞƌƐŚĂůůďĞƌĞƐƉŽŶƐŝďůĞĨŽƌƐŚŝƉŵĞŶƚ͕ĚĞůŝǀĞƌǇĂŶĚŽĨĨůŽĂĚŝŶŐŽĨ ĞƋƵŝƉŵĞŶƚĂƚƚŚĞũŽďƐŝƚĞ;ϭϯϱϵϬĞŶƚŽŶ,ǁǇ͕tĞƐƚůĂŬĞ͕dyϳϲϮϲϮͿ͘ ϭ͘ϬϴKKZ/Ed/KE ͘ŽŽƌĚŝŶĂƚĞƐŝǌĞĂŶĚůŽĐĂƚŝŽŶŽĨĐŽŶĐƌĞƚĞďĂƐĞƐĨŽƌƉĂĐŬĂŐĞĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐ͘ĂƐƚĂŶĐŚŽƌͲ ďŽůƚŝŶƐĞƌƚƐŝŶƚŽďĂƐĞƐ͘ ϭ͘ϬϵtZZEdz ͘'ĞŶĞƌĂůtĂƌƌĂŶƚǇ͗^ƉĞĐŝĂůǁĂƌƌĂŶƚǇƐƉĞĐŝĨŝĞĚŝŶƚŚŝƐƌƚŝĐůĞƐŚĂůůŶŽƚĚĞƉƌŝǀĞKǁŶĞƌŽĨ ŽƚŚĞƌƌŝŐŚƚƐKǁŶĞƌŵĂǇŚĂǀĞƵŶĚĞƌŽƚŚĞƌƉƌŽǀŝƐŝŽŶƐŽĨƚŚĞŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐĂŶĚƐŚĂůů ďĞŝŶĂĚĚŝƚŝŽŶƚŽ͕ĂŶĚƌƵŶĐŽŶĐƵƌƌĞŶƚǁŝƚŚ͕ŽƚŚĞƌǁĂƌƌĂŶƚŝĞƐŵĂĚĞďǇŽŶƚƌĂĐƚŽƌƵŶĚĞƌ ƌĞƋƵŝƌĞŵĞŶƚƐŽĨƚŚĞŽŶƚƌĂĐƚŽĐƵŵĞŶƚƐ͘ ͘^ƉĞĐŝĂůtĂƌƌĂŶƚǇ͗tƌŝƚƚĞŶǁĂƌƌĂŶƚǇ͕ĞǆĞĐƵƚĞĚďǇŵĂŶƵĨĂĐƚƵƌĞƌĂŐƌĞĞŝŶŐƚŽƌĞƉĂŝƌŽƌƌĞƉůĂĐĞ ƉĂĐŬĂŐĞĚĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌĂŶĚĂƵǆŝůŝĂƌǇĐŽŵƉŽŶĞŶƚƐƚŚĂƚĨĂŝůŝŶŵĂƚĞƌŝĂůƐŽƌǁŽƌŬŵĂŶƐŚŝƉ ǁŝƚŚŝŶƐƉĞĐŝĨŝĞĚǁĂƌƌĂŶƚǇƉĞƌŝŽĚ͘ ϭ͘tĂƌƌĂŶƚǇWĞƌŝŽĚ͗ϮǇĞĂƌƐĨƌŽŵĚĂƚĞŽĨƐŚŝƉŵĞŶƚ͘dŚĞŐĞŶĞƌĂƚŽƌŵĂǇďĞƵƐĞĚĚƵƌŝŶŐƚŚĞ ĐŽƵƌƐĞŽĨƚŚĞƉƌŽũĞĐƚ͘ Ϯ͘dŚĞǁĂƌƌĂŶƚǇƉĞƌŝŽĚƐŚĂůůďĞŝŶƚĞƌƉƌĞƚĞĚĂƐƚŚĞƚǁĞŶƚǇͲĨŽƵƌ;ϮϰͿŵŽŶƚŚƉĞƌŝŽĚĨŽůůŽǁŝŶŐ ƚŚĞŝŶƐƚĂůůĂƚŝŽŶ͕ĂĚũƵƐƚŝŶŐĂŶĚĂĐĐĞƉƚĂŶĐĞƚĞƐƚŝŶŐ͕ĂŶĚƚŚĞƐƚĂƌƚŽĨĂĐƚƵĂůŽƉĞƌĂƚŝŽŶŽĨ ƚŚĞĞƋƵŝƉŵĞŶƚŽƌƚŚŝƌƚǇ;ϯϬͿŵŽŶƚŚƐĂĨƚĞƌĐŽŵƉůĞƚĞĚĞůŝǀĞƌǇ͕ǁŚŝĐŚĞǀĞƌŽĐĐƵƌƐĨŝƌƐƚ͘ ͘DĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůƐĞŶĚĂƌĞƉƌĞƐĞŶƚĂƚŝǀĞŽƵƚƚŽƚŚĞũŽďƐŝƚĞϭǇĞĂƌĂĨƚĞƌĨŝŶĂůĐŽŵƉůĞƚŝŽŶƚŽ ƌĞͲƚĞƐƚƚŚĞŐĞŶĞƌĂƚŽƌĂƚŶŽĞǆƚƌĂĐŽƐƚƚŽƚŚĞŽǁŶĞƌ͘ ϭ͘ϭϬD/EdEE^Zs/ ͘/ŶŝƚŝĂůDĂŝŶƚĞŶĂŶĐĞ^ĞƌǀŝĐĞ͗ĞŐŝŶŶŝŶŐĂƚŝŶƐƚĂůůĂƚŝŽŶ͕ƉƌŽǀŝĚĞϭϮŵŽŶƚŚƐΖĨƵůůŵĂŝŶƚĞŶĂŶĐĞ ďǇƐŬŝůůĞĚĞŵƉůŽǇĞĞƐŽĨŵĂŶƵĨĂĐƚƵƌĞƌΖƐĚĞƐŝŐŶĂƚĞĚƐĞƌǀŝĐĞŽƌŐĂŶŝǌĂƚŝŽŶ͘/ŶĐůƵĚĞƋƵĂƌƚĞƌůǇ ĞǆĞƌĐŝƐŝŶŐƚŽĐŚĞĐŬĨŽƌƉƌŽƉĞƌƐƚĂƌƚŝŶŐ͕ůŽĂĚƚƌĂŶƐĨĞƌ͕ĂŶĚƌƵŶŶŝŶŐƵŶĚĞƌůŽĂĚ͘/ŶĐůƵĚĞ ƌŽƵƚŝŶĞƉƌĞǀĞŶƚŝǀĞŵĂŝŶƚĞŶĂŶĐĞĂƐƌĞĐŽŵŵĞŶĚĞĚďǇŵĂŶƵĨĂĐƚƵƌĞƌĂŶĚĂĚũƵƐƚŝŶŐĂƐ ƌĞƋƵŝƌĞĚĨŽƌƉƌŽƉĞƌŽƉĞƌĂƚŝŽŶ͘WƌŽǀŝĚĞƉĂƌƚƐĂŶĚƐƵƉƉůŝĞƐƐĂŵĞĂƐƚŚŽƐĞƵƐĞĚŝŶƚŚĞ ŵĂŶƵĨĂĐƚƵƌĞĂŶĚŝŶƐƚĂůůĂƚŝŽŶŽĨŽƌŝŐŝŶĂůĞƋƵŝƉŵĞŶƚ͘ ϭ͘/ŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚKϮϱϮ͗ϱϲϱͲϳͲϰ;ďͿ;ϭͿ͕ƉŽƐƚĂĐŽŵƉůĞƚĞƐĞƚŽĨŽƉĞƌĂƚŝŽŶĂů ŝŶƐƚƌƵĐƚŝŽŶƐ͕ĞŵĞƌŐĞŶĐǇƉƌŽĐĞĚƵƌĞƐĂŶĚŵĂŝŶƚĞŶĂŶĐĞƐĐŚĞĚƵůĞƐĂƚƚŚĞƐƚĂƚŝŽŶ͘ ϭ͘ϭϭydZDdZ/>^ ͘&ƵƌŶŝƐŚĞǆƚƌĂŵĂƚĞƌŝĂůƐĚĞƐĐƌŝďĞĚďĞůŽǁƚŚĂƚŵĂƚĐŚƉƌŽĚƵĐƚƐŝŶƐƚĂůůĞĚĂŶĚƚŚĂƚĂƌĞ ƉĂĐŬĂŐĞĚǁŝƚŚƉƌŽƚĞĐƚŝǀĞĐŽǀĞƌŝŶŐĨŽƌƐƚŽƌĂŐĞĂŶĚŝĚĞŶƚŝĨŝĞĚǁŝƚŚůĂďĞůƐĚĞƐĐƌŝďŝŶŐĐŽŶƚĞŶƚƐ͘ ϭ͘&ƵƐĞƐ͗dŚƌĞĞĨŽƌĞǀĞƌǇƚĞŶŽĨĞĂĐŚƚǇƉĞĂŶĚƌĂƚŝŶŐ͕ďƵƚŶŽƚůĞƐƐƚŚĂŶƚŚƌĞĞŽĨĞĂĐŚ͘ Ϯ͘/ŶĚŝĐĂƚŽƌ>ĂŵƉƐ͗dǁŽĨŽƌĞǀĞƌǇƐŝǆŽĨĞĂĐŚƚǇƉĞƵƐĞĚ͕ďƵƚŶŽƚůĞƐƐƚŚĂŶƚǁŽŽĨĞĂĐŚ͘ Warranty is 2 years from date of in service/start up under separate cover See estimates on revised proposal. All lamps are LED and therefore replacement lamps not necessary or included. 154 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϴ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϯ͘&ŝůƚĞƌƐ͗KŶĞƐĞƚĞĂĐŚŽĨůƵďƌŝĐĂƚŝŶŐŽŝů͕ĨƵĞů͕ĂŶĚĐŽŵďƵƐƚŝŽŶĂŝƌĨŝůƚĞƌƐ͘ Ϯ͘ϬϬWZKhd^ Ϯ͘ϬϭDEh&dhZZ^ ͘ǀĂŝůĂďůĞDĂŶƵĨĂĐƚƵƌĞƌƐ͗^ƵďũĞĐƚƚŽĐŽŵƉůŝĂŶĐĞǁŝƚŚƌĞƋƵŝƌĞŵĞŶƚƐ͕ŵĂŶƵĨĂĐƚƵƌĞƌƐŽĨĨĞƌŝŶŐ ƉƌŽĚƵĐƚƐƚŚĂƚŵĂǇďĞŝŶĐŽƌƉŽƌĂƚĞĚŝŶƚŽƚŚĞtŽƌŬŝŶĐůƵĚĞ͕ďƵƚĂƌĞŶŽƚůŝŵŝƚĞĚƚŽ͕ƚŚĞ ĨŽůůŽǁŝŶŐ͗ ϭ͘ĂƚĞƌƉŝůůĂƌ͕/ŶĐ͖͘ŶŐŝŶĞŝǀ͘ Ϯ͘ƵŵŵŝŶƐ͘ ϯ͘<ŽŚůĞƌ͘ ϰ͘EŽĂƉƉƌŽǀĞĚĞƋƵĂů͘ Ϯ͘ϬϮE'/E'EZdKZ^^D>z^Z/Wd/KE ͘&ĂĐƚŽƌǇͲĂƐƐĞŵďůĞĚĂŶĚͲƚĞƐƚĞĚ͕ǁĂƚĞƌͲĐŽŽůĞĚĞŶŐŝŶĞ͕ǁŝƚŚďƌƵƐŚůĞƐƐŐĞŶĞƌĂƚŽƌĂŶĚ ĂĐĐĞƐƐŽƌŝĞƐ͘ ͘ůĞĐƚƌŝĐĂůŽŵƉŽŶĞŶƚƐ͕ĞǀŝĐĞƐ͕ĂŶĚĐĐĞƐƐŽƌŝĞƐ͗>ŝƐƚĞĚĂŶĚůĂďĞůĞĚĂƐĚĞĨŝŶĞĚŝŶE&WϳϬ͕ ďǇĂƋƵĂůŝĨŝĞĚƚĞƐƚŝŶŐĂŐĞŶĐǇ͕ĂŶĚŵĂƌŬĞĚĨŽƌŝŶƚĞŶĚĞĚůŽĐĂƚŝŽŶĂŶĚƵƐĞ͘ ͘WŽǁĞƌKƵƚƉƵƚZĂƚŝŶŐƐ͗ĞƉĞŶĚŝŶŐŽŶƚŚĞŵĂŶƵĨĂĐƚƵƌĞƌĂŶĚďĂƐĞĚŽŶƉƌĞůŝŵŝŶĂƌǇƐŝǌŝŶŐ͕ ŐĞŶĞƌĂƚŽƌƌĂŶŐĞĚŝŶƐŝǌĞĨƌŽŵϲϬϬŬtƚŽϴϬϬŬt͕ďƵƚŐĞŶĞƌĂƚŽƌŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůǀĞƌŝĨǇ ƌĂƚŝŶŐďĂƐĞĚŽŶůŽĂĚƐŝĚĞŶƚŝĨŝĞĚďĞůŽǁĂŶĚƌĞƋƵŝƌĞŵĞŶƚƐǁŝƚŚŝŶƚŚŝƐƐƉĞĐŝĨŝĐĂƚŝŽŶ͘ ͘WŽǁĞƌZĂƚŝŶŐ͗^ƚĂŶĚďǇ͘ ͘KǀĞƌůŽĂĚĂƉĂĐŝƚǇ͗ϭϭϬƉĞƌĐĞŶƚŽĨƐĞƌǀŝĐĞůŽĂĚĨŽƌϭŚŽƵƌŝŶϭϮĐŽŶƐĞĐƵƚŝǀĞŚŽƵƌƐ͘ &͘W^^ůĂƐƐ͗ŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐŚĂůůďĞĐůĂƐƐŝĨŝĞĚĂĐĐŽƌĚŝŶŐƚŽE&WϭϭϬ͘ '͘KƵƚƉƵƚŽŶŶĞĐƚŝŽŶƐ͗dŚƌĞĞƉŚĂƐĞ͕ĨŽƵƌǁŝƌĞ͕ǁǇĞ͘ ,͘WŽǁĞƌ&ĂĐƚŽƌ͗Ϭ͘ϴϬ /͘&ƌĞƋƵĞŶĐǇ͗ϲϬ,ǌ͘ :͘sŽůƚĂŐĞ͗ϰϴϬzͬϮϳϳs <͘WŚĂƐĞ͗ϯͲƉŚĂƐĞ >͘'ŽǀĞƌŶŽƌ͗ĚũƵƐƚĂďůĞŝƐŽĐŚƌŽŶŽƵƐ͕ǁŝƚŚƐƉĞĞĚƐĞŶƐŝŶŐ͘ D͘EĂŵĞƉůĂƚĞƐ͗ĂĐŚŵĂũŽƌƐǇƐƚĞŵĐŽŵƉŽŶĞŶƚŝƐĞƋƵŝƉƉĞĚǁŝƚŚĂĐŽŶƐƉŝĐƵŽƵƐŶĂŵĞƉůĂƚĞŽĨ ĐŽŵƉŽŶĞŶƚŵĂŶƵĨĂĐƚƵƌĞƌ͘EĂŵĞƉůĂƚĞŝĚĞŶƚŝĨŝĞƐŵĂŶƵĨĂĐƚƵƌĞƌŽĨŽƌŝŐŝŶĂŶĚĂĚĚƌĞƐƐ͕ĂŶĚ ŵŽĚĞůĂŶĚƐĞƌŝĂůŶƵŵďĞƌŽĨŝƚĞŵ͘>ŝŵŝƚŝŶŐĚŝŵĞŶƐŝŽŶƐŝŶĚŝĐĂƚĞĚĨŽƌƐǇƐƚĞŵĐŽŵƉŽŶĞŶƚƐĂƌĞ ŶŽƚĞǆĐĞĞĚĞĚ͘ E͘WŽǁĞƌKƵƚƉƵƚZĂƚŝŶŐƐ͗EŽŵŝŶĂůƌĂƚŝŶŐƐĂƐŝŶĚŝĐĂƚĞĚ͕ǁŝƚŚĐĂƉĂĐŝƚǇĂƐƌĞƋƵŝƌĞĚƚŽŽƉĞƌĂƚĞĂƐ ĂƵŶŝƚĂƐĞǀŝĚĞŶĐĞĚďǇƌĞĐŽƌĚƐŽĨƉƌŽƚŽƚǇƉĞƚĞƐƚŝŶŐ͘ K͘^ŬŝĚ͗ĚĞƋƵĂƚĞƐƚƌĞŶŐƚŚĂŶĚƌŝŐŝĚŝƚǇƚŽŵĂŝŶƚĂŝŶĂůŝŐŶŵĞŶƚŽĨŵŽƵŶƚĞĚĐŽŵƉŽŶĞŶƚƐǁŝƚŚŽƵƚ ĚĞƉĞŶĚŝŶŐŽŶĂĐŽŶĐƌĞƚĞĨŽƵŶĚĂƚŝŽŶ͘^ŬŝĚŝƐĨƌĞĞĨƌŽŵƐŚĂƌƉĞĚŐĞƐĂŶĚĐŽƌŶĞƌƐ͘>ŝĨƚŝŶŐ ĂƚƚĂĐŚŵĞŶƚƐĂƌĞĂƌƌĂŶŐĞĚƚŽĨĂĐŝůŝƚĂƚĞůŝĨƚŝŶŐǁŝƚŚƐůŝŶŐƐǁŝƚŚŽƵƚĚĂŵĂŐŝŶŐĂŶǇĐŽŵƉŽŶĞŶƚƐ͘ c One set of Filters to be added to proposal 110%not available c c c c c c c c c c c c c 155 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϵ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ W͘DŽƵŶƚŝŶŐ&ƌĂŵĞ͗^ƚƌƵĐƚƵƌĂůƐƚĞĞůĨƌĂŵĞǁŽƌŬƚŽŵĂŝŶƚĂŝŶĂůŝŐŶŵĞŶƚŽĨŵŽƵŶƚĞĚ ĐŽŵƉŽŶĞŶƚƐǁŝƚŚŽƵƚĚĞƉĞŶĚŝŶŐŽŶĐŽŶĐƌĞƚĞĨŽƵŶĚĂƚŝŽŶ͘WƌŽǀŝĚĞůŝĨƚŝŶŐĂƚƚĂĐŚŵĞŶƚƐƐŝǌĞĚ ĂŶĚƐƉĂĐĞĚƚŽƉƌĞǀĞŶƚĚĞĨůĞĐƚŝŽŶŽĨďĂƐĞĚƵƌŝŶŐůŝĨƚŝŶŐĂŶĚŵŽǀŝŶŐ͘ Ϯ͘Ϭϯ'EZdKZ^dWZ&KZDE ͘^ƚĞĂĚǇ^ƚĂƚĞsŽůƚĂŐĞDŽĚƵůĂƚŝŽŶ&ƌĞƋƵĞŶĐǇ͗>ĞƐƐƚŚĂŶϭ,ǌ͘ ͘dƌĂŶƐŝĞŶƚsŽůƚĂŐĞWĞƌĨŽƌŵĂŶĐĞ͗EŽƚŵŽƌĞƚŚĂŶϮϬƉĞƌĐĞŶƚǀĂƌŝĂƚŝŽŶĨŽƌϱϬƉĞƌĐĞŶƚƐƚĞƉůŽĂĚ ŝŶĐƌĞĂƐĞŽƌĚĞĐƌĞĂƐĞ͘sŽůƚĂŐĞƐŚĂůůƌĞĐŽǀĞƌĂŶĚƌĞŵĂŝŶǁŝƚŚŝŶƚŚĞƐƚĞĂĚǇƐƚĂƚĞŽƉĞƌĂƚŝŶŐ ďĂŶĚǁŝƚŚŝŶϱƐĞĐŽŶĚƐ͘KŶĂƉƉůŝĐĂƚŝŽŶŽĨĂϭϬϬйůŽĂĚƐƚĞƉƚŚĞŐĞŶĞƌĂƚŽƌƐĞƚƐŚĂůůƌĞĐŽǀĞƌƚŽ ƐƚĂďůĞǀŽůƚĂŐĞǁŝƚŚŝŶϭϬƐĞĐŽŶĚƐ͘ ͘^ƚĞĂĚǇ^ƚĂƚĞ&ƌĞƋƵĞŶĐǇKƉĞƌĂƚŝŽŶĂůĂŶĚǁŝĚƚŚ͗Ϭ͘ϮϱƉĞƌĐĞŶƚŽĨƌĂƚĞĚĨƌĞƋƵĞŶĐǇĨƌŽŵŶŽ ůŽĂĚƚŽĨƵůůůŽĂĚ͘ ͘^ƚĞĂĚǇ^ƚĂƚĞ&ƌĞƋƵĞŶĐǇ^ƚĂďŝůŝƚǇ͗tŚĞŶƐǇƐƚĞŵŝƐŽƉĞƌĂƚŝŶŐĂƚĂŶǇĐŽŶƐƚĂŶƚůŽĂĚǁŝƚŚŝŶ ƌĂƚĞĚůŽĂĚ͕ƚŚĞƌĞĂƌĞŶŽƌĂŶĚŽŵƐƉĞĞĚǀĂƌŝĂƚŝŽŶƐŽƵƚƐŝĚĞƚŚĞƐƚĞĂĚǇƐƚĂƚĞŽƉĞƌĂƚŝŽŶĂůďĂŶĚ ĂŶĚŶŽŚƵŶƚŝŶŐŽƌƐƵƌŐŝŶŐŽĨƐƉĞĞĚ͘ ͘dƌĂŶƐŝĞŶƚ&ƌĞƋƵĞŶĐǇWĞƌĨŽƌŵĂŶĐĞ͗>ĞƐƐƚŚĂŶϭϱƉĞƌĐĞŶƚǀĂƌŝĂƚŝŽŶĨŽƌĂϱϬƉĞƌĐĞŶƚƐƚĞƉůŽĂĚ ŝŶĐƌĞĂƐĞŽƌĚĞĐƌĞĂƐĞ͘&ƌĞƋƵĞŶĐǇƌĞĐŽǀĞƌƐƚŽƌĞŵĂŝŶǁŝƚŚŝŶƚŚĞƐƚĞĂĚǇƐƚĂƚĞŽƉĞƌĂƚŝŶŐďĂŶĚ ǁŝƚŚŝŶϱƐĞĐŽŶĚƐ͘KŶĂƉƉůŝĐĂƚŝŽŶŽĨĂϭϬϬйůŽĂĚƐƚĞƉƚŚĞŐĞŶĞƌĂƚŽƌƐĞƚƐŚĂůůƌĞĐŽǀĞƌƚŽ ƐƚĂďůĞĨƌĞƋƵĞŶĐǇǁŝƚŚŝŶϭϬƐĞĐŽŶĚƐ͘ &͘KƵƚƉƵƚtĂǀĞĨŽƌŵ͗ƚŶŽůŽĂĚ͕ŚĂƌŵŽŶŝĐĐŽŶƚĞŶƚŵĞĂƐƵƌĞĚůŝŶĞƚŽůŝŶĞŽƌůŝŶĞƚŽŶĞƵƚƌĂů ĚŽĞƐŶŽƚĞǆĐĞĞĚϮƉĞƌĐĞŶƚƚŽƚĂůĂŶĚϯƉĞƌĐĞŶƚĨŽƌƐŝŶŐůĞŚĂƌŵŽŶŝĐƐ͘ƚĨƵůůůŽĂĚ͕ŚĂƌŵŽŶŝĐ ĐŽŶƚĞŶƚŵĞĂƐƵƌĞĚůŝŶĞƚŽůŝŶĞŽƌůŝŶĞƚŽŶĞƵƚƌĂůƐŚĂůůŶŽƚĞǆĐĞĞĚϱƉĞƌĐĞŶƚƚŽƚĂůĂŶĚϯ ƉĞƌĐĞŶƚĨŽƌĂŶǇƐŝŶŐůĞŚĂƌŵŽŶŝĐ͘dŚĞƚĞůĞƉŚŽŶĞŝŶĨůƵĞŶĐĞĨĂĐƚŽƌ͕ĚĞƚĞƌŵŝŶĞĚĂĐĐŽƌĚŝŶŐƚŽ EDD'ϭ͕ƐŚĂůůŶŽƚĞǆĐĞĞĚϱϬ͘ '͘^ƵƐƚĂŝŶĞĚ^ŚŽƌƚŝƌĐƵŝƚƵƌƌĞŶƚ͗&ŽƌĂϯͲƉŚĂƐĞ͕ďŽůƚĞĚƐŚŽƌƚĐŝƌĐƵŝƚĂƚƐǇƐƚĞŵŽƵƚƉƵƚ ƚĞƌŵŝŶĂůƐ͕ƐǇƐƚĞŵƐŚĂůůƐƵƉƉůǇĂŵŝŶŝŵƵŵŽĨϯϬϬƉĞƌĐĞŶƚŽĨƌĂƚĞĚĨƵůůͲůŽĂĚĐƵƌƌĞŶƚĨŽƌŶŽƚ ůĞƐƐƚŚĂŶϴƐĞĐŽŶĚƐǁŝƚŚŽƵƚĚĂŵĂŐĞƚŽŐĞŶĞƌĂƚŽƌƐǇƐƚĞŵĐŽŵƉŽŶĞŶƚƐ͘&ŽƌĂϭͲƉŚĂƐĞ͕ ďŽůƚĞĚƐŚŽƌƚĐŝƌĐƵŝƚĂƚƐǇƐƚĞŵŽƵƚƉƵƚƚĞƌŵŝŶĂůƐ͕ƐǇƐƚĞŵƐŚĂůůƌĞŐƵůĂƚĞďŽƚŚǀŽůƚĂŐĞĂŶĚ ĐƵƌƌĞŶƚƚŽƉƌĞǀĞŶƚŽǀĞƌͲǀŽůƚĂŐĞĐŽŶĚŝƚŝŽŶƐŽŶƚŚĞŶŽŶͲĨĂƵůƚĞĚƉŚĂƐĞƐ͘ ,͘^ƚĂƌƚdŝŵĞ͗ŽŵƉůǇǁŝƚŚE&WϭϭϬ͕dǇƉĞϭϬ͕ƐǇƐƚĞŵƌĞƋƵŝƌĞŵĞŶƚƐ͘ /͘'ĞŶĞƌĂƚŽƌƐŚĂůůƉƌŽĚƵĐĞϰϴϬzͬϮϳϳs͕ϲϬ,ǌ͘ 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Ϯ͘dŚĞŐĞŶĞƌĂƚŽƌŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůďĞƌĞƐƉŽŶƐŝďůĞĨŽƌŽďƚĂŝŶŝŶŐĂůůŝŶĨŽƌŵĂƚŝŽŶƚŽƌƵŶƚŚĞ ŐĞŶĞƌĂƚŽƌƐŝǌŝŶŐĂŶĂůǇƐŝƐ͘ ϯ͘ŶǇĐŚĂŶŐĞƐƚŽƚŚĞŐĞŶĞƌĂƚŽƌƐŝǌĞƐŚĂůůďĞďƌŽƵŐŚƚƚŽƚŚĞŶŐŝŶĞĞƌ͛ƐĂƚƚĞŶƚŝŽŶ͘^ŝǌŝŶŐ ĂŶĂůǇƐŝƐƐŚĂůůďĞƐƵďŵŝƚƚĞĚƚŽƚŚĞŶŐŝŶĞĞƌǁŝƚŚƚŚĞŐĞŶĞƌĂƚŽƌ͛ƐŝŶŝƚŝĂůƐƵďŵŝƚƚĂů͘ ^ƵďŵŝƚƚĂůƐƐƵďŵŝƚƚĞĚǁŝƚŚŽƵƚƐŝǌŝŶŐĂŶĂůǇƐŝƐƐŚĂůůŶŽƚďĞĂĐĐĞƉƚĞĚ͘ Ϯ͘Ϭϰ^Zs/KE/d/KE^ ͘ŶǀŝƌŽŶŵĞŶƚĂůŽŶĚŝƚŝŽŶƐ͗ŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐǇƐƚĞŵǁŝƚŚƐƚĂŶĚƐƚŚĞĨŽůůŽǁŝŶŐĞŶǀŝƌŽŶŵĞŶƚĂů ĐŽŶĚŝƚŝŽŶƐǁŝƚŚŽƵƚŵĞĐŚĂŶŝĐĂůŽƌĞůĞĐƚƌŝĐĂůĚĂŵĂŐĞŽƌĚĞŐƌĂĚĂƚŝŽŶŽĨƉĞƌĨŽƌŵĂŶĐĞ ĐĂƉĂďŝůŝƚǇ͗ ϭ͘ŵďŝĞŶƚdĞŵƉĞƌĂƚƵƌĞ͗ͲϭϱƚŽϰϱĞŐ͘ Ϯ͘ůƚŝƚƵĚĞ͗ϭϬϳϰĨĞĞƚ͘ Ϯ͘ϬϱE'/E ͘ŽŵƉůǇǁŝƚŚE&Wϯϳ͘ ͘&ƵĞů͗&ƵĞůŽŝů͕'ƌĂĚĞ&Ϯ͘ ͘ZĂƚĞĚŶŐŝŶĞ^ƉĞĞĚ͗ϭϴϬϬƌƉŵ͘ ͘DĂǆŝŵƵŵWŝƐƚŽŶ^ƉĞĞĚĨŽƌ&ŽƵƌͲǇĐůĞŶŐŝŶĞƐ͗ϮϮϱϬĨƉŵ͘ ͘>ƵďƌŝĐĂƚŝŽŶ^ǇƐƚĞŵ͗WƌĞƐƐƵƌŝǌĞĚďǇĂƉŽƐŝƚŝǀĞĚŝƐƉůĂĐĞŵĞŶƚƉƵŵƉĚƌŝǀĞŶĨƌŽŵĞŶŐŝŶĞ ĐƌĂŶŬƐŚĂĨƚ͘dŚĞĨŽůůŽǁŝŶŐŝƚĞŵƐĂƌĞŵŽƵŶƚĞĚŽŶĞŶŐŝŶĞŽƌƐŬŝĚ͗ ϭ͘&ŝůƚĞƌĂŶĚ^ƚƌĂŝŶĞƌ͗ZĂƚĞĚƚŽƌĞŵŽǀĞϵϬƉĞƌĐĞŶƚŽĨƉĂƌƚŝĐůĞƐϱŵŝĐƌŽŵĞƚĞƌƐĂŶĚƐŵĂůůĞƌ ǁŚŝůĞƉĂƐƐŝŶŐĨƵůůĨůŽǁ͘ c c c 158 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϭϮ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ Ϯ͘dŚĞƌŵŽƐƚĂƚŝĐŽŶƚƌŽůsĂůǀĞ͗ŽŶƚƌŽůƐĨůŽǁŝŶƐǇƐƚĞŵƚŽŵĂŝŶƚĂŝŶŽƉƚŝŵƵŵŽŝů ƚĞŵƉĞƌĂƚƵƌĞ͘hŶŝƚŝƐĐĂƉĂďůĞŽĨĨƵůůĨůŽǁĂŶĚŝƐĚĞƐŝŐŶĞĚƚŽďĞĨĂŝůͲƐĂĨĞ͘ ϯ͘ƌĂŶŬĐĂƐĞƌĂŝŶ͗ƌƌĂŶŐĞĚĨŽƌĐŽŵƉůĞƚĞŐƌĂǀŝƚǇĚƌĂŝŶĂŐĞƚŽĂŶĞĂƐŝůǇƌĞŵŽǀĂďůĞ ĐŽŶƚĂŝŶĞƌǁŝƚŚŶŽĚŝƐĂƐƐĞŵďůǇĂŶĚǁŝƚŚŽƵƚƵƐĞŽĨƉƵŵƉƐŽƌƐŝƉŚŽŶƐŽƌƐƉĞĐŝĂůƚŽŽůƐŽƌ ĂƉƉůŝĂŶĐĞƐ͘ &͘ŶŐŝŶĞ&ƵĞů^ǇƐƚĞŵ͗ŽŵƉůǇǁŝƚŚE&Wϯϳ͘^ǇƐƚĞŵŝŶĐůƵĚĞƐƚŚĞĨŽůůŽǁŝŶŐ͗ ϭ͘DĂŝŶ&ƵĞůWƵŵƉ͗DŽƵŶƚĞĚŽŶĞŶŐŝŶĞ͘WƵŵƉĞŶƐƵƌĞƐĂĚĞƋƵĂƚĞƉƌŝŵĂƌǇĨƵĞůĨůŽǁƵŶĚĞƌ ƐƚĂƌƚŝŶŐĂŶĚůŽĂĚĐŽŶĚŝƚŝŽŶƐ͘ Ϯ͘ZĞůŝĞĨͬǇƉĂƐƐsĂůǀĞ͗ƵƚŽŵĂƚŝĐĂůůǇƌĞŐƵůĂƚĞƐƉƌĞƐƐƵƌĞŝŶĨƵĞůůŝŶĞĂŶĚƌĞƚƵƌŶƐĞǆĐĞƐƐ ĨƵĞůƚŽƐŽƵƌĐĞ͘ '͘ŽŽůĂŶƚ:ĂĐŬĞƚ,ĞĂƚĞƌ͗ůĞĐƚƌŝĐŝŵŵĞƌƐŝŽŶƚǇƉĞ͕ĨĂĐƚŽƌǇŝŶƐƚĂůůĞĚŝŶĐŽŽůĂŶƚũĂĐŬĞƚƐǇƐƚĞŵ͘ ŽŵƉůǇǁŝƚŚE&WϭϭϬƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌ>ĞǀĞůϭĞƋƵŝƉŵĞŶƚ͘ Ϯ͘Ϭϲ'KsZEKZ ͘dǇƉĞ͗ĚũƵƐƚĂďůĞŝƐŽĐŚƌŽŶŽƵƐ͕ǁŝƚŚƐƉĞĞĚƐĞŶƐŝŶŐ͘ Ϯ͘ϬϳE'/EKK>/E'^z^dD ͘ĞƐĐƌŝƉƚŝŽŶ͗ůŽƐĞĚůŽŽƉ͕ůŝƋƵŝĚĐŽŽůĞĚ͕ǁŝƚŚƌĂĚŝĂƚŽƌĨĂĐƚŽƌǇŵŽƵŶƚĞĚŽŶĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌ ƐĞƚƐŬŝĚĂŶĚŝŶƚĞŐƌĂůĞŶŐŝŶĞĚƌŝǀĞŶĐŽŽůĂŶƚƉƵŵƉ͘ ͘ZĂĚŝĂƚŽƌ͗ZĂƚĞĚĨŽƌƐƉĞĐŝĨŝĞĚĐŽŽůĂŶƚ͘ ͘ŽŽůĂŶƚ͗^ŽůƵƚŝŽŶŽĨϱϬƉĞƌĐĞŶƚĞƚŚǇůĞŶĞŐůǇĐŽůďĂƐĞĚĂŶƚŝĨƌĞĞǌĞĂŶĚϱϬƉĞƌĐĞŶƚǁĂƚĞƌ͕ǁŝƚŚ ĂŶƚŝĐŽƌƌŽƐŝŽŶĂĚĚŝƚŝǀĞƐĂƐƌĞĐŽŵŵĞŶĚĞĚďǇĞŶŐŝŶĞŵĂŶƵĨĂĐƚƵƌĞƌ͘ ͘ǆƉĂŶƐŝŽŶdĂŶŬ͗ŽŶƐƚƌƵĐƚĞĚŽĨǁĞůĚĞĚƐƚĞĞůƉůĂƚĞĂŶĚĞƋƵŝƉƉĞĚǁŝƚŚŐĂŐĞŐůĂƐƐĂŶĚ ƉĞƚĐŽĐŬ͘ ͘dĞŵƉĞƌĂƚƵƌĞŽŶƚƌŽů͗^ĞůĨͲĐŽŶƚĂŝŶĞĚ͕ƚŚĞƌŵŽƐƚĂƚŝĐĐŽŶƚƌŽůǀĂůǀĞŵŽĚƵůĂƚĞƐĐŽŽůĂŶƚĨůŽǁ ĂƵƚŽŵĂƚŝĐĂůůǇƚŽŵĂŝŶƚĂŝŶŽƉƚŝŵƵŵĐŽŶƐƚĂŶƚĐŽŽůĂŶƚƚĞŵƉĞƌĂƚƵƌĞĂƐƌĞĐŽŵŵĞŶĚĞĚďǇ ĞŶŐŝŶĞŵĂŶƵĨĂĐƚƵƌĞƌ͘ &͘ŽŽůĂŶƚ,ŽƐĞ͗&ůĞǆŝďůĞĂƐƐĞŵďůǇǁŝƚŚŝŶƐŝĚĞƐƵƌĨĂĐĞŽĨŶŽŶƉŽƌŽƵƐƌƵďďĞƌĂŶĚŽƵƚĞƌ ĐŽǀĞƌŝŶŐŽĨĂŐŝŶŐ͕ƵůƚƌĂǀŝŽůĞƚ͕ĂŶĚĂďƌĂƐŝŽŶƌĞƐŝƐƚĂŶƚĨĂďƌŝĐ͘ ϭ͘ZĂƚŝŶŐ͗ϱϬͲƉƐŝŐ;ϯϰϱͲŬWĂͿŵĂǆŝŵƵŵǁŽƌŬŝŶŐƉƌĞƐƐƵƌĞǁŝƚŚϭϴϬ&;ϴϮͿĐŽŽůĂŶƚ͕ĂŶĚ ŶŽŶͲĐŽůůĂƉƐŝďůĞƵŶĚĞƌǀĂĐƵƵŵ͘ Ϯ͘ŶĚ&ŝƚƚŝŶŐƐ͗&ůĂŶŐĞƐŽƌƐƚĞĞůƉŝƉĞŶŝƉƉůĞƐǁŝƚŚĐůĂŵƉƐƚŽƐƵŝƚƉŝƉŝŶŐĂŶĚĞƋƵŝƉŵĞŶƚ ĐŽŶŶĞĐƚŝŽŶƐ͘ '͘dŚĞŐĞŶĞƌĂƚŽƌƐŚĂůůďĞƌĂƚĞĚĨŽƌĐŽŶƚŝŶƵŽƵƐƐƚĂŶĚďǇĚƵƚǇǁŝƚŚĂƚĞŵƉĞƌĂƚƵƌĞƌŝƐĞŽĨϴϬ͘ Ϯ͘Ϭϴ&h>^hWW>z^z^dD ͘ŽŵƉůǇǁŝƚŚE&WϯϬĂŶĚE&Wϯϳ͘ ͘dŚĞƚĂŶŬƐŚĂůůďĞĐůĞĂƌůǇůĂďĞůĞĚŝŶĚŝĐĂƚŝŶŐƚŚĞƚǇƉĞŽĨƉƌŽĚƵĐƚ͕ƚŚĞǀŽůƵŵĞĐĂƉĂĐŝƚǇ͕ƚŚĞƚŽƉ ůŽĂĚŝŶŐĐĂƉĂĐŝƚǇ͕ĂŶĚƚŚĞŵĂŶƵĨĂĐƚƵƌĞƌ͘ c c c paralleling is available on or off skid. one skid only allows 1 CB due to it being used to synch and closewith electronic operation. off skid still possible with off skid controls and EO breaker(s). 159 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϭϯ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘dŚĞƚĂŶŬŝƐŝŶƚĞŶĚĞĚĨŽƌƐƚĂƚŝŽŶĂƌǇŝŶƐƚĂůůĂƚŝŽŶĂŶĚŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚE&WϯϬĂŶĚE&W ϯϳ͘ŽŵƉůǇǁŝƚŚĂůůĨĞĚĞƌĂů͕ƐƚĂƚĞĂŶĚůŽĐĂůĐŽĚĞƐ͘ ͘^ƵďͲĂƐĞDŽƵŶƚĞĚ&ƵĞůKŝůdĂŶŬ͗&ĂĐƚŽƌǇŝŶƐƚĂůůĞĚĂŶĚƉŝƉĞĚ͕h͘>͘ϭϰϮůŝƐƚĞĚĂŶĚůĂďĞůĞĚ ĨƵĞůŽŝůƚĂŶŬ͘&ĞĂƚƵƌĞƐŝŶĐůƵĚĞƚŚĞĨŽůůŽǁŝŶŐ͗ ϭ͘dĂŶŬůĞǀĞůŝŶĚŝĐĂƚŽƌ͘ Ϯ͘ĂƉĂĐŝƚǇ͗&ƵĞůĨŽƌϰϴŚŽƵƌƐĐŽŶƚŝŶƵŽƵƐŽƉĞƌĂƚŝŽŶĂƚϭϬϬƉĞƌĐĞŶƚƌĂƚĞĚƉŽǁĞƌŽƵƚƉƵƚ͘ ϯ͘sĂŶĚĂůƌĞƐŝƐƚĂŶƚĨŝůůĐĂƉ͘ ϰ͘ŽŶƚĂŝŶŵĞŶƚWƌŽǀŝƐŝŽŶƐ͗h͘>͘ůŝƐƚĞĚĚŽƵďůĞǁĂůů͘ ϱ͘ŵĞƌŐĞŶĐǇƉƌĞƐƐƵƌĞƌĞůŝĞĨǀĞŶƚ͘ ϲ͘&ƵĞůůĞĂŬĂůĂƌŵ͘ ϳ͘>Žǁ&ƵĞůůĂƌŵǁŝƚŚĂƐƉĂƌĞĚƌǇĐŽŶƚĂĐƚ͘ ϴ͘ůĞĐƚƌŝĐĂůƐƚƵďͲƵƉ͕ƌĞĐƚĂŶŐƵůĂƌƚǇƉĞ͕ůŽĐĂƚĞĚĚŝƌĞĐƚůǇďĞŶĞĂƚŚƚŚĞŐĞŶĞƌĂƚŽƌƚĞƌŵŝŶĂů ďŽǆ͘ ϵ͘ŶŐŝŶĞƐƵƉƉůǇƉŝĐŬͲƵƉƚƵďĞĂŶĚƌĞƚƵƌŶĐŽŶŶĞĐƚŝŽŶƐǁŝƚŚƐƵĐƚŝŽŶĚƌŽƉƚƵďĞ͘ ϭϬ͘DĞĐŚĂŶŝĐĂůĨŝůůůŝŵŝƚĞƌ͕DŽƌƌŝƐŽŶϵϬϵϱŽƌĞƋƵĂů͕ǁŝƚŚƚŝŐŚƚĨŝůůĂĚĂƉƚĞƌ͕ŝŶƐƚĂůůĞĚŝŶƐŝĚĞ ƐƉŝůůĐŽŶƚĂŝŶŵĞŶƚĨŝůůĂƌĞĂ͘ ϭϭ͘^ƉŝůůĐŽŶƚĂŝŶŵĞŶƚĨŝůů͕ϳ͘ϱŐĂůůŽŶĐĂƉĂĐŝƚǇ͕ĂĨĨŝǆĞĚƚŽƚŚĞƚŽƉŽĨƚŚĞƚĂŶŬ͘WƌŽǀŝĚĞĂŚĂŶĚůĞ ƉƵůůĚƌĂŝŶƚŽĂůůŽǁƐƉŝůůĞĚĨƵĞůƚŽƌĞƚƵƌŶƚŽƚŚĞƚĂŶŬ͘ ϭϮ͘ŽŶƚŝŶƵŽƵƐĨƵĞůŵŽŶŝƚŽƌŝŶŐ;ϰͲϮϬŵŽƵƚƉƵƚͿ͘ Ϯ͘ϬϵE'/Ey,h^d^z^dD ͘DƵĨĨůĞƌ͗ZĞƐŝĚĞŶƚŝĂůƚǇƉĞ͕ƐŝǌĞĚĂƐƌĞĐŽŵŵĞŶĚĞĚďǇĞŶŐŝŶĞŵĂŶƵĨĂĐƚƵƌĞƌ͘DĞĂƐƵƌĞĚ ƐŽƵŶĚůĞǀĞůĂƚĂĚŝƐƚĂŶĐĞŽĨϭϬĨĞĞƚ;ϯŵͿĨƌŽŵĞǆŚĂƵƐƚĚŝƐĐŚĂƌŐĞ͕ŝƐϴϱĚŽƌůĞƐƐ͘ ͘ŽŶŶĞĐƚŝŽŶĨƌŽŵǆŚĂƵƐƚWŝƉĞƚŽDƵĨĨůĞƌ͗^ƚĂŝŶůĞƐƐƐƚĞĞůĞǆƉĂŶƐŝŽŶũŽŝŶƚǁŝƚŚůŝŶĞƌƐ͘ ͘'ĞŶĞƌĂƚŽƌŵƵĨĨůĞƌƐƐŚĂůůďĞŵŽƵŶƚĞĚǁŝƚŚŝŶĞŶĐůŽƐƵƌĞ͘ Ϯ͘ϭϬ^dZd/E'^z^dD ͘ĞƐĐƌŝƉƚŝŽŶ͗ϮϰͲsĞůĞĐƚƌŝĐ͕ǁŝƚŚŶĞŐĂƚŝǀĞŐƌŽƵŶĚĂŶĚŝŶĐůƵĚŝŶŐƚŚĞĨŽůůŽǁŝŶŐŝƚĞŵƐ͗ ϭ͘ŽŵƉŽŶĞŶƚƐ͗^ŝǌĞĚƐŽƚŚĞǇǁŝůůŶŽƚďĞĚĂŵĂŐĞĚĚƵƌŝŶŐĂĨƵůůĞŶŐŝŶĞĐƌĂŶŬŝŶŐĐǇĐůĞǁŝƚŚ ĂŵďŝĞŶƚƚĞŵƉĞƌĂƚƵƌĞĂƚŵĂǆŝŵƵŵƐƉĞĐŝĨŝĞĚŝŶ͞ŶǀŝƌŽŶŵĞŶƚĂůŽŶĚŝƚŝŽŶƐ͟WĂƌĂŐƌĂƉŚŝŶ ͞^ĞƌǀŝĐĞŽŶĚŝƚŝŽŶƐ͟ƌƚŝĐůĞĂďŽǀĞ͘ Ϯ͘ƌĂŶŬŝŶŐDŽƚŽƌ͗,ĞĂǀǇĚƵƚǇƵŶŝƚƚŚĂƚĂƵƚŽŵĂƚŝĐĂůůǇĞŶŐĂŐĞƐĂŶĚƌĞůĞĂƐĞƐĨƌŽŵĞŶŐŝŶĞ ĨůǇǁŚĞĞůǁŝƚŚŽƵƚďŝŶĚŝŶŐ͘ ϯ͘ƌĂŶŬŝŶŐǇĐůĞ͗ƐƌĞƋƵŝƌĞĚďǇE&WϭϭϬĨŽƌƐǇƐƚĞŵůĞǀĞůƐƉĞĐŝĨŝĞĚ͘ ϰ͘ĂƚƚĞƌǇ͗ĚĞƋƵĂƚĞĐĂƉĂĐŝƚǇǁŝƚŚŝŶĂŵďŝĞŶƚƚĞŵƉĞƌĂƚƵƌĞƌĂŶŐĞƐƉĞĐŝĨŝĞĚŝŶ ͞ŶǀŝƌŽŶŵĞŶƚĂůŽŶĚŝƚŝŽŶƐ͟WĂƌĂŐƌĂƉŚŝŶ͞^ĞƌǀŝĐĞŽŶĚŝƚŝŽŶƐ͟ƌƚŝĐůĞĂďŽǀĞƚŽƉƌŽǀŝĚĞ ƐƉĞĐŝĨŝĞĚĐƌĂŶŬŝŶŐĐǇĐůĞĂƚůĞĂƐƚƚŚƌĞĞƚŝŵĞƐǁŝƚŚŽƵƚƌĞĐŚĂƌŐŝŶŐ͘ c c or equal c 160 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϭϰ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϱ͘ĂƚƚĞƌǇĂďůĞ͗^ŝǌĞĂƐƌĞĐŽŵŵĞŶĚĞĚďǇŐĞŶĞƌĂƚŽƌƐĞƚŵĂŶƵĨĂĐƚƵƌĞƌĨŽƌĐĂďůĞůĞŶŐƚŚ ŝŶĚŝĐĂƚĞĚ͘/ŶĐůƵĚĞƌĞƋƵŝƌĞĚŝŶƚĞƌĐŽŶŶĞĐƚŝŶŐĐŽŶĚƵĐƚŽƌƐĂŶĚĐŽŶŶĞĐƚŝŽŶĂĐĐĞƐƐŽƌŝĞƐ͘ ϲ͘ĂƚƚĞƌǇŚĂƌŐŝŶŐůƚĞƌŶĂƚŽƌ͗&ĂĐƚŽƌǇŵŽƵŶƚĞĚŽŶĞŶŐŝŶĞǁŝƚŚƐŽůŝĚƐƚĂƚĞǀŽůƚĂŐĞ ƌĞŐƵůĂƚŝŽŶĂŶĚϯϱͲŵŝŶŝŵƵŵĐŽŶƚŝŶƵŽƵƐƌĂƚŝŶŐ͘ ϳ͘ĂƚƚĞƌǇŚĂƌŐĞƌ͗ƵƌƌĞŶƚůŝŵŝƚŝŶŐ͕ĂƵƚŽŵĂƚŝĐĞƋƵĂůŝǌŝŶŐĂŶĚĨůŽĂƚĐŚĂƌŐŝŶŐƚǇƉĞ͘hŶŝƚ ĐŽŵƉůŝĞƐǁŝƚŚh>ϭϮϯϲĂŶĚŝŶĐůƵĚĞƐƚŚĞĨŽůůŽǁŝŶŐĨĞĂƚƵƌĞƐ͗ Ă͘KƉĞƌĂƚŝŽŶ͗ƋƵĂůŝǌŝŶŐƚŚĞĐŚĂƌŐŝŶŐƌĂƚĞŽĨŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐƌĞĐŽŵŵĞŶĚĞĚĂŵƉƐŝƐ ŝŶŝƚŝĂƚĞĚĂƵƚŽŵĂƚŝĐĂůůǇĂĨƚĞƌďĂƚƚĞƌǇŚĂƐůŽƐƚĐŚĂƌŐĞƵŶƚŝůĂŶĂĚũƵƐƚĂďůĞĞƋƵĂůŝǌŝŶŐ ǀŽůƚĂŐĞŝƐĂĐŚŝĞǀĞĚĂƚďĂƚƚĞƌǇƚĞƌŵŝŶĂůƐ͘hŶŝƚƚŚĞŶĂƵƚŽŵĂƚŝĐĂůůǇƐǁŝƚĐŚĞƐƚŽĂůŽǁĞƌ ĨůŽĂƚĐŚĂƌŐŝŶŐŵŽĚĞĂŶĚĐŽŶƚŝŶƵĞƐŽƉĞƌĂƚŝŶŐŝŶƚŚĂƚŵŽĚĞƵŶƚŝůďĂƚƚĞƌǇŝƐ ĚŝƐĐŚĂƌŐĞĚĂŐĂŝŶ͘ ď͘ƵƚŽŵĂƚŝĐdĞŵƉĞƌĂƚƵƌĞŽŵƉĞŶƐĂƚŝŽŶ͗ĚũƵƐƚƐĨůŽĂƚĂŶĚĞƋƵĂůŝǌĞƐǀŽůƚĂŐĞƐĨŽƌ ǀĂƌŝĂƚŝŽŶƐŝŶĂŵďŝĞŶƚƚĞŵƉĞƌĂƚƵƌĞĨƌŽŵŵŝŶƵƐϰϬƚŽƉůƵƐϲϬƚŽƉƌĞǀĞŶƚ ŽǀĞƌĐŚĂƌŐŝŶŐĂƚŚŝŐŚƚĞŵƉĞƌĂƚƵƌĞƐĂŶĚƵŶĚĞƌĐŚĂƌŐŝŶŐĂƚůŽǁƚĞŵƉĞƌĂƚƵƌĞƐ͘ Đ͘ƵƚŽŵĂƚŝĐsŽůƚĂŐĞZĞŐƵůĂƚŝŽŶ͗DĂŝŶƚĂŝŶƐŽƵƚƉƵƚǀŽůƚĂŐĞĐŽŶƐƚĂŶƚƌĞŐĂƌĚůĞƐƐŽĨ 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ƌƵŶŶŝŶŐ͕ƐƉĞĐŝĨŝĞĚƐǇƐƚĞŵŽƌĞƋƵŝƉŵĞŶƚĨĂŝůƵƌĞƐŽƌĚĞƌĂŶŐĞŵĞŶƚƐĂƵƚŽŵĂƚŝĐĂůůǇƐŚƵƚĚŽǁŶ ƚŚĞŐĞŶĞƌĂƚŽƌƐĞƚĂŶĚŝŶŝƚŝĂƚĞĂůĂƌŵƐ͘dŚĞŽƉĞƌĂƚŝŽŶŽĨĂƌĞŵŽƚĞĞŵĞƌŐĞŶĐǇƐƚŽƉƐǁŝƚĐŚĂůƐŽ ƐŚƵƚƐĚŽǁŶƚŚĞŐĞŶĞƌĂƚŽƌƐĞƚ͘ ͘ŽŶĨŝŐƵƌĂƚŝŽŶ͗KƉĞƌĂƚŝŶŐĂŶĚƐĂĨĞƚǇŝŶĚŝĐĂƚŝŽŶƐ͕ƉƌŽƚĞĐƚŝǀĞĚĞǀŝĐĞƐ͕ďĂƐŝĐƐǇƐƚĞŵĐŽŶƚƌŽůƐ͕ ĂŶĚĞŶŐŝŶĞŐĂƵŐĞƐĂƌĞŐƌŽƵƉĞĚŽŶĂĐŽŵŵŽŶĐŽŶƚƌŽůĂŶĚŵŽŶŝƚŽƌŝŶŐƉĂŶĞůŵŽƵŶƚĞĚŽŶƚŚĞ ŐĞŶĞƌĂƚŽƌƐĞƚ͘DŽƵŶƚŝŶŐŵĞƚŚŽĚŝƐŽůĂƚĞƐƚŚĞĐŽŶƚƌŽůƉĂŶĞůĨƌŽŵŐĞŶĞƌĂƚŽƌƐĞƚǀŝďƌĂƚŝŽŶ͘ ͘WƌŽǀŝĚĞĂĨƵůůǇƐŽůŝĚͲƐƚĂƚĞ͕ŵŝĐƌŽƉƌŽĐĞƐƐŽƌďĂƐĞĚ͕ŐĞŶĞƌĂƚŽƌƐĞƚĐŽŶƚƌŽů͘dŚĞĐŽŶƚƌŽůƉĂŶĞů ƐŚĂůůďĞĚĞƐŝŐŶĞĚĂŶĚďƵŝůƚďǇƚŚĞĞŶŐŝŶĞŵĂŶƵĨĂĐƚƵƌĞƌ͘dŚĞĐŽŶƚƌŽůƐŚĂůůƉƌŽǀŝĚĞĂůů ŽƉĞƌĂƚŝŶŐ͕ŵŽŶŝƚŽƌŝŶŐ͕ĂŶĚĐŽŶƚƌŽůĨƵŶĐƚŝŽŶƐĨŽƌƚŚĞŐĞŶĞƌĂƚŽƌƐĞƚ͘dŚĞĐŽŶƚƌŽůƉĂŶĞůƐŚĂůů ƉƌŽǀŝĚĞƌĞĂůƚŝŵĞĚŝŐŝƚĂůĐŽŵŵƵŶŝĐĂƚŝŽŶƐƚŽĂůůĞŶŐŝŶĞĂŶĚƌĞŐƵůĂƚŽƌĐŽŶƚƌŽůƐǀŝĂ^:ϭϵϯϵ͘ c c c c c c or Modbus and twisted pair as appropriate c 161 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϭϱ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘ŶǀŝƌŽŶŵĞŶƚĂů͗dŚĞŐĞŶĞƌĂƚŽƌƐĞƚĐŽŶƚƌŽůƐŚĂůůďĞƚĞƐƚĞĚĂŶĚĐĞƌƚŝĨŝĞĚƚŽƚŚĞĨŽůůŽǁŝŶŐ ĞŶǀŝƌŽŶŵĞŶƚĂůĐŽŶĚŝƚŝŽŶƐ͗ ϭ͘ʹϰϬΣƚŽнϳϬ°KƉĞƌĂƚŝŶŐZĂŶŐĞ͘ 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:͘ZĞŵŽƚĞŽŵŵƵŶŝĐĂƚŝŽŶƐ ϭ͘ZĞŵŽƚĞŽŵŵƵŶŝĐĂƚŝŽŶƐ͗dŚĞĐŽŶƚƌŽůƐŚĂůůŝŶĐůƵĚĞDŽĚďƵƐZdhĂŶĚƚŚĞƌŶĞƚ ĐŽŵŵƵŶŝĐĂƚŝŽŶƐĂƐƐƚĂŶĚĂƌĚǀŝĂZ^ͲϰϴϱŚĂůĨĚƵƉůĞǆǁŝƚŚĐŽŶĨŝŐƵƌĂďůĞďĂƵĚƌĂƚĞƐĨƌŽŵ Ϯ͘ϰŬƚŽϱϳ͘ϲŬ͘dŚĞƌĞŵŽƚĞĐŽŵŵƵŶŝĐĂƚŝŽŶƐƐŚĂůůĂůƐŽďĞĐĂƉĂďůĞŽĨĐŽŵŵƵŶŝĐĂƚŝŶŐ DŽĚďƵƐZdhĂŶĚƚŚĞƌŶĞƚ͘ Ϯ͘ZĞŵŽƚĞDŽŶŝƚŽƌŝŶŐ^ŽĨƚǁĂƌĞ͗dŚĞĐŽŶƚƌŽůƐŚĂůůƉƌŽǀŝĚĞDŽŶŝƚŽƌŝŶŐ^ŽĨƚǁĂƌĞǁŝƚŚƚŚĞ ĨŽůůŽǁŝŶŐĨƵŶĐƚŝŽŶĂůŝƚǇ͗ Ă͘WƌŽǀŝĚĞĂĐĐĞƐƐƚŽĂůůĚĂƚĞƐĂŶĚĞǀĞŶƚƐŽŶŐĞŶĞƌĂƚŽƌƐĞƚĐŽŵŵƵŶŝĐĂƚŝŽŶƐŶĞƚǁŽƌŬ͘ ď͘WƌŽǀŝĚĞƌĞŵŽƚĞĐŽŶƚƌŽůĐĂƉĂďŝůŝƚǇĨŽƌƚŚĞŐĞŶĞƌĂƚŽƌƐĞƚ͘ Đ͘ďŝůŝƚǇƚŽĐŽŵŵƵŶŝĐĂƚĞǀŝĂDŽĚďƵƐZdhĂŶĚƚŚĞƌŶĞƚ͘ ϯ͘ZĞŵŽƚĞ/ŶĚŝĐĂƚŝŽŶ͗WƌŽǀŝĚĞĂƌĞŵŽƚĞŝŶĚŝĐĂƚŝŽŶƚŽ^͘ Ă͘WƌŽǀŝĚĞƚŚĞĨŽůůŽǁŝŶŐŝŶĚŝǀŝĚƵĂůĚŝŐŝƚĂůŽƵƚƉƵƚƐĨŽƌƚŚĞĨŽůůŽǁŝŶŐŝŶĚŝĐĂƚŝŽŶƐĨŽƌ ƉƌŽƚĞĐƚŝŽŶĂŶĚĚŝĂŐŶŽƐƚŝĐƐ͗ ϭͿ͘KǀĞƌĐƌĂŶŬ͘ ϮͿ͘>ŽǁĐŽŽůĂŶƚƚĞŵƉĞƌĂƚƵƌĞ͘ ϯͿ͘,ŝŐŚĐŽŽůĂŶƚƚĞŵƉĞƌĂƚƵƌĞǁĂƌŶŝŶŐ͘ ϰͿ͘,ŝŐŚĐŽŽůĂŶƚƚĞŵƉĞƌĂƚƵƌĞƐŚƵƚĚŽǁŶ͘ 1 input module and 1-output module is included which provides 8 contact points c c Modbus RTU & RS485compatible data registry availablefor SCADA 164 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϭϴ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϱͿ͘>ŽǁŽŝůƉƌĞƐƐƵƌĞǁĂƌŶŝŶŐ͘ ϲͿ͘>ŽǁŽŝůƉƌĞƐƐƵƌĞƐŚƵƚĚŽǁŶ͘ ϳͿ͘KǀĞƌƐƉĞĞĚ͘ ϴͿ͘>ŽǁĐŽŽůĂŶƚůĞǀĞů͘ ϵͿ͘W^ƐƵƉƉůǇŝŶŐůŽĂĚ͘ ϭϬͿ͘ŽŶƚƌŽůƐǁŝƚĐŚŶŽƚŝŶĂƵƚŽ͘ ϭϭͿ͘,ŝŐŚďĂƚƚĞƌǇǀŽůƚĂŐĞ͘ ϭϮͿ͘>ŽǁďĂƚƚĞƌǇǀŽůƚĂŐĞ͘ ϭϯͿ͘ĂƚƚĞƌǇĐŚĂƌŐĞƌĨĂŝůƵƌĞ͘ ϭϰͿ͘ŵĞƌŐĞŶĐǇƐƚŽƉ͘ ϭϱͿ͘>Žǁ&ƵĞů>ĞǀĞů͘ ϭϲͿ͘&ƵĞů>ĞĂŬ͘ ϭϳͿ͘^ƉĂƌĞ͘ ϭϴͿ͘^ƉĂƌĞ͘ ď͘dŚĞĨŽůůŽǁŝŶŐĂĚĚŝƚŝŽŶĂůŵĞƚĞƌŝŶŐƐŚĂůůďĞƉƌŽǀŝĚĞĚǀŝĂƚŚĞƌŶĞƚŽŵŵƵŶŝĐĂƚŝŽŶ ƉƌŽƚŽĐŽůĂŶĚDŽĚďƵƐZdhĨŽƌĞĂĐŚŶŐŝŶĞ͗ ϭͿ͘'ĞŶĞƌĂƚŽƌŬt͕Ŭs͕ŬsZ͕W&͕sŽůƚƐ͕ŵƉƐĂŶĚĨƌĞƋƵĞŶĐǇ͘ ϮͿ͘'ĞŶĞƌĂƚŽƌŵƉĞƌĞƐʹWŚĂƐĞ͕WŚĂƐĞĂŶĚWŚĂƐĞ͘ ϯͿ͘'ĞŶĞƌĂƚŽƌsŽůƚĂŐĞʹWŚĂƐĞͲ͕WŚĂƐĞͲ͕WŚĂƐĞͲ͕WŚĂƐĞ͕WŚĂƐĞĂŶĚ WŚĂƐĞ;ǀĞƌŝĨǇƉŚĂƐĞƌŽƚĂƚŝŽŶͿ͘ ϰͿ͘ŶŐŝŶĞZWDDĞƚĞƌ͘ ϱͿ͘ŶŐŝŶĞĂƚƚĞƌǇsŽůƚĂŐĞDĞƚĞƌ͘ ϲͿ͘ŶŐŝŶĞKŝůWƌĞƐƐƵƌĞ'ĂƵŐĞ͘ ϳͿ͘ŶŐŝŶĞŽŽůĂŶƚdĞŵƉĞƌĂƚƵƌĞ'ĂƵŐĞ͘ ϴͿ͘ŶŐŝŶĞZƵŶŶŝŶŐ,ŽƵƌDĞƚĞƌ͘ ϵͿ͘ŶŐŝŶĞ^ƚĂƌƚŽƵŶƚĞƌ͘ ϭϬͿ͘ƚŵŽƐƉŚĞƌŝĐWƌĞƐƐƵƌĞ͘ ϭϭͿ͘ŽŽƐƚWƌĞƐƐƵƌĞ͘ ϭϮͿ͘ŝƌ&ŝůƚĞƌZĞƐƚƌŝĐƚŝŽŶ͘ ϭϯͿ͘>ĞĨƚdƵƌďŽ/ŶůĞƚWƌĞƐƐƵƌĞ͘ ϭϰͿ͘ZŝŐŚƚdƵƌďŽ/ŶůĞƚWƌĞƐƐƵƌĞ͘ ϭϱͿ͘ŶŐŝŶĞ,ŽƵƌDĞƚĞƌ͘ ϭϲͿ͘dŽƚĂů&ƵĞůƵƌŶĞĚ͘ ϭϳͿ͘ŶŐŝŶĞŽŽůĂŶƚ>ĞǀĞů^ƚĂƚƵƐ͘ ϭϴͿ͘>ŽĐĂůŶŐŝŶĞŽŶƚƌŽů^ǁŝƚĐŚWŽƐŝƚŝŽŶ͘ ϭϵͿ͘KǀĞƌƐƉĞĞĚ^ǁŝƚĐŚ^ƚĂƚƵƐ͘ ϮϬͿ͘ZĞŵŽƚĞŵĞƌŐĞŶĐǇ^ƚŽƉĐƚƵĂƚĞĚ͘ ϮϭͿ͘WĞƌĐĞŶƚŶŐŝŶĞ>ŽĂĚ͘ ϮϮͿ͘Kŝů&ŝůƚĞƌWƌĞƐƐƵƌĞŝĨĨĞƌĞŶƚŝĂů͘ ϮϯͿ͘&ƵĞů&ŝůƚĞƌWƌĞƐƐƵƌĞŝĨĨĞƌĞŶƚŝĂů͘ ϮϰͿ͘ĨƚĞƌͲĐŽŽůĂŶƚdĞŵƉĞƌĂƚƵƌĞ͘ ϮϱͿ͘ZŝŐŚƚǆŚĂƵƐƚdĞŵƉĞƌĂƚƵƌĞ͘ ϮϲͿ͘>ĞĨƚǆŚĂƵƐƚdĞŵƉĞƌĂƚƵƌĞ͘ ϮϳͿ͘ƌĂŶŬĐĂƐĞŝƌWƌĞƐƐƵƌĞ͘ ϮϴͿ͘&ŝůƚĞƌĞĚ&ƵĞůWƌĞƐƐƵƌĞ͘ ϮϵͿ͘ZŝŐŚƚŝƌ&ŝůƚĞƌZĞƐƚƌŝĐƚŝŽŶ͘ ϯϬͿ͘>ĞĨƚŝƌ&ŝůƚĞƌZĞƐƚƌŝĐƚŝŽŶ͘ ϯϭͿ͘&ƵĞůŽŶƐƵŵƉƚŝŽŶZĂƚĞ͘ not available not available not available not available not available not available 165 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϭϵ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϯϮͿŶŐŝŶĞKŝůdĞŵƉĞƌĂƚƵƌĞ͘ <͘/ŶĚŝĐĂƚŝŶŐĂŶĚWƌŽƚĞĐƚŝǀĞĞǀŝĐĞƐĂŶĚŽŶƚƌŽůƐ͗/ŶĐůƵĚĞƚŚŽƐĞƌĞƋƵŝƌĞĚďǇE&WϭϭϬĨŽƌĂ >ĞǀĞůϭƐǇƐƚĞŵ͕ĂŶĚƚŚĞĨŽůůŽǁŝŶŐ͗ ϭ͘ǀŽůƚŵĞƚĞƌ͘ Ϯ͘ĂŵŵĞƚĞƌ͘ ϯ͘ĨƌĞƋƵĞŶĐǇŵĞƚĞƌ͘ ϰ͘ǀŽůƚŵĞƚĞƌ;ĂůƚĞƌŶĂƚŽƌďĂƚƚĞƌǇĐŚĂƌŐŝŶŐͿ͘ ϱ͘ŶŐŝŶĞĐŽŽůĂŶƚƚĞŵƉĞƌĂƚƵƌĞŐĂƵŐĞ͘ ϲ͘ŶŐŝŶĞůƵďƌŝĐĂƚŝŶŐŽŝůƉƌĞƐƐƵƌĞŐĂŐĞ͘ ϳ͘ZƵŶŶŝŶŐƚŝŵĞŵĞƚĞƌ͘ ϴ͘ŵŵĞƚĞƌǀŽůƚŵĞƚĞƌ͕ƉŚĂƐĞƐĞůĞĐƚŽƌƐǁŝƚĐŚ;ĞƐͿ͘ ϵ͘'ĞŶĞƌĂƚŽƌǀŽůƚĂŐĞĂĚũƵƐƚŝŶŐƌŚĞŽƐƚĂƚ͘ ϭϬ͘^ƚĂƌƚͲƐƚŽƉƐǁŝƚĐŚ͘ ϭϭ͘KǀĞƌƐƉĞĞĚƐŚƵƚĚŽǁŶĚĞǀŝĐĞ͘ ϭϮ͘ŽŽůĂŶƚŚŝŐŚƚĞŵƉĞƌĂƚƵƌĞƐŚƵƚĚŽǁŶĚĞǀŝĐĞ͘ ϭϯ͘KŝůůŽǁƉƌĞƐƐƵƌĞƐŚƵƚĚŽǁŶĚĞǀŝĐĞ͘ >͘^ƵƉƉŽƌƚŝŶŐ/ƚĞŵƐ͗/ŶĐůƵĚĞƐĞŶƐŽƌƐ͕ƚƌĂŶƐĚƵĐĞƌƐ͕ƚĞƌŵŝŶĂůƐ͕ƌĞůĂǇƐ͕ĂŶĚŽƚŚĞƌĚĞǀŝĐĞƐ͕ĂŶĚ ǁŝƌŝŶŐƌĞƋƵŝƌĞĚƚŽƐƵƉƉŽƌƚƐƉĞĐŝĨŝĞĚŝƚĞŵƐ͘>ŽĐĂƚĞƐĞŶƐŽƌƐĂŶĚŽƚŚĞƌƐƵƉƉŽƌƚŝŶŐŝƚĞŵƐŽŶ ĞŶŐŝŶĞ͕ŐĞŶĞƌĂƚŽƌ͕ŽƌĞůƐĞǁŚĞƌĞĂƐŝŶĚŝĐĂƚĞĚ͘tŚĞƌĞŶŽƚŝŶĚŝĐĂƚĞĚ͕ůŽĐĂƚĞƚŽƐƵŝƚ ŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐƐƚĂŶĚĂƌĚ͘ D͘ŽŵŵŽŶZĞŵŽƚĞƵĚŝďůĞůĂƌŵ͗ŽŵƉůǇǁŝƚŚE&WϭϭϬƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌ>ĞǀĞůϭƐǇƐƚĞŵƐ͘ Ϯ͘ϭϮ'EZdKZKsZhZZEdE&h>dWZKdd/KE ͘'ĞŶĞƌĂƚŽƌĂŶĚ>ŽĂĚĂŶŬŝƌĐƵŝƚƌĞĂŬĞƌƐ͗ ϭ͘'ĞŶĞƌĂƚŽƌƐŚĂůůŝŶĐůƵĚĞĂŵĂŝŶĐŝƌĐƵŝƚďƌĞĂŬĞƌĂŶĚĂĚĞĚŝĐĂƚĞĚůŽĂĚďĂŶŬĐŝƌĐƵŝƚďƌĞĂŬĞƌ͘ Ϯ͘DŽůĚĞĚͲĐĂƐĞ͕ƚŚĞƌŵĂůͲŵĂŐŶĞƚŝĐƚǇƉĞ͖ϭϬϬƉĞƌĐĞŶƚƌĂƚĞĚ͖ĐŽŵƉůǇŝŶŐǁŝƚŚEDϭ ĂŶĚh>ϰϴϵ͘ ϯ͘ƌĞĂŬĞƌƐƐŚĂůůďĞŝŶĚŝǀŝĚƵĂůůǇŵŽƵŶƚĞĚĐŝƌĐƵŝƚďƌĞĂŬĞƌƐ;ϭϬϬйƌĂƚĞĚͿ͘ ϰ͘ƌĞĂŬĞƌƐƐŚĂůůŚĂǀĞƐŽůŝĚͲƐƚĂƚĞĂĚũƵƐƚĂďůĞƚƌŝƉƐĞƚƚŝŶŐƐǁŝƚŚ>ŽŶŐƚŝŵĞ͕^ŚŽƌƚƚŝŵĞ͕ /ŶƐƚĂŶƚĂŶĞŽƵƐĂŶĚ'ƌŽƵŶĚƐĞƚƚŝŶŐƐ;>^/'Ϳ͘ ϱ͘ůůĐŝƌĐƵŝƚƉƌŽƚĞĐƚŝǀĞĚĞǀŝĐĞƐƐŚĂůůŚĂǀĞƚŚĞĨŽůůŽǁŝŶŐŵŝŶŝŵƵŵƐǇŵŵĞƚƌŝĐĂůĐƵƌƌĞŶƚ ŝŶƚĞƌƌƵƉƚŝŶŐĐĂƉĂĐŝƚǇ͗ϲϱŬ͘ ϲ͘^ĞƌŝĞƐƌĂƚĞĚĨĞĞĚĞƌĚĞǀŝĐĞƐƐŚĂůůŶŽƚďĞĂĐĐĞƉƚĂďůĞ͘ ϳ͘ƌĞĂŬĞƌƐƐŚĂůůŚĂǀĞƚƌŝƉŝŶĚŝĐĂƚŝŽŶŽĨKǀĞƌůŽĂĚ͕^ŚŽƌƚŝƌĐƵŝƚ͕ĂŶĚ'ƌŽƵŶĚ&ĂƵůƚƚƌŝƉ͘ ͘ůůďƌĞĂŬĞƌƐƐŚĂůůďĞĐĂƉĂďůĞŽĨďĞŝŶŐůŽĐŬĞĚŝŶƚŚĞK&&ƉŽƐŝƚŝŽŶ͘ ͘dƌŝƉƉŝŶŐŚĂƌĂĐƚĞƌŝƐƚŝĐ͗ĞƐŝŐŶĞĚƐƉĞĐŝĨŝĐĂůůǇĨŽƌŐĞŶĞƌĂƚŽƌƉƌŽƚĞĐƚŝŽŶ͘ c c c c c ground fault relay to be added to the package ground fault relay to be added to the package c c 50KAIC at 480v c LS/I plus ground faultrelay included (not in CB) 166 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮϬ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ͘dƌŝƉZĂƚŝŶŐ͗DĂƚĐŚĞĚƚŽŐĞŶĞƌĂƚŽƌƌĂƚŝŶŐ͘ ͘^ŚƵŶƚdƌŝƉ͗ŽŶŶĞĐƚĞĚƚŽƚƌŝƉďƌĞĂŬĞƌǁŚĞŶŐĞŶĞƌĂƚŽƌƐĞƚŝƐƐŚƵƚĚŽǁŶďǇŽƚŚĞƌƉƌŽƚĞĐƚŝǀĞ ĚĞǀŝĐĞƐ͘ &͘DŽƵŶƚŝŶŐ͗ĚũĂĐĞŶƚƚŽŽƌŝŶƚĞŐƌĂƚĞĚǁŝƚŚĐŽŶƚƌŽůĂŶĚŵŽŶŝƚŽƌŝŶŐƉĂŶĞů͘ Ϯ͘ϭϯ'EZdKZ͕y/dZ͕EsK>d'Z'h>dKZ ͘ŽŵƉůǇǁŝƚŚEDD'ϭĂŶĚƐƉĞĐŝĨŝĞĚƉĞƌĨŽƌŵĂŶĐĞƌĞƋƵŝƌĞŵĞŶƚƐ͘ ͘ƌŝǀĞ͗'ĞŶĞƌĂƚŽƌƐŚĂĨƚŝƐĚŝƌĞĐƚůǇĐŽŶŶĞĐƚĞĚƚŽĞŶŐŝŶĞƐŚĂĨƚ͘ǆĐŝƚĞƌŝƐƌŽƚĂƚĞĚŝŶƚĞŐƌĂůůǇ ǁŝƚŚŐĞŶĞƌĂƚŽƌƌŽƚŽƌ͘ ͘ůĞĐƚƌŝĐĂů/ŶƐƵůĂƚŝŽŶ͗,͘ ͘^ƚĂƚŽƌtŝŶĚŝŶŐ>ĞĂĚƐ͗ƌŽƵŐŚƚŽƵƚƚŽƚĞƌŵŝŶĂůďŽǆƚŽƉĞƌŵŝƚĨƵƚƵƌĞƌĞĐŽŶŶĞĐƚŝŽŶĨŽƌŽƚŚĞƌ ǀŽůƚĂŐĞƐŝĨƌĞƋƵŝƌĞĚ͘ ͘ŽŶƐƚƌƵĐƚŝŽŶƉƌĞǀĞŶƚƐŵĞĐŚĂŶŝĐĂů͕ĞůĞĐƚƌŝĐĂů͕ĂŶĚƚŚĞƌŵĂůĚĂŵĂŐĞĚƵĞƚŽǀŝďƌĂƚŝŽŶ͕ ŽǀĞƌƐƉĞĞĚƵƉƚŽϭϮϱƉĞƌĐĞŶƚŽĨƌĂƚŝŶŐ͕ĂŶĚŚĞĂƚĚƵƌŝŶŐŽƉĞƌĂƚŝŽŶĂƚϭϭϬƉĞƌĐĞŶƚŽĨƌĂƚĞĚ ĐĂƉĂĐŝƚǇ͘ &͘ǆĐŝƚĂƚŝŽŶƵƐĞƐŶŽƐůŝƉŽƌĐŽůůĞĐƚŽƌƌŝŶŐƐ͕ŽƌďƌƵƐŚĞƐ͕ĂŶĚŝƐĂƌƌĂŶŐĞĚƚŽƐƵƐƚĂŝŶŐĞŶĞƌĂƚŽƌ ŽƵƚƉƵƚƵŶĚĞƌƐŚŽƌƚĐŝƌĐƵŝƚĐŽŶĚŝƚŝŽŶƐĂƐƐƉĞĐŝĨŝĞĚ͘ '͘ŶĐůŽƐƵƌĞ͗ƌŝƉƉƌŽŽĨ͘ ,͘sŽůƚĂŐĞZĞŐƵůĂƚŽƌ͗^ŽůŝĚƐƚĂƚĞƚǇƉĞ͕ƐĞƉĂƌĂƚĞĨƌŽŵĞǆĐŝƚĞƌ͕ƉƌŽǀŝĚŝŶŐƉĞƌĨŽƌŵĂŶĐĞĂƐ ƐƉĞĐŝĨŝĞĚ͘ ϭ͘ĚũƵƐƚŝŶŐƌŚĞŽƐƚĂƚŽŶĐŽŶƚƌŽůĂŶĚŵŽŶŝƚŽƌŝŶŐƉĂŶĞůƉƌŽǀŝĚĞƐƉůƵƐŽƌŵŝŶƵƐϱƉĞƌĐĞŶƚ ĂĚũƵƐƚŵĞŶƚŽĨŽƵƚƉƵƚǀŽůƚĂŐĞŽƉĞƌĂƚŝŶŐďĂŶĚ͘ Ϯ͘ϭϰKhdKKZ'EZdKZ^dE>K^hZ ͘ĞƐĐƌŝƉƚŝŽŶ͗sĂŶĚĂůƌĞƐŝƐƚĂŶƚ͕ǁĞĂƚŚĞƌƉƌŽŽĨƐƚĞĞůŚŽƵƐŝŶŐǁŝƚŚƐŽƵŶĚƐŚŝĞůĚ͕ǁŝŶĚƌĞƐŝƐƚĂŶƚ ƵƉƚŽϭϬϬŵƉŚ;ϭϲϬŬŵͬŚͿ͘DƵůƚŝƉůĞƉĂŶĞůƐĂƌĞůŽĐŬĂďůĞĂŶĚƉƌŽǀŝĚĞĂĚĞƋƵĂƚĞĂĐĐĞƐƐƚŽ ĐŽŵƉŽŶĞŶƚƐƌĞƋƵŝƌŝŶŐŵĂŝŶƚĞŶĂŶĐĞ͘WĂŶĞůƐĂƌĞƌĞŵŽǀĂďůĞďǇŽŶĞƉĞƌƐŽŶǁŝƚŚŽƵƚƚŽŽůƐ͘ /ŶƐƚƌƵŵĞŶƚƐĂŶĚĐŽŶƚƌŽůĂƌĞŵŽƵŶƚĞĚǁŝƚŚŝŶĞŶĐůŽƐƵƌĞ͘ ͘DƵĨĨůĞƌ>ŽĐĂƚŝŽŶ͗'ĞŶĞƌĂƚŽƌŵƵĨĨůĞƌƐƐŚĂůůďĞŵŽƵŶƚĞĚŝŶƐŝĚĞƚŚĞĞŶĐůŽƐƵƌĞǁŝƚŚĂĚŝƐĐ ;ŚŽĐŬĞǇƉƵĐŬͿƐƚǇůĞƐŝůĞŶĐĞƌ͘ ͘ŶŐŝŶĞŽŽůŝŶŐŝƌĨůŽǁƚŚƌŽƵŐŚŶĐůŽƐƵƌĞ͗ĚĞƋƵĂƚĞƚŽŵĂŝŶƚĂŝŶƚĞŵƉĞƌĂƚƵƌĞƌŝƐĞŽĨ ƐǇƐƚĞŵĐŽŵƉŽŶĞŶƚƐǁŝƚŚŝŶƌĞƋƵŝƌĞĚůŝŵŝƚƐǁŚĞŶƵŶŝƚŽƉĞƌĂƚĞƐĂƚϭϭϬƉĞƌĐĞŶƚŽĨƌĂƚĞĚůŽĂĚ ĨŽƌϮŚŽƵƌƐǁŝƚŚĂŵďŝĞŶƚƚĞŵƉĞƌĂƚƵƌĞĂƚƚŽƉŽĨƌĂŶŐĞƐƉĞĐŝĨŝĞĚŝŶƐǇƐƚĞŵƐĞƌǀŝĐĞĐŽŶĚŝƚŝŽŶƐ͘ ͘>ŽƵǀĞƌƐ͗&ŝǆĞĚĞŶŐŝŶĞĐŽŽůŝŶŐĂŝƌŝŶůĞƚĂŶĚĚŝƐĐŚĂƌŐĞ͘>ŽƵǀĞƌƐƉƌĞǀĞŶƚĞŶƚƌǇŽĨƌĂŝŶĂŶĚ ƐŶŽǁ͘ ͘ŶĐůŽƐƵƌĞƐŚĂůůĚĂŵƉĞŶŶŽŝƐĞƚŽϳϱĚǁŝƚŚŝŶϳŵĞƚĞƌƐŽĨĞŶĐůŽƐƵƌĞ͘ &͘dŚĞŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůƉƌŽǀŝĚĞĂŵŝŶŝŵƵŵŽĨŽŶĞ;ϭͿϭϮϬsĚƵƉůĞǆƌĞĐĞƉƚĂĐůĞŝŶƚŚĞ ĞŶĐůŽƐƵƌĞ͘ '͘dŚĞŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůƉƌŽǀŝĚĞĂŵŝŶŝŵƵŵŽĨƚǁŽ;ϮͿ>ůŝŐŚƚĨŝǆƚƵƌĞƐǁŝƚŚĂŵŝŶŝŵƵŵŽĨ ŽŶĞ;ϭͿĨŝǆƚƵƌĞŽŶĞĂĐŚƐŝĚĞŽĨƚŚĞŐĞŶƐĞƚƚŚĂƚŚĂƐĂŶĂĐĐĞƐƐĚŽŽƌ͘dŚĞůŝŐŚƚĨŝǆƚƵƌĞƐƐŚĂůůďĞ c c c c c 150 MPH inside enclosuremay not be hockeypuck design c c c c c as factory standard for adaquate illumination inside enclosure Or the output of the generator set can be channeld through a docking station with a 2nd Kirk-key CB which would serve as load bank feed. You would lock out the gen output during load banking. Cuaaarrent proposal ins included with 2-manual CBs and no on board parallelingf 167 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮϭ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ƐǁŝƚĐŚĞĚ͘ůŝŐŚƚƐǁŝƚĐŚĨŽƌƚŚĞůŝŐŚƚĨŝǆƚƵƌĞƐŚĂůůďĞůŽĐĂƚĞĚŶĞĂƌĞĂĐŚƐĞƚŽĨĂĐĐĞƐƐĚŽŽƌƐ͘ dŚĞůŝŐŚƚĨŝǆƚƵƌĞƐŚĂůůďĞůŽĐĂƚĞĚƐƵĐŚƚŚĂƚƚŚĞůŝŐŚƚŝůůƵŵŝŶĂƚĞƐƚŚĞĐŽŶƚƌŽůƉĂŶĞůŝŶƚŚĞ ŐĞŶĞƌĂƚŽƌ͘ Ϯ͘ϭϱ^Zs/W>d&KZD^ ͘^ĞƌǀŝĐĞƉůĂƚĨŽƌŵƐƐŚĂůůďĞƉƌŽǀŝĚĞĚĨŽƌŐĞŶĞƌĂƚŽƌĞŶĐůŽƐƵƌĞĚŽŽƌĂĐĐĞƐƐ͘ĞƐŝŐŶĂŶĚ ĐŽŶƐƚƌƵĐƚŝŽŶƐŚĂůůĐŽŵƉůǇǁŝƚŚƚŚĞůŽĐĂůďƵŝůĚŝŶŐĐŽĚĞ͕ĂŶĚK^,ƌĞŐƵůĂƚŝŽŶƐ͘ ͘WůĂƚĨŽƌŵĚĞƐŝŐŶƐŚĂůůďĞƐĞĂůĞĚďǇůŝĐĞŶƐĞĚWƌŽĨĞƐƐŝŽŶĂůŶŐŝŶĞĞƌŝŶƚŚĞ^ƚĂƚĞŽĨdĞǆĂƐ͘ ͘DĂƚĞƌŝĂůƐ͗,ĂƌĚǁĂƌĞƐŚĂůůďĞdǇƉĞϯϭϲƐƚĂŝŶůĞƐƐƐƚĞĞů͘WůĂƚĨŽƌŵŵĞŵďĞƌƐƐŚĂůůďĞĂůƵŵŝŶƵŵ ĂůůŽǇϲϬϲϭͲdϲŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚ^dDϮϮϭ͕ƵŶůĞƐƐŶŽƚĞĚŽƚŚĞƌǁŝƐĞ͘ ͘ĞůĞŐĂƚĞĚͲĞƐŝŐŶ͗ŶŐĂŐĞĂƋƵĂůŝĨŝĞĚƉƌŽĨĞƐƐŝŽŶĂůĞŶŐŝŶĞĞƌƚŽƉƌĞƉĂƌĞĚĞƐŝŐŶĐĂůĐƵůĂƚŝŽŶƐ͕ ƐŚŽƉĚƌĂǁŝŶŐƐ͕ĂŶĚŽƚŚĞƌƐƚƌƵĐƚƵƌĂůĚĂƚĂĨŽƌƐĞƌǀŝĐĞƉůĂƚĨŽƌŵĚĞƐŝŐŶ͘ ͘^ƚƌƵĐƚƵƌĂůWĞƌĨŽƌŵĂŶĐĞƐ͗WƌŽǀŝĚĞĞŶŐŝŶĞĞƌĞĚƐĞƌǀŝĐĞƉůĂƚĨŽƌŵƐĐĂƉĂďůĞŽĨǁŝƚŚƐƚĂŶĚŝŶŐ ĚĞƐŝŐŶůŽĂĚƐǁŝƚŚŝŶůŝŵŝƚƐĂŶĚƵŶĚĞƌĐŽŶĚŝƚŝŽŶƐŝŶĚŝĐĂƚĞĚ͘ ϭ͘ĞƐŝŐŶ>ŽĂĚƐĂƐĨŽůůŽǁƐ͗ Ă͘ĞĂĚ>ŽĂĚƐ͗tĞŝŐŚƚƐŽĨŵĂƚĞƌŝĂůƐĂŶĚĐŽŶƐƚƌƵĐƚŝŽŶ͘ ď͘>ŝǀĞůŽĂĚƐ͗ϭϬϬƉƐĨ Đ͘tŝŶĚ>ŽĂĚƐ͗/ŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚĂƉƉůŝĐĂďůĞƉƌŽũĞĐƚůŽĐĂůĐŽĚĞƌĞƋƵŝƌĞŵĞŶƚƐ͘ Ϯ͘ĞĨůĞĐƚŝŽŶ>ŝŵŝƚƐ͗ĞƐŝŐŶĨƌĂŵŝŶŐƐǇƐƚĞŵƐƚŽǁŝƚŚƐƚĂŶĚƐĞƌǀŝĐĞůŽĂĚƐǁŝƚŚŽƵƚ ĚĞĨůĞĐƚŝŽŶƐŐƌĞĂƚĞƌƚŚĂŶĂŚŽƌŝǌŽŶƚĂůĚĞĨůĞĐƚŝŽŶŽĨϭͬϮϰϬŽĨƚŚĞƐƉĂŶŽƌЬ͟ǁŚŝĐŚĞǀĞƌŝƐ ƐŵĂůůĞƌ͘ &͘ůĞĂƌĂŶĐĞ͗dŚĞŐĂƉďĞƚǁĞĞŶƚŚĞƉůĂƚĨŽƌŵǁĂůŬŝŶŐƐƵƌĨĂĐĞĂŶĚƚŚĞŐĞŶĞƌĂƚŽƌƐŚĂůůďĞĂ ŵĂǆŝŵƵŵŽĨϮ͟ĂŶĚŵŝŶŝŵƵŵŽĨϭ͘͟ '͘ƉůĂƚĨŽƌŵǁŝƚŚŐƵĂƌĚƌĂŝůƐƐŚĂůůďĞƉƌŽǀŝĚĞĚŽŶƚǁŽƐŝĚĞƐŽĨƚŚĞĞŶĐůŽƐƵƌĞĂŶĚƐŚĂůůĞǆƚĞŶĚ ƚŚĞĨƵůůůĞŶŐƚŚŽĨƚŚĞŐĞŶĞƌĂƚŽƌĞŶĐůŽƐƵƌĞ͘ ,͘ĐĐĞƐƐƐƚĂŝƌƐƐŚĂůůďĞŽŶĞĂĐŚĞŶĚŽĨĞĂĐŚƉůĂƚĨŽƌŵ͘ /͘'ƌĂƚŝŶŐ͕ƚƌĞĂĚƐ͕ĂŶĚŶŽƐŝŶŐƐƐŚĂůůďĞƐůŝƉƌĞƐŝƐƚĂŶƚ͘'ƌĂƚŝŶŐĂŶĚƚƌĞĂĚƐƐŚĂůůďĞĨĂƐƚĞŶĞĚƚŽ ƚŚĞĨƌĂŵĞǁŝƚŚĐůŝƉƐĂŶĚďŽůƚƐƉĞƌŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐ͘ :͘&ĂƐƚĞŶƐĞƌǀŝĐĞƉůĂƚĨŽƌŵƐƚŽƚŚĞŐĞŶĞƌĂƚŽƌĨŽƵŶĚĂƚŝŽŶǁŝƚŚĂĚŚĞƐŝǀĞĂŶĐŚŽƌƐ͘ <͘WůĂƚĨŽƌŵƐƐŚĂůůƐŚŝƉĨŽƌĨŝĞůĚĂƐƐĞŵďůǇ͘ Ϯ͘ϭϲ&/E/^,^ ͘/ŶĚŽŽƌŶĐůŽƐƵƌĞƐĂŶĚŽŵƉŽŶĞŶƚƐ͗DĂŶƵĨĂĐƚƵƌĞƌ͛ƐƐƚĂŶĚĂƌĚĞŶĂŵĞůŽǀĞƌĐŽƌƌŽƐŝŽŶ ƌĞƐŝƐƚĂŶƚƉƌĞƚƌĞĂƚŵĞŶƚĂŶĚĐŽŵƉĂƚŝďůĞƐƚĂŶĚĂƌĚƉƌŝŵĞƌ͘ ͘KƵƚĚŽŽƌŶĐůŽƐƵƌĞ͗DĂŶƵĨĂĐƚƵƌĞƌ͛ƐƐƚĂŶĚĂƌĚĞŶĂŵĞůŽǀĞƌĐŽƌƌŽƐŝŽŶƌĞƐŝƐƚĂŶƚƉƌĞƚƌĞĂƚŵĞŶƚ ĂŶĚĐŽŵƉĂƚŝďůĞƐƚĂŶĚĂƌĚƉƌŝŵĞƌ͘ ϭ͘ŽůŽƌ͗DĂŶƵĨĂĐƚƵƌĞƌΖƐƐƚĂŶĚĂƌĚ͘ ͘WŽǁĚĞƌͲĐŽĂƚĞĚĂŶĚďĂŬĞĚŽǀĞƌĐŽƌƌŽƐŝŽŶͲƌĞƐŝƐƚĂŶƚƉƌĞƚƌĞĂƚŵĞŶƚĂŶĚĐŽŵƉĂƚŝďůĞƉƌŝŵĞƌ͘ DĂŶƵĨĂĐƚƵƌĞƌ͛ƐƐƚĂŶĚĂƌĚĐŽůŽƌ͘ prcing can be quoted if deemed necessary. c Or the output of the generator set can be channeld through a docking station with a 2nd Kirk-key CB which would serve as load bank feed. You would lock out the gen output during load banking. Current proposal ins included with 2-manual CB Type text hereincluded extra pricing for aluminum E engineering for platforms not necessary, but $5000 added if still desired.c to be varified with manufacturer c to be varified with manufacturer c c c c c c Standard Caterpillar pain finishes to be White. 168 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮϮ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ Ϯ͘ϭϳ&h>D/EdEE^z^dD ͘ĂĐŚĨƵĞůƐƚŽƌĂŐĞƚĂŶŬƐŚĂůůŝŶĐůƵĚĞƚǁŽƐƚĂŐĞĨƵĞůŵĂŝŶƚĞŶĂŶĐĞ;ĨƵĞůƉŽůŝƐŚŝŶŐͿƐǇƐƚĞŵƚŚĂƚ ǁŝůůƌĞŵŽǀĞĚŝƌƚĂŶĚǁĂƚĞƌ͘dŚĞŵĂŝŶƚĞŶĂŶĐĞƐǇƐƚĞŵƐŚĂůůďĞƉůƵŵďĞĚŝŶƚŽƚŚĞƚĂŶŬƉĞƌƚŚĞ ŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐ͘ ͘dŚĞƐĞƉĂƌĂƚŽƌƐŚĂůůƌĞŵŽǀĞϵϵ͘ϵйŽĨƚŚĞǁĂƚĞƌŝŶƚŚĞĨƵĞůůŝŶĞĂŶĚϵϱйŽĨƚŚĞƐŽůŝĚƐ͘ ͘dŚĞƐƚĂďŝůŝǌĞƌƐŚĂůůĚĞĐŽŶƚĂŵŝŶĂƚĞĂŶĚƐƚĂďŝůŝǌĞƚŚĞĨƵĞůǁŝƚŚŽƵƚƚŚĞƵƐĞŽĨĐŚĞŵŝĐĂů ĂĚĚŝƚŝǀĞƐ͘ ͘dŚĞƐǇƐƚĞŵƐŚĂůůŽƉĞƌĂƚĞŽŶϭϮϬs͕ϭƉŚĂƐĞ͕ϲϬ,͕ϮϬĐŝƌĐƵŝƚďƌĞĂŬĞƌ͘ ͘WƌŽŐƌĂŵŵĂďůĞĐŽŶƚƌŽůůĞƌ͗ ϭ͘dŚĞĐŽŶƚƌŽůůĞƌƐŚĂůůďĞĂh>ϱϬϴůŝƐƚĞĚĂƐƐĞŵďůǇ͘ Ϯ͘WƌŽǀŝĚĞĚƌǇĐŽŶƚĂĐƚĨŽƌŐĞŶĞƌĂůĂůĂƌŵƐ͘ &͘dŚĞƐǇƐƚĞŵƐŚĂůůďĞĐĂƉĂďůĞŽĨƚƌĞĂƚŝŶŐƚŚĞŵĂǆŝŵƵŵĂŵŽƵŶƚŽĨĨƵĞůƚŚĂƚƚŚĞĞŶƚŝƌĞƐƵďͲ ďĂƐĞƚĂŶŬĨƵĞůƐǇƐƚĞŵŝƐĐĂƉĂďůĞŽĨďĞŝŶŐĨŝůůĞĚǁŝƚŚ͘ĐĐĞƉƚĂďůĞŵĂŶƵĨĂĐƚƵƌĞƌŝƐ&ƵĞů dĞĐŚŶŽůŽŐŝĞƐ/ŶƚĞƌŶĂƚŝŽŶĂů>>͕ƉƌŽĚƵĐƚŶƵŵďĞƌ&d/ͲϮ͘ϴ͘ '͘dŚĞĨƵĞůƚĂŶŬƐŚĂůůďĞƉƌŽǀŝĚĞĚǁŝƚŚĂůůƚŚĞŶĞĐĞƐƐĂƌǇĂŶĚƌĞƋƵŝƌĞĚƉŝƉĞƐĂŶĚĨŝƚƚŝŶŐƐĨŽƌ ŝŶƐƚĂůůĂƚŝŽŶĂŶĚƉƌŽƉĞƌŽƉĞƌĂƚŝŽŶŽĨƚŚĞƐǇƐƚĞŵ͘ Ϯ͘ϭϴ^KhZYh>/dzKEdZK> ͘WƌŽƚŽƚǇƉĞdĞƐƚŝŶŐ͗&ĂĐƚŽƌǇƚĞƐƚĞŶŐŝŶĞͲŐĞŶĞƌĂƚŽƌƐĞƚƵƐŝŶŐƐĂŵĞĞŶŐŝŶĞŵŽĚĞů͕ĐŽŶƐƚƌƵĐƚĞĚ ŽĨŝĚĞŶƚŝĐĂůŽƌĞƋƵŝǀĂůĞŶƚĐŽŵƉŽŶĞŶƚƐĂŶĚĞƋƵŝƉƉĞĚǁŝƚŚŝĚĞŶƚŝĐĂůŽƌĞƋƵŝǀĂůĞŶƚ ĂĐĐĞƐƐŽƌŝĞƐ͘ ϭ͘dĞƐƚƐ͗ŽŵƉůǇǁŝƚŚE&WϭϭϬ͕>ĞǀĞůϭŶĞƌŐǇŽŶǀĞƌƚĞƌƐĂŶĚǁŝƚŚ/ϭϭϱ͘ ͘WƌŽũĞĐƚ^ƉĞĐŝĨŝĐƋƵŝƉŵĞŶƚdĞƐƚƐ͗&ĂĐƚŽƌǇƚĞƐƚĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐĞƚĂŶĚŽƚŚĞƌƐǇƐƚĞŵ ĐŽŵƉŽŶĞŶƚƐĂŶĚĂĐĐĞƐƐŽƌŝĞƐďĞĨŽƌĞƐŚŝƉŵĞŶƚ͘WĞƌĨŽƌŵƚĞƐƚƐĂƚƌĂƚĞĚůŽĂĚĂŶĚƉŽǁĞƌ ĨĂĐƚŽƌ͘/ŶĐůƵĚĞƚŚĞĨŽůůŽǁŝŶŐƚĞƐƚƐ͗ ϭ͘&ŽƵƌ;ϰͿŚŽƵƌĨƵůůůŽĂĚƌƵŶ͘ Ϯ͘DĂǆŝŵƵŵƉŽǁĞƌ͘ ϯ͘sŽůƚĂŐĞƌĞŐƵůĂƚŝŽŶ͘ ϰ͘dƌĂŶƐŝĞŶƚĂŶĚƐƚĞĂĚǇƐƚĂƚĞŐŽǀĞƌŶŝŶŐ͘ ϱ͘^ŝŶŐůĞƐƚĞƉůŽĂĚƉŝĐŬƵƉ͘ ϲ͘^ĂĨĞƚǇƐŚƵƚĚŽǁŶ͘ ϳ͘ZĞƉŽƌƚĨĂĐƚŽƌǇƚĞƐƚƌĞƐƵůƚƐǁŝƚŚŝŶϭϬĚĂǇƐŽĨĐŽŵƉůĞƚŝŽŶŽĨƚĞƐƚƐ͘ Ϯ͘ϭϵhy/>>/ZzWKtZ/^dZ/hd/KE ͘WƌŽǀŝĚĞŽŶĞŵŽůĚĞĚĐĂƐĞ͕ƚŚĞƌŵĂůŵĂŐŶĞƚŝĐƚǇƉĞĐŝƌĐƵŝƚďƌĞĂŬĞƌŝŶƚŚĞŐĞŶĞƌĂƚŽƌĞŶĐůŽƐƵƌĞ ƚŽĚŝƐƚƌŝďƵƚĞƉŽǁĞƌƚŽƚŚĞƉĂŶĞůďŽĂƌĚ͘ ͘WƌŽǀŝĚĞϮϬϴzͬϭϮϬsƚŚƌĞĞƉŚĂƐĞ͕ϰͲǁŝƌĞ͕ƉĂŶĞůďŽĂƌĚŝŶƐŝĚĞĞŶĐůŽƐƵƌĞĨŽƌĚŝƐƚƌŝďƵƚŝŶŐƉŽǁĞƌ ƚŽŐĞŶĞƌĂƚŽƌďůŽĐŬŚĞĂƚĞƌ͕ďĂƚƚĞƌǇĐŚĂƌŐĞƌ͕ůŝŐŚƚƐ͕ƌĞĐĞƉƚĂĐůĞƐĂŶĚĂŶǇŽƚŚĞƌĚĞǀŝĐĞƐ There is not adaquate space for a fuel "polishing system" with in the enclosure space. However, a freestand unit that sits next to the unit is available. separate wiring and plumbing would be required by others. separate unit pricing is shown as an option. c c c c c 169 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮϯ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ƌĞƋƵŝƌŝŶŐϮϬϴzͬϭϮϬsƉŽǁĞƌ͘WĂŶĞůďŽĂƌĚƐŚĂůůďĞŵŝŶŝŵƵŵϭϮƉŽůĞǁŝƚŚϲϬĂŵƉŵĂŝŶ ďƌĞĂŬĞƌ͕ŝŶĂEDϭϮĞŶĐůŽƐƵƌĞ͕ŚĂǀĞďŽůƚͲŽŶďƌĞĂŬĞƌƐǁŝƚŚĂŵŝŶŝŵƵŵϭϬ͕ϬϬϬ/ƌĂƚŝŶŐ ĂŶĚƚŝŶͲƉůĂƚĞĚĐŽƉƉĞƌďƵƐĨŽƌƉŚĂƐĞ͕ŶĞƵƚƌĂůĂŶĚŐƌŽƵŶĚ͘WĂŶĞůďŽĂƌĚƐƐŚĂůůďĞ ŵĂŶƵĨĂĐƚƵƌĞĚďǇͬ'͕ĂƚŽŶ͕Žƌ^ƋƵĂƌĞͲͬ^ĐŚŶĞŝĚĞƌůĞĐƚƌŝĐ͘ Ϯ͘ϮϬ'EZdKZWZ>>>/E' ͘'ĞŶĞƌĂƚŽƌĂƐĨƵƌŶŝƐŚĞĚƐŚĂůůďĞĐĂƉĂďůĞŽĨƉĂƌĂůůĞůŝŶŐǁŝƚŚŽƚŚĞƌŐĞŶĞƌĂƚŽƌƐŝŶƚŚĞĨƵƚƵƌĞ ƚŚƌŽƵŐŚĂĚĞĚŝĐĂƚĞĚĐŽŵŵƵŶŝĐĂƚŝŽŶůŝŶŬďĞƚǁĞĞŶƚŚĞĐŽŶƚƌŽůůĞƌ͘ ͘^ƵƉƉŽƌƚƵƉƚŽĞŝŐŚƚŐĞŶĞƌĂƚŽƌƐŽŶĂĐŽŵŵŽŶďƵƐ͘ ͘^ƵƉƉŽƌƚƉĂƌĂůůĞůŝŶŐĂƐŝŶŐůĞŐĞŶĞƌĂƚŽƌǁŝƚŚĂƵƚŝůŝƚǇƐŽƵƌĐĞƵƐŝŶŐŬt͕ŬsZ͕ĂŶĚƉŽǁĞƌĨĂĐƚŽƌ ƐĞƚƚŝŶŐƐ͘ ͘^ǇŶĐŚƌŽŶŝǌĂƚŝŽŶ͗ ϭ͘&ŝƌƐƚͲŽŶůŽŐŝĐƚŽĚĞƚĞƌŵŝŶĞǁŚŝĐŚŐĞŶĞƌĂƚŽƌǁŝůůĐůŽƐĞƚŽƚŚĞĚĞĂĚďƵƐĨŝƌƐƚ͘ Ϯ͘^ǇŶĐŚƌŽŶŝǌĂƚŝŽŶůŽŐŝĐƚŽĂůůŽǁŵĂƚĐŚŝŶŐŽĨǀŽůƚĂŐĞ͕ĨƌĞƋƵĞŶĐǇ͕ĂŶĚƉŚĂƐĞďĞĨŽƌĞĐůŽƐŝŶŐ ĐŝƌĐƵŝƚďƌĞĂŬĞƌŽƌĐŽŶƚĂĐƚŽƌƚŽĐŽŶŶĞĐƚƚŚĞŐĞŶĞƌĂƚŽƌƚŽƚŚĞďƵƐŝŶĐůƵĚŝŶŐƚŚĞĨŽůůŽǁŝŶŐ ŵĞƚŚŽĚƐ͗ Ă͘ƵƚŽŵĂƚŝĐ͗^ǇŶĐŚƌŽŶŝǌĞĂŶĚĐůŽƐĞďƌĞĂŬĞƌ͘ ď͘^ǇŶĐͲŚĞĐŬ͗^ǇŶĐŚƌŽŶŝǌĞĂŶĚŶŽĐůŽƐƵƌĞ͘ Đ͘WĞƌŵŝƐƐŝǀĞ͗EŽĂĐƚŝǀĞƐǇŶĐŚƌŽŶŝǌĂƚŝŽŶ͕ĂůůŽǁƐŵĂŶƵĂůĐůŽƐĞŝĨŐĞŶĞƌĂƚŽƌŝƐ ƐǇŶĐŚƌŽŶŝǌĞĚǁŝƚŚďƵƐ͘ ϯ͘&ĂŝůͲƚŽͲƐǇŶĐĂůĂƌŵŐĞŶĞƌĂƚĞĚŝĨĂƵƚŽŵĂƚŝĐƐǇŶĐŚƌŽŶŝǌĂƚŝŽŶŝƐŶŽƚƐƵĐĐĞƐƐĨƵůǁŝƚŚŝŶĂƵƐĞƌͲ ĂĚũƵƐƚĂďůĞƚŝŵĞƉĞƌŝŽĚ͘ ϰ͘ĐƚŝǀĞƐǇŶĐŚƌŽŶŝǌĂƚŝŽŶǁŝůůĐŽŶƚŝŶƵĞĂĨƚĞƌĞǆƉŝƌĂƚŝŽŶŽĨƚŚĞĨĂŝůͲƚŽͲƐǇŶĐƚŝŵĞĚĞůĂǇ͘ ϱ͘^ƉĞĐŝĨŝĐĂůůǇĚĞƐŝŐŶĞĚŝŶƚĞƌĨĂĐĞƐĐƌĞĞŶƚŽĂĐƚŝǀĞůǇĚŝƐƉůĂǇƐǇŶĐŚƌŽŶŝǌŝŶŐƉĂƌĂŵĞƚĞƌƐĨŽƌ ďŽƚŚŐĞŶĞƌĂƚŽƌĂŶĚďƵƐǁŚĞŶƐǇŶĐŚƌŽŶŝǌŝŶŐŝŶĐůƵĚŝŶŐ͗ Ă͘sŽůƚĂŐĞ͘ ď͘&ƌĞƋƵĞŶĐǇ͘ Đ͘^ůŝƉ͘ Ě͘WŚĂƐĞĂŶŐůĞ͘ Ğ͘WŚĂƐĞƌŽƚĂƚŝŽŶ͘ ͘>ŽĂĚ^ŚĂƌŝŶŐ͗ ϭ͘ĐƚŝǀĞůǇƐŚĂƌĞƌĞĂůĂŶĚƌĞĂĐƚŝǀĞƉŽǁĞƌďĞƚǁĞĞŶĂůůŐĞŶĞƌĂƚŽƌƐĐŽŶŶĞĐƚĞĚƚŽĐŽŵŵŽŶ ďƵƐŽŶĂƉĞƌͲƵŶŝƚŽƌƉĞƌĐĞŶƚĂŐĞďĂƐŝƐ͘ Ϯ͘^ŽĨƚůŽĂĚŝŶŐĂŶĚƵŶůŽĂĚŝŶŐŽĨŐĞŶĞƌĂƚŽƌ͘ ϯ͘ĂƉĂďůĞŽĨĚƌŽŽƉĐŽŶƚƌŽů͘ &͘ŝƌĐƵŝƚƌĞĂŬĞƌͬŽŶƚĂĐƚŽƌŽŶƚƌŽů͗ paralleling is available on or off skid. one skid only allows 1 CB due to it being used to synch and closewith electronic operation. off skid still possible with off skid controls and EO breaker(s) Type text here due to electricallyoperated CB being included with on board paralleling, per discussionwith specifying engineerwe are leaving on boardparalleling off the package This will not precludeparalleling in the future(either by control modification or off skid paralleling.) not currently provided. 170 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮϰ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϭ͘ĂƉĂďůĞŽĨĚŝƌĞĐƚůǇŽƉĞƌĂƚŝŶŐĂĐŝƌĐƵŝƚďƌĞĂŬĞƌŽƌĐŽŶƚĂĐƚŽƌƚŽĐŽŶŶĞĐƚŽƌĚŝƐĐŽŶŶĞĐƚ ĨƌŽŵƚŚĞĐŽŵŵŽŶďƵƐ͘ Ϯ͘EŽƌŵĂůůǇĐůŽƐĞĚ;ĨĂŝůͲƐĂĨĞͿĐŽŶƚĂĐƚĨŽƌƚƌŝƉƚŽĞŶƐƵƌĞƉĂƌĂůůĞůŝŶŐĚĞǀŝĐĞƌĞŵĂŝŶƐŽƉĞŶ ƵŶƚŝůĂůůĐŽŶĚŝƚŝŽŶƐĂƌĞŵĞƚƚŽĂůůŽǁĐůŽƐƵƌĞ͘ ϯ͘EŽƌŵĂůůǇŽƉĞŶĐŽŶƚĂĐƚƚŽƉƌŽǀŝĚĞĞŶĞƌŐŝǌŝŶŐƐŝŐŶĂůƚŽĐůŽƐĞƉĂƌĂůůĞůŝŶŐĚĞǀŝĐĞ͘ ϰ͘&ĂŝůͲƚŽͲĐůŽƐĞĂůĂƌŵŐĞŶĞƌĂƚĞĚĂĨƚĞƌŽŶĞƵŶƐƵĐĐĞƐƐĨƵůĐůŽƐĞĂƚƚĞŵƉƚ͘ ϱ͘&ĂŝůͲƚŽͲĐůŽƐĞƐŚƵƚĚŽǁŶĂĨƚĞƌĂƵƐĞƌͲĂĚũƵƐƚĂďůĞŶƵŵďĞƌŽĨĂƚƚĞŵƉƚƐ͘ '͘'ĞŶĞƌĂƚŽƌDĂŶĂŐĞŵĞŶƚ͗ ϭ͘ƵƚŽŵĂƚŝĐĂůůǇƐƚĂƌƚŽƌƐƚŽƉŐĞŶĞƌĂƚŽƌƐďĂƐĞĚŽŶůŽĂĚĚĞŵĂŶĚŽƌƐƚĂƚĞŽĨŽƚŚĞƌ ŐĞŶĞƌĂƚŽƌƐ͘ Ă͘^ƚĂƌƚƉŽǁĞƌ͘ ď͘^ƚŽƉƉŽǁĞƌ͘ Đ͘^ƚĂƌƚĂĐĐƵŵƵůĂƚŽƌ͘ Ě͘^ƚŽƉĂĐĐƵŵƵůĂƚŽƌ͘ Ğ͘dŽƚĂůŽŶůŝŶĞĐĂƉĂĐŝƚǇ͘ Ĩ͘dŽƚĂůĂǀĂŝůĂďůĞĐĂƉĂĐŝƚǇ͘ Ő͘dŽƚĂůďƵƐƉŽǁĞƌ͘ Ś͘dŽƚĂůďƵƐĐĂƉĂĐŝƚǇ͘ ŝ͘EĞŐŽƚŝĂƚĞĚŽƌĚĞƌ͘ ũ͘^ƚŽƉƉĞĚďǇŐĞŶĞƌĂƚŽƌŵĂŶĂŐĞŵĞŶƚ͘ Ŭ͘^ƚĂƌƚĐŽŵŵĂŶĚ͘ Ϯ͘'ĞŶĞƌĂƚŽƌŵĂŶĂŐĞŵĞŶƚĐŽŶĨŝŐƵƌĂďůĞƚŽŽƉĞƌĂƚĞďĂƐĞĚŽŶ͗ Ă͘ŶŐŝŶĞƌƵŶƚŝŵĞ͘ ď͘&ƵĞůůĞǀĞů͘ Đ͘hƐĞƌͲĂƐƐŝŐŶĞĚŽƌĚĞƌ͘ Ě͘hƐĞƌƉƌŽŐƌĂŵŵĂďůĞĚŝƐĐŽŶŶĞĐƚƉŽŝŶƚŝŶŬt͕ďĞůŽǁǁŚŝĐŚƚŚĞŐĞŶĞƌĂƚŽƌĚĞǀŝĐĞǁŝůů ƚƌŝƉ͘ ϯ͘ϬϬyhd/KE ϯ͘ϬϭyD/Ed/KE ͘ǆĂŵŝŶĞĂƌĞĂƐ͕ĞƋƵŝƉŵĞŶƚĨŽƵŶĚĂƚŝŽŶƐ͕ĂŶĚĐŽŶĚŝƚŝŽŶƐ͕ǁŝƚŚ/ŶƐƚĂůůĞƌƉƌĞƐĞŶƚ͕ĨŽƌ ĐŽŵƉůŝĂŶĐĞǁŝƚŚƌĞƋƵŝƌĞŵĞŶƚƐĨŽƌŝŶƐƚĂůůĂƚŝŽŶĂŶĚŽƚŚĞƌĐŽŶĚŝƚŝŽŶƐĂĨĨĞĐƚŝŶŐƉĂĐŬĂŐĞĚ ĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌƉĞƌĨŽƌŵĂŶĐĞ͘ ϭ͘WƌŽĐĞĞĚǁŝƚŚŝŶƐƚĂůůĂƚŝŽŶŽŶůǇĂĨƚĞƌƵŶƐĂƚŝƐĨĂĐƚŽƌǇĐŽŶĚŝƚŝŽŶƐŚĂǀĞďĞĞŶĐŽƌƌĞĐƚĞĚ͘ ͘ǆĂŵŝŶĞƌŽƵŐŚŝŶŐŝŶŽĨĞůĞĐƚƌŝĐĂůĐŽŶŶĞĐƚŝŽŶƐ͘sĞƌŝĨǇĂĐƚƵĂůůŽĐĂƚŝŽŶƐŽĨĐŽŶŶĞĐƚŝŽŶƐďĞĨŽƌĞ ƉĂĐŬĂŐĞĚĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌŝŶƐƚĂůůĂƚŝŽŶ͘ Or the output of the generator set can be channeld through a docking station with a 2nd Kirk-key CB which would serve as load bank feed. You would lock out the gen output during load banking. c Outage? We need to understandmore about these requirements c c Proposal is currently withouton board paralleling and 2-manual CBs. 171 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮϱ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϯ͘ϬϮ/E^d>>d/KE ͘'ĞŶĞƌĂƚŽƌƚŽďĞŝŶƐƚĂůůĞĚďǇŽŶƚƌĂĐƚŽƌ͕ƚŽďĞĚĞƚĞƌŵŝŶĞĚĂƚĂůĂƚĞƌĚĂƚĞ͘ ͘ŽŵƉůǇǁŝƚŚƉĂĐŬĂŐĞĚĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌŵĂŶƵĨĂĐƚƵƌĞƌƐ͛ǁƌŝƚƚĞŶŝŶƐƚĂůůĂƚŝŽŶĂŶĚĂůŝŐŶŵĞŶƚ ŝŶƐƚƌƵĐƚŝŽŶƐ͕ĂŶĚǁŝƚŚE&WϭϭϬ͘ ͘'ĞŶĞƌĂƚŽƌƚŽďĞŝŶƐƚĂůůĞĚŽŶĐŽŶĐƌĞƚĞƉĂĚďǇŽƚŚĞƌƐ͘ ͘WĂĐŬĂŐĞĚĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌƚŽƉƌŽǀŝĚĞĂĐĐĞƐƐĨŽƌƉĞƌŝŽĚŝĐŵĂŝŶƚĞŶĂŶĐĞ͕ŝŶĐůƵĚŝŶŐƌĞŵŽǀĂůŽĨ ĚƌŝǀĞƌƐĂŶĚĂĐĐĞƐƐŽƌŝĞƐ͘ ͘ůĞĐƚƌŝĐĂůtŝƌŝŶŐ͗/ŶƐƚĂůůĞůĞĐƚƌŝĐĂůĚĞǀŝĐĞƐĨƵƌŶŝƐŚĞĚďǇĞƋƵŝƉŵĞŶƚŵĂŶƵĨĂĐƚƵƌĞƌƐďƵƚŶŽƚ ĨĂĐƚŽƌǇŵŽƵŶƚĞĚ͘ ϭ͘sĞƌŝĨǇƚŚĂƚĞůĞĐƚƌŝĐĂůǁŝƌŝŶŐŝƐŝŶƐƚĂůůĞĚĂĐĐŽƌĚŝŶŐƚŽŵĂŶƵĨĂĐƚƵƌĞƌƐ͛ƐƵďŵŝƚƚĂůĂŶĚ ŝŶƐƚĂůůĂƚŝŽŶƌĞƋƵŝƌĞŵĞŶƚƐŝŶŝǀŝƐŝŽŶϮϲ^ĞĐƚŝŽŶƐ͘WƌŽĐĞĞĚǁŝƚŚĞƋƵŝƉŵĞŶƚƐƚĂƌƚƵƉŽŶůǇ ĂĨƚĞƌǁŝƌŝŶŐŝŶƐƚĂůůĂƚŝŽŶŝƐƐĂƚŝƐĨĂĐƚŽƌǇ͘ &͘dŚĞŐĞŶĞƌĂƚŽƌƐƵƉƉůŝĞƌƐŚĂůůƚĞƐƚƚŚĞŐĞŶĞƌĂƚŽƌǀŽůƚĂŐĞĂŶĚĐŽŶĨŝŐƵƌĂƚŝŽŶŽŶƐŝƚĞƉƌŝŽƌƚŽ ĐŽŶŶĞĐƚŝŶŐƚŽKǁŶĞƌ͛ƐƐǇƐƚĞŵ͘ '͘dŚĞŐĞŶĞƌĂƚŽƌƐƵƉƉůŝĞƌƐŚĂůůƉƌŽǀŝĚĞĂŶŝŶĚƵĐƚŝǀĞ;ƌĞĂĐƚŝǀĞͿůŽĂĚďĂŶŬƚĞƐƚŽŶƐŝƚĞĨŽƌϰ ŚŽƵƌƐ͘ ,͘dŚĞŐĞŶĞƌĂƚŽƌƐƵƉƉůŝĞƌƐŚĂůůƉƌŽǀŝĚĞĂůůĨƵĞůĨŽƌƚĞƐƚŝŶŐŽĨƚŚĞŐĞŶĞƌĂƚŽƌ͘dŚĞŐĞŶĞƌĂƚŽƌ ƐƵƉƉůŝĞƌƐŚĂůůďĞƌĞƐƉŽŶƐŝďůĞĨŽƌƉƌŽǀŝĚŝŶŐĂĨƵůůƚĂŶŬŽĨĨƵĞůƵƉŽŶĐŽŵƉůĞƚŝŽŶŽĨƚŚŝƐƉƌŽũĞĐƚ͘ ϯ͘ϬϯKEEd/KE^ ͘dŝŐŚƚĞŶĞůĞĐƚƌŝĐĂůĐŽŶŶĞĐƚŽƌƐĂŶĚƚĞƌŵŝŶĂůƐĂĐĐŽƌĚŝŶŐƚŽŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐƉƵďůŝƐŚĞĚƚŽƌƋƵĞ ƚŝŐŚƚĞŶŝŶŐǀĂůƵĞƐ͘/ĨŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐƚŽƌƋƵĞǀĂůƵĞƐĂƌĞŶŽƚŝŶĚŝĐĂƚĞĚ͕ƵƐĞƚŚŽƐĞƐƉĞĐŝĨŝĞĚŝŶ h>ϰϴϲĂŶĚh>ϰϴϲ͘ ͘WƌŽǀŝĚĞƚǁŽEDϮͲŚŽůĞŐƌŽƵŶĚƉĂĚƐůŽĐĂƚĞĚĂƚƚŚĞĐŽƌŶĞƌƐŽĨƚŚĞŐĞŶĞƌĂƚŽƌ͘'ƌŽƵŶĚƉĂĚƐ ƐŚĂůůďĞƐƚĂŝŶůĞƐƐƐƚĞĞůĂŶĚƐƵŝƚĂďůĞĨŽƌƚĞƌŵŝŶĂƚŝŶŐηϰͬϬŐƌŽƵŶĚĐŽŶĚƵĐƚŽƌ͘ ϯ͘Ϭϰ&/>Yh>/dzKEdZK> ͘DĂŶƵĨĂĐƚƵƌĞƌ͛Ɛ&ŝĞůĚ^ĞƌǀŝĐĞ͗ŶŐĂŐĞĂĨĂĐƚŽƌǇĂƵƚŚŽƌŝǌĞĚƐĞƌǀŝĐĞƌĞƉƌĞƐĞŶƚĂƚŝǀĞƚŽŝŶƐƉĞĐƚ ĨŝĞůĚĂƐƐĞŵďůĞĚĐŽŵƉŽŶĞŶƚƐĂŶĚĞƋƵŝƉŵĞŶƚŝŶƐƚĂůůĂƚŝŽŶ͕ŝŶĐůƵĚŝŶŐƉŝƉŝŶŐĂŶĚĞůĞĐƚƌŝĐĂů ĐŽŶŶĞĐƚŝŽŶƐ͕ĂŶĚƚŽĂƐƐŝƐƚŝŶƚĞƐƚŝŶŐ͘ZĞƉŽƌƚƌĞƐƵůƚƐŝŶǁƌŝƚŝŶŐ͘WƌŽǀŝĚĞŽŶͲƐŝƚĞĨŝĞůĚƐĞƌǀŝĐĞ ĂƐŶĞĞĚĞĚĨŽƌƐƚĂƌƚͲƵƉ͘ ͘'ĞŶĞƌĂƚŽƌƐƵƉƉůŝĞƌƐŚĂůůďĞƌĞƐƉŽŶƐŝďůĞĨŽƌƉƌŽǀŝĚŝŶŐĂůůĚŝĞƐĞůĨƵĞůĚƵƌŝŶŐĂůůĞůĞĐƚƌŝĐĂů ƚĞƐƚŝŶŐ͕ŝŶĐůƵĚŝŶŐƐǁŝƚĐŚďŽĂƌĚůŽĂĚƚƌĂŶƐĨĞƌƚĞƐƚŝŶŐ͕ĂŶĚƐƚĞƉůŽĂĚŝŶŐǀŽůƚĂŐĞĂŶĚĨƌĞƋƵĞŶĐǇ ƌĞƐƉŽŶƐĞĨŽƌĞǆŝƐƚŝŶŐŐĞŶĞƌĂƚŽƌƐ͘'ĞŶĞƌĂƚŽƌƐƵƉƉůŝĞƌƐŚĂůůĨŝůůƚŚĞƚĂŶŬĂĨƚĞƌƚĞƐƚŝŶŐ͘ ͘dĞƐƚŝŶŐ͗WĞƌĨŽƌŵĨŝĞůĚƋƵĂůŝƚǇĐŽŶƚƌŽůƚĞƐƚŝŶŐƵŶĚĞƌƚŚĞƐƵƉĞƌǀŝƐŝŽŶŽĨƚŚĞŵĂŶƵĨĂĐƚƵƌĞƌ͛Ɛ ĨĂĐƚŽƌǇĂƵƚŚŽƌŝǌĞĚƐĞƌǀŝĐĞƌĞƉƌĞƐĞŶƚĂƚŝǀĞ͘ ͘&ŝĞůĚdĞƐƚƐ͗/ŶĐůƵĚĞƚŚĞĨŽůůŽǁŝŶŐ͗ ϭ͘dĞƐƚƐƌĞĐŽŵŵĞŶĚĞĚďǇŵĂŶƵĨĂĐƚƵƌĞƌ͕ŝŶĐůƵĚŝŶŐƵŶĚĞƌůŽĂĚƚĞƐƚƐ͘ Ϯ͘E&WϭϭϬĐĐĞƉƚĂŶĐĞdĞƐƚƐ͗WĞƌĨŽƌŵƚĞƐƚƐƌĞƋƵŝƌĞĚďǇE&WϭϭϬƚŚĂƚĂƌĞĂĚĚŝƚŝŽŶĂůƚŽ ƚŚŽƐĞƐƉĞĐŝĨŝĞĚŚĞƌĞŝŶĐůƵĚŝŶŐ͕ďƵƚŶŽƚůŝŵŝƚĞĚƚŽ͕ƚŚĞĨŽůůŽǁŝŶŐ͗ OR equalOR installation by others c c fuel by others c c fuel by others c c 172 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮϲ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ Ă͘^ŝŶŐůĞƐƚĞƉĨƵůůůŽĂĚƉŝĐŬƵƉƚĞƐƚ͘ ď͘ϰŚŽƵƌůŽĂĚďĂŶŬƚĞƐƚ͘ ϯ͘WĞƌĨŽƌŵĂƌĞĂĐƚŝǀĞůŽĂĚďĂŶŬƚĞƐƚŽĨĞĂĐŚŐĞŶĞƌĂƚŽƌƐĞƚĂƚĨƵůůůŽĂĚĂŶĚϬ͘ϴϬƉŽǁĞƌ ĨĂĐƚŽƌĨŽƌϰŚŽƵƌƐĂƚĨƵůůůŽĂĚ͘ZĞĐŽƌĚƐǇƐƚĞŵĚĂƚĂĂƚϭϱŵŝŶƵƚĞŝŶƚĞƌǀĂůƐĂƐ ƌĞĐŽŵŵĞŶĚĞĚďǇƚŚĞĞŶŐŝŶĞŵĂŶƵĨĂĐƚƵƌĞƌ͘ ϰ͘ĂƚƚĞƌǇdĞƐƚƐ͗DĞĂƐƵƌĞĐŚĂƌŐŝŶŐǀŽůƚĂŐĞĂŶĚǀŽůƚĂŐĞƐďĞƚǁĞĞŶĂǀĂŝůĂďůĞďĂƚƚĞƌǇ ƚĞƌŵŝŶĂůƐĨŽƌĨƵůůĐŚĂƌŐŝŶŐĂŶĚĨůŽĂƚĐŚĂƌŐŝŶŐĐŽŶĚŝƚŝŽŶƐ͘ŚĞĐŬĞůĞĐƚƌŽůǇƚĞůĞǀĞůĂŶĚ ƐƉĞĐŝĨŝĐŐƌĂǀŝƚǇƵŶĚĞƌďŽƚŚĐŽŶĚŝƚŝŽŶƐ͘dĞƐƚĨŽƌĐŽŶƚĂĐƚŝŶƚĞŐƌŝƚǇŽĨĂůůĐŽŶŶĞĐƚŽƌƐ͘ WĞƌĨŽƌŵĂŶŝŶƚĞŐƌŝƚǇůŽĂĚƚĞƐƚĂŶĚĂĐĂƉĂĐŝƚǇůŽĂĚƚĞƐƚĨŽƌƚŚĞďĂƚƚĞƌǇ͘sĞƌŝĨǇĂĐĐĞƉƚĂŶĐĞ ŽĨĐŚĂƌŐĞĨŽƌĞĂĐŚĞůĞŵĞŶƚŽĨďĂƚƚĞƌǇĂĨƚĞƌĚŝƐĐŚĂƌŐĞ͘sĞƌŝĨǇŵĞĂƐƵƌĞŵĞŶƚƐĂƌĞǁŝƚŚŝŶ ŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐƐƉĞĐŝĨŝĐĂƚŝŽŶƐ͘ ϱ͘ĂƚƚĞƌǇŚĂƌŐĞƌdĞƐƚƐ͗sĞƌŝĨǇƐƉĞĐŝĨŝĞĚƌĂƚĞƐŽĨĐŚĂƌŐĞĨŽƌďŽƚŚĞƋƵĂůŝǌŝŶŐĂŶĚĨůŽĂƚ ĐŚĂƌŐŝŶŐĐŽŶĚŝƚŝŽŶƐ͘ ϲ͘^ǇƐƚĞŵ/ŶƚĞŐƌŝƚǇdĞƐƚƐ͗DĞƚŚŽĚŝĐĂůůǇǀĞƌŝĨǇƉƌŽƉĞƌŝŶƐƚĂůůĂƚŝŽŶ͕ĐŽŶŶĞĐƚŝŽŶ͕ĂŶĚŝŶƚĞŐƌŝƚǇ ŽĨĞĂĐŚĞůĞŵĞŶƚŽĨĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐǇƐƚĞŵďĞĨŽƌĞĂŶĚĚƵƌŝŶŐƐǇƐƚĞŵŽƉĞƌĂƚŝŽŶ͘ŚĞĐŬ ĨŽƌĂŝƌ͕ĞǆŚĂƵƐƚ͕ĂŶĚĨůƵŝĚůĞĂŬƐ͘ ϳ͘sŽůƚĂŐĞĂŶĚ&ƌĞƋƵĞŶĐǇdƌĂŶƐŝĞŶƚ^ƚĂďŝůŝƚǇdĞƐƚƐ͗hƐĞƌĞĐŽƌĚŝŶŐŽƐĐŝůůŽƐĐŽƉĞƚŽŵĞĂƐƵƌĞ ǀŽůƚĂŐĞĂŶĚĨƌĞƋƵĞŶĐǇƚƌĂŶƐŝĞŶƚƐĨŽƌϱϬĂŶĚϭϬϬƉĞƌĐĞŶƚƐƚĞƉůŽĂĚŝŶĐƌĞĂƐĞƐĂŶĚ ĚĞĐƌĞĂƐĞƐĂŶĚǀĞƌŝĨǇƚŚĂƚƉĞƌĨŽƌŵĂŶĐĞŝƐĂƐƐƉĞĐŝĨŝĞĚ͘ ϴ͘,ĂƌŵŽŶŝĐŽŶƚĞŶƚdĞƐƚƐ͗DĞĂƐƵƌĞŚĂƌŵŽŶŝĐĐŽŶƚĞŶƚŽĨŽƵƚƉƵƚǀŽůƚĂŐĞƵŶĚĞƌϮϱ ƉĞƌĐĞŶƚĂŶĚĂƚϭϬϬƉĞƌĐĞŶƚŽĨƌĂƚĞĚůŝŶĞĂƌůŽĂĚ͘sĞƌŝĨǇƚŚĂƚŚĂƌŵŽŶŝĐĐŽŶƚĞŶƚŝƐǁŝƚŚŝŶ ƐƉĞĐŝĨŝĞĚůŝŵŝƚƐ͘ ϵ͘WĞƌĨŽƌŵĨŝĞůĚůŽĂĚƚĞƐƚŝŶŐŽĨƚŚĞ'ĞŶĞƌĂƚŽƌƐĞƚ͘&ŝĞůĚůŽĂĚƚĞƐƚŝŶŐƐŚĂůůŝŶĐůƵĚĞďƵƚŶŽƚ ďĞůŝŵŝƚĞĚƚŽƐŝŵƵůĂƚŝŶŐĂƉŽǁĞƌŽƵƚĂŐĞĂŶĚƌƵŶŶŝŶŐƚŚĞŐĞŶĞƌĂƚŽƌƵŶĚĞƌůŽĂĚǁŝƚŚƚŚĞ ŶƵŵďĞƌĂŶĚƐŝǌĞŽĨůŽĂĚƐŝƚŝƐƐƉĞĐŝĨŝĞĚƚŽďĞƌĂƚĞĚĨŽƌ͘ ϭϬ͘EŽŝƐĞ>ĞǀĞůdĞƐƚŝŶŐ Ă͘dŚĞŵĂŶƵĨĂĐƚƵƌĞƌƐŚĂůůŚĂǀĞϯƌĚWĂƌƚǇƚĞƐƚŝŶŐƉĞƌĨŽƌŵĞĚŝŶƚŚĞĨŝĞůĚŽŶƚŚĞ ĞƋƵŝƉŵĞŶƚĂĨƚĞƌŝŶƐƚĂůůĂƚŝŽŶƚŽĐŽŶĨŝƌŵƚŚĞŐĞŶĞƌĂƚŽƌŶŽŝƐĞůĞǀĞůĚŽĞƐŶŽƚĞǆĐĞĞĚ ƚŚĞƐƉĞĐŝĨŝĞĚŶŽŝƐĞƌĞƐƚƌŝĐƚŝŽŶƐǁŚĞŶŽƉĞƌĂƚŝŶŐĂƚĨƵůůŐĞŶĞƌĂƚŽƌĐĂƉĂĐŝƚǇ͘/ĨŝƚĚŽĞƐ ŶŽƚŵĞĞƚƚŚĞƐƉĞĐŝĨŝĞĚůĞǀĞůƐŝƚŝƐƚŚĞŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐƌĞƐƉŽŶƐŝďŝůŝƚǇƚŽŵĂŬĞĂŶǇ ĐŚĂŶŐĞƐŶĞĐĞƐƐĂƌǇƚŽŵĞĞƚƚŚĞǀĂůƵĞƐƐƉĞĐŝĨŝĞĚ͘ ď͘dŚĞĚĞĐŝďĞůůĞǀĞůŽĨƚŚĞŐĞŶĞƌĂƚŽƌƐŚĂůůďĞŵĞĂƐƵƌĞĚǁŚŝůĞŽƉĞƌĂƚŝŶŐƚŚĞŐĞŶĞƌĂƚŽƌ ĂƚĨƵůůƌĂƚĞĚĐĂƉĂĐŝƚǇ͘dŚĞĚĞĐŝďĞůůĞǀĞůƐŚĂůůďĞŵĞĂƐƵƌĞĚĨƌŽŵĂŵŝŶŝŵƵŵŽĨϱ ƉŽŝŶƚƐƐƉĂŶŶĞĚĂĐƌŽƐƐƚŚĞƉĞƌŝŵĞƚĞƌŽĨƚŚĞŐĞŶĞƌĂƚŽƌϳŵĞƚĞƌƐĨƌŽŵƚŚĞŐĞŶĞƌĂƚŽƌ ĞŶĐůŽƐƵƌĞĂŶĚĂŵŝŶŝŵƵŵŽĨϱƉŽŝŶƚƐĂůŽŶŐƚŚĞƉƌŽƉĞƌƚǇůŝŶĞ͘ Đ͘dĞƐƚŝŶŐƐŚĂůůďĞĐŽŶĚƵĐƚĞĚĂƐĂŵŝŶŝŵƵŵƵŶĚĞƌƚŚĞĨŽůůŽǁŝŶŐŽƉĞƌĂƚŝŶŐĐŽŶĚŝƚŝŽŶƐ͗ ϭͿtŝƚŚŽƵƚƚŚĞŐĞŶĞƌĂƚŽƌƌƵŶŶŝŶŐƚŽĚŽĐƵŵĞŶƚĂŵďŝĞŶƚŶŽŝƐĞůĞǀĞůƐ ϮͿtŝƚŚƚŚĞŐĞŶĞƌĂƚŽƌƌƵŶŶŝŶŐĂƚĨƵůůĐĂƉĂĐŝƚǇ Ě͘dŚĞdĞƐƚŝŶŐZĞƉŽƌƚƐŚĂůůĐůĞĂƌůǇŝŶĚŝĐĂƚĞ͗ ϯͿdŚĞǁĞĂƚŚĞƌĐŽŶĚŝƚŝŽŶƐŽĨǁŚĞŶƚŚĞƚĞƐƚƐǁĞƌĞĐŽŶĚƵĐƚĞĚƚŚŝƐŝŶĐůƵĚĞƐďƵƚŝƐ ŶŽƚůŝŵŝƚĞĚƚŽƚŚĞǁĞĂƚŚĞƌĐŽŶĚŝƚŝŽŶƐ͗ƚĞŵƉĞƌĂƚƵƌĞ͕ǁŝŶĚĚŝƌĞĐƚŝŽŶͬƐƉĞĞĚ͕ ďĂƌŽŵĞƚƌŝĐƉƌĞƐƐƵƌĞ͕ĞƚĐ͘ c c c c c, meter other than O-scope to be used. c c 3rd party sound testing to be by others 173 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮϳ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ ϰͿdŚĞůŽĐĂƚŝŽŶŽĨǁŚĞƌĞĞĂĐŚŵĞĂƐƵƌŝŶŐƉŽŝŶƚǁĂƐƚĂŬĞŶŝŶĚŝĐĂƚĞĚŽŶĂƐŝƚĞ ƉůĂŶͬůĂǇŽƵƚ͘ ϭϭ͘dŚĞŐĞŶĞƌĂƚŽƌƐƵƉƉůŝĞƌƐŚĂůůƉƌŽǀŝĚĞĨƵĞůĨŽƌƚŚĞƚĞƐƚŝŶŐŽĨƚŚĞŐĞŶĞƌĂƚŽƌĂŶĚƐŚĂůůƚĂƉ ŽĨĨƚŚĞĨƵĞůƚĂŶŬƵƉŽŶĨŝŶĂůĐŽŵƉůĞƚŝŽŶ͘ ͘ZĞƚĞƐƚ͗ŽƌƌĞĐƚĚĞĨŝĐŝĞŶĐŝĞƐŝĚĞŶƚŝĨŝĞĚďǇƚĞƐƚƐĂŶĚŽďƐĞƌǀĂƚŝŽŶƐĂŶĚƌĞƚĞƐƚƵŶƚŝůƐƉĞĐŝĨŝĞĚ ƌĞƋƵŝƌĞŵĞŶƚƐĂƌĞŵĞƚ͘ &͘ZĞƉŽƌƚƌĞƐƵůƚƐŽĨƚĞƐƚƐĂŶĚŝŶƐƉĞĐƚŝŽŶƐŝŶǁƌŝƚŝŶŐ͘ZĞĐŽƌĚĂĚũƵƐƚĂďůĞƌĞůĂǇƐĞƚƚŝŶŐƐĂŶĚ ŵĞĂƐƵƌĞĚŝŶƐƵůĂƚŝŽŶƌĞƐŝƐƚĂŶĐĞƐ͕ƚŝŵĞĚĞůĂǇƐ͕ĂŶĚŽƚŚĞƌǀĂůƵĞƐĂŶĚŽďƐĞƌǀĂƚŝŽŶƐ͘ƚƚĂĐŚĂ ůĂďĞůŽƌƚĂŐƚŽĞĂĐŚƚĞƐƚĞĚĐŽŵƉŽŶĞŶƚŝŶĚŝĐĂƚŝŶŐƐĂƚŝƐĨĂĐƚŽƌǇĐŽŵƉůĞƚŝŽŶŽĨƚĞƐƚƐ͘ '͘dĞƐƚŝŶƐƚƌƵŵĞŶƚƐƐŚĂůůŚĂǀĞďĞĞŶĐĂůŝďƌĂƚĞĚǁŝƚŚŝŶƚŚĞůĂƐƚϭϮŵŽŶƚŚƐ͕ƚƌĂĐĞĂďůĞƚŽ ƐƚĂŶĚĂƌĚƐŽĨƚŚĞEĂƚŝŽŶĂů/ŶƐƚŝƚƵƚĞĨŽƌ^ƚĂŶĚĂƌĚƐĂŶĚdĞĐŚŶŽůŽŐǇ͕ĂŶĚĂĚĞƋƵĂƚĞĨŽƌŵĂŬŝŶŐ ƉŽƐŝƚŝǀĞŽďƐĞƌǀĂƚŝŽŶŽĨƚĞƐƚƌĞƐƵůƚƐ͘DĂŬĞĐĂůŝďƌĂƚŝŽŶƌĞĐŽƌĚƐĂǀĂŝůĂďůĞĨŽƌĞǆĂŵŝŶĂƚŝŽŶŽŶ ƌĞƋƵĞƐƚ͘ ϯ͘ϬϱKDD/^^/KE/E' ͘ĂƚƚĞƌǇƋƵĂůŝǌĂƚŝŽŶ͗ƋƵĂůŝǌĞĐŚĂƌŐŝŶŐŽĨďĂƚƚĞƌǇĐĞůůƐĂĐĐŽƌĚŝŶŐƚŽŵĂŶƵĨĂĐƚƵƌĞƌ͛ƐǁƌŝƚƚĞŶ ŝŶƐƚƌƵĐƚŝŽŶƐ͘ZĞĐŽƌĚŝŶĚŝǀŝĚƵĂůĐĞůůǀŽůƚĂŐĞƐ͘ ϯ͘ϬϲYh/WDEd/E^d>>d/KEZWKZd ͘^ƵďŵŝƚƋƵŝƉŵĞŶƚ/ŶƐƚĂůůĂƚŝŽŶZĞƉŽƌƚƐĨƌŽŵƚŚĞŐĞŶĞƌĂƚŽƌŵĂŶƵĨĂĐƚƵƌĞƌĨŝĞůĚƐĞƌǀŝĐĞ ƌĞƉƌĞƐĞŶƚĂƚŝǀĞŝŶĚŝĐĂƚŝŶŐƚŚĞĞƋƵŝƉŵĞŶƚǁĂƐŝŶƐƚĂůůĞĚŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞ ŵĂŶƵĨĂĐƚƵƌĞƌƐ͛ŝŶƐƚƌƵĐƚŝŽŶƐĂŶĚƚŚĂƚƚŚĞĞƋƵŝƉŵĞŶƚǁĂƐĂĚũƵƐƚĞĚĂŶĚĂůŝŐŶĞĚƚŽďĞŝŶƚŚĞ ďĞƐƚŽƉĞƌĂƚŝŶŐĐŽŶĚŝƚŝŽŶ͘dŚĞƌĞƉŽƌƚƐŚĂůůĂůƐŽŝŶĚŝĐĂƚĞƚŚĂƚƚŚĞĞƋƵŝƉŵĞŶƚŝƐŽƉĞƌĂƚŝŶŐ ƐĂƚŝƐĨĂĐƚŽƌŝůǇŝŶĂĐĐŽƌĚĂŶĐĞǁŝƚŚƚŚĞƉƌŽũĞĐƚƐƉĞĐŝĨŝĐĂƚŝŽŶƐ͘ ϯ͘Ϭϳ>E/E' ͘KŶĐŽŵƉůĞƚŝŽŶŽĨŝŶƐƚĂůůĂƚŝŽŶ͕ŝŶƐƉĞĐƚƐǇƐƚĞŵĐŽŵƉŽŶĞŶƚƐ͘ZĞŵŽǀĞƉĂŝŶƚƐƉůĂƚƚĞƌƐĂŶĚ ŽƚŚĞƌƐƉŽƚƐ͕Ěŝƌƚ͕ĂŶĚĚĞďƌŝƐ͘ZĞƉĂŝƌĚĂŵĂŐĞĚĨŝŶŝƐŚƚŽŵĂƚĐŚŽƌŝŐŝŶĂůĨŝŶŝƐŚ͘ůĞĂŶ ĐŽŵƉŽŶĞŶƚƐŝŶƚĞƌŶĂůůǇƵƐŝŶŐŵĞƚŚŽĚƐĂŶĚŵĂƚĞƌŝĂůƐƌĞĐŽŵŵĞŶĚĞĚďǇŵĂŶƵĨĂĐƚƵƌĞƌ͘ ͘WƌŽǀŝĚĞŽŶĞŐĂůůŽŶŽĨƚŽƵĐŚƵƉƉĂŝŶƚ͘ ϯ͘ϬϴDKE^dZd/KE ͘ŶŐĂŐĞĂĨĂĐƚŽƌǇĂƵƚŚŽƌŝǌĞĚƐĞƌǀŝĐĞƌĞƉƌĞƐĞŶƚĂƚŝǀĞƚŽƚƌĂŝŶKǁŶĞƌ͛ƐŵĂŝŶƚĞŶĂŶĐĞƉĞƌƐŽŶŶĞů ƚŽĂĚũƵƐƚ͕ŽƉĞƌĂƚĞ͕ĂŶĚŵĂŝŶƚĂŝŶƉĂĐŬĂŐĞĚĞŶŐŝŶĞŐĞŶĞƌĂƚŽƌƐĂƐƐƉĞĐŝĨŝĞĚďĞůŽǁ͗ ϭ͘dƌĂŝŶKǁŶĞƌ͛ƐŵĂŝŶƚĞŶĂŶĐĞƉĞƌƐŽŶŶĞůŽŶƉƌŽĐĞĚƵƌĞƐĂŶĚƐĐŚĞĚƵůĞƐĨŽƌƐƚĂƌƚŝŶŐĂŶĚ ƐƚŽƉƉŝŶŐ͕ƚƌŽƵďůĞƐŚŽŽƚŝŶŐ͕ƐĞƌǀŝĐŝŶŐ͕ĂŶĚŵĂŝŶƚĂŝŶŝŶŐĞƋƵŝƉŵĞŶƚ͘KǁŶĞƌdƌĂŝŶŝŶŐ͗ WƌŽǀŝĚĞŽŶĞĚĂǇĨŽƌKǁŶĞƌdƌĂŝŶŝŶŐ͘dŚĞƐĞƚŝŵĞƐĚŽŶŽƚŝŶĐůƵĚĞƚƌĂǀĞůƚŝŵĞĂŶĚŝŶĐůƵĚĞ ĂŵŝŶŝŵƵŵŽĨϰǁŽƌŬŝŶŐŚŽƵƌƐƉĞƌĚĂǇ͘ fuel by others c cleaning only for items caused by field tech or manufacturer c 174 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮϴ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ Ϯ͘ZĞǀŝĞǁĚĂƚĂŝŶŵĂŝŶƚĞŶĂŶĐĞŵĂŶƵĂůƐ͘ZĞĨĞƌƚŽ^ĞĐƚŝŽŶϬϭϯϯϬϬ͕^hD/dd>^͕ϬϭϳϳϬϬ͕ KEdZd>K^Khd͕ĂŶĚ^ĞĐƚŝŽŶϬϭϳϴϮϯ͕Yh/WDEdKWZd/KE^E D/EdEEd͘ ϯ͘^ĐŚĞĚƵůĞƚƌĂŝŶŝŶŐǁŝƚŚKǁŶĞƌ͕ǁŝƚŚĂƚůĞĂƐƚϳĚĂǇƐĂĚǀĂŶĐĞŶŽƚŝĐĞ͘ ϰ͘DŝŶŝŵƵŵ/ŶƐƚƌƵĐƚŝŽŶWĞƌŝŽĚ͗ϰŚŽƵƌƐ͘ paralleling is available on or off skid. one skid only allows 1 CB due to it being used to synch and closewith electronic operation. off skid still possible with off skid controls and EO breaker(s). O 175 ŶŐŝŶĞ'ĞŶĞƌĂƚŽƌƐϮϲϯϮϭϯͲϮϵ t^<Ϯϰϱϳϳʹ'ĞŶĞƌĂƚŽƌĂƌůǇWƌŽĐƵƌĞŵĞŶƚWĂĐŬĂŐĞ dd,DEdͲ^hD/dd>d^,d&KZ ϮϲϯϮϭϯ͕E'/E'EZdKZ^ ^ƵďŵŝƚƚŚĞĨŽůůŽǁŝŶŐĚĂƚĂǁŝƚŚŝĚWƌŽƉŽƐĂůĂŶĚǁŝƚŚ^ŚŽƉƌĂǁŝŶŐ͗ /ƚĞŵEŽ͘ĞƐĐƌŝƉƚŝŽŶϰϴϬs'ĞŶĞƌĂƚŽƌĨŽƌWƵŵƉ^ƚĂƚŝŽŶ ϭ DĂŶƵĨĂĐƚƵƌĞƌŽĨ'ĞŶĞƌĂƚŽƌ͗ Ϯ 'ĞŶĞƌĂƚŽƌŬt͗ ϯ dŽƚĂůƋƵŝƉŵĞŶƚŝŵĞŶƐŝŽŶƐĨŽƌ 'ĞŶĞƌĂƚŽƌŝŶĐůƵĚŝŶŐƐĞƌǀŝĐĞƉůĂƚĨŽƌŵƐ ;ŝŶĐŚĞƐͿ͗ >ĞŶŐƚŚǆtŝĚƚŚǆ,ĞŝŐŚƚ ϰ dŽƚĂů;ǁĞƚͿtĞŝŐŚƚ;ůďƐ͘Ϳ͗ ϱ &ƵĞůŽŶƐƵŵƉƚŝŽŶ;ŐĂůůŽŶƐͬŚŽƵƌͿ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺĂƚϮϱйŐĞŶĞƌĂƚŽƌ<tƌĂƚŝŶŐ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺĂƚϱϬйŐĞŶĞƌĂƚŽƌ<tƌĂƚŝŶŐ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺĂƚϳϱйŐĞŶĞƌĂƚŽƌ<tƌĂƚŝŶŐ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺĂƚϭϬϬйŐĞŶĞƌĂƚŽƌ<tƌĂƚŝŶŐ ϲ ĂƉĂĐŝƚǇŽĨ&ƵĞůdĂŶŬ;ŐĂůůŽŶƐͿ EK&^d/KE 176 CUMMINS PROPOSAL 17 7 Project: City of Westlake generator Quotation: Q-359004-20250120-1412 Quotation: Q-359004-20250120-1412 Page 1 of 10 January 20, 2025 Prepared by Matthew Bole (469) 600-5364 oo180@cummins.com Per Sourcewell Contract: 092222 We are pleased to provide you this quotation based on your inquiry. Item Description Qty 1 DQCB, Commercial Diesel Generator Set, 750kW Standby 60Hz 1 750DQCB, Diesel Genset, 60Hz, 750kW U.S. EPA, Stationary Emergency Application Duty Rating - Standby Power (ESP) Emission Certification, EPA, Tier 2, NSPS CI Stationary Emergency Listing - UL 2200 Voltage - 277/480, 3 Phase, Wye, 4 Wire Alternator - 60Hz, Wye, BR, 125/105C - Standby/Prime Alternator Heater, 120 Volt AC Steel Sound Attenuated Level 2 Enclosure, with Exhaust System 75dba@23ft Enclosure Color - Green, Steel Cooling Air Outlet - Horizontal, Sound Attenuated Distribution Panel - Prewired AC Features Service Receptacle - 120V, 20A, External GFCI, NEMA 5 - 20R Enclosure Lighting - 120 Volts AC Fuel Water Separator Control Mounting - Left Facing PowerCommand 3.3 Controller, Paralleling Capable Analog Meters - AC Output LCD Control Display Display, Running Time Relays - Genset Status, User Configured Alarm - Audible, Engine Shutdown Stop Switch - Emergency, Externally Mounted Signals - Auxiliary, 8 Inputs/8 Outputs 17 8 Project: City of Westlake generator Quotation: Q-359004-20250120-1412 Quotation: Q-359004-20250120-1412 Page 2 of 10 Relay - Alarm Shutdown Relays - Paralleling Circuit Breaker Control Control Display Language - English Circuit Breaker or Entrance Box or Terminal Box - Right And Left Circuit Breaker - 1200A, Left, 3P, 600/415V, UL/IEC, Serv Ent, 100%UL Circuit Breaker - 1200A, Right, 3P, UL 600, IEC 415, UL Serv Ent, 100% Bottom Entry, Left and Right Indication - Ground Fault, Terminal Box (or) Circuit Breaker Box - Left Circuit Breaker Accessory, 24 Volts DC Trip, Aux and Trip Contacts, Right Side Circuit Breaker Accessory, 24 Volts DC Trip, Aux and Trip Contacts, Left Side Engine Air Cleaner - Normal Duty Engine Cooling - Radiator, 50C Ambient Shutdown - Low Coolant Level Coolant Heater - 208/240/480 Volts AC, 40F Minimum Ambient Temperature Test Record - Strip Chart Test - Extended, Standby Load, 4 Hour Test Record - Safety Shutdowns Cummins Certified Test Record Genset Warranty - 2 Years Base Literature - English Packing - None, Base Mounted Housing Remote Emergency Stop Switch 1 PC Lon Gateway, Lon Modbus, Lon Modbus/TCP Gateway (Ship Loose) 1 Battery 1 Annunciator-panel mount with enclosure (Ship Loose) 1 Spare parts (Ship Loose) 1 Platform (Ship Loose) 1 2600gallon UL142 Fuel Tank with 4-20mA Fuel Gauge and FTI-2.8 Fuel Polisher 1 Freight 1 Startup 1trip 4Hour Load Bank Test / 2Hour Building Load Test (System) 1trip Training 1trip Preventive maintenance agreement 12-months 1-year QUOTE TOTAL: $ 384,244.00 17 9 Project: City of Westlake generator Quotation: Q-359004-20250120-1412 Quotation: Q-359004-20250120-1412 Page 3 of 10 ADDERS/DEDUCTS: • If a factory 2400gallon UL142 fuel tank with NO fuel polisher is acceptable, please Deduct $26,800 from the above total • If a separate remote monitoring device is preferred (Cummins Acumen), Please Add $6,500 to above total • If custom enclosure with Hockey Puck Style Silencer is preferred, please Add $275,000 to above total. • If a 3-phase panel is required, please add $10,250 to above total • If Resistive load bank testing is acceptable, please deduct $15,000 from above total Quote value does not include any tax. EXCEPTIONS AND CLARIFICATIONS: • 263213-1 Cummins is quoting to 263213 ONLY. • 263213-7 1.11: Cummins standard spare filters provided ONLY. • 263213-12 2.07,G: Cummins is utilizing Alternator as recommended by sizing report ONLY. • 263213-14 SENS does not manufacture NEMA 4X Battery chargers. Cummins Standard NEMA 1 provided. • 263213-17 2.11,J,2: Cummins Controller has built in monitoring points capable of exporting the requested information. • 263213-18 2.11,J,3,b: Cummins standard points provided. • 263213-20 2.14,B: Cummins standard cigar style mufflers provided. • 263213-22 2.19, Cummins standard and manufacture recommended 1-phase 240V 150A Panel provided to feed generator accessories. If a 3-phase panel is required, please reference deduct above • 263213-24 3.01-3.03: By others • 263213-25 3.04: Cummins standard startup and testing provided. NETA, Battery, Transient, Harmonic, Noise Level and Infrared testing by others. • 263213-26 3.04,D,3: The more expensive Reactive Load Bank Testing has been quoted. If Resistive testing is acceptable, please reference deduct above • 263213-26 3.04,D,11: Fuel is by others. • 263213-27 3.07: By Others NOTES: • Current Submittal Lead Time: 2-4 weeks • Current Production Lead Time (after receipt of approved submittal and accepted PO): • Generator: 40-48 weeks • Proposal based upon supplied 263213 documents only. • Price quoted is F.O.B. factory with freight allowed to the first U.S. destination. • Price does not include any applicable taxes unless listed above. • All ship loose items installed by others. • Unloading, installation, and fuel are not included and will be the responsibility of others. • Warranty: Cummins 2-year warranty begins at the successful completion of startup and testing in lieu of acceptance or substantial completion. • Startup & Training: • Providing Cummins standard startup and the specific testing listed above only. All other testing including NETA testing is provided by others. • Our proposal includes 3 trips during normal business hours to complete the onsite services listed above. If additional trips or after-hours trips are required, additional cost will be incurred. • Training for maintenance personnel will be concurrent at time of startup unless otherwise noted. • No videotaping is included with this quotation. All taping is supplied by others. • PMA: Generator Maintenance Agreement is not included and will be negotiated directly with the owner once equipment has been successfully started up and tested. • NOTICE: As a result of the outbreaks of the disease COVID-19 arising from the novel coronavirus, temporary delays in delivery, labor, or services from Cummins and its sub-suppliers or subcontractors may occur. Among other factors, Cummins' delivery is subject to correct and punctual supply from our sub-suppliers or subcontractors, and Cummins reserves the right to make partial deliveries or modify its labor or service. While Cummins shall make every commercially reasonable effort to meet the delivery, service, or completion described herein, such date(s) is(are) subject to change. 18 0 Project: City of Westlake generator Quotation: Q-359004-20250120-1412 Quotation: Q-359004-20250120-1412 Page 4 of 10 Please feel free to contact me if you require any additional information; or if you have any further questions or concerns that I may be of assistance with. Thank you for choosing Cummins. Submitted by: Abby Walker, Sales Application Engineer tr606@cummins.com (214) 912-1054 SUBMITTALS. An order for the equipment covered by this quotation will be accepted on a hold for release basis. Your order will not be released and scheduled for production until written approval to proceed is received in our office. Such submittal approval shall constitute acceptance of the terms and conditions of this quotation unless the parties otherwise agree in writing. THERE ARE ADDITIONAL CONTRACT TERMS AND CONDITIONS ATTACHED TO THIS QUOTATION, INCLUDING LIMITATIONS OF WARRANTIES AND LIABILITIES, WHICH ARE EXPRESSLY INCORPORATED HEREIN. BY ACCEPTING THIS QUOTATION, CUSTOMER ACKNOWLEDGES THAT THE CONTRACT TERMS AND CONDITIONS HAVE BEEN READ, FULLY UNDERSTOOD AND ACCEPTED. Authorized Signature Date Company Name Printed Name & Title Purchase Order No <Rest of the page is intentionally left blank> 18 1 Project: City of Westlake generator Quotation: Q-359004-20250120-1412 Quotation: Q-359004-20250120-1412 Page 5 of 10 TERMS AND CONDITIONS FOR SALE OF POWER GENERATION EQUIPMENT These Terms and Conditions for Sale of Power Generation Equipment, together with the quote (“Quote”), sales order (“Sales Order”), and/or credit application (“Credit Application”) on the front side or attached hereto, are hereinafter collectively referred to as this “Agreement” and shall constitute the entire agreement between the customer identified in the Quote (“Customer”) and Cummins Inc. (“Cummins”) and supersede any previous representation, statements, agreements or understanding (oral or written) between the parties with respect to the subject matter of this Agreement. Customer shall be deemed to have made an unqualified acceptance of these Terms and Conditions and it shall become a binding agreement between the parties on the earliest of the following to occur: (i) Cummins’ receipt of Customer’s purchase order or purchase order number; (ii) Customer’s signing or acknowledgment of this Agreement; (iii) Cummins’ release of equipment to production pursuant to Customer’s oral or written instruction or direction; (iv) Customer’s payment of any amounts due to Cummins; or (v) any other event constituting acceptance under applicable law. No prior inconsistent course of dealing, course of performance, or usage of trade, if any, constitutes a waiver of, or serves to explain or interpret, the Terms and Conditions set forth in this Agreement. Electronic transactions between Customer and Cummins will be solely governed by the Terms and Conditions of this Agreement, and any terms and conditions on Customer’s website or other internet site will be null and void and of no legal effect on Cummins. In the event Customer delivers, references, incorporates by reference, or produces any purchase order or document, specifications, agreement (whether upstream or otherwise), or any other terms and conditions related thereto, then such specifications, terms, document, or other agreement: (i) shall be null and void and of no legal effect on Cummins, and (ii) this Agreement shall remain the governing terms of the transaction. 1. SCOPE. Cummins shall supply power generation equipment and any related parts, materials and/or services expressly identified in this Agreement (collectively, “Equipment”). No additional services, parts or materials are included in this Agreement unless mutually agreed upon by the parties in writing. A Sales Order for Equipment is accepted on a hold for release basis. The Sales Order will not be released and scheduled for production until written approval to proceed is received from Customer. A Quote is limited to the plans and specifications section specifically referenced in the Quote. No other sections shall apply. Additional requirements for administrative items may require additional costs. The Quote does not include off unit wiring, off unit plumbing, offloading, rigging, installation, exhaust insulation or fuel, unless otherwise stated and mutually agreed to in writing by the parties. Unless otherwise agreed by Cummins in writing, this Quote is valid for a maximum period of thirty (30) days from the date appearing on the first page of this Quote (“Quote Validation Period”). At the end of the Quote Validation Period, this Quote will automatically expire unless accepted by Customer prior to the end of the Quote Validation Period. The foregoing notwithstanding, in no event shall this Quote Validation Period be deemed or otherwise considered to be a firm offer period nor to establish an option contract, and Cummins hereby reserves its right to revoke or amend this Quote at any time prior to Customer’s acceptance. 2. SHIPPING; DELIVERY; DELAYS. Unless otherwise agreed in writing by the parties, Equipment shall be delivered FOB origin, freight prepaid to first destination. For consumer and mobile products, freight will be charged to Customer. Unless otherwise agreed to in writing by the parties, packaging method, shipping documents and manner, route and carrier and delivery shall be as Cummins deems appropriate. Cummins may deliver in installments. A reasonable storage fee, as determined in Cummins’ sole discretion, may be assessed if delivery of the Equipment is delayed, deferred, or refused by Customer. In the event Customer fails to take any or all shipments of Equipment ordered hereunder within thirty (30) days of the agreed upon delivery date, Cummins shall have the right, in its sole discretion to either (i) charge a minimum storage fee in the amount of one and one-half percent (1.5%) per month of the total quoted amount; or (ii) consider the Equipment abandoned and, subject to local laws, may (a) make the Equipment available for auction or sale to other customers or the public, or (b) otherwise use, destroy, or recycle the Equipment at Customer’s sole cost and expense. The foregoing remedies shall be without prejudice to Cummins’ right to pursue other remedies available under the law, including without limitation, recovery of costs and/or losses incurred due to the storage, auction, sale, destruction, recycling, or otherwise of the Equipment. Offloading, handling, and placement of Equipment and crane services are the responsibility of Customer and not included unless otherwise stated. All shipments are made within normal business hours, Monday through Friday. Any delivery, shipping, installation, or performance dates indicated in this Agreement are estimated and not guaranteed. Further, delivery time is subject to confirmation at time of order and will be in effect after engineering drawings have been approved for production. Cummins shall use commercially reasonable efforts to meet estimated dates, but shall not be liable to customer or any third party for any delay in delivery, shipping, installation, or performance, however occasioned, including any delays in performance that result directly or indirectly from acts of Customer or any unforeseen event, circumstance, or condition beyond Cummins’ reasonable control including, but not limited to, acts of God, actions by any government authority, civil strife, fires, floods, windstorms, explosions, riots, natural disasters, embargos, wars, strikes or other labor disturbances, civil commotion, terrorism, sabotage, late delivery by Cummins' suppliers, fuel or other energy shortages, or an inability to obtain necessary labor, materials, supplies, equipment or manufacturing facilities. AS A RESULT OF COVID-19 RELATED EFFECTS OR INDUSTRY SUPPLY CHAIN DISRUPTIONS, TEMPORARY DELAYS IN DELIVERY, LABOR OR SERVICES FROM CUMMINS AND ITS SUB-SUPPLIERS OR SUBCONTRACTORS MAY OCCUR. AMONG OTHER FACTORS, CUMMINS’ DELIVERY OBLIGATIONS ARE SUBJECT TO CORRECT AND PUNCTUAL SUPPLY FROM OUR SUB-SUPPLIERS OR SUBCONTRACTORS, AND CUMMINS RESERVES THE RIGHT TO MAKE PARTIAL DELIVERIES OR MODIFY ITS LABOR OR SERVICE. WHILE CUMMINS SHALL MAKE COMMERCIALLY REASONABLE EFFORTS TO MEET THE DELIVERY, SERVICE OR COMPLETION 18 2 Project: City of Westlake generator Quotation: Q-359004-20250120-1412 Quotation: Q-359004-20250120-1412 Page 6 of 10 OBLIGATIONS SET FORTH HEREIN, SUCH DATES ARE SUBJECT TO CHANGE. IN THE EVENT DELIVERY, SHIPPING, INSTALLATION, OR PERFORMANCE IS DELAYED, HOWEVER OCCASSIONED, DUE TO EVENTS BEYOND CUMMINS’ REASONABLE CONTROL, THEN THE DATE OF DELIVERY, SHIPPING, INSTALLATION, OR PERFORMANCE FOR THE EQUIPMENT OR SERVICES SHALL BE EQUITABLY EXTENDED FOR A PERIOD EQUAL TO THE TIME LOST, PLUS REASONABLE RAMP-UP. 3. PAYMENT TERMS; CREDIT; RETAINAGE. Unless otherwise agreed to by the parties in writing and subject to credit approval by Cummins, payments are due thirty (30) days from the date of the invoice. If Customer does not have approved credit with Cummins, as solely determined by Cummins, payments are due in advance or at the time of supply of the Equipment. If payment is not received when due, in addition to any rights Cummins may have at law, Cummins may charge Customer eighteen percent (18%) interest annually on late payments, or the maximum amount allowed by law. Customer agrees to pay Cummins’ costs and expenses (including reasonable attorneys’ fees) related to Cummins’ enforcement and collection of unpaid invoices, or any other enforcement of this Agreement by Cummins. Retainage is not acceptable nor binding, unless required by statute or accepted and confirmed in writing by Cummins prior to shipment. If Customer fails to make any payments to Cummins when due and payable, and such failure continues for more than sixty (60) days from the date of the invoice, or less if required by applicable law, then Cummins may, at Cummins’ sole discretion and without prejudice to any other rights or remedies, either (i) terminate this Agreement; or (ii) postpone delivery of any undelivered Equipment in Cummins’ possession and/or suspend its services until payment for unpaid invoices is received. 4. TAXES; EXEMPTIONS. Unless otherwise stated, the Quote excludes all applicable local, state and federal sales and/or use taxes, permits and licensing. Customer must provide a valid resale or exemption certificate prior to shipment of Equipment or applicable taxes will be added to the invoice. 5. TITLE; RISK OF LOSS. Unless otherwise agreed in writing by the parties, title and risk of loss for the Equipment shall pass to Customer upon delivery of the Equipment by Cummins to freight carrier or to Customer at pickup at Cummins’ facility. 6. INSPECTION AND ACCEPTANCE. Customer shall inspect the Equipment upon delivery, before offloading, for damage, defects, and shortage. Any and all claims which could have been discovered by such inspection shall be deemed absolutely and unconditionally waived unless noted by Customer on the bill of lading. Where Equipment is alleged to be non-conforming or defective, written notice of defect must be given to Cummins within three (3) days from date of delivery after which time Equipment shall be deemed accepted. Cummins shall have a commercially reasonable period of time in which to correct such non-conformity or defect. If non-conformity or defect is not eliminated to Customer’s reasonable satisfaction, Customer may reject the Equipment (but shall protect the Equipment until returned to Cummins) or allow Cummins another opportunity to undertake corrective action. In the event startup of the Equipment is included in the services, acceptance shall be deemed to have occurred upon successful startup. 7. LIEN; SECURITY AGREEMENT. Customer agrees that Cummins retains all statutory lien rights. To secure payment, Customer grants Cummins a Purchase Money Security Interest in the Equipment. If any portion of the balance is due to be paid following delivery, Customer agrees to execute and deliver such security agreement, financing statements, deed of trust and such other documents as Cummins may request from time to time in order to permit Cummins to obtain and maintain a perfected security interest in the Equipment; or in the alternative, Customer grants Cummins a power of attorney to execute and file all financing statements and other documents needed to perfect this security interest. Cummins may record this Agreement, bearing Customer's signature, or copy of this Agreement in lieu of a UCC-1, provided that it shall not constitute an admission by Cummins of the applicability or non-applicability of the UCC nor shall the failure to file this form or a UCC-1 in any way affect, alter, or invalidate any term, provision, obligation or liability under this Agreement. The security interest shall be superseded if Customer and Cummins enter into a separate security agreement for the Equipment. Prior to full payment of the balance due, Equipment will be kept at Customer’s location noted in this Agreement, will not be moved without prior notice to Cummins, and is subject to inspection by Cummins at all reasonable times. 05.01.2023 8. CANCELLATION; CHARGES. Orders placed with and accepted by Cummins may not be cancelled except with Cummins’ prior written consent. If Customer seeks to cancel all or a portion of an order placed pursuant to this Agreement, and Cummins accepts such cancellation in whole or in part, Customer shall be assessed cancellation charges as follows: (i) 10% of total order price if cancellation is received in Cummins’ office after Cummins has provided submittals and prior to releasing equipment to be manufactured; (ii) 25% of total order price if cancellation is received in Cummins’ office after receipt of submittal release to order, receipt of a purchase order for a generator already on order with the factory, or is asked to make any hardware changes to the equipment already on order with the factory; (iii) 50% of total order price if cancellation is received in Cummins’ office sixty (60) or fewer days before the scheduled shipping date on the order; or (iv) 100% of total order price if cancellation is received in Cummins’ office after the equipment has shipped from the manufacturing plant. 9. TERMINATION. Cummins may, at any time, terminate this Agreement for convenience upon sixty (60) days’ written notice to Customer. If the Customer defaults by (i) breaching any term of this Agreement, (ii) becoming insolvent or declared bankrupt, or (iii) making an assignment for the benefit of creditors, Cummins may, upon written notice to Customer, immediately terminate this Agreement. Upon such termination for default, Cummins shall immediately cease any further performance under this Agreement, without further obligation or liability to Customer, and Customer shall pay Cummins for any Equipment or services supplied under 18 3 Project: City of Westlake generator Quotation: Q-359004-20250120-1412 Quotation: Q-359004-20250120-1412 Page 7 of 10 this Agreement, in accordance with the payment terms detailed in Section 3. If a notice of termination for default has been issued and is later determined, for any reason, that the Customer was not in default, the rights and obligations of the parties shall treat the termination as a termination for convenience. 10. MANUALS. Unless otherwise stated, electronic submittals and electronic operation and maintenance manuals will be provided, and print copies may be available upon Customer’s request at an additional cost. 11. TRAINING; START UP SERVICES; INSTALLATION. Startup services, load bank testing, and owner training are not provided unless otherwise stated. Site startup will be subject to the account being current and will be performed during regular Cummins business hours, Monday to Friday. Additional charges may be added for work requested to be done outside standard business hours, on weekends, or holidays. One visit is allowed unless specified otherwise in the Quote. A minimum of two-week prior notice is required to schedule site startups and will be subject to prior commitments and equipment and travel availability. A signed site check sheet confirming readiness will be required, and Cummins personnel may perform an installation audit prior to the startup being completed. Any issues identified by the installation audit shall be corrected at the Customer's expense prior to the start-up. Portable load banks for site test (if offered in the Quote) are equipped with only 100 feet of cable. Additional lengths may be arranged at an extra cost. Cummins is not responsible for any labor or materials charged by others associated with start-up and installation of Equipment, unless previously agreed upon in writing. Supply of fuel for start-up and/or testing, fill-up of tank after start up, or change of oil is not included unless specified in the Quote. All installation/execution work at the site including, but not limited to: civil, mechanical, electrical, supply of wall thimbles, exhaust extension pipe, elbows, hangers, expansion joints, insulation and cladding materials, fuel/oil/cooling system piping, air ducts, and louvers/dampers is not included unless specified in the Quote. When an enclosure or sub- base fuel tank (or both) are supplied, the openings provided for power cable and fuel piping entries, commonly referred to as “stub- ups”, must be sealed at the site by others before commissioning. All applications, inspections and/or approvals by authorities are to be arranged by Customer. 12. MANUFACTURER’S WARRANTY. Equipment purchased hereunder is accompanied by an express written manufacturer’s warranty (“Warranty”) and, except as expressly provided in this Agreement, is the only warranty offered on the Equipment. A copy of the Warranty is available upon request. While this Agreement and the Warranty are intended to be read and applied in conjunction, where this Agreement and the Warranty conflict, the terms of the Warranty shall prevail. 13. WARRANTY PROCEDURE. Prior to the expiration of the Warranty, Customer must give notice of a warrantable failure to Cummins and deliver the defective Equipment to a Cummins location or other location authorized and designated by Cummins to make the repairs during regular business hours. Cummins shall not be liable for towing charges, maintenance items such as oil filters, belts, hoses, etc., communication expenses, meals, lodging, and incidental expenses incurred by Customer or employees of Customer, "downtime" expenses, overtime expenses, cargo damages and any business costs and losses of revenue resulting from a warrantable failure. 14. LIMITATIONS ON WARRANTIES. THE REMEDIES PROVIDED IN THE WARRANTY AND THIS AGREEMENT ARE THE SOLE AND EXCLUSIVE WARRANTIES AND REMEDIES PROVIDED BY CUMMINS TO THE CUSTOMER UNDER THIS AGREEMENT. EXCEPT AS SET OUT IN THE WARRANTY AND THIS AGREEMENT, AND TO THE EXTENT PERMITTED BY LAW, CUMMINS EXPRESSLY DISCLAIMS ALL OTHER REPRESENTATIONS, WARRANTIES, ENDORSEMENTS, AND CONDITIONS OF ANY KIND, EXPRESS OR IMPLIED, INCLUDING, WITHOUT LIMITATION, ANY STATUTORY OR COMMON LAW IMPLIED REPRESENTATIONS, WARRANTIES AND CONDITIONS OF FITNESS FOR A PURPOSE OR MERCHANTABILITY. The limited warranty does not cover Equipment failures resulting from: (a) inappropriate use relative to designated power rating; (b) inappropriate use relative to application guidelines; (c) inappropriate use of an EPA-SE application generator set relative to EPA’s standards; (d) normal wear and tear; (e) improper and/or unauthorized installation; (f) negligence, accidents, or misuse; (g) lack of maintenance or unauthorized or improper repair; (h) noncompliance with any Cummins published guideline or policy; (i) use of improper or contaminated fuels, coolants, or lubricants; (j) improper storage before and after commissioning; (k) owner’s delay in making Equipment available after notification of potential Equipment problem; (l) replacement parts and accessories not authorized by Cummins; (m) use of battle short mode; (n) owner or operator abuse or neglect such as: operation without adequate coolant, fuel, or lubricants; over fueling; over speeding; lack of maintenance to lubricating, fueling, cooling, or air intake systems; late servicing and maintenance; improper storage, starting, warm-up, running, or shutdown practices, or for progressive damage resulting from a defective shutdown or warning device; or (o) damage to parts, fixtures, housings, attachments and accessory items that are not part of the generating set. 15. INDEMNITY. Customer shall indemnify, defend and hold harmless Cummins from and against any and all claims, actions, costs, expenses, damages and liabilities, including reasonable attorneys' fees, brought against or incurred by Cummins related to or arising out of this Agreement or the Equipment supplied under this Agreement (collectively, the “Claims”), where such Claims were caused or contributed to by, in whole or in part, the acts, omissions, fault or negligence of the Customer. Customer shall present any Claims covered by this indemnity to its insurance carrier unless Cummins directs that the defense will be handled by Cummins' legal counsel at Customer’s expense. 18 4 Project: City of Westlake generator Quotation: Q-359004-20250120-1412 Quotation: Q-359004-20250120-1412 Page 8 of 10 16. LIMITATION OF LIABILITY NOTWITHSTANDING ANY OTHER TERM OF THIS AGREEMENT, IN NO EVENT SHALL CUMMINS, ITS OFFICERS, DIRECTORS, EMPLOYEES, OR AGENTS BE LIABLE TO CUSTOMER OR ANY THIRD PARTY, WHETHER IN CONTRACT OR IN TORT OR UNDER ANY OTHER LEGAL THEORY (INCLUDING, WITHOUT LIMITATION, STRICT LIABILITY OR NEGLIGENCE), FOR ANY INDIRECT, INCIDENTAL, SPECIAL, PUNITIVE, LIQUIDATED, OR CONSEQUENTIAL DAMAGES OF ANY KIND (INCLUDING WITHOUT LIMITATION DOWNTIME, LOSS OF PROFIT OR REVENUE, LOSS OF DATA, LOSS OF OPPORTUNITY, DAMAGE TO GOODWILL, ENHANCED DAMAGES, MONETARY REQUESTS RELATING TO RECALL EXPENSES AND REPAIRS TO PROPERTY, AND/OR DAMAGES CAUSED BY DELAY), OR IN ANY WAY RELATED TO OR ARISING FROM CUMMINS’ SUPPLY OF EQUIPMENT UNDER THIS AGREEMENT OR THE USE OR PERFORMANCE OF EQUIPMENT SUPPLIED UNDER THIS AGREEMENT. IN NO EVENT SHALL CUMMINS’ LIABILITY TO CUSTOMER OR ANY THIRD PARTY CLAIMING DIRECTLY THROUGH CUSTOMER OR ON CUSTOMER’S BEHALF UNDER THIS AGREEMENT EXCEED THE TOTAL COST OF EQUIPMENT SUPPLIED BY CUMMINS UNDER THIS AGREEMENT GIVING RISE TO THE CLAIM. BY ACCEPTANCE OF THIS AGREEMENT, CUSTOMER ACKNOWLEDGES CUSTOMER’S SOLE REMEDY AGAINST CUMMINS FOR ANY LOSS SHALL BE THE REMEDY PROVIDED HEREIN. 17. DEFAULT; REMEDIES. Customer shall be in breach and default if: (a) any of the payments or amounts due under this Agreement are not paid; (b) Customer fails to comply, perform, or makes any misrepresentation relating to any of the Customer's obligations or covenants under this Agreement; or (c) prior to full payment of the balance due, Customer ceases to do business, becomes insolvent, makes an assignment for the benefit of its creditors, appoints a receiver, commences an action for dissolution or liquidation, or becomes subject to bankruptcy proceedings, or the Equipment is attached, levied upon, seized under legal process, is subjected to a lien or encumbrance, or transferred by operation of law or otherwise to anyone other than Cummins. Upon the occurrence of any event of Customer's default, Cummins, at its sole option and without notice, shall have the right to exercise concurrently or separately any one or all of the following remedies, which shall be cumulative and not alternative: (a) to declare all sums due, and to become due, under this Agreement immediately due and payable; (b) to commence legal proceedings, including collection actions and specific performance proceedings, to enforce performance by Customer of any and all provisions of this Agreement, and to be awarded damages or injunctive relief for the Customer's breach; (c) to require the Customer to deliver the Equipment to Cummins' branch specified on the face of this Agreement; (d) to exercise one or more of the rights and remedies available to a secured party under applicable law; and (e) to enter, without notice or liability or legal process, onto any premises where the Equipment may be located, using force permitted by law, and there to disconnect, remove and repossess the Equipment, the Customer having waived further right to possession after default. A waiver of any event of default by Cummins shall not be a waiver as to any other or subsequent default. 18. CUSTOMER REPRESENTATIONS; RELIANCE. Customer is responsible for obtaining, at its cost, permits, import licenses, and other consents in relation to the Equipment, and if requested by Cummins, Customer shall make these permits, licenses, and consents available to Cummins prior to shipment. Customer represents that it is familiar with the Equipment and understands operating instructions and agrees to perform routine maintenance services. Until the balance is paid in full, Customer shall care for the Equipment properly, maintain it in good operating condition, repair and appearance; and Customer shall use it safely and within its rated capacity and only for purpose it was designed. Even if Customer’s purchase of Equipment from Cummins under this Agreement is based, in whole or in part, on specifications, technical information, drawings, or written or verbal advice of any type from third parties, Customer has sole responsibility for the accuracy, correctness and completeness of such specifications, technical information, drawings, or advice. Cummins make no warranties or representations respecting the accuracy, correctness and completeness of any specifications, technical information, drawings, advice or other information provided by Cummins. Cummins makes no warranties or representations respecting the suitability, fitness for intended use, compatibility, integration or installation of any Equipment supplied under this Agreement. Customer has sole responsibility for intended use, for installation and design and performance where it is part of a power, propulsion, or other system. Limitation of warranties and remedies and all disclaimers apply to all such technical information, drawings, or advice. Customer acknowledges and agrees by accepting delivery of the Equipment that the Equipment purchased is of the size, design, capacity and manufacture selected by the Customer, and that Customer has relied solely on its own judgment in selecting the Equipment. 19. CONFIDENTIALITY. Each party shall keep confidential any information received from the other that is not generally known to the public and at the time of disclosure, would reasonably be understood by the receiving party to be proprietary or confidential, whether disclosed in oral, written, visual, electronic, or other form, and which the receiving party (or agents) learns in connection with this Agreement including, but not limited to: (a) business plans, strategies, sales, projects and analyses; (b) financial information, pricing, and fee structures; (c) business processes, methods, and models; (d) employee and supplier information; (e) specifications; and (f) the terms and conditions of this Agreement. Each party shall take necessary steps to ensure compliance with this provision by its employees and agents. 20. GOVERNING LAW AND JURISDICTION. This Agreement and all matters arising hereunder shall be governed by, interpreted, and construed in accordance with the laws of the State of Indiana without giving effect to any choice or conflict of law provision. The parties agree that the federal and state courts of the State of Indiana shall have exclusive jurisdiction to settle any dispute or claim 18 5 Project: City of Westlake generator Quotation: Q-359004-20250120-1412 Quotation: Q-359004-20250120-1412 Page 9 of 10 arising in connection with this Agreement or any related matter, and hereby waive any right to claim such forum would be inappropriate, including concepts of forum non conveniens. 21. INSURANCE. Upon Customer’s request, Cummins will provide to Customer a Certificate of Insurance evidencing Cummins’ relevant insurance coverage. 22. ASSIGNMENT. This Agreement shall be binding on the parties and their successors and assigns. Customer shall not assign this Agreement without the prior written consent of Cummins. 23. INTELLECTUAL PROPERTY. Any intellectual property rights created by either party, whether independently or jointly, in the course of the performance of this Agreement or otherwise related to Cummins pre-existing intellectual property or subject matter related thereto, shall be Cummins’ property. Customer agrees to assign, and does hereby assign, all right, title, and interest to such intellectual property to Cummins. Any Cummins pre-existing intellectual property shall remain Cummins’ property. Nothing in this Agreement shall be deemed to have given Customer a license or any other rights to use any of the intellectual property rights of Cummins. 24. PRICING. To the extent allowed by law, actual prices invoiced to Customer may vary from the price quoted at the time of order placement, as the same will be adjusted for prices prevailing on the date of shipment due to economic and market conditions at the time of shipment. Subject to local laws, Cummins reserves the right to adjust pricing on goods and services due to input and labor cost changes and/or other unforeseen circumstances beyond Cummins’ control. 25. MISCELLANEOUS. Cummins shall be an independent contractor under this Agreement. All notices under this Agreement shall be in writing and be delivered personally, mailed via first class certified or registered mail, or sent by a nationally recognized express courier service to the addresses set forth in this Agreement. No amendment of this Agreement shall be valid unless it is writing and signed by an authorized representative of the parties hereto. Failure of either party to require performance by the other party of any provision hereof shall in no way affect the right to require such performance at any time thereafter, nor shall the waiver by a party of a breach of any of the provisions hereof constitute a waiver of any succeeding breach. Any provision of this Agreement that is invalid or unenforceable shall not affect the validity or enforceability of the remaining terms hereof. These terms are exclusive and constitute the entire agreement. Customer acknowledges that the provisions were freely negotiated and bargained for, and Customer has agreed to purchase of the Equipment pursuant to these Terms and Conditions. Acceptance of this Agreement is expressly conditioned on Customer's assent to all such Terms and Conditions. Neither party has relied on any statement, representation, agreement, understanding, or promise made by the other except as expressly set out in this Agreement. In the event Cummins incurs additional charges hereunder due to the acts or omissions of Customer, the additional charges will be passed on to the Customer, as applicable. Headings or other subdivisions of this Agreement are inserted for convenience of reference and shall not limit or affect the legal construction of any provision hereof. The Parties’ rights, remedies, and obligations under this Agreement which by their nature are intended to continue beyond the termination or cancellation of this Agreement, including but not limited to the Section 16. Limitation of Liability provision contained herein, shall survive the expiration, termination, or cancellation of this Agreement. 26. COMPLIANCE. Customer shall comply with all laws applicable to its activities under this Agreement, including, without limitation, any and all applicable federal, state, and local anti-bribery, environmental, health, and safety laws and regulations then in effect. Customer acknowledges that the Equipment, and any related technology that are sold or otherwise provided hereunder may be subject to export and other trade controls restricting the sale, export, re-export and/or transfer, directly or indirectly, of such Equipment or technology to certain countries or parties, including, but not limited to, licensing requirements under applicable laws and regulations of the United States, the United Kingdom and other jurisdictions. It is the intention of Cummins to comply with these laws, rules, and regulations. Any other provision of this Agreement to the contrary notwithstanding, Customer shall comply with all such applicable all laws relating to the cross-border movement of goods or technology, and all related orders in effect from time to time, and equivalent measures. Customer shall act as the importer of record with respect to the Equipment and shall not resell, export, re-export, distribute, transfer, or dispose of the Equipment or related technology, directly or indirectly, without first obtaining all necessary written permits, consents, and authorizations and completing such formalities as may be required under such laws, rules, and regulations. In addition, Cummins has in place policies not to distribute its products for use in certain countries based on applicable laws and regulations including but not limited to UN, U.S., UK, and European Union regulations. Customer undertakes to perform its obligations under this Agreement with due regard to these policies. Strict compliance with this provision and all laws of the territory pertaining to the importation, distribution, sales, promotion and marketing of the Equipment is a material consideration for Cummins entering into this Agreement with Customer and continuing this Agreement for its term. Customer represents and warrants that it has not and shall not, directly or through any intermediary, pay, give, promise to give or offer to give anything of value to a government official or representative, a political party official, a candidate for political office, an officer or employee of a public international organization or any other person, individual or entity at the suggestion, request or direction or for the benefit of any of the above-described persons and entities for the purposes of inducing such person to use his influence to assist Cummins in obtaining or retaining business or to benefit Cummins or any other person in any way, and will not otherwise breach any applicable laws relating to anti-bribery. Any failure by Customer to comply with these provisions will constitute a default giving Cummins the right to immediate termination of this Agreement and/or the right to elect not to recognize the warranties associated with the Equipment. 18 6 Project: City of Westlake generator Quotation: Q-359004-20250120-1412 Quotation: Q-359004-20250120-1412 Page 10 of 10 Customer shall accept full responsibility for any and all civil or criminal liabilities and costs arising from any breaches of those laws and regulations and will defend, indemnify, and hold Cummins harmless from and against any and all fines, penalties, claim, damages, liabilities, judgments, costs, fees, and expenses incurred by Cummins or its affiliates as a result of Customer’s breach. 27. To the extent applicable, this contractor and subcontractor shall abide by the requirements of 41 CFR §§ 60-1.4(a), 60- 300.5(a) and 60-741.5(a). These regulations prohibit discrimination against qualified individuals based on their status as protected veterans or individuals with disabilities and prohibit discrimination against all individuals based on their race, color, religion, sex, sexual orientation, gender identity or national origin. Moreover, these regulations require that covered prime contractors and subcontractors take affirmative action to employ and advance in employment individuals without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, protected veteran status or disability. The employee notice requirements set forth in 29 CFR Part 471, Appendix A to Subpart A, are hereby incorporated by reference into this contract. 18 7 1 Jeff Hensley From:Matthew J Bole <matthew.bole@cummins.com> Sent:Tuesday, February 4, 2025 11:42 PM To:Jeff Hensley Cc:Kyle Flanagan; Andrew Franko; Cheryl Taylor; Jose Rodriguez Subject:RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase This is an email from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. Please report all suspicious messages using the Report Message button in Outlook. 2 Fax 972-708-0014 salesandservice.cummins.com matthew.bole@cummins.com CONFIDENTIALITY NOTICE: This email, including any attachments, is for the exclusive and confidential use of the intended recipient(s). If you are not an intended recipient, please do not read, distribute or take action in reliance upon this message. If you have received this in error, please notify the sender immediately by return email and promptly delete this message and its attachments from your computer system. From: Jeff Hensley <Jeff.Hensley@freese.com> Sent: Tuesday, February 4, 2025 8:02 PM To: Matthew J Bole <matthew.bole@cummins.com> Cc: Kyle Flanagan <kflanagan@westlaketx.gov>; Andrew Franko <asf@freese.com>; Cheryl Taylor <ctaylor@westlaketx.gov>; Jose Rodriguez <Jose.Rodriguez@freese.com> Subject: RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase EXTERNAL SENDER: This email originated outside of Cummins. Do not click links or open attachments unless you verify the sender and know the content is safe. Matthew, We reviewed the proposal and had the following questions/clarifications: 1. Verify attendance at pre-submittal meeting and post submittal meeting (if required) per Spec 26 32 13, paragraph 1.04.B. 2. Can you verify if the Maintenance Service required per Spec 26 32 13, paragraph 1.10 was included in your quote. The quotation says Preventative Maintenance agreement - 1 year. But the notes on the following page in the quote say PMA – Generator Maintenance Agreement is not included. Can you clarify this. 3. Can the 3rd party onsite sound testing be provided per Spec 26 32 13, paragraph 3.04.D.10. 4. Verify Cummins is responsible for costs to ship, deliver and offload at the site. It appears that offloading is being excluded. 5. Verify spares are being provided per Spec 26 32 13, paragraph 1.11. Quote says Cummins standard spare filters provided only, What does this mean. 6. Verify generator breakers are provided with LSIG protection and are 100% rated. 7. Verify warranty includes sending a representative out to the jobsite 1 year after the generator has been started up per Spec 26 32 13, paragraph 1.09.C. If we can get answers to these and any revisions to your proposal by the end of the day Wednesday that would be great. We need to provide a letter of recommendation to the City by this Friday, February 7th to take to their Council for approval. If you have any questions or need clarification let me know. Thanks Jeffrey N. Hensley, P.E. Principal/Vice President Electrical Group Freese and Nichols, Inc. 18 9 3 801 Cherry Street, Suite 2800 Fort Worth, Texas 76102 817-735-7369 office 817-735-7491 fax www.freese.com From: Matthew J Bole <matthew.bole@cummins.com> Sent: Tuesday, January 21, 2025 9:43 AM To: Jeff Hensley <Jeff.Hensley@freese.com> Cc: Kyle Flanagan <kflanagan@westlaketx.gov>; Andrew Franko <asf@freese.com>; Cheryl Taylor <ctaylor@westlaketx.gov> Subject: RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase This is an email from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. Please report all suspicious messages using the Report Message button in Outlook. 4 EXTERNAL SENDER: This email originated outside of Cummins. Do not click links or open attachments unless you verify the sender and know the content is safe. Matthew, I glanced at the Cummins proposal, and I did not see the generator sizing analysis as part of the bid proposal, can you provide that with your proposal. Thanks Jeffrey N. Hensley, P.E. Principal/Vice President Electrical Group Freese and Nichols, Inc. 801 Cherry Street, Suite 2800 Fort Worth, Texas 76102 817-735-7369 office 817-735-7491 fax www.freese.com From: Matthew J Bole <matthew.bole@cummins.com> Sent: Monday, January 20, 2025 6:00 PM To: Cheryl Taylor <ctaylor@westlaketx.gov>; Jeff Hensley <Jeff.Hensley@freese.com> Cc: Kyle Flanagan <kflanagan@westlaketx.gov>; Andrew Franko <asf@freese.com> Subject: RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase This is an email from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. Please report all suspicious messages using the Report Message button in Outlook. Cheryl, Please see the attached proposal for your records. Let me know if you have any questions on the scope we are providing. Sincerely, Matthew Bole Commercial Power Generation Sales Representative Cummins Sales and Service 4855 Mountain Creek Pkwy, Dallas, TX 75236 Cell 469-600-5364 Fax 972-708-0014 salesandservice.cummins.com matthew.bole@cummins.com 19 1 5 CONFIDENTIALITY NOTICE: This email, including any attachments, is for the exclusive and confidential use of the intended recipient(s). If you are not an intended recipient, please do not read, distribute or take action in reliance upon this message. If you have received this in error, please notify the sender immediately by return email and promptly delete this message and its attachments from your computer system. From: Cheryl Taylor <ctaylor@westlaketx.gov> Sent: Thursday, January 16, 2025 8:43 AM To: Matthew J Bole <matthew.bole@cummins.com>; Jeff Hensley <Jeff.Hensley@freese.com> Cc: Henry Egbo <Henry.Egbo@cummins.com>; Kyle Flanagan <kflanagan@westlaketx.gov>; Andrew Franko <asf@freese.com> Subject: RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase EXTERNAL SENDER: This email originated outside of Cummins. Do not click links or open attachments unless you verify the sender and know the content is safe. Wonderful news. Thanks so much, Matthew. Cheryl Taylor, P.E. Director of Public Works From: Matthew J Bole <matthew.bole@cummins.com> Sent: Wednesday, January 15, 2025 9:30 PM To: Cheryl Taylor <ctaylor@westlaketx.gov>; Jeff Hensley <Jeff.Hensley@freese.com> Cc: Henry Egbo <Henry.Egbo@cummins.com>; Kyle Flanagan <kflanagan@westlaketx.gov>; Andrew Franko <asf@freese.com> Subject: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase CAUTION: This email is from an EXTERNAL source. No further questions. We should have pricing to you Tuesday for your review. Thank you, Matthew Bole Commercial Power Generation Sales Representative Cummins Sales and Service 4855 Mountain Creek Pkwy, Dallas, TX 75236 Cell 469-600-5364 Fax 972-708-0014 salesandservice.cummins.com matthew.bole@cummins.com 19 2 6 CONFIDENTIALITY NOTICE: This email, including any attachments, is for the exclusive and confidential use of the intended recipient(s). If you are not an intended recipient, please do not read, distribute or take action in reliance upon this message. If you have received this in error, please notify the sender immediately by return email and promptly delete this message and its attachments from your computer system. From: Cheryl Taylor <ctaylor@westlaketx.gov> Sent: Tuesday, January 14, 2025 11:27 AM To: Jeff Hensley <Jeff.Hensley@freese.com>; Matthew J Bole <matthew.bole@cummins.com> Cc: Henry Egbo <Henry.Egbo@cummins.com>; Kyle Flanagan <kflanagan@westlaketx.gov>; Andrew Franko <asf@freese.com> Subject: RE: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase EXTERNAL SENDER: This email originated outside of Cummins. Do not click links or open attachments unless you verify the sender and know the content is safe. Good morning, Matthew. Just following up to see if you had any further questions and to see if we can expect pricing from Cummins for our project. We look forward to hearing back from you. Cheryl Taylor, P.E. Director of Public Works From: Jeff Hensley <Jeff.Hensley@freese.com> Sent: Monday, December 23, 2024 1:03 PM To: Matthew J Bole <matthew.bole@cummins.com> Cc: Henry Egbo <Henry.Egbo@cummins.com>; Kyle Flanagan <kflanagan@westlaketx.gov>; Andrew Franko <asf@freese.com>; Cheryl Taylor <ctaylor@westlaketx.gov> Subject: [EXTERNAL] RE: [EXTERNAL] RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase CAUTION: This email is from an EXTERNAL source. Matthew, The generator will connect to an existing Automatic Transfer Switch (ATS). The specification discusses connecting to the existing ATS and compatibility in several places. Thanks Jeffrey N. Hensley, P.E. Principal/Vice President Electrical Group Freese and Nichols, Inc. 801 Cherry Street, Suite 2800 19 3 7 Fort Worth, Texas 76102 817-735-7369 office 817-735-7491 fax www.freese.com From: Cheryl Taylor <ctaylor@westlaketx.gov> Sent: Monday, December 23, 2024 11:08 AM To: Matthew J Bole <matthew.bole@cummins.com> Cc: Henry Egbo <Henry.Egbo@cummins.com>; Kyle Flanagan <kflanagan@westlaketx.gov>; Jeff Hensley <Jeff.Hensley@freese.com>; Andrew Franko <asf@freese.com> Subject: RE: [EXTERNAL] RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase This is an email from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. Please report all suspicious messages using the Report Message button in Outlook. Matthew, I have looped a couple of others in on this email to help answer your questions. Cheryl Taylor, P.E. Director of Public Works From: Matthew J Bole <matthew.bole@cummins.com> Sent: Monday, December 23, 2024 9:22 AM To: Cheryl Taylor <ctaylor@westlaketx.gov> Cc: Henry Egbo <Henry.Egbo@cummins.com> Subject: [EXTERNAL] RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase CAUTION: This email is from an EXTERNAL source. Cheryl, I have received your request and will be sizing a generator to match the loads listed. I am going to assume since no ATS or gear is mentioned in this contract that the existing equipment will remain and be utilized for transfer between utility and generator. If you have any need for replacement of the ATS, please let me know so I can arrange for a site visit and quotation. Be safe and have a Very Merry Christmas! Thank you, Matthew Bole Commercial Power Generation Sales Representative 19 4 8 Cummins Sales and Service 4855 Mountain Creek Pkwy, Dallas, TX 75236 Cell 469-600-5364 Fax 972-708-0014 salesandservice.cummins.com matthew.bole@cummins.com CONFIDENTIALITY NOTICE: This email, including any attachments, is for the exclusive and confidential use of the intended recipient(s). If you are not an intended recipient, please do not read, distribute or take action in reliance upon this message. If you have received this in error, please notify the sender immediately by return email and promptly delete this message and its attachments from your computer system. From: Cheryl Taylor <ctaylor@westlaketx.gov> Sent: Monday, December 23, 2024 8:35 AM To: Jim L Stalnaker <james.l.stalnaker@cummins.com> Cc: Matthew J Bole <matthew.bole@cummins.com>; Jamie Ferguson <jamie.ferguson@cummins.com>; Henry Egbo <Henry.Egbo@cummins.com> Subject: RE: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase EXTERNAL SENDER: This email originated outside of Cummins. Do not click links or open attachments unless you verify the sender and know the content is safe. Thanks so much, Jim. We look forward to working with your team in the new year. Cheryl Taylor, P.E. Director of Public Works From: Jim L Stalnaker <james.l.stalnaker@cummins.com> Sent: Saturday, December 21, 2024 7:50 AM To: Cheryl Taylor <ctaylor@westlaketx.gov> Cc: Matthew J Bole <matthew.bole@cummins.com>; Jamie Ferguson <jamie.ferguson@cummins.com>; Henry Egbo <Henry.Egbo@cummins.com> Subject: [EXTERNAL] FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase CAUTION: This email is from an EXTERNAL source. Hi Cheryl, Matthew Bole will be responding to your solicitation. Should he be out, his manager Henry Egbo can assist. Jamie, on my team, is simply the contract manager and is the point person to get you connected with the right Territory Manager. Hope all is well with you. You don't often get email from james.l.stalnaker@cummins.com. Learn why this is important 19 5 9 Regards, Jim Stalnaker Director, National Sales Leader Power Generation Cummins Sales and Service North America C. 503-806-0330 james.l.stalnaker@cummins.com http://Salesandservice.cummins.com Find Cummins Genuine Parts at shop.cummins.com today! ‘Making people’s lives better by powering a more prosperous world’ CONFIDENTIALITY NOTICE: This email, including any attachments, is for the exclusive and confidential use of the intended recipient(s). If you are not an intended recipient, please do not read, distribute or take action in reliance upon this message. If you have received this in error, please notify the sender immediately by return email and promptly delete this message and its attachments from your computer system. From: Cheryl Taylor <ctaylor@westlaketx.gov> Sent: Friday, December 20, 2024 10:29 AM To: Jim L Stalnaker <james.l.stalnaker@cummins.com> Subject: FW: Town of Westlake Pump Station Generator Specifications - Sourcewell Purchase EXTERNAL SENDER: This email originated outside of Cummins. Do not click links or open attachments unless you verify the sender and know the content is safe. James, 10 The Town of Westlake is interested in purchasing a generator to replace the outdated generator at the town’s pump station. Attached are specifications from the design engineer with submittal procedures and a Submittal Data Sheet for 26 32 13 Engine Generators (Attachment A). Due to lead times, the Town of Westlake will prepare plans and bid documents for the installation and site prep that will be completed prior to delivery of the generator. This solicitation is for the procurement of the generator. Purchase of the generator shall be through Sourcewell – Town of Westlake Account #183219. Please confirm receipt and let us know if you plan to submit a bid. Bids shall be accepted through Wednesday, January 22, 2025 at 5:00 p.m. Bids will be evaluated, and a recommendation will be taken to Town Council for approval in February, 2025. Please respond to all on this email with confirmation and submittal of your bid. We appreciate your consideration of our project and look forward to hearing from you. Happy holidays to all. Cheryl Taylor, P.E. Director of Public Works CAUTION: This email is from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. CAUTION: This email is from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. This electronic mail message is intended exclusively for the individual or entity to which it is addressed. This message, together with any attachment, may contain the sender's organization's confidential and privileged information. The recipient is hereby notified to treat the information as confidential and privileged and to not disclose or use the information except as authorized by sender's organization. Any unauthorized review, printing, retention, copying, disclosure, distribution, retransmission, dissemination or other use of, or taking of any action in reliance upon, this information by persons or entities other than the intended recipient is prohibited. If you received this message in error, please immediately contact the sender by reply email and delete all copies of the material from any computer. Thank you for your cooperation. CAUTION: This email is from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. CAUTION: This email is from an EXTERNAL source. DO NOT click links or open attachments without positive sender verification of purpose. Never enter USERNAME, PASSWORD or sensitive information on linked pages from this email. 19 7 Town of Westlake Staff Report 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 File #:RES 25-09 Agenda Date:2/18/2025 Agenda #:F.4. TOWN STAFF REPORT RECOMMENDATIONS Discuss,consider and act regarding Resolution 25-09 approving and authorizing the Town Manager to enter into a contract with Global Pump Solutions for emergency repairs and installation services for water and wastewater infrastructure throughout the town in an amount not to exceed $450,765.20 utilizing BuyBoard Cooperative Purchasing Contract #672-22 (Cheryl Taylor, P.E., Director of Public Works) STAFF:Cheryl Taylor, P.E., Director of Public Works BACKGROUND: This agreement for Emergency Utility Pump,Motor and Valve repair and installation will allow staff to utilize Global Pump Solutions,for repairs or replacement of control valves,lift station pumps,throughout the year by utilizing BuyBoard contract pricing #672-22.The total request of $450,7653.20 includes a total of $372,804.14 for the emergency repairs and the previously approved electrical repairs to all 4 lift stations in the amount of $40,680.61 with this vendor which now exceeds the Town Manager’s signatory authority and requires Council approval. DISCUSSION: On-going maintenance is required throughout the town for repairs to water and wastewater infrastructure. Public Works staff have discovered that both motorized control fill valves to the pump station which regulate the flow of all drinking water from the City of Fort Worth have cracks in the valve body and are in desperate need of replacement.As this repair is critical to the Town’s distribution system,an emergency repair is required.The lead time for delivery is 16 weeks.Staff has already ordered these critical valves due to the lead time and malfunctioning of the motor actuator. Delivery of the fill control valves is anticipated in April. More recently,additional valve failures have occurred on High Service Pumps No.3 and No.4 allowing water to rapidly flow backwards into the pumps from the distribution system and spill out into the pump house, draining the water tower rapidly.The malfunction of these two critical pumps that were installed with the original construction of the pump station in 2001 will also require an emergency repair to ensure continued reliable functioning of the distribution system as the Town enters the season of peak water usage in the summer months.Lead time on replacement pump control valves is 20 weeks from date of purchase,after approval of this agreement. With respect to wastewater,Public Works staff initiated a lift station pump rotation program this fiscal year and determined during maintenance inspections that two (2)lift station pumps -Deloitte and Fidelity -require replacement The Fidelity lift station pump has moisture in the motor due bad seals and as a result ruined the bearings in the motor.The Deloitte lift station pump failure had the wires spliced due improper ordering and the motor subsequently got hot and shorted the motor and windings.It is better value to replace both pumps due to age and cost to repair.These pumps are original to the lift stations which were installed at Fidelity in 1999,and Deloitte was constructed in 2009.Staff recommend the replacement of the original lift station pumps Town of Westlake Printed on 2/13/2025Page 1 of 3 powered by Legistar™198 File #:RES 25-09 Agenda Date:2/18/2025 Agenda #:F.4. rather than rebuilding or refurbishing due to the lack of work order and maintenance records since installations. Per Local Government Code 252.022 General Exemptions for water and utility services,procurement requirements,that will require Council approval and will be funded with a future budget amendment of the fiscal year 2024-2025 approved Public Works Utility Fund operating budget. The cost of these emergency repairs for the pump station and lift stations are as follows: Pump Station (Water) Fill Control Valves $159,200.00 Pump Control Valves - Pumps 3 and 4 $174,000.00 Lift Stations (Wastewater) Pump - Hwy 114 Fidelity $19,491.57 Pump - Deloitte $20,112.57 Total Emergency Repairs $372,804.14 The cost of the recently completed lift station rehabilitation that was previously approved by Town Manager is $40,680.61 is included in the total request this evening due to procurement requirements, as the work was completed by the same vendor. The total request this evening: Emergency Repairs $372,804.14 Contingency (10%) $37,280.41 Previously approved lift station rehabilitation $40,680.61 Grand Total $450,765.20 Utilizing Buy Board Contract Pricing,the Town of Westlake will contract Global Pump Solutions for pump, motor,and valve replacement services.The total proposed contract is above the Town Manager’s signatory approval and requires Town Council approval. FISCAL IMPACT: Total request of $450,765.20 includes a 10%contingency as well as the previously approved lift station electrical repairs that were completed this month in the amount of $40,680.61.The cost of the lift station rehabilitation was within the Town Manager’s signatory authority. Funding for this contract will require a budget amendment to the Fiscal Year 2024-25 Public Works Utility Fund approved operating budget.The total proposed contract is above the Town Manager’s signatory approval and requires Council approval. STAFF RECOMMENDATION: Staff recommends approval of Resolution 25-09 authorizing the Town Manager to enter into a contract with Global Pump Solutions for emergency repair and installation services for water and wastewater infrastructure throughout the Town in an amount not to exceed $450,765.20 utilizing BuyBoard Cooperative Purchasing Contract #672-22. ATTACHMENT(S): 1.Resolution 25-09 Town of Westlake Printed on 2/13/2025Page 2 of 3 powered by Legistar™199 File #:RES 25-09 Agenda Date:2/18/2025 Agenda #:F.4. 2.Pump Station - Ground Storage Control Fill Valves (2) Replacement 3.Pump Station - Booster Control Valve Replacements for Pumps 3 & 4 4.Lift Station - Deloitte Lift Station Pump Replacement 5.Lift Station - Hwy 114 Fidelity Lift Station Pump Replacement 6.Rehabilitation of All (4) Lift Stations (previously approved by Town Manager) TOWN COUNCIL ACTION/OPTIONS: 1)Motion to approve 2)Motion to amend with the following stipulations (please state stipulations in motion) 3)Motion to table 4)Motion to deny Town of Westlake Printed on 2/13/2025Page 3 of 3 powered by Legistar™200 Resolution 25-09 Page 1 TOWN OF WESTLAKE RESOLUTION NO. 25-09 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, AUTHORIZING THE TOWN MANAGER TO ENTER INTO A CONTRACT WITH GLOBAL PUMP SOLUTIONS FOR EMERGENCY REPAIR AND INSTALLATION SERVICES OF WATER AND WASTEWATER INFRASTRUCTURE THROUGHOUT THE TOWN IN AN AMOUNT NOT TO EXCEED $450,765.20 UTILIZING BUYBOARD COOPERATIVE PURCHASING CONTRACT #672-22 WHEREAS, the Town Council of the Town of Westlake recognizes the need to maintain and protect public infrastructure to serve its residents; and, WHEREAS, the leaders of the Town of Westlake desire to improve quality of life in the town; and, WHEREAS, the Town Council recognizes the importance of replacing aging infrastructure to ensure proper and reliable delivery of drinking water to the residents, schools, and commercial properties and campuses within the Town as well as proper removal of wastewater for treatment per TCEQ requirements; and, WHEREAS, the Town Council finds that the passage of this Resolution is in the best interest of the citizens of Westlake. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That the Town Council of the Town of Westlake does hereby approve the contract with Global Pump Solutions for emergency repair and installation services of water and wastewater infrastructure throughout the Town and further authorize the Town Manager or designee to execute this contract. SECTION 3: That the emergency purchase of the failed valves meets Local Government Code 252.022 General Exemptions for water and utility services, procurement requirements. SECTION 4: That the funding for the emergency repair in an amount not to exceed $450,765.20 utilizing BuyBoard Cooperative Purchasing Contract #672-22 requires Council approval and will be funded with a future budget amendment to the fiscal year 2024-2025 approved Public Works Utility Fund operating budget. 201 Resolution 25-09 Page 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 18TH DAY OF FEBRUARY 2025. ___________________________________ Kim Greaves, Mayor ATTEST: ________________________________ Dianna Buchanan, Town Secretary APPROVED AS TO FORM: ________________________________ L. Stanton Lowry, Town Attorney 202 Global Pum p Solutions 4541JD Mouser Pkwy Alvarado TX 76009 Page 1 of 2 Global Pump Solutions LLC 4541 J D M ouser Pk w y Alv arado, TX 76009 US +19724495770 ac count ing@gps pum ps .c om ww w .globalpum ps olut ions .net Es t imat e ADDRESS Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 SHIP TO Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 ESTIMATE 4613 DATE 08/28/2024 EXPIRATIO N DATE 04/19/2025 CO NTACT Kyle PROJECT NAME Pump Station Cla Vals DATE DESCRIPTION QTY Labor Install 2ea. new Meter Vault Cla-Vals at GST to replace current fill valves. SCADA integration of the new Cla-Val valves at GST 1 Cla-Val 2ea.10" ELECTRONIC FLOW CONTROL VALVE 150# FLA NGED GLOBE DS SSB 2ea. LINE SIZE STRAINERS (anti cavitation protection) 2ea. UP-22D PA NEL (Valve Panel) 7PSIMin-66PSIMax 2 Misc Consumables for job: Stainless Steel Hardware 8" to 10" reducers ETC.... 1 Pric ing does not include shipping unles s explicitly stated. Terms are NET 15 unles s otherwise negotiated. Note: Unforeseen problems not listed in scope of work will be addres sed at the time of project. Additional charges may be added if project goes bey ond time frame or scope of work. G lobal Pump Solutions BUYBOARD#672-22 SUBTOTAL 159,200.00 TAX 0.00 TOTAL $159,200.00 Acc epted By Acc epted Date 203 Global Pum p Solutions 4541JD Mouser Pkwy Alvarado TX 76009 Page 2 of 2 204 E S T I M AT E Global Pump Soluti ons LLC 4 541 J D Mouser Pkw y Alvarado, TX 76 0 09 accountin g@gpspumps.com +1 (97 2 ) 44 9 -5 7 70 www.globalpumpsolu tion s.net Bil l t o Westlake, Town of 290 1 W Dove Rd. Westlake, TX 76 262 Shi p to Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 Estimate details Estimate no.: 483 3 Estimate date: 1 2/17/2024 Expiration date: 0 4/19/2025 Project N ame: Pump Stati on Contact: Kyl e #Product or service Description Qty Rate Amou nt 1.F ield L abo r R emov e v alv e and ins tall new cla-v als (2ea.) 4d ay s 2 techs Scad a Integration Includ ed for b oth v alv es (Prime) 1 $40,000.00 $40,000.00 2.Cla-Val B OOSTE R PUM P CONTR OL V A LV E XP2F, X 117DL2W 150# FLA NGED GLOB E D S SSB 120/60 E TO OPEN M O 2 $64,000.00 $128,000.00 3.Misc Cons umab les for job SS b olts and Sp acer Flanges . 1 $6,000.00 $6,000.00 No te to cus to mer Pricing d oes not includ e s hip p ing unles s ex p licitly s tated . Terms ar e NE T 15 unles s otherwis e negotiated . Note: Unfores een p r ob lems not lis ted in s cop e of wor k will b e ad d res s ed at the time of p r oject. Ad d itional char ges may b e ad d ed if p roject goes b ey ond time fr ame or s cop e of wor k. Glob al Pump Solutions B UYB OAR D #672-22 Total $174,000.00 E xp iry d ate 04/19/2025 A ccepted d ate A ccep ted by 205 206 E S T I M AT E Global Pump Soluti ons LLC 4 541 J D Mouser Pkw y Alvarado, TX 76 0 09 accountin g@gpspumps.com +1 (97 2 ) 44 9 -5 7 70 www.globalpumpsolu tion s.net We stlake, City of:WK000513 - City of Westla ke - Flygt pump S/N S0020002 Bil l t o Westlake, Town of 290 1 W Dove Rd. Westlake, TX 76 262 Shi p to Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 Estimate details Estimate no.: 481 3 Estimate date: 1 2/06/2024 Expiration date: 0 4/19/2025 #Product or service Description Qty Rate Amou nt 1.GX9S3C7C1111337 XFP 100G-CB 1.7 PE 150/4 230V 49' cab le *p ump to b e changed to 460V if ord ered . 230v p ump is the only p ump in s tock * 1 $16,692.00 $16,692.00 2.98' Cab le 98' PUM P POWE R CAB LE 1 $2,742.00 $2,742.00 3.62665304 Sulzer - XFP to Fly gt Guid e R ail Sy s tem Ad ap ter, Cas t Iron, DN100 (4”), R ail Size: 2” x 2, Hard ware Kit Includ ed 1 $678.5684225 $678.57 4.2-3weeks No te to cus to mer Pricing d oes not includ e s hip p ing unles s ex p licitly s tated . Terms ar e NE T 15 unles s otherwis e negotiated . Note: Unfores een p r ob lems not lis ted in s cop e of wor k will b e ad d res s ed at the time of p r oject. Ad d itional char ges may b e ad d ed if p roject goes b ey ond time fr ame or s cop e of wor k. Glob al Pump Solutions B UYB OAR D #672-22 Total $20,112.57 E xp iry d ate 04/19/2025 A ccepted d ate A ccep ted by 207 E S T I M AT E Global Pump Soluti ons LLC 4 541 J D Mouser Pkw y Alvarado, TX 76 0 09 accountin g@gpspumps.com +1 (97 2 ) 44 9 -5 7 70 www.globalpumpsolu tion s.net We stlake, City of:WK000514 - City of Westla ke - Flygt pump S/N 2110224 Bil l t o Westlake, Town of 290 1 W Dove Rd. Westlake, TX 76 262 Shi p to Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 Estimate details Estimate no.: 479 2 Estimate date: 1 2/02/2024 Expiration date: 0 4/19/2025 #Product or service Description Qty Rate Amou nt 1.GX9B 3K6C1111337 Sulzer XFP100G CB 1.6 PE185/4 460V 25HP 49' cab le 1 $16,068.00 $16,068.00 2.98' Cab le 98' PUM P POWE R CAB LE 1 $2,745.00 $2,745.00 3.62665304 Sulzer - XFP to Fly gt Guid e R ail Sy s tem Ad ap ter, Cas t Iron, DN100 (4”), R ail Size: 2” x 2, Hard ware Kit Includ ed 1 $678.5684225 $678.57 4.Lead time 11-13 Week s AR O No te to cus to mer Pricing d oes not includ e s hip p ing unles s ex p licitly s tated . Terms ar e NE T 15 unles s otherwis e negotiated . Note: Unfores een p r ob lems not lis ted in s cop e of wor k will b e ad d res s ed at the time of p r oject. Ad d itional char ges may b e ad d ed if p roject goes b ey ond time fr ame or s cop e of wor k. Glob al Pump Solutions B UYB OAR D #672-22 Total $19,491.57 E xp iry d ate 04/19/2025 A ccepted d ate A ccep ted by 208 Global Pum p Solutions 4541JD Mouser Pkwy Alvarado TX 76009 Page 1 of 2 Global Pump Solutions LLC 4541 J D M ouser Pk w y Alv arado, TX 76009 US +19724495770 ac count ing@gps pum ps .c om ww w .globalpum ps olut ions .net Es t imat e ADDRESS Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 SHIP TO Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 ESTIMATE 4650 DATE 09/19/2024 EXPIRATIO N DATE 10/18/2024 CO NTACT Kyle Flanigan PROJECT NAME Valquero LS DESCRIPTION QTY RATE AMOUNT 001-DVM-1212G5 MPE- Dual Voltage Phase Monitor - 15% of 200-280V or -10% of 425- 525V, with 5 second reset delay Valquero LS 2 388.60 777.20 010-120-122P Duplexer Controller - 2 pump controller. Backup if scada goes out, pumps will be able to run off of floats solely. Valquero LS 1 1,183.06 1,183.06 MPEDR12 Din Rail SD12PC Sockets for line items 1&2 Valquero LS 4 63.01 252.04 A6AXFNGQ HOFFMAN AC Axial Fan, Compact, 115V, Circular, 162 mm, 38.1 mm, Ball Bearing, 102 CFM Fan for Panel Valquero LS 1 975.26 975.26 BAA1000 IDEC DIN Mounting Rail, Aluminum, 3.28x1.38" (1mx35mm) Din Rail Valquero LS 1 33.06 33.06 ATMR1 MERSEN 600V CLASS CC FAST ACTING Fuse Fuse for phase monitor Valquero LS 3 30.70 92.10 Field Labor Install of all components listed above 2days per station 2 1,500.00 3,000.00 209 Global Pum p Solutions 4541JD Mouser Pkwy Alvarado TX 76009 Page 2 of 2 Misc miscellaneous consumables for job 1 500.00 500.00 1) Pricing does not include s hipping unless explicitly s tated. Terms are NET 15 unless otherwise negotiated. 2) Es timated lead time: 7 - 20 working week s 3) We can add field labor to above quote to install these components . 4) On above Sq-D Siz e 3 s tarters remove $277.33 per unit if City wants to use Size 2 starters. 5) We at GPS want to Thank You for y our busines s. Note: Unforeseen problems not listed in scope of work will be addres sed at the time of project. Additional charges may be added if project goes bey ond time frame or scope of work. G lobal Pump Solutions BUYBOARD#672-22 SUBTOTAL 6,812.72 TAX 0.00 TOTAL $6,812.72 Acc epted By Acc epted Date 210 Global Pum p Solutions 4541JD Mouser Pkwy Alvarado TX 76009 Page 1 of 2 Global Pump Solutions LLC 4541 J D M ouser Pk w y Alv arado, TX 76009 US +19724495770 ac count ing@gps pum ps .c om ww w .globalpum ps olut ions .net Es t imat e ADDRESS Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 SHIP TO Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 ESTIMATE 4652 DATE 09/19/2024 EXPIRATIO N DATE 10/18/2024 CO NTACT Kyle Flanigan PROJECT NAME Westlake Ranc h LS DESCRIPTION QTY RATE AMOUNT 001-DVM-1212G5 MPE- Dual Voltage Phase Monitor - 15% of 200-280V or -10% of 425- 525V, with 5 second reset delay Westlake Ranch LS 2 388.60 777.20 010-120-122P Duplexer Controller - 2 pump controller. Backup if scada goes out, pumps will be able to run off of floats solely. Westlake Ranch LS 1 1,183.06 1,183.06 MPEDR12 Din Rail SD12PC Sockets for line items 1&2 Westlake Ranch LS 4 63.01 252.04 A6AXFNGQ HOFFMAN AC Axial Fan, Compact, 115V, Circular, 162 mm, 38.1 mm, Ball Bearing, 102 CFM Fan for Panel Westlake Ranch LS 1 975.26 975.26 BAA1000 IDEC DIN Mounting Rail, Aluminum, 3.28x1.38" (1mx35mm) Din Rail Westlake Ranch LS 1 33.06 33.06 ATMR1 MERSEN 600V CLASS CC FAST ACTING Fuse Fuse for phase monitor Westlake RanchLS 3 30.70 92.10 Field Labor Install of all components listed above 2days per station 2 1,500.00 3,000.00 211 Global Pum p Solutions 4541JD Mouser Pkwy Alvarado TX 76009 Page 2 of 2 Misc miscellaneous consumables for job 1 500.00 500.00 1) Pricing does not include s hipping unless explicitly s tated. Terms are NET 15 unless otherwise negotiated. 2) Es timated lead time: 7 - 20 working week s 3) We can add field labor to above quote to install these components . 4) On above Sq-D Siz e 3 s tarters remove $277.33 per unit if City wants to use Size 2 starters. 5) We at GPS want to Thank You for y our busines s. Note: Unforeseen problems not listed in scope of work will be addres sed at the time of project. Additional charges may be added if project goes bey ond time frame or scope of work. G lobal Pump Solutions BUYBOARD#672-22 SUBTOTAL 6,812.72 TAX 0.00 TOTAL $6,812.72 Acc epted By Acc epted Date 212 Global Pum p Solutions 4541JD Mouser Pkwy Alvarado TX 76009 Page 1 of 2 Global Pump Solutions LLC 4541 J D M ouser Pk w y Alv arado, TX 76009 US +19724495770 ac count ing@gps pum ps .c om ww w .globalpum ps olut ions .net Es t imat e ADDRESS Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 SHIP TO Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 ESTIMATE 4653 DATE 09/19/2024 EXPIRATIO N DATE 10/18/2024 CO NTACT Kyle Flanigan PROJECT NAME Deloitte LS DESCRIPTION QTY RATE AMOUNT 001-DVM-1212G5 MPE- Dual Voltage Phase Monitor - 15% of 200-280V or -10% of 425- 525V, with 5 second reset delay Deloitte LS 2 388.60 777.20 010-120-122P Duplexer Controller - 2 pump controller. Backup if scada goes out, pumps will be able to run off of floats solely. Deloitte LS 1 1,183.06 1,183.06 MPEDR12 Din Rail SD12PC Sockets for above components Deloitte LS 4 63.01 252.04 8536SE01V02S SQ-D STARTER SZ-3 OPEN Deloitte LS 2 1,560.00 3,120.00 B45 SQ-D HEATER ELEM for above starter Deloitte LS 6 37.14 222.84 RPM32B7 SQD 3PDT Panel Mount Relay Plug In, 15 A, 24VAC for Deloitte LS 4 60.83 243.32 9001KA1 SQ-D CONTACT BLOCK NO-NC Deloitte LS 4 58.14 232.56 A6AXFNGQ HOFFMAN AC Axial Fan, Compact, 115V, Circular, 162 mm, 38.1 mm, Ball Bearing, 102 CFM 1 775.26 775.26 213 Global Pum p Solutions 4541JD Mouser Pkwy Alvarado TX 76009 Page 1 of 2 Global Pump Solutions LLC 4541 J D M ouser Pk w y Alv arado, TX 76009 US +19724495770 ac count ing@gps pum ps .c om ww w .globalpum ps olut ions .net Es t imat e ADDRESS Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 SHIP TO Westlake, Town of 2901 W Dove Rd. Westlake, TX 76262 ESTIMATE 4655 DATE 09/19/2024 EXPIRATIO N DATE 10/18/2024 CO NTACT Kyle Flanigan PROJECT NAME Fidelity LS Elec trical Improv. DESCRIPTION QTY RATE AMOUNT 001-DVM-1212G5 MPE- Dual Voltage Phase Monitor - 15% of 200-280V or -10% of 425- 525V, with 5 second reset delay Fidelity LS 2 388.60 777.20 010-120-122P Duplexer Controller - 2 pump controller. Backup if scada goes out, pumps will be able to run off of floats solely. Fidelity LS 1 1,183.06 1,183.06 MPEDR12 Din Rail SD12PC Sockets for above components Fidelity LS 4 63.01 252.04 MPE PMR-2 (Includes Socket) Pump Monitor Relay Fidelity LS 3 774.63 2,323.89 8536SE01V02S SQ-D STARTER SZ-3 OPEN Fidelity LS 3 1,560.00 4,680.00 B45 SQ-D HEATER ELEM for above components Fidelity LS 12 37.14 445.68 9001KA1 SQ-D CONTACT BLOCK NO-NC Fidelity LS 4 58.14 232.56 A6AXFNGQ HOFFMAN AC Axial Fan, Compact, 115V, Circular, 162 mm, 38.1 mm, Ball Bearing, 102 CFM 1 775.26 775.26 214 Global Pum p Solutions 4541JD Mouser Pkwy Alvarado TX 76009 Page 2 of 2 Fidelity LS BAA1000 IDEC DIN Mounting Rail, Aluminum, 3.28x1.38" (1mx35mm) Fidelity LS 1 23.06 23.06 MTW-4-STR-BLK CU WIRE Wire for starters 120 3.95 474.00 02403042 Offset Eye, Support Grip, 1.2-1.5", Stainless Steel, Rod 2 178.97 357.94 Field Labor Install of all components listed above 2days per station 2 1,500.00 3,000.00 Misc Miscellaneous consumables for job 1 500.00 500.00 S100NONC ROTO-FLOAT 100'4 0.00 0.00 1) Pricing does not include s hipping unless explicitly s tated. Terms are NET 15 unless otherwise negotiated. 2) Es timated lead time: 7 - 20 working week s 3) We can add field labor to above quote to install these components . 4) On above Sq-D Siz e 3 s tarters remove $277.33 per unit if City wants to use Size 2 starters. 5) We at GPS want to Thank You for y our busines s. Note: Unforeseen problems not listed in scope of work will be addres sed at the time of project. Additional charges may be added if project goes bey ond time frame or scope of work. G lobal Pump Solutions BUYBOARD#672-22 SUBTOTAL 15,024.69 TAX 0.00 TOTAL $15,024.69 Acc epted By Acc epted Date 215 Global Pum p Solutions 4541JD Mouser Pkwy Alvarado TX 76009 Page 2 of 2 Fan for Panel Deloitte LS BAA1000 IDEC DIN Mounting Rail, Aluminum, 3.28x1.38" (1mx35mm) Din Rail Deloitte LS 1 23.06 23.06 ATMR1 MERSEN 600V CLASS CC FAST ACTING Fuse for phase monitor Deloitte LS 42 20.70 869.40 MTW-4-STR-BLK CU WIRE Wire for starters Deloitte LS 120 3.95 474.00 02403042 Offset Eye, Support Grip, 1.2-1.5", Stainless Steel, Rod 2 178.97 357.94 Field Labor Install of all components listed above 2days per station 2 1,500.00 3,000.00 Misc Miscellaneous consumables for job 1 500.00 500.00 S100NONC ROTO-FLOAT 100'3 0.00 0.00 S60NONC ROTO-FLOAT 60'2 0.00 0.00 1) Pricing does not include s hipping unless explicitly s tated. Terms are NET 15 unless otherwise negotiated. 2) Es timated lead time: 7 - 20 working week s 3) We can add field labor to above quote to install these components . 4) On above Sq-D Siz e 3 s tarters remove $277.33 per unit if City wants to use Size 2 starters. 5) We at GPS want to Thank You for y our busines s. Note: Unforeseen problems not listed in scope of work will be addres sed at the time of project. Additional charges may be added if project goes bey ond time frame or scope of work. G lobal Pump Solutions BUYBOARD#672-22 SUBTOTAL 12,030.68 TAX 0.00 TOTAL $12,030.68 Acc epted By Acc epted Date 216 Town of Westlake Staff Report 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 File #:RES 25-01 Agenda Date:2/18/2025 Agenda #:F.5. TOWN STAFF REPORT RECOMMENDATIONS Discuss, consider and act to approve Resolution 25-01 amending the established dates for Regular Meetings of the Town Council | Board of Trustees through September 30, 2025 (Town Manager Wade Carroll) STAFF:Wade Carroll, Town Manager BACKGROUND: The Town Council/Board of Directors is charged with the development and implementation of a meeting calendar that clearly defines public meeting dates for the Westlake Town Council and the Westlake Academy Board of Directors.The adoption of the calendar by resolution is required by Sec.22.038 MEETINGS of the Texas Local Government Code stating in section (a),“The governing body of the municipality shall meet at the time and place determined by a resolution adopted by the governing body.” DISCUSSION: Through discussion with Council/Board members and staff at both the Town of Westlake and the Westlake Academy,the group has determined that moving to a single meeting per month would be beneficial for all involved.The Town of Westlake and Westlake Academy staff feel that the additional time between meetings will improve the level of preparation and the materials required to ensure that the Council/Board have the information necessary to make a well-informed decision on items brought before them.The shortened schedule will also allow those Council/Board members to better control their own schedules and make participation in all meetings easier to manage.Staff has created two calendars for the Council’s review.The first shows meeting dates continuing Mondays but moves the majority of the meetings to the third (3rd)Monday of the month.The Planning and Zoning Commission meets during the first week of the month and therefore staff needs to ensure that we have time to turn materials around and prepare Council for decisions on zoning issues.The second calendar moves the meeting to the third (3rd)Tuesday of the month.The Town Manager and Head of School would like to request that the meetings move to a Tuesday.This accomplishes two things,one that the staff has time to cover the materials with Council before the meeting through phone calls and emails and two,removes the need for changing meeting dates due to the 4 holidays that fall on Mondays each year. The new calendar can begin either in April or if Council would prefer,we could start the one meeting per month schedule in March.However,the third week of March is spring break for the Academy.Staff requests that if that is preferred, the original meeting date of March 24 is upheld. Council can agree upon one of the calendars presented or can ask staff to develop another calendar for their review that better meets their needs. FISCAL IMPACT: Town of Westlake Printed on 2/13/2025Page 1 of 2 powered by Legistar™217 File #:RES 25-01 Agenda Date:2/18/2025 Agenda #:F.5. There is no fiscal impact as a result of changing the meeting dates. STAFF RECOMMENDATION: Staff recommends approving Resolution 25-01 moving Town Council/Board of Trustees meetings to a once a month meeting schedule on the third (3rd) Tuesday of each month as outlined in the calendar presented. ATTACHMENT(S): 2 TC BOT Meeting Calendar Options Current TC BOT FY 24 25 Meeting Calendar Resolution 25-01 TOWN COUNCIL ACTION/OPTIONS: 1)Motion to approve 2)Motion to amend with the following stipulations (please state stipulations in motion) 3)Motion to table 4)Motion to deny Town of Westlake Printed on 2/13/2025Page 2 of 2 powered by Legistar™218 S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 5 1 2 3 1 2 3 4 5 6 7 6 7 8 9 10 11 12 4 5 6 7 8 9 10 8 9 10 11 12 13 14 13 14 15 16 17 18 19 11 12 13 14 15 16 17 15 16 17 18 19 20 21 20 21 22 23 24 25 26 18 19 20 21 22 23 24 22 23 24 25 26 27 28 27 28 29 30 25 26 27 28 29 30 31 29 30 S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 5 1 2 1 2 3 4 5 6 6 7 8 9 10 11 12 3 4 5 6 7 8 9 7 8 9 10 11 12 13 13 14 15 16 17 18 19 10 11 12 13 14 15 16 14 15 16 17 18 19 20 20 21 22 23 24 25 26 17 18 19 20 21 22 23 21 22 23 24 25 26 27 27 28 29 30 31 24 25 26 27 28 29 30 28 29 30 31 S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 5 1 2 3 1 2 3 4 5 6 7 6 7 8 9 10 11 12 4 5 6 7 8 9 10 8 9 10 11 12 13 14 13 14 15 16 17 18 19 11 12 13 14 15 16 17 15 16 17 18 19 20 21 20 21 22 23 24 25 26 18 19 20 21 22 23 24 22 23 24 25 26 27 28 27 28 29 30 25 26 27 28 29 30 31 29 30 S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 5 1 2 1 2 3 4 5 6 6 7 8 9 10 11 12 3 4 5 6 7 8 9 7 8 9 10 11 12 13 13 14 15 16 17 18 19 10 11 12 13 14 15 16 14 15 16 17 18 19 20 20 21 22 23 24 25 26 17 18 19 20 21 22 23 21 22 23 24 25 26 27 27 28 29 30 31 24 25 26 27 28 29 30 28 29 30 31 TOWN COUNCIL | BOARD OF TRUSTEES MEETING ON 3RD MONDAY BEGINNING APRIL 2025 includes Planning & Zoning Commission Dates April 25 May 25 June 25 (Good Friday April 18th) (Memorial Day 5/26) (Juneteenth 6/19) April 25 May 25 June 25 July 25 August 25 September 25 (Independence Day 7/4) (Labor Day 9/1) Holidays Council/BOT Meeting P&Z TOWN COUNCIL | BOARD OF TRUSTEES MEETING ON 3RD TUESDAY BEGINNING APRIL 2025 includes Planning & Zoning Commission Dates (Good Friday April 18th) (Memorial Day 5/26) (Juneteenth 6/19) July 25 August 25 September 25 (Independence Day 7/4) (Labor Day 9/1) Holidays Council/BOT Meeting P&Z Town Secretary's Office Draft Prepared 2/5/2025 219 S M T W T F S S M T W T F S S M T W T F S 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 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 S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 1 1 5 6 7 8 9 10 11 2 3 4 5 6 7 8 2 3 4 5 6 7 8 12 13 14 15 16 17 18 9 10 11 12 13 14 15 9 10 11 12 13 14 15 19 20 21 22 23 24 25 16 17 18 19 20 21 22 16 17 18 19 20 21 22 26 27 28 29 30 31 23 24 25 26 27 28 23 24 25 26 27 28 29 30 31 S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 5 1 2 3 1 2 3 4 5 6 7 6 7 8 9 10 11 12 4 5 6 7 8 9 10 8 9 10 11 12 13 14 13 14 15 16 17 18 19 11 12 13 14 15 16 17 15 16 17 18 19 20 21 20 21 22 23 24 25 26 18 19 20 21 22 23 24 22 23 24 25 26 27 28 27 28 29 30 25 26 27 28 29 30 31 29 30 S M T W T F S S M T W T F S S M T W T F S 1 2 3 4 5 1 2 1 2 3 4 5 6 6 7 8 9 10 11 12 3 4 5 6 7 8 9 7 8 9 10 11 12 13 13 14 15 16 17 18 19 10 11 12 13 14 15 16 14 15 16 17 18 19 20 20 21 22 23 24 25 26 17 18 19 20 21 22 23 21 22 23 24 25 26 27 27 28 29 30 31 24 25 26 27 28 29 30 28 29 30 31 Town of Westlake, 1500 Solana Blvd., Bldng. 7, Suite 7200, Westlake, TX 76262 www.Westlaketx.gov 817-430-0941 (Spring Break 3/17-3/21) (Labor Day 9/1) (Juneteenth 6/19) (New Year's Day 1/1 & MLK 1/20)(Presidents' Day 2/17) April 25 May 25 (Good Friday April 18th) (Memorial Day 5/26) June 25 July 25 August 25 (Independence Day 7/4) September 25 Winter/Spring BreakCouncil/BOT Meeting Holidays TOWN COUNCIL | BOARD OF TRUSTEES FY 24-25 MEETING CALENDAR October 24 November 24 December 24 (Thanksgiving 11/28 & 11/29)(Christmas 12/24 & 12/25) (Winter Break 12/23 - 1/3) January 25 Febuary 25 March 25 Town Secretary's Office S:>Agenda Preparation>Calendars Approved by Res 24-58 8/19/2024 220 TUESDAY MONDAY Town of Westlake, 1500 Solana Blvd., Bldng. 7, Suite 7200, Westlake, TX 76262 www.WestlakeTX.gov 817-430-0941 MONDAY MONDAY MONDAY 9/15/2025 9/2/2025 8/4/2025 8/18/2025 MONDAY MONDAY MONDAY MONDAY MONDAY MONDAY MONDAY MONDAY TUESDAY MONDAY MONDAY TUESDAY MONDAY MONDAY MONDAY 7/14/2025 6/2/2025 6/16/2025 5/19/2025 4/21/2025 5/5/2025 4/7/2025 3/3/2025 3/24/2025 2/18/2025 1/21/2025 2/3/2025 1/6/2025 11/11/2024 12/9/2024 10/21/2024 TOWN COUNCIL | BOARD OF TRUSTEES FY 24-25 MEETING DATES LIST DATE 10/7/2024 DAY OF WEEK MONDAY Town Secretary's Office S:>Agenda Preparation>Calendars Approved by Res 24-58 8/19/2024 221 Resolution 25-01 Page 1 of 2 TOWN OF WESTLAKE RESOLUTION NO. 25-01 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, TO SET THE MEETING DATES FOR THE PERIOD OF APRIL 1, 2025 THRU SEPTEMBER 30, 2025 OF THE TOWN COUNCIL, BOARD OF TRUSTEES, AND DECLARING AN EFFECTIVE DATE. WHEREAS, the Texas Local Government Code allows the governing body of a general law municipality to establish regular meetings of the governing body by the passage of a resolution; and WHEREAS, the Town Council finds that it is in the best interest of the Council and the Town’s residents that the Council shall establish regular meetings at a convenient date, time, and place; and WHEREAS, the 2025 available regular meeting dates are hereby amended in accordance with attached Exhibit “A”; and WHEREAS, the Town Council finds that the passage of this Resolution is in the best interest of the citizens of Westlake. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: The Town Council hereby sets the meeting dates for the period of April 1, 2025 thru September 30, 2025 for regular meetings as shown in the attached Exhibit “A”. SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. SECTION 4: That this resolution shall become effective from and after its date of passage. 222 Resolution 25-01 Page 2 of 2 PASSED AND APPROVED ON THIS 18TH DAY OF FEBRUARY 2025. _____________________________ ATTEST: Kim Greaves, Mayor _____________________________________ Dianna Buchanan, Town Secretary APPROVED AS TO FORM: ____________________________ L. Stanton Lowry, Town Attorney 223