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06.25.26 TC BOT REGULAR MEETING AGENDA PACKET
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. NOTE: To comply with Senate Bill 12, Westlake Academy items will begin no earlier than 5 p.m. but may start later depending on the progression of posted agenda items. 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 to improve meeting efficiency, any residents wishing to speak must submit a Pursuant to Texas Government Code Section 551.127, one or more members of the Town Council may participate in this meeting by video-conference call. A quorum of the Town NOTE: As authorized by Section 551.071 of the Texas Government Code, the Town Council/Board of Trustees may enter into closed Executive Session for the purpose of seeking confidential legal advice from the Town Attorney and/or School Attorney on any agenda item listed herein. A. CALL REGULAR TOWN COUNCIL MEETING TO ORDER (4 P.M.) AND ANNOUNCE A B. INVOCATION AND PLEDGES OF ALLEGIANCE C. PROCLAMATION, PRESENTATIONS AND RECOGNITIONS C.1. Recognition of Westlake Academy Student Athlete Kate Roberts C.2. Building Safety Month Proclamation 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 D.1. Items of Community Interest MEETING NOTICE Thursday, June 25, 2026 LOCATION: COUNCIL CHAMBER TOWN OF WESTLAKE TOWN HALL 1500 SOLANA BLVD., SUITE 7100 BUILDING 7, WESTLAKE, TX 76262 TOWN OF WESTLAKE TOWN COUNCIL MEETING 4 PM WESTLAKE ACADEMY BOARD OF TRUSTEES MEETING 5 PM REGULAR MEETING AGENDA Page 1 TC/BOT REGULAR MEETING AGENDA JUNE 25, 2026 PAGE 2 TOWN COUNCIL AGENDA ITEMS E. CITIZEN/PUBLIC COMMENTS This is an opportunity for citizens/public to address the Town Council on any matter, whether or not it is posted on the agenda. Anyone wishing to speak on action items must submit a speaker request form to the Town Secretary prior to the start of the meeting. Individual comments are normally limited to three (3) minutes. The presiding officer may ask the speaker to hold their comment on an agenda item if the item is posted as a Public Hearing. The Town Council/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 staff to review the matter, or an item may be noticed on a future agenda for deliberation or F. REPORTS AND UPDATES F.1. Informational update and progress report for the Westlake Academy Arts and G. DISCUSSION ITEM G.1. Discussion and receive direction regarding traffic concerns and potential mitigation measures – Ottinger Road, Dove Road, Davis Boulevard, Solana Boulevard, and H. CONSENT AGENDA All items listed below are considered routine by the Town Council and will be enacted with one motion. There will be no separate discussion of items unless a Council Member or citizen so requests, in which event the item will be removed from the general order of H.1. Discuss, consider and act to approve the Town Council/Board of Trustees Meeting Minutes for the May 19, 2026 Regular Meeting and the May 19, 2026 WA Strategic H.2. Discuss, consider and act regarding Resolution No. 26-17 designating the Director of Human Resources as the Amercians with Disabilities Act ("ADA") Coordinator for the Town; providing for the administration of ADA Compliance Activities; and providing an H.3. Discuss, consider and act on Resolution 26-21 accepting right-of-way donation from Hillwood Development Company on J.T. Ottinger Road within the Town of Westlake his designee to take all necessary administrative actions to acquire such right-of-way I. REGULAR AGENDA ITEMS I.1. Discuss, consider and act to direct staff regarding amendments to the Town of Page 2 TC/BOT REGULAR MEETING AGENDA JUNE 25, 2026 PAGE 3 J. EXECUTIVE SESSION The Town Council will conduct a closed session pursuant to Section 551.071 (2) of the Texas Government Code, for the purpose of seeking confidential legal advice from the J.1. Section 551.074(1) Deliberation regarding Personnel Matters - to deliberate the appointment, employment, evaluation, reassignment, duties, of a public officer or employee: (a) Board and Commission Appointments and Reappointments J.2. Section 551.071: Consultation with Academy Attorney to receive legal advice K. TAKE ACTION, IF NEEDED, FROM EXCUTIVE SESSION L. BOARDS AND COMMISSIONS L.1. Discuss, consider and act regarding Resolution 26-22 to appoint and reappoint applicants to serve as board members of the Planning and Zoning Commission and L.2. L.3. Discuss, consider and act to create a Town Council Subcommittee to review and make recommendations regarding police service proposals from the Keller Police WESTLAKE ACADEMY BOARD OF TRUSTEES AGENDA ITEMS M. PARENT/PUBLIC COMMENTS This is an opportunity for parents/public to address the Board of Trustees on any matter, whether or not it is posted on the agenda. Anyone wishing to speak on action items must submit a speaker request form to the Town Secretary prior to the start of the meeting. Individual comments are normally limited to three (3) minutes. The presiding officer may ask the speaker to hold their comment on an agenda item if the item is posted as a Public Hearing. The 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 Board of Trustees will receive the information, ask staff to review the matter, N. REPORTS AND UPDATES N.1. Update on the WA technology transition to Technology Lab. N.2. Update on the WA finance transition to Charter Impact. N.3. Report regarding Westlake Academy's after- O. CONSENT AGENDA All items listed below are considered routine by the Board of Trustees and will be enacted Page 3 TC/BOT REGULAR MEETING AGENDA JUNE 25, 2026 PAGE 4 with one motion. There will be no separate discussion of items unless a Board Member or citizen so requests, in which event the item will be removed from the general order of O.1. Discuss, consider and act regarding WA Resolution 26-14 rejecting all proposals received in response to Request for Proposals No. WA RFP 2026-02 for Unmanned Aircraft Emergency Response & Security Services and authorizing the reissuance of O.2. Discuss, consider and act regarding WA Resolution 26- the agreement with Box Insurance for Westlake Academy Building Property Casualty P. PUBLIC HEARING P.1. Conduct Public Hearing to receive public input regarding the Westlake Academy FY Q. REGULAR AGENDA ITEMS Q.1. Discuss, consider and act regarding WA Resolution 26-12 approving and adopting the proposed Westlake Academy budget for Fiscal Year Ending June 30, 2027, Q.2. Discuss, consider and act regarding WA Resolution 26-16 approving the SY 26-27 Q.3. Consider and act to approve WA Resolution 26-15 approving the Westlake Academy Q.4. Discuss, consider and act regarding WA Resolution 26-18 to approve and adopt WA Q.5. Discuss, consider and act regarding WA Resolution 26-17 to adopt Westlake Academy Financial Policies effective July 1, 2026 for the fiscal year transition to Q.6. Discuss, consider and act regarding governance of the Westlake Academy Q.7. Discuss, consider and act regarding Westlake Academy positions to support R. FUTURE AGENDA ITEMS S. STAFF RECAP OF TOWN COUNCIL/BOARD DIRECTIONS RECEIVED T. ADJOURNMENT Page 4 TC/BOT REGULAR MEETING AGENDA JUNE 25, 2026 PAGE 5 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, and at the Westlake Academy Administration Building located at 2600 JT Ottinger Road, Westlake, TX 76262 in compliance with the Texas Open Meetings Act, Chapter 551 of the Texas Government Code. Dianna Buchanan, CMC Town/Board 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 by calling phone number Page 5 TH£ TOWN OF WESTLAKE ..,._ ... -·'- ,. . ·d OIHINCTIVE BV DESIGN 'Town of WestCa� <ProcCamation <Procfaiming Ju{y 2026 as c.Buiufing Safety 9rtontn WHEREAS, the Town of Westlake, Texas (the "Town") is committed to recognizing that our growth and strength depends on the safety and essential role-our homes, buildings and infrastructure play, both in everyday life and when disasters strike; and, WHEREAS, our confidence in the resilience of these buildings that make up our community is achieved through the devotion of vigilant guardians-building safety and fire prevention officials, architects, engineers, builders, tradespeople, design professionals, laborers, plumbers and others in the construction industry-who work year-round to ensure the safe construction of buildings; and, WHEREAS, these guardians are dedicated members of the International Code Council (the "ICC"), a nonprofit organization that brings together local, state, territorial, tribal and federal officials who are domain experts in the built environment to create and implement the highest-quality codes and standards to protect us in the buildings where we live, learn, work and play, and, WHEREAS, these modem building codes, regulations, and standards include safeguards to protect the public from hazards such as hurricanes, snowstorms, tornadoes, wildland fires, floods and earthquakes; and, WHEREAS, Building Safety Month is sponsored by ICC in order to remind the public about the critical role of our communities' largely unknown protectors of public safety--our code officials who assure us of safe, sustainable and affordable buildings that are essential to our prosperity, and, WHEREAS, "Built to Last", the theme for Building Safety Month 2026, encourages us all to get involved and raise awareness about building safety on a personal, local and global scale, and, WHEREAS, each year, in observance of Building Safety Month, people all over the world are asked to consider the commitment to improve building safety, resilience and economic investment at home and in the community, and to acknowledge the essential service provided to all of us by local, state, tribal, territorial, and federal building safety and fire prevention departments, in protecting lives and property. NOW THEREFORE, I, Kim Greaves, Mayor of the Town of Westlake, Texas, and the Town Council do hereby proclaim the month of July 2026 as Building Safety Month and encourage all residents to ·o·n 11 • expressing appreciation of these essential service providers. ISSUED: June 25, 2026 Kim Greaves, Mayor Page 6 DATE: June 25, 2026 AGENDA ITEM NO: D.1. FROM: Jon Sasser, Director of Communications, Communications SUBJECT: Items of Community Interest SUMMARY/BACKGROUND: Updates on events and news around Westlake and Westlake Academy. 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 NOTABLE ITEMS AND UPCOMING EVENTS: Town Hall/Court Closed Observance of Independence Day Thursday, July 2, 2026 Planning & Zoning Meeting Tuesday, July 7, 2026; 5 pm 1500 Solana Blvd, Westlake Town Council Meeting Tuesday, July 21, 2026; 4 pm 1500 Solana Blvd, Westlake Additional Notes: •Police Advisory Committee •Commissions & Boards •Concert survey Town Council/Board of Trustees AGENDA ITEM REPORT Page 7 DATE: June 25, 2026 AGENDA ITEM NO: F.1. FROM: Jason Oliver, Project Manager, Town Manager's Office SUBJECT: Informational update and progress report for the Westlake Academy Arts and Sciences Building Expansion Project. ATTACHMENTS: SUMMARY : sciences addition construction project. A summary of the schedule will be given with special attention to project milestones leading to the opening date prior to the start of classes for the 2027–2028 school year. The budget update for the construction activities will keep town council apprised of BACKGROUND AND DISCUSSION: approved on March 24, 2026. The project summary each month will act as evidence that the project FISCAL IMPACT: LEGAL REVIEW: RECOMMENDATION: ACTION OPTIONS: Town Council/Board of Trustees AGENDA ITEM REPORT Page 8 Arts & Sciences Activity Summary Life to Date Transaction Vendor Date (GL)Revenue Pending Encumbrance Running Total Notes Transfer In Town 05/01/20 $100,000.00 $100,000.00 Transfer from WA Lot Fees on 5/1/20 Donations Lee 12/18/20 $1,250,000.00 $1,350,000.00 Seed donation Donations Lee 06/10/21 $1,000,000.00 $2,350,000.00 Seed donation Donations Lee 12/21/21 $750,000.00 $3,100,000.00 Seed donation Interest FFB 06/30/25 $426,497.79 $3,526,497.79 as of 6/30/2025 Bond Proceeds USBank 08/05/25 $4,042,510.28 $7,569,008.07 2025 CO Engineering (Graham)Graham 01/28/20 -$20,542.50 $7,548,465.57 STW Expenses (3 invoices 1/28/2020) Design (Bennet)Bennet 11/30/22 -$137,716.97 $7,410,748.60 STW Expenses (8 invoices Apr. 2020-Nov. 2022) Legal Services Schulman 06/30/25 -$1,543.75 $7,410,748.60 Waiting on scope & revised invoice Legal Services Schulman 07/31/25 -$568.75 $7,410,748.60 Waiting on scope & revised invoice Interest FFB 07/31/25 6,023.19$ $7,416,771.79 Interest earnings Interest TX Class 07/31/25 6,307.33$ $7,423,079.12 Interest earnings Interest FFB 08/31/25 21,522.95$ $7,444,602.07 Interest earnings Interest TX Class 08/31/25 6,307.65$ $7,450,909.72 Interest earnings PO 250111 BRW 09/08/25 -$540,000.00 $6,910,909.72 Architect (BRW) PO 250112 Urban Strategy 09/10/25 -$7,900.00 $6,903,009.72 Boundary & Topography Surveys PO 250116 UES 09/16/25 -$11,300.00 $6,891,709.72 Geotechnical services Interest FFB 09/30/25 18,854.98$ $6,910,564.70 Interest earnings Interest TX Class 09/30/25 6,069.78$ $6,916,634.48 Interest earnings PO 260004 BRW 10/08/25 -$28,000.00 $6,888,634.48 Master plan (per Board 10/2); verify funding source Inv 58827 Schulman 02/18/26 -$1,048.75 $6,887,585.73 Academy legal services; needs to reclass Asbestos Survey Terracon 03/11/26 -$2,555.00 $6,885,030.73 Asbestos survey Construction Sedalco 03/24/26 -$6,700,000.00 $185,030.73 Construction Contract Inv 226-04302 BRW 05/11/26 -$34,000.00 $151,030.73 FFE Additional Services Inv 226-04302 BRW 05/11/26 -$7,800.00 $143,230.73 Platting Additional Services Inv 226-04302 BRW 05/11/26 -$2,165.00 $141,065.73 Platting Reimbursable Inv 226-04302 BRW 05/11/26 -$1,550.00 $139,515.73 Easements by separate instrument Budget Remaining $139,515.73 Construction Contingency held within the $6,700,000 Sedalco contract: Allowance Number Original Contingency Change Amount Running Total Notes $244,000.00 $244,000.00 ALLW 01 -$11,051.00 $232,949.00 Betterment - Fire Extinguisher Cabinets, Utility Sink, Signage ALLW 02 -$3,050.00 $229,899.00 RFI 02 - Plumbing cleanouts moved $229,899.00 $229,899.00 ALLW 05 -$2,058.00 $227,841.00 Betterment - Ceiings in 417 & 418 to be replaced ALLW 06 $227,841.00 Pier Reconcilliation Pending Contingency Remaining $227,841.00 Page 9 DATE: June 25, 2026 AGENDA ITEM NO: G.1. FROM: Wade Carroll, Town Manager, Town Manager's Office SUBJECT: Discussion and receive direction regarding traffic concerns and potential mitigation measures – Ottinger Road, Dove Road, Davis Boulevard, Solana Boulevard, and Sidewalk/Trail Usage. ATTACHMENTS: SUMMARY : Measures – Ottinger Road, Dove Road, Davis Boulevard, Solana Boulevard, and Sidewalk/Trail BACKGROUND AND DISCUSSION: traffic congestion, safety concerns, and trail usage throughout several areas of Town. The primary concerns involve Ottinger Road, Dove Road, Davis Boulevard, Solana Boulevard, and the use of sidewalks and trails by electric bicycles and golf carts. Ottinger Road Staff has received concerns regarding increased traffic volume on Ottinger Road, particularly during morning school hours near Westlake Academy. Residents have expressed concerns regarding traffic congestion, vehicle stacking, cyclist activity, and potential safety hazards. Town Council/Board of Trustees AGENDA ITEM REPORT Page 10 Cyclist Concerns Several complaints involve cyclists utilizing Ottinger Road, reportedly causing traffic backups and authority to regulate bicycle traffic. Staff was advised that the Town may prohibit cyclists on Ottinger Road if directed by Council. However, staff was informed by both Keller Police Department and the Keller City Manager that the City of Keller has no interest in implementing a similar restriction on Keller-Smithfield Road or within Keller city limits.If Council desires, staff can prepare an ordinance prohibiting cyclists on Ottinger Road within Town limits. School Traffic and Queuing Additional concerns involve student drop-off and pick-up lines extending from Westlake Academy property onto Ottinger Road. Traffic stacking during these periods significantly impacts through traffic. Potential mitigation measures include: •Widening Ottinger Road adjacent to the Academy to provide dedicated turn lanes of sufficient length to accommodate drop-off and pick-up traffic while maintaining through traffic flow. •Installing a stop sign at the Academy entrance on Ottinger Road to facilitate exiting traffic from the campus during peak school hours. •Funding off-duty police officers to direct traffic during morning drop-off and afternoon pick-up periods. •Widening of Ottinger Road to add a bike lane. and could cause more traffic issues than necessary during off-peak times. Dove Road Staff has received complaints regarding two separate intersections along Dove Road. Dove Road and Pearson Lane Residents report extended wait times when attempting to turn onto Dove Road from Pearson Lane. Dove Road and Randol Mill Avenue Residents have reported concerns regarding excessive vehicle speeds and near-miss incidents involving vehicles turning onto Dove Road from Randol Mill Avenue. If directed by Council, staff can commission a traffic study for these intersections. Estimated cost for the study is approximately $10,000 to $15,000 per intersection. Depending on study results, Council could consider future intersection improvements such as: •Installation of a 3-way stop •Installation of a traffic signal •Construction of a roundabout Page 11 Estimated construction costs are as follows: •Three-way stop: approximately $15,000 •Three-way traffic signal: approximately $400,000 •Two-lane roundabout: approximately $4 million, excluding any required land acquisition Davis Boulevard Staff has received increasing concerns regarding the intersection of Davis Boulevard and the entrances to the Vaquero and Quail Hollow subdivisions. Complaints include near-miss incidents and extended wait times for vehicles exiting the neighborhoods onto Davis Boulevard. Because Davis Boulevard is under Texas Department of Transportation (TxDOT) jurisdiction, staff contacted TxDOT regarding the possibility of installing a traffic signal at the intersection. TxDOT representatives advised that a traffic study would be required prior to any signal consideration. TxDOT may conduct its own traffic study if it determines the intersection warrants further evaluation. traffic volume data at both subdivision entrances for submission to TxDOT. Estimated cost of a full traffic study is approximately $15,000 to $17,000. Solana Boulevard Staff has received complaints regarding near-miss incidents and extended wait times at the intersection of Sam School Road and Solana Boulevard. The increase in traffic is believed to be associated with increased activity at the nearby Life Time Fitness facility. The intersection currently contains stop sign control and a median refuge area for crossing traffic. If Council desires, staff can obtain traffic counts at the intersection; however, staff believes it is unlikely that current conditions would warrant additional traffic control devices. Sidewalks and Trails and golf carts on sidewalks and trails. Electric Bicycles Under Texas traffic law, electric bicycles are generally treated the same as traditional bicycles. As a result, Keller Police Department cannot enforce a prohibition against electric bicycles on sidewalks and trails unless the Town adopts an ordinance prohibiting all bicycles from those facilities. Golf Carts Keller Police Department may enforce regulations regarding: •Minors operating golf carts •Golf carts operating on sidewalks and trails However, enforcement remains difficult because violations typically must be directly observed by an Page 12 OPTIONS FOR COUNCIL CONSIDERATION Council may provide direction to staff regarding any of the following: 1. Prepare an ordinance prohibiting cyclists on Ottinger Road. 2. Evaluate roadway widening or turn lane improvements near Westlake Academy. 3. Consider temporary or limited-hour traffic control measures at Westlake Academy access points. 4. Authorize traffic studies for Dove Road intersections. 5. Authorize traffic counts or studies related to Davis Boulevard and HOA access points. 6. Request traffic counts at Sam School Road and Solana Boulevard. 7. Increase trail and sidewalk signage related to golf carts and motorized vehicle restrictions. 8. Provide alternative direction as deemed appropriate. FISCAL IMPACT: Item Estimated Cost LEGAL REVIEW: RECOMMENDATION: •Increasing signage at trail entrances and along trails prohibiting golf carts and electric motorcycles •Continuing to allow bicycles, including electric bicycles, on sidewalks and trails •Continuing education and enforcement efforts where practical •Obtain traffic counts on Davis, Dove and Solana intersections •Investigate opportunity to have KDP assist with traffic control during Academy drop off and pick up times ACTION OPTIONS: Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 DATE: June 25, 2026 AGENDA ITEM NO: H.1. FROM: Dianna Buchanan, Town Secretary, Town Secretary's Office SUBJECT: Discuss, consider and act to approve the Town Council/Board of Trustees Meeting Minutes for the May 19, 2026 Regular Meeting and the May 19, 2026 WA Strategic Planning Workshop Meeting. ATTACHMENTS: SUMMARY : Meeting and May 19, 2026 WA Strategic Planning Workshop Meeting for review and consideration of BACKGROUND AND DISCUSSION: with the Texas Open Meetings Act. Meeting minutes must document a quorum being present, accurately reflect the meeting's proceedings, and record specific actions taken. Upon approval and execution, the minutes become the official transcript and permanent record of the meeting. Minutes of open meetings are considered public records and are available upon approval for inspection as FISCAL IMPACT: LEGAL REVIEW: RECOMMENDATION: ACTION OPTIONS: Town Council/Board of Trustees AGENDA ITEM REPORT Page 24 Page 25 TC/BOT Regular Meeting Minutes May 19, 2026 Page 1 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 academy items, which will be clearly identified. NOTE:To comply with Senate Bill 12, Westlake Academy items will begin no earlier than 5 p.m. but may Town Council/Board of Trustees meetings are available for viewing online via live-stream or on-demand at -tx.org/787/Watch-Meetings-Live. In an effort to improve meeting efficiency, any residents -conference call. A quorum of the Town Council/Board of at the physical location of the meeting. A.CALL REGULAR TOWN COUNCIL MEETING TO ORDER AND ANNOUNCE A QUORUM PRESENT Mayor Greaves called the meeting to order at 5:01 p.m. and announced a quorum present. Mayor Kim Greaves Mayor Pro Tem Tammy Reeves Council Member Michael Yackira Council Member Todd Gautier Council Member T. J. Duane Council Member Kevin Smith (Present Virtually) Town Manager Wade Carroll Head of School Dr. Kelly Ritchie Town Secretary Dianna Buchanan Director Innovation & Dev. Michelle Briggs Town Attorney Alex Crowley Athletic Director Sarah Jones Finance Director Cayce Lay Lamas Head Coach Ben Notey Public Works Director Kyle Flanagan Human Resources Director Sandy Garza Communications Director Jon Sasser Fire Chief John Ard Town of Westlake Council Chamber, 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 Tuesday, May 19, 2026, 5:00 PM Meeting Minutes - Draft Page 26 TC/BOT Regular Meeting Minutes May 19, 2026 Page 2 Town Planner Cole Davenport Project Manager Jason Oliver Comms. Specialist Alexa Guadian IT Network Administrator Duston McCready Court Administrator Martha Solis School Attorney Janet Bubert B. INVOCATION AND PLEDGES OF ALLEGIANCE Reverend Alan D. Bentrup, Rector, St. Martin-in-the- the invocation. Mayor Greaves, assisted by Dr. Kelly Ritchie, Head of School and Westlake Academy students in attendance, led the Pledges. Mayor Greaves directed the meeting to D. Recognitions and Proclamations next. C.CEREMONIAL ITEMS C.1. Remarks from Newly Elected Officials: Mayor Kim D. Greaves Council Member Place 2 Michael Yackira Judge Brad Bradley administered the Oath of Office and presented Certificates of Election to Mayor Kim Greaves, Council Member Place 2 Michael Yackira and Council Member Place 4 Tammy Reeves. Mayor Greaves called for a recess at 5:17 p.m. to hold a brief reception for the Newly Elected Officials. Mayor Greaves reconvened the regular meeting at 5:31 p.m. D.RECOGNITIONS AND PROCLAMATIONS D.1. Recognition of State Championships: Varsity Tennis, Girls Track and Girls Golf This item immediately followed Item B. Invocation and Pledges of Allegiance. Westlake Academy Athletic Director Sarah Jones recognized student athletes and state championship winners from the girls' tennis, track and golf teams, and also recognized Coach Chad Nothe, head coach of boys' basketball and MYP golf and the recent successes of these programs. D.2. Recognition of Kate Roberts for signing to play soccer at Swarthmore College Dr. Ritchie said Miss Roberts was not able to attend the meeting and this would be scheduled at a later time. D.3. Recognition and Appreciation of former Planning and Zoning Commission Chair Adam Coffey Mayor Kim Greaves presented a plaque of appreciation to Mr. Adam Coffey, resigning Planning and Zoning Commission member and chair and thanked him for his contributions to the community. D.4. National Public Works Week Proclamation Page 27 TC/BOT Regular Meeting Minutes May 19, 2026 Page 3 Mayor Greaves proclaimed May 17 thru May 23, 2026, National Public Works Week and expressed appreciation for the Town's Public Works Department. E.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 E.1. Items of Community Interest Director of Communications Jon Sasser provided information on Items of Community Interest, including the schedule for the upcoming Westlake Academy Graduation and the closure of Town offices on Monday, May 25, 2026 in observance of Memorial Day. TOWN COUNCIL AGENDA ITEMS F.CITIZEN/PUBLIC COMMENTS This is an opportunity for citizens/public to address the Town Council on any matter, whether or not it is posted on the agenda. Anyone wishing to speak on action items must submit a speaker request form to the Town Secretary prior to the start of the meeting. Individual comments are normally limited to three (3) minutes. The presiding officer may ask the speaker to hold their comment on an agenda item if the item is posted as a Public Hearing. The Town Council/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 staff to review the matter, or an item may be noticed on a future agenda for deliberation or G. REPORTS AND UPDATES Receive reports and updates from Town staff, boards, commissions, committees, and partner organizations regarding operations, projects, and initiatives. This item is for G.1. Informational Update and Progress Report for the Westlake Academy Arts and Sciences Building Expansion Project. Project Manager Jason Oliver provided a monthly update on the status of the Westlake Academy Arts and Sciences Addition construction project. H.CONSENT AGENDA All items listed below are considered routine by the Town Council and will be enacted with one motion. There will be no separate discussion of items unless a Council Member or citizen so requests, in which event the item will be removed from the general order of Mayor Greaves asked if there were any items to be removed from the Consent Agenda? There were none. H.1. Discuss, consider and act to approve the Town Council/Board of Trustees Meeting Minutes for the April 21, 2026 Regular Meeting and the May 12, 2026 Special Page 28 TC/BOT Regular Meeting Minutes May 19, 2026 Page 4 H.2. Discuss, consider and act regarding Resolution 26-14 amending authorized signers for Westlake Academy's depository account with First Financial Bank and authorizing H.3. H.4. Motion to approve the Consent Agenda by Council Member Yackira and Motion Second by Council Member Gautier. Mayor Greaves called for the vote. Motion approved unanimously. I.REGULAR AGENDA ITEMS I.1. Discuss, consider and act to nominate and elect the Mayor Pro Tem for May 2026 thru May 2027. Motion to appoint Council Member Tammy Reeves as the Mayor Pro Tem for May 2026 to May 2027 by Council Member Yackira and Motion Second by Council Member Gautier. Mayor Greaves called for the vote. Motion approved unanimously. I.2. Discuss, consider and act regarding Resolution 26-13 to approve and authorize issuance of Request for Qualifications to update the Comprehensive Plan. Town Planner Cole Davenport presented an overview of the request. Motion by Council Member Yackira and Motion Second by Mayor Pro Tem Reeves to approve Resolution 26-13 approving and authorizing issuance of the Request for Qualifications to update the Comprehensive Plan. Mayor Greaves called for the vote. Motion approved unanimously. I.3. Discuss, consider and act regarding Resolution 26-11 authorizing a professional services agreement with Teague Nall and Perkins, Inc. for the engineering design of Public Works Director Kyle Flanagan provided an overview of the request. Representatives of Teague Nall and Perkins were present to answer questions. Motion by Council Member Gautier and Motion Second by Council Member Duane to approve Resolution 26-11 authorizing a professional services agreement with Teague Nall and Perkins, Inc, for the engineering design of the Elevated Storage Tank Project in an amount not to exceed $830,000. Mayor Greaves called for the vote. Motion approved unanimously. I.4. Discuss, consider and act to change the June 16, 2026 Town Council/Board of Trustees Regular Meeting date. Town Manager Wade Carroll provided details of the request to reschedule the June 16th meeting to June 25th so that Mayor Greaves can attend the meeting. Motion by Council Member Yackira and Motion Second by Council Member Smith to reschedule the June 16, 2026 Town Council/Board of Trustees meeting to June 25, 2026. Mayor Greaves called for the vote. Motion approved unanimously. Page 29 TC/BOT Regular Meeting Minutes May 19, 2026 Page 5 I.5. Discuss, consider and act to excuse Mayor and Council absences, if any. Motion by Council Member Gautier and Motion Second by Council Member Yackira to excuse the April 21, 2026 absence of Council Member Duane and the May 12, 2026 absence of Council Member Smith. Mayor Greaves called for the vote. Motion approved unanimously. WESTLAKE ACADEMY BOARD OF TRUSTEES AGENDA ITEMS J.PARENT/PUBLIC COMMENTS This is an opportunity for parents/public to address the Board of Trustees on any matter, whether or not it is posted on the agenda. Anyone wishing to speak on action items must submit a speaker request form to the Town Secretary prior to the start of the meeting. Individual comments are normally limited to three (3) minutes. The presiding officer may ask the speaker to hold their comment on an agenda item if the item is posted as a Public Hearing. The 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 Board of Trustees will receive the information, ask staff to review the matter, There was no one to speak at this time. K.CONSENT AGENDA K.1. Discuss, consider and act to approve WA Resolution 26-11 approving the Interlocal Agreement with Educational Services Center Region 11 for the Employee Benefits Cooperative Program for Academic Staff and authorizing the Head of School to Motion by Council Member Duane to approve the Consent Agenda and Motion Second by Council Member Yackira. Mayor Greaves called for the vote. Motion approved uanimously. L.REGULAR AGENDA ITEMS Mayor Greaves announced there are no Regular Agenda Items for Westlake Academy this evening. M.EXECUTIVE SESSION The Town Council/Board of Trustees will conduct a closed session pursuant to Section 551.071 (2) of the Texas Government Code, for the purpose of seeking confidential legal Mayor Greaves announced Items M.1. and M.2. for Executive Session and recessed the Regular Meeting to Executive Session at 5:58 p.m. M.1. Section 551.071: Consultation with Academy Attorney to receive legal advice regarding a Westlake Academy Affiliate Group: Westlake Academy Athletic Club M.2. Section 551.071: Consultation with and legal advice from the Town Attorney regarding pending litigation - Vertical Bridge v. Town of Westlake. Page 30 TC/BOT Regular Meeting Minutes May 19, 2026 Page 6 M.3. Section 551.074(1 ): Deliberation regarding Personnel Matters - to deliberate the appointment, employment, evaluation, reassignment, duties, of a public officer or N. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS Mayor Greaves reconvened the Regular Meeting from Executive Session at 6:29 P.M. There was no action as a result of Executive Session. O.FUTURE AGENDA ITEMS Items mentioned included future agenda items for a possible study addressing traffic concerns and bicycling on J T. Ottinger Road and throughout town to increase safety and electric bikes. Westlake Academy Affiliates should plan to provide semi-annual reports to the Board, with the next reports to be provided at the regular August 2026 Town Council/Board of Trustees meeting. The June agenda should include an update for the RFP for WA 2026-02 Unmanned Aircraft Emergency Response and Security Services. P.STAFF RECAP OF TOWN COUNCIL/BOARD DIRECTIONS RECEIVED As noted in O. Future Agenda Items. Q. ADJOURNMENT Mayor Greaves adjourned the meeting at 6:33 p.m. As approved by the Town Council/Board of Trustees at the meeting held June 25, 2026. ______________________________ Kim Greaves, Mayor and Board President ATTEST: ____________________________ Dianna Buchanan, CMC, Town/Board Secretary Page 31 TC/BOT Workshop Meeting Minutes May 19, 2026 Page 1 The Town Council of the Town of Westlake also serves as the governing Board of Trustees for Westlake Academy. Pursuant to Texas Government Code Section 551.127, one or more members of the Town Council/Board of Trustees may participate in this meeting by video-conference call. A quorum of the Town Council/Board of Trustees 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, the Town Council/Board of Trustees may enter into closed Executive Session for the purpose of seeking confidential legal advice from the Town Attorney and/or School Attorney on any agenda item listed herein. A. CALL THE WESTLAKE ACADEMY STRATEGIC PLANNING WORKSHOP MEETING Mayor Greaves called the meeting to order at 2 p.m. and announced a quorum present. COUNCIL PRESENT: Mayor Kim Greaves Mayor Pro Tem Tammy Reeves Council Member Michael Yackira Council Member Todd Gautier Council Member Kevin Smith (present virtually) Council Member T. J. Duane (arrived at 2:02 p.m.) STAFF PRESENT: Town Manager Wade Carroll Head of School Dr. Kelly Ritchie School Attorney Janet Bubert Director Innovation & Development Michelle Briggs Finance Director Cayce Lay Lamas Human Resources Director Sandy Garza Town Secretary Dianna Buchanan Communications Director Jon Sasser B. RECEIVE PRESENTATION, HOLD DISCUSSION, PROVIDE INPUT AND GIVE STAFF DIRECTION REGARDING THE PREPARATION OF THE WESTLAKE ACADEMY The meeting centered on establishing a framework for Westlake Academy's multi-year strategic plan. Dr. Kelly Ritchie presented six key pillars designed to guide the school through 2030: enrollment with intent, capital improvements, college-bound focus, organizational autonomy and investing in people and culture. The Board agreed that this session is merely the starting point for a process that will eventually include input from parents, teachers, and other stakeholders. Town Council/Board of Trustees Town of Westlake Council Chamber, 1500 Solana Blvd Building 7, Suite 7100 Westlake, TX 76262 WA STRATEGIC PLANNING WORKSHOP MEETING Tuesday, May 19, 2026, 2:00 PM Meeting Minutes - Draft Page 32 TC/BOT Workshop Meeting Minutes May 19, 2026 Page 2 C. DISCUSS TIMELINE AND NEXT STEPS FOR THE WESTLAKE ACADEMY Dr. Ritchie is to propose a formal structure for a site-based decision-making advisory committee. Staff will provide the Board with the full set of questions used in the recent employee pulse check surveys. The Board wants to establish a process for creating a formal Alumni Association. Dr. Ritchey will investigate the feasibility and return on investment of adding additional college counseling resources. Staff will meet with Deloitte representatives to discuss revitalizing their partnership with the school. Dr. Ritchie and staff to provide the Board with a detailed breakdown of incoming enrollment, roll rates, and student attrition by grade level. Staff to create a "heat map" of where current students reside to inform about potential boundary revisions. The Town Attorney is to research the legality of implementing a radius-based enrollment boundary within the charter. Staff will coordinate availability for the Board to meet and discuss the WA Strategic Plan again in the near future. D. ADJOURNMENT Mayor Greaves adjourned the meeting at 4:48 p.m. As approved by the Town Council/Board of Trustees at the meeting held June 25, 2026. _____________________________________ ATTEST: ______________________________ Dianna Buchanan, CMC, Town/Board Secretary Page 33 DATE: June 25, 2026 AGENDA ITEM NO: H.2. FROM: Wade Carroll, Town Manager, Human Resources SUBJECT: Discuss, consider and act regarding Resolution No. 26-17 designating the Director of Human Resources as the Amercians with Disabilities Act ("ADA") Coordinator for the Town; providing for the administration of ADA Compliance Activities; and providing an effective date. ATTACHMENTS: SUMMARY : equal access to programs, services, activities, employment opportunities, communications, and facilities for individuals with disabilities. Federal regulations implementing Title II of the ADA require public entities with fifty (50) or more employees to designate at least one employee responsible for coordinating ADA compliance efforts. While the Town has long been committed to accessibility and nondiscrimination, the adoption of Resolution No. 26-17 formally designates the Director of Human Resources as the Town’s ADA Coordinator and establishes a clear administrative structure for ADA compliance activities. The ADA Coordinator will serve as the primary point of contact for accessibility matters and will coordinate Town-wide efforts related to accommodation requests, accessibility modifications, and state accessibility requirements. BACKGROUND AND DISCUSSION: accessibility requirements across all Town departments. The ADA Coordinator’s responsibilities will include: • Coordinating responses to requests for reasonable accommodations and accessibility modifications; • Receiving and facilitating the resolution of ADA-related complaints or grievances; • Assisting departments with accessibility compliance matters related to Town programs, services, activities, employment practices, communications, and facilities; Town Council/Board of Trustees AGENDA ITEM REPORT Page 34 transition plans as required by law; and • Serving as the Town’s primary point of contact regarding ADA compliance matters. The proposed designation aligns with common local government practices and places ADA administration within the Human Resources Department, which routinely manages employment FISCAL IMPACT: LEGAL REVIEW: RECOMMENDATION: ACTION OPTIONS: Page 35 Resolution 26-17 Designating ADA Coordinator Page 1 TOWN OF WESTLAKE, TEXAS RESOLUTION NO. 26-17 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, DESIGNATING THE DIRECTOR OF HUMAN RESOURCES AS THE AMERICANS WITH DISABILITIES ACT (“ADA”) COORDINATOR FOR THE TOWN; PROVIDING FOR THE ADMINISTRATION OF ADA COMPLIANCE ACTIVITIES; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the Town of Westlake, Texas (the “Town”), is committed to providing equal access to municipal services, programs, activities, employment opportunities, and facilities in accordance with the requirements of the Americans with Disabilities Act of 1990, as amended (“ADA”), and applicable federal and state laws; and WHEREAS, Title II of the ADA and its implementing regulations require public entities with fifty (50) or more employees to designate at least one employee to coordinate compliance with and carry out responsibilities under the ADA; and WHEREAS, the Town Council finds that designating an ADA Coordinator will promote accessibility, consistency, accountability, and compliance with applicable accessibility laws and regulations; and WHEREAS, the Town Council desires to designate the Director of Human Resources as the ADA Coordinator for the Town of Westlake. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1. The Town Council hereby designates the Director of Human Resources, or such successor title or position performing substantially similar duties, as the ADA Coordinator for the Town of Westlake. SECTION 2. The ADA Coordinator shall be responsible for coordinating the Town’s efforts to comply with the Americans with Disabilities Act and related accessibility laws and regulations, including but not limited to: a. Coordinating responses to requests for reasonable accommodations and accessibility modifications; b. Receiving and facilitating resolution of ADA-related complaints or grievances; Page 36 Resolution 26-17 Designating ADA Coordinator Page 2 c. Assisting departments with accessibility compliance matters relating to Town programs, services, activities, employment practices, communications, and facilities; d. Coordinating development and maintenance of any ADA policies, notices, procedures, or transition plans as may be required by law; and e. Serving as the Town’s primary point of contact regarding ADA compliance matters. SECTION 3. The Town Manager is authorized to implement administrative procedures necessary to carry out the intent of this Resolution and to update internal organizational assignments consistent with this designation. 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. SECTION 5. This Resolution shall take effect immediately upon its adoption. PASSED AND APPROVED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, ON THIS 25TH DAY OF JUNE, 2026. APPROVED: __________________________________ Kim Greaves, Mayor ATTEST: __________________________________ Dianna Buchanan, Town Secretary APPROVED AS TO FORM: __________________________________ Alex Crowley, Town Attorney Page 37 DATE: June 25, 2026 AGENDA ITEM NO: H.3. FROM: Kyle Flanagan, Public Works Director, Public Works SUBJECT: Discuss, consider and act on Resolution 26-21 accepting right-of-way donation from Hillwood Development Company on J.T. Ottinger Road within the Town of Westlake for bridge replacement and other improvements and authorizing the Town Manager or his designee to take all necessary administrative actions to acquire such right-of-way according to applicable law. ATTACHMENTS: SUMMARY : Replacement and other related improvements to the bridge along J.T. Ottinger Road will require that related improvements will enhance the safety of the thoroughfare. One of the property owners --- Hillwood Development Company --- desires to donate a portion of their land to the Town for this project. In accordance with State Law, the Town must adopt a resolution to accept the property --- and the Department of Public Works is also requesting that the Town Manager or his designee be Public Works recommends approval of Resolution 26-21 (the “Resolution”) as presented. BACKGROUND AND DISCUSSION: The Town has worked closely with the Texas Department of Transportation (“TxDOT”) to help fund the bridge replacement and other related improvements along J.T. Ottinger Road. The bridge is in substantial need of repair; and the availability of funds from TxDOT will ensure its timely replacement, thereby improving the safety of the thoroughfare and allowing the Town to replace aging infrastructure. To move forward with the bridge replacement, the Town will need to acquire additional right-of-way. Hillwood Development Company does own property along J.T. Ottinger Road and desires to donate Town Council/Board of Trustees AGENDA ITEM REPORT Page 38 unable to move forward until all right-of-way needed for this project has been acquired and accepted by the Town Council in accordance with State Law. The properties from which a portion of land specifically for right-of-way to be acquired is attached as execute any all documents that are necessary for the acquisition of such right-of-way in accordance with State Law. Further, the Town must also act in an expeditious manner as TxDOT has specifically allocated and dedicated funds for this project. If the Town does not acquire and accept the right-of-way in accordance with State Law and by the end of July, then the funds that have been allocated and dedicated specifically to the J.T. Ottinger Road bridge replacement project will be rescinded by TxDOT and the Town will have to reapply for funding at a future date. FISCAL IMPACT: LEGAL REVIEW: RECOMMENDATION: The Department of Public Works recommends approval of the Resolution as presented. ACTION OPTIONS: Page 39 TOWN OF WESTLAKE RESOLUTION NO. 26-21 A RESOLUTION BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, ACCEPTING A PORTION OF LAND DONATED FROM HILLWOOD DEVELOPMENT COMPANY FOR PUBLIC RIGHT-OF-WAY FOR THE J.T. OTTINGER ROAD BRIDGE REPLACEMENT PROJECT; AUTHORIZING THE TOWN MANAGER OR DESIGNEE TO TAKE ALL NECESSARY ADMINISTRATIVE ACTIONS TO ACQUIRE THE LAND ACCORDING TO APPLICABLE LAW, INCLUDING PREPARING AND EXECUTING ALL RELATED DOCUMENTS; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the Town of Westlake, Texas (the “Town”) finds that the reconstruction and improving the safety of the Ottinger Road Bridge is a priority to the Town’s residents, businesses, and visitors; and WHEREAS, Hillwood Development Company desires to assist the Town in these efforts by donating a portion of its land as depicted in Exhibit “A” to the Town in adjacency to the Ottinger Road Bridge to facilitate such bridge reconstruction and improvements; and, WHEREAS, the Town desires to accept the land from Hillwood Development Company. 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, hereby accepts the donation of a portion of land by Hillwood Development Company for public right-of-way for the J.T. Ottinger Road Bridge Replacement Project depicted in the attached Exhibit “A”. Page 40 SECTION 3: The Town Manager or his designee is authorized to take all necessary administrative actions to carry out the intent of this Resolution, including acceptance of a quitclaim deed in accordance with all applicable law. 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 Town Council hereby determines that it would have adopted this Resolution without the invalid provision. SECTION 5: This Resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 25TH DAY OF JUNE 2026. Kim Greaves, Mayor ATTEST: Dianna Buchanan, Town Secretary APPROVED AS TO FORM: Alex Crowley, Town Attorney Resolution 26-21 Page 2 Page 41 EXHIBIT “A” SUBJECT PROPERTY IN WHICH A PORTION OF LAND WILL BE DEEDED TO THE TOWN OF WESTLAKE, TEXAS (The subject property is highlighted in red for the purposes of this Exhibit) Resolution 26-21 Page 3 Page 42 DATE: June 25, 2026 AGENDA ITEM NO: I.1. FROM: Wade Carroll, Town Manager, Town Manager's Office SUBJECT: Discuss, consider and act to direct staff regarding amendments to the Town of Westlake Strategic Plan 2025-2032 adopted by Resolution 25-08. ATTACHMENTS: SUMMARY : FY25-32 Strategic Plan to outline the Vision, Mission, Values, Priorities, Goals and Initiatives for the next 5-7 years. Each year the Town Council and staff will review the strategic plan to update the council on progress, ensure that strategic direction has not changed and make any necessary BACKGROUND AND DISCUSSION: Two-Year Strategic Performance Assessment (Years 1–2 of the 2025–2032 Strategic Plan) In the first two years of the 2025–2032 Strategic Plan, the Town of Westlake has demonstrated strong momentum, disciplined financial management, and significant early progress across nearly all priority areas. The foundational systems, policies, and operational enhancements envisioned in the Strategic Plan are largely in place, supported by robust financial capacity and rising community engagement. Westlake’s financial performance significantly outpaced expectations. Revenues grew from $16.8M (2022) to $21.5M (2024), and fund balances climbed from $10.3M (2022) to $36.3M (2025), projecting $38.3M in 2026—a more than threefold increase in just four years. Certified property values rose from $1.66B to $2.87B over the same period, strengthening long-term funding reliability and overall resilience. Debt levels remain conservative, with property-tax-supported debt at just 0.05–0.08% of certified values and all debt at 1.6–2.3%, well within sustainable ranges. Operationally, departments have delivered measurable progress consistent with Strategic Plan goals: Town Council/Board of Trustees AGENDA ITEM REPORT Page 43 •Public Safety met 90th-percentile response-time standards, expanded hands-on training, and executed NFPA 1410 evolutions as scheduled •Communications fully deployed the “Westlake Together” initiative, launched multiple retention-focused videos, and increased community engagement and event participation •Human Resources established comparison benchmarks, percentile targets, and the framework of a multi-component compensation policy •Finance reduced general fund expenditures by 3% across all departments as part of the Y2026 budget and will be able to hold Academy’s General Fund allotment at $1.5 million dollars while continuing to fund Academy Debt Service at $2.3 million dollars and paying 100% of all shared service employee salaries and benefits. •Infrastructure & Development completed water system modeling, launched capital maintenance programs, implemented mixed-use zoning, and advanced the Comprehensive Plan update process on schedule •Economic Development retained and expanded approximately 6,000 full-time positions at Charles Schwab Co., Inc., and Goosehead Insurance to reinforce Westlake as a premier destination for corporate headquarters Collectively, these accomplishments place Westlake in a strong strategic posture, with the necessary frameworks, fiscal strength, and operational systems to accelerate progress across the remaining five years of the plan. Greater details available in the Strategic Plan Progress document attached. FISCAL IMPACT: None LEGAL REVIEW: N/A RECOMMENDATION: Althought the overall direction of the strategic plan remains valid, staff recommends the following changes to the strategic plan: 1. Remove all goals and strategies related to Westlake Academy to be addressed in the Westlake Academy Strategic Plan 2. Add Town specific measurable goals/initiatives related to shared services 3. Update the annual support level for the Academy to $1.5 million annually to be reevaluated in 2031 4. Evaluate the police service delivery model and needs 5. Remove items that have been completed 6. Move Foundation related goals to the Academy's strategic plan 7. Add Council-directed goals/initiatives related to ROW and median maintenance 8. Add Council-directed goals/initiatives related to Entrada 9. Add goals/initiatives related to the development of Circle T Ranch ACTION OPTIONS: Page 44 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. Page 45 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 Page 46 City of Westlake Town of Westlake, Texas 2025-2032 Strategic Plan City of Westlake Town of Westlake, Texas 2025-2032 City of Westlake Strategic Plan City of Westlake Page 47 Prepared for the Town of Westlake by Page 48 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 Pa g e 1 | Table of ContentsTable of Contents 11 12 13 24 Page 49 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 fromMayor 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. Pa g e 2 | Letter fromMayor Greaves 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 Mr. Kim Greaves, Mayor Town of Westlake Thank you for your continued support as we work together toward a brighter future for Page 50 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 Pa g e 3 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Dr. Anna WhiteDr. Your Westlake Town Council Page 51 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 including current or future known development revenue. 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. Pa g e 4 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 52 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. Pa g e 5 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 About Strategic Plan 2025-2032 Page 53 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: Pa g e 6 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 About Strategic Plan 2025-2032 Page 54 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 Pa g e 7 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 About Strategic Plan 2025-2032 Page 55 Strategic Plan 2025-2032 Framework Vision Mission Organizational Values Priorities Goals and Strategies Pa g e 8 | Vision Mission Organizational Values Priorities Goals and Strategies Page 56 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: Pa g e 9 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 strategic partnerships with residents Page 57 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: Pa g e 1 0 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 58 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. Pa g e 1 1 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 59 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: Pa g e 1 2 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 A. Financial Sustainability C. Development and Economic Growth D. Infrastructure Investment E. Communication – Resident/Stakeholder F. Public Safety A. Financial Sustainability Westlake Academy C. Development and Economic Growth D. Infrastructure Investment E. Communication – Resident/Stakeholder Engagement F. Public Safety Page 60 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. Municipal funding amounts could be influenced by revenue gained from state funding and donations each year, with a goal of 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 Pa g e 1 3 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 61 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 Pa g e 1 4 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 62 Pa g e 1 5 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 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 Page 63 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 Pa g e 1 6 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 64 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 Pa g e 1 7 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 65 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. Pa g e 1 8 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 66 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 Pa g e 1 9 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 67 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 Pa g e 2 0 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 68 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 Pa g e 2 1 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 69 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 Pa g e 2 2 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 70 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. Pa g e 2 3 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 71 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 Pa g e 2 4 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Future of Westlake Page 72 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. Pa g e 2 5 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Future of Westlake To w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Pa g e 2 5 | To w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 73 Page 74 Town of Westlake Fiscal Model and Fiscal Sustainability Planning FINAL REPORT October 2024 Page 75 Page 76 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 Page 77 Page 78 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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 Page 79 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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 Page 80 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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. Page 81 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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. Page 82 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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. Page 83 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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 Page 84 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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 Page 85 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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. Page 86 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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 Page 87 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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 Page 88 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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) Page 89 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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 Page 90 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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) Page 91 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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: Page 92 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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 revenue strategies to solve the fiscal gap Scenario 2 –Strong Revenues Addressing Underfunded Capital Needs •Focus on revenue enhancements with a goal of providing additional resources for capital improvements Scenario 3 –Balanced Approach •Blend of revenue enhancements and expenditure reductions to solve the gap attempting to mitigate service level reductions Scenario 4 –Strong Expenditure Reductions •Reliant primarily on expenditure reductions with potential cuts to service levels Revenue Enhancements Expenditure Reductions Page 93 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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 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. Page 94 Town of Westlake Fiscal Model and Fiscal Sustainability Planning Fiscal Sustainability Plan 17 # Description Long-range Annual Fiscal Impact Comments Academy privatization $5.5 million 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 2 shared service delivery $150,000 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 $150,000 Identify opportunities to share public works maintenance services, including streets, facilities, fleet, and 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 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. Page 95 Town of Westlake Fiscal Model and Fiscal Sustainability Planning Fiscal Sustainability Plan 18 # Description Long-range Annual Fiscal 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 6 – focus economic development efforts on significant sales tax producers $2,000,000 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 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 8 Stormwater utility district (SWUD) – implement a SWUD to cover costs associated with stormwater <$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 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. Page 96 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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. Page 97 Town of Westlake Fiscal Model and Fiscal Sustainability Planning 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. Page 98 Westlake, TX Economic Development Plan Report December 13, 2024 Page 99 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 Page 100 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) Page 101 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. Page 102 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 Page 103 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) Page 104 Westlake, TX Economic Development Plan Report Economic Strategy Baseline 5 Tarrant County characteristics. (Lightcast) Denton County Migration Patterns. (Lightcast) Page 105 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% Page 106 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 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. Page 107 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. Page 108 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) Page 109 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. Page 110 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. Page 111 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. Page 112 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. Page 113 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) Page 114 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 Page 115 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. Page 116 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 Page 117 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 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 Page 118 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 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. 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. Page 119 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. Page 120 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 Page 121 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; Page 122 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. Page 123 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 Page 124 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. Page 125 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. Page 126 Executive Summary Two-Year Strategic Performance Assessment (Years 1–2 of the 2025–2032 Strategic Plan) In the first two years of the 2025–2032 Strategic Plan, the Town of Westlake has demonstrated strong momentum, disciplined financial management, and significant early progress across nearly all priority areas. The foundational systems, policies, and operational enhancements envisioned in the Strategic Plan are largely in place, supported by robust financial capacity and rising community engagement. Westlake’s financial performance significantly outpaced expectations. Revenues grew from $16.8M (2022) to $21.5M (2024), and fund balances climbed from $10.3M (2022) to $36.3M (2025), projecting $38.3M in 2026—a more than threefold increase in just four years. Certified property values rose from $1.66B to $2.87B over the same period, strengthening long-term funding reliability and overall resilience. Debt levels remain conservative, with property-tax-supported debt at just 0.05–0.08% of certified values and all debt at 1.6–2.3%, well within sustainable ranges. Operationally, departments have delivered measurable progress consistent with Strategic Plan goals: • Public Safety met 90th-percentile response-time standards, expanded hands-on training, and executed NFPA 1410 evolutions as scheduled • Communications fully deployed the “Westlake Together” initiative, launched multiple retention-focused videos, and increased community engagement and event participation • Human Resources established comparison benchmarks, percentile targets, and the framework of a multi-component compensation policy • Finance reduced general fund expenditures by 3% across all departments as part of the Y2026 budget and will be able to hold Academy’s General Fund allotment at $1.5 million dollars while continuing to fund Academy Debt Service at $2.3 million dollars and paying 100% of all shared service employee salaries and benefits. • Infrastructure & Development completed water system modeling, launched capital maintenance programs, implemented mixed-use zoning, and advanced the Comprehensive Plan update process on schedule Collectively, these accomplishments place Westlake in a strong strategic posture, with the necessary frameworks, fiscal strength, and operational systems to accelerate progress across the remaining five years of the plan. Detailed Strategic Analysis Comprehensive Review of Progress Across All Plan Priorities (Years 1–2) Page 127 Priority A: Financial Sustainability Strategic Intent Maintain strong reserves, establish predictable Academy support, implement priority-based budgeting, and develop a comprehensive compensation policy. Documented Progress • Reserves: Town is exceeding minimum required reserves; annual review completed. • Long-Range Forecasting: Updated annually for both Town and Academy. • Expenditures: Town reduced spending by 3% in FY2026, meeting the 3% Strategic Plan goal. • Academy Support: Annual allotment is being held at $1.5 million dollars annually until 2031 when infrastructure is funded as part of the approved 5 year CIP. • Compensation Policy: Comparison municipalities identified; percentile and competitiveness bands defined. Financial Performance (from Stewardship Analysis) • Revenues: Rose from $16.8M (2022) to $21.5M (2024). • Fund Balance: Increased from $10.3M (2022) to $36.3M (2025), with a projected $38.3M in 2026. • Debt Ratios: Very low—property-tax debt at 0.05–0.08% of values; all debt at 1.6–2.3%. • Property Values: Growth from $1.66B to $2.87B (2022–2026). Evaluation Excellent progress. Westlake’s fiscal position—high reserves, stable revenues, low debt, disciplined cost-management— is one of the strongest indicators of Strategic Plan alignment. Priority C: Development & Economic Growth Strategic Intent Update the Comprehensive Plan, enable mixed-use zoning, strengthen incentive policies, and improve development processes. Documented Progress • Comprehensive Plan: RFP prepared; completion scheduled for FY2027. • Town Center Zoning: Completed—mixed-use zoning framework now in place. • Process Improvements: Workflow maps created and improvements implemented. Page 128 Evaluation Strong progress. Westlake is ahead in zoning and workflow modernization, with long-range planning underway. Priority D: Infrastructure Investment Strategic Intent Conduct systemwide infrastructure assessments, modernize utilities, expand water system capacity, and maintain Town/Academy facilities. Documented Progress • Water Model: Completed; recommendations adopted into the 5-year Capital Improvement Plan. • Building Envelopes: Building envelopes for all Academy and Town facilities is underway and should be completed by end of 2026. • Maintenance Programs: Meter replacement, elevated tank cleaning, hydrant maintenance, and pump station improvements programs established. • Infrastructure Goal 3 (water expansion planning): Fully completed (items a–d). Evaluation Excellent progress. Infrastructure is one of the standout areas of achievement. Priority E: Communications & Engagement Strategic Intent Deliver unified messaging, strengthen resident/stakeholder engagement, and enhance retention and recruitment communications. Documented Progress • Recruitment/retention videos produced for Academy staff and parents. • Staff retention webpage was created and maintained. • “Westlake Together” initiative fully operationalized through events, banners, social media, and campaigns. Evaluation Page 129 Outstanding progress. Communications is one of the most completely executed priority areas in the early years. Priority F: Public Safety Strategic Intent Achieve response time standards, expand firefighter training, strengthen emergency management, and improve court operations. Documented Progress • Response times tracked and meeting 90th-percentile standard. • Skills training expanded; task books issued; NFPA 1410 exercises conducted quarterly. • Emergency management program foundations established. Evaluation Strong progress. Court technology improvements not yet documented but fire/EMS performance is excellent. Overall Two-Year Performance Assessment Rating: Strong Alignment / Excellent Early Progress Strategic Priority Performance Summary Financial Sustainability Excellent – revenue growth, disciplined spending, high reserves Westlake Academy Moderate – financial alignment strong; academic/ops updates limited Development & Growth Strong – zoning, workflows, Comp Plan advancing Infrastructure Excellent – water model complete, CIP integration underway Communications Outstanding – full implementation of initiatives Public Safety Strong – standards met, training expanded Westlake has built a solid foundation, combining fiscal strength, operational modernization, and progress across nearly every strategic category. The Town is well-positioned for the mid-cycle phase of the Strategic Plan, where longer-term capital, academic, and development outcomes will take center stage. Page 130 City of Westlake Town of Westlake, Texas 2025-2032 Strategic Plan City of Westlake Town of Westlake, Texas 2025-2032 City of Westlake Strategic Plan City of Westlake Page 131 Prepared for the Town of Westlake by Page 132 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 Pa g e 1 | Table of ContentsTable of Contents 11 12 13 24 Page 133 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 fromMayor 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. Pa g e 2 | Letter fromMayor Greaves 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 Mr. Kim Greaves, Mayor Town of Westlake Thank you for your continued support as we work together toward a brighter future for Page 134 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 Pa g e 3 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Dr. Anna WhiteDr. Your Westlake Town Council Page 135 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 including current or future known development revenue. 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. Pa g e 4 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 136 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. Pa g e 5 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 About Strategic Plan 2025-2032 Page 137 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: Pa g e 6 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 About Strategic Plan 2025-2032 Page 138 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 Pa g e 7 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 About Strategic Plan 2025-2032 Page 139 Strategic Plan 2025-2032 Framework Vision Mission Organizational Values Priorities Goals and Strategies Pa g e 8 | Vision Mission Organizational Values Priorities Goals and Strategies Page 140 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: Pa g e 9 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 strategic partnerships with residents Page 141 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: Pa g e 1 0 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 142 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. Pa g e 1 1 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 143 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: Pa g e 1 2 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 A. Financial Sustainability C. Development and Economic Growth D. Infrastructure Investment E. Communication – Resident/Stakeholder F. Public Safety A. Financial Sustainability Westlake Academy C. Development and Economic Growth D. Infrastructure Investment E. Communication – Resident/Stakeholder Engagement F. Public Safety Page 144 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. Municipal funding amounts could be influenced by revenue gained from state funding and donations each year, with a goal of 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 Pa g e 1 3 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 145 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 Pa g e 1 4 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 146 Pa g e 1 5 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 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 Page 147 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 Pa g e 1 6 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 148 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 Pa g e 1 7 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 149 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. Pa g e 1 8 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 150 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 Pa g e 1 9 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 151 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 Pa g e 2 0 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 152 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 Pa g e 2 1 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 153 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 Pa g e 2 2 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 154 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. Pa g e 2 3 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 155 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 Pa g e 2 4 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Future of Westlake Page 156 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. Pa g e 2 5 | T o w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Future of Westlake To w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Pa g e 2 5 | To w n o f W e s t l a k e S t r a t e g i c P l a n 2 0 2 5 - 2 0 3 2 Page 157 Page 158 DATE: June 25, 2026 AGENDA ITEM NO: L.1. FROM: Dianna Buchanan, Town Secretary, Town Secretary's Office SUBJECT: Discuss, consider and act regarding Resolution 26-22 to appoint and reappoint applicants to serve as board members of the Planning and Zoning Commission and the Texas Student Housing Authority. ATTACHMENTS: SUMMARY : Commissions each year during the month of June, and periodically as vacancies occur. BACKGROUND AND DISCUSSION: Town Council. PLANNING AND ZONING COMMISSION The Planning and Zoning Commission is also designated to serve as the Town's Capital Improvements Advisory Committee (CIAC), with each member assuming such duties upon appointment to the Planning and Zoning Commission. Planning and Zoning Commission Places 1, 3, 5 and 7 are due for appointment/reappointment for two-year terms through June 2028. Place 1 is vacant after the resignation of Adam Coffey. The current commissioners in place 3, 5 and 7--Nizar Didarali, Lanny Huggins, and Rachit Gupta--have indicated their willingness to serve another term if reappointed. New applications were received from James Richards, Dahlia Hassani, and Scott Montopoli for consideration of appointment and are attached. The current Planning and Zoning Commissioners are as follows: Place 1 Vacant - 2026 Place 2 Terry Wilkinson -2027 Place 3 Nizar Didarali - 2026 Place 4 David Ricci - 2027 Place 5 Lanny Huggins - 2026 Place 6 Jennifer Konz-Alt - 2027 Town Council/Board of Trustees AGENDA ITEM REPORT Page 159 TEXAS STUDENT HOUSING AUTHORITY (TSHA) Appointment to the Texas Student Housing Authority (TSHA) Board of Directors includes designation to serve on affiliated governing boards of the organization. There is one TSHA board vacancy with a term through June 2027. At the time of publication, no applications had been received to be considered for appointment to this vacancy. The following TSHA board members have indicated their desire to be considered for reappointment through terms as shown: Scott Bradley June 2028 Paula Peterson June 2027 James Krekow June 2028 Mark Harrow June 2027 Richard Mueller June 2028 Vacant June 2027 FISCAL IMPACT: LEGAL REVIEW: RECOMMENDATION: ACTION OPTIONS: Page 160 Resolution 26-22 Board & Commission Appointments Page 1 TOWN OF WESTLAKE RESOLUTION NO. 26-22 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,TEXAS, REAPPOINTING AND APPOINTING MEMBERS TO THE PLANNING AND ZONING COMMISSION AND THE TEXAS STUDENT HOUSING AUTHORITY BOARD OF DIRECTORS. WHEREAS, the Town Council conducts board appointments and reappointments to Boards and Commissions annually; and, WHEREAS, Board and Commission positions must be filled to ensure that the Town’s business is uninterrupted; and, WHEREAS,the Town Council finds that the passage of this Resolution is in the best interest of the citizens of Westlake. NOW,THEREFORE,BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: THAT all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2:THAT the following individuals are hereby appointed or reappointed as a member of the Planning and Zoning Commission and shall, by virtue of such appointment, also serve as a member of the Capital Improvements Advisory Committee, forterms as defined below: CURRENTLY:APPOINTED/REAPPOINTED: Place 1 Vacant Place 1 _________________ Thru June 2028 Place 2 Terry Wilkinson Place 2__________________ Thru June 2027 Place 3 Nizar Didarali Place 3 __________________ Thru June 2028 Place 4 David Ricci Place 4 _________________ Thru June 2027 Place 5 Lanny Huggins Place 5 __________________ Thru June 2028 Place 6 Jennifer Konz-Alt Place 6 _________________ Thru June 2027 Place 7 Rachit Gupta Place 7 ___________________ Thru June 2028 Page 161 Resolution 26-22 Board & Commission Appointments Page 2 SECTION 3: THAT the following individuals are hereby appointed or reappointed to the Texas Student Housing Authority Board of Directors and shall, by virtue of such appointment, also serve as representatives on the affiliated governing boards designated by the organization, for terms as defined below: CURRENTLY:APPOINTED/REAPPOINTED: Director Scott Bradley _________________ Thru June 2028 Director James Krekow _________________ Thru June 2028 Director Paula Peterson _________________ Thru June 2027 Director Mark Harrow _________________ Thru June 2027 Director Richard Mueller _________________ Thru June 2028 Director Katherine Kear _________________ Thru June 2028 Director Vacant _________________ Thru June 2027 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. SECTION 5: That this resolution shallbecomeeffective from andafter its date of passage. PASSED ANDAPPROVED ON THIS 25th DAY OF JUNE 2026 Kim Greaves, Mayor ATTEST: Dianna Buchanan, Town Secretary Wade Carroll, Town Manager APPROVED AS TO FORM: Alex Crowley, Town Attorney Page 162 *Planning & Zoning Commission *Mr. Richards confirmed via email he is interested in serving on the P&Z Page 163 Page 164 Page 165 Page 166 Page 167 2 Are you currently serving on a Board, Commission, or Committee? No If yes, which one(s)? Field not completed. Have you ever served on a Westlake Board, Commission, or Committee? No If yes, which one(s)? Field not completed. Why do you want to serve on this committee? I am passionate about the future growth and development of Westlake and would welcome having a role in shaping it. Do you have any political conflicts of interest? No. Do you have any related experience? I do a lot of work for real estate industry clients (public/private REITS, real estate funds, and HNWI investors - namely non- US investors - investing in US real estate). As such, I have a good understanding of real estate and development fundamentals. What do you feel that you have to offer this committee? I bring nearly 30 years of experience analyzing complex issues, interpreting regulations, and making objective decisions. While professionalism, and a commitment to serving the community. Please include your resume for consideration: Email not displaying correctly? View it in your browser. To help p otect you p vacy Mic o so ft Office p even ed au o ma c download of this pic e f om th In e ne 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. ATTENTION ELECTED or APPOINTED OFFICIALS: Please “Reply” only to the sender. A “Reply ALL” to this e- lead to violations of the Texas Open Meetings Act. Open Records Notice: This email, attachments and responses may be subject to Texas Open Records laws and may be disclosed to the public upon request. Please respond accordingly. https://statutes.capitol.texas.gov/Docs/GV/htm/GV.552.htm Page 168 DATE: June 25, 2026 AGENDA ITEM NO: L.2. FROM: Dianna Buchanan, Town Secretary, Town Secretary's Office SUBJECT: Discuss, consider and act to Appoint the Planning and Zoning Commission Chair and Vice-Chair thru June 2027. ATTACHMENTS: SUMMARY : Development Code, Division 2 Authority; Administrative Procedures, Section 26-67 Planning and BACKGROUND AND DISCUSSION: basis by the Mayor of the Town of Westlake.The most recent Chair was Adam Coffey (now resigned) and current Vice-Chair is Terry Wilkinson. Mayor Greaves shall appoint current members of the FISCAL IMPACT: LEGAL REVIEW: RECOMMENDATION: ACTION OPTIONS: MAYOR ACTION: I appoint _______ as Chair and ___________ as Vice Chair of the Planning and Zoning Commission through June 2027.. Town Council/Board of Trustees AGENDA ITEM REPORT Page 169 Page 170 DATE: June 25, 2026 AGENDA ITEM NO: L.3. FROM: Wade Carroll, Town Manager, Town Manager's Office SUBJECT: Discuss, consider and act to create a Town Council Subcommittee to review and make recommendations regarding police service proposals from the Keller Police Department and the Roanoke Police Department. ATTACHMENTS: SUMMARY : the decision-making process to renew the contract with the City of Keller for police services or sign a BACKGROUND AND DISCUSSION: years. As with any municipal service agreement, periodic evaluation is necessary to ensure that the Town continues to receive the highest level of service and value for its residents. To that end, Town staff conducted a review of police service delivery models among neighboring communities and determined that the most viable options were to continue contracting with the Keller Police Department or to explore a potential agreement with the Roanoke Police Department. Staff subsequently met with representatives from both agencies and requested proposals outlining the level of service expected by the Town and its citizens. Those proposals have now been received. Staff recommends the formation of a Council subcommittee to review the proposals, interview department leadership, tour facilities, and conduct any additional evaluation activities deemed appropriate. Utilizing a subcommittee allows these tasks to be completed without requiring a quorum of the full Council, thereby improving scheduling flexibility and efficiency throughout the review process. Information and findings gathered by the subcommittee will be presented to the full Council FISCAL IMPACT: LEGAL REVIEW: Town Council/Board of Trustees AGENDA ITEM REPORT Page 171 RECOMMENDATION: Staff recommends that the Mayor and two Council members be appointed to a subcommittee to evaluate the proposals for police service in Westlake and report findings back to the Council for a ACTION OPTIONS: Page 172 DATE: June 25, 2026 AGENDA ITEM NO: O.1. FROM: Kelly Ritchie, Head of School, Westlake Academy SUBJECT: Discuss, consider and act regarding WA Resolution 26-14 rejecting all proposals received in response to Request for Proposals No. WA RFP 2026-02 for Unmanned Aircraft Emergency Response & Security Services and authorizing the reissuance of the Request for Proposals. ATTACHMENTS: SUMMARY : to furnish unmanned aircraft emergency response and security services. Following review of the proposals received, the Administration determined that it would be in the Academy's best interest to reject all proposals and reissue the solicitation with additional clarification regarding the Academy's operational requirements. The original solicitation reserved the Academy's right to reject any or all proposals and to reissue the procurement as necessary to better define service expectations and obtain the best value for the BACKGROUND AND DISCUSSION: the Academy's desired service delivery model. Specifically, the Academy intends to procure a comprehensive, vendor-managed unmanned aircraft security and emergency response program rather than a technology platform requiring Academy personnel to conduct flight operations. The reissued RFP will clarify that: •The selected vendor shall provide a fully managed operational service. •The vendor shall be responsible for all required flight operations, monitoring, deployment, Town Council/Board of Trustees AGENDA ITEM REPORT Page 173 •The vendor shall provide appropriately trained, licensed, and qualified personnel necessary to operate the system in compliance with all applicable Federal Aviation Administration (FAA) regulations and industry standards. •The Academy's role will be limited to receiving services, alerts, reporting, and operational coordination as needed. •Academy employees, faculty, staff, and campus security personnel will not be expected to pilot, manage, dispatch, or otherwise operate unmanned aircraft as part of the service model. •The operational concept shall function through a remote centralized command center or operations-center model managed by the vendor, enabling continuous professional oversight and deployment of unmanned aircraft resources. By clarifying these requirements, the Academy will ensure prospective respondents understand that the Academy seeks a turnkey security and emergency response solution that minimizes operational burdens on Academy personnel while maximizing reliability, compliance, and effectiveness. The updated Request for Proposals is attached and has been edited to clarify the desired service model requirements. The RFP will be reissued as WA RFP 2026-15 with the proposal due date of FISCAL IMPACT: LEGAL REVIEW: procurement policies. The Academy reserved the right to reject any or all proposals and to reissue RECOMMENDATION: ACTION OPTIONS: Page 174 WA Res. No. 26-14 Page 2 WESTLAKE ACADEMY RESOLUTION NO. 26-14 A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY, TEXAS, REJECTING ALL PROPOSALS RECEIVED IN RESPONSE TO REQUEST FOR PROPOSALS NO. WA RFP 2026-02 FOR UNMANNED AIRCRAFT EMERGENCY RESPONSE & SECURITY SERVICES; AUTHORIZING THE REISSUANCE OF THE REQUEST FOR PROPOSALS; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, Westlake Academy issued Request for Proposals No. WA RFP 2026-02 for Unmanned Aircraft Emergency Response & Security Services (the “RFP”) seeking qualified providers for unmanned aircraft systems–based emergency response and security services; WHEREAS, the RFP provided that the Academy reserves the right to reject any or all proposals, waive irregularities, and cancel the RFP at any time; WHEREAS, the Board of Trustees has reviewed the proposals received in response to the RFP and has determined that it is in the best interest of the Academy to reject all proposals received and to reissue the RFP in order to further clarify the Academy’s needs, revise specifications and/or terms as appropriate, and promote the best value and interests of the Academy; and WHEREAS, the Board of Trustees finds that rejecting all proposals and reissuing the RFP serves a public purpose and supports the Academy’s procurement objectives. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY, THAT: 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.: All proposals received in response to Request for Proposals No. WA RFP 2026-02 for Unmanned Aircraft Emergency Response & Security Services are hereby rejected. Page 175 WA Res. No. 26-14 Page 2 SECTION 3.: The Board of Trustees hereby authorizes the Administration to revise and reissue the Request for Proposals, as determined necessary and appropriate, and to undertake all actions reasonably necessary to complete the procurement process in accordance with applicable law and Academy policies. 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 Board of Trustees hereby determines that it would have adopted this Resolution without the invalid provision. SECTION 5.: This Resolution shall take effect immediately upon its adoption. PASSED AND APPROVED ON THIS 25TH DAY OF JUNE 2026. __________________________________ Kim Greaves, President ATTEST: __________________________________ Dianna Buchanan, Board Secretary APPROVED AS TO FORM: ___________________________________ Janet S. Bubert School Attorney Page 176 WA RFP 26-15 Page 1 REQUEST FOR PROPOSALS (RFP) for Unmanned Aircraft Emergency Response & Security Services Proposals Due: No later than 3 pm CST on July 13 , 2026 Issued by: Westlake Academy Westlake, Texas WA RFP 26-15 Issue Date: Sunday June 28, 2026 Available online at www.westlakeacademy.org Page 177 WA RFP 26-15 Page 2 1.INTRODUCTION AND PURPOSE Westlake Academy, the “Academy”, seeks proposals from qualified providers capable of delivering a turnkey, vendor-managed unmanned aircraft security and emergency response service designed to enhance campus safety, situational awareness, and coordinated response during critical incidents. The Academy is seeking a comprehensive operational service solution rather than a technology platform requiring Academy personnel to operate unmanned aircraft systems. The solution should be capable of rapid deployment during emergencies, integration with existing safety protocols, and coordination with local law enforcement and first responders. 2. BACKGROUND Westlake Academy is a public, open-enrollment charter school serving students in grades K–12 under a Charter issued by the Texas Education Agency. The Academy maintains a strong commitment to student safety, staff preparedness, and responsible innovation in school security. This RFP is intended to augment, not replace, existing safety measures. 3. SCOPE OF SERVICES A. Unmanned Aircraft Emergency Response Capabilities • Rapid deployment unmanned aircraft for emergency situations • Real-time video and data transmission • Day and night operational capability • Defined response times from activation to launch B. Fully Managed Operational Service Model The Academy seeks a comprehensive, vendor-managed unmanned aircraft security and emergency response program rather than a technology platform requiring Academy personnel to conduct flight operations. The selected vendor shall provide a fully managed operational service, including all personnel, equipment, monitoring, deployment, piloting, mission execution, maintenance, and operational oversight necessary to deliver the services contemplated by this RFP. The vendor shall be solely responsible for: • Flight operations and mission execution • Aircraft deployment and dispatch Page 178 WA RFP 26-15 Page 3 • Monitoring and operational oversight • FAA compliance and regulatory requirements • Maintenance of all required licenses, certifications, waivers, and authorizations • Staffing with appropriately trained, licensed, and qualified personnel • System maintenance, readiness, and operational continuity The Academy's role shall be limited to receiving services, alerts, reports, and coordinating operational needs with the vendor as appropriate. Academy employees, faculty, staff, and campus security personnel shall not be required or expected to pilot, dispatch, monitor, manage, or otherwise operate unmanned aircraft as part of the service model. C. Operations Center Requirements The proposed solution shall operate through a centralized command center, operations center, or equivalent vendor-managed monitoring and response environment capable of providing professional oversight and deployment of unmanned aircraft resources. Proposers shall describe: • The location and structure of the operations center • Hours of operation and monitoring capabilities • Staffing model and operator qualifications • Emergency activation procedures • Response and deployment timelines • Communication protocols with Academy representatives and first responders • Redundancy, continuity, and backup operational capabilities The Academy prefers a turnkey service model that minimizes operational burdens on Academy personnel while maximizing safety, reliability, regulatory compliance, and effectiveness. Page 179 WA RFP 26-15 Page 4 D. Training, Reporting, and Support The vendor shall provide: • Administrative and stakeholder orientation regarding service capabilities and activation procedures • Reporting and performance metrics • Technical support and system maintenance • Periodic testing and readiness exercises Training requirements shall focus on service utilization, emergency coordination, and communication procedures and shall not require Academy personnel to become drone operators, pilots, dispatchers, or mission managers. 4. VENDOR QUALIFICATIONS Proposers must demonstrate relevant experience in unmanned aircraft or drone-based security services, preferably within schools, municipalities, or public safety environments, along with financial stability and a strong safety record. 5. PROPOSAL REQUIREMENTS Proposals must include: 1. Executive Summary 2. Company Background and Experience 3. Technical Description of the System 4. Operational Model 5. Compliance and Risk Management 6. Training and Support Plan 7. Cost Proposal 8. References Page 180 WA RFP 26-15 Page 5 6. EVALUATION CRITERIA Proposals will be evaluated based on alignment with school safety needs, technical capability, vendor experience, regulatory compliance, training quality, cost effectiveness, and overall value. 7. ANTICIPATED TIMELINE RFP Issued: June 28, 2026 Proposal Deadline: July 13, 2026 at 3 pm CST Note: At that time, proposals will be opened and only the names of the respondents will be read aloud. In accordance with Section 252.049(b), Local Government Code, all contents of the proposals will remain confidential until award of a contract. Any submission received late will not be opened or considered. Date of Board Consideration: TBD 8. TERMS AND CONDITIONS The Academy reserves the right to reject any or all proposals, waive irregularities, and cancel this RFP at any time. Submission of a proposal does not obligate the Academy to award a contract. 9. SUBMISSION INSTRUCTIONS All proposals must be submitted electronically in PDF format by email as follows: SUBJECT LINE TO READ: “Submittal for Westlake Academy RFP 26-15 Attached” EMAIL TO: joliver@westlaketx.gov Proposals must be received no later than 3pm CST on Monday, July 13, 2026. Late submissions will not be accepted. CONTACT: Questions regarding this RFP or the process should be directed to Jason Oliver, Project Manager, Town of Westlake by email to joliver@westlaketx.gov or by calling telephone number 817-490-5756. Page 181 DATE: June 25, 2026 AGENDA ITEM NO: O.2. FROM: Sandy Garza, Human Resources Director, Westlake Academy SUBJECT: Discuss, consider and act regarding WA Resolution 26-13 awarding to and approving the agreement with Box Insurance for Westlake Academy Building Property Casualty Insurance Products and Services. ATTACHMENTS: SUMMARY : package for Westlake Academy through Box Insurance Agency in the amount of $220,112. The proposed renewal provides all required insurance coverages and represents a 6.7% decrease from the current fiscal year premium. The contract shall be for an initial term of one (1) year beginning July BACKGROUND AND DISCUSSION: following lines of coverage: Property, General Liability, Umbrella Liability, Workers' Compensation, Auto, Crime, International Travel, Cyber Liability, and a Student Accident policy. proposal that included all required lines of coverage. An additional insurance provider expressed interest and submitted pricing information; however, the proposal was incomplete and did not include all required coverages. Additionally, the alternative proposal reflected higher overall costs than the Box Insurance renewal package. Box Insurance has supported the Academy since its inception and continues to adapt the insurance program as institutional needs evolve. The proposed FY 2026-27 renewal reflects a total premium of $220,112, representing a decrease of $15,766 (6.7%) from the current year's premium of $235,878. Liability coverages are provided either as stand-alone policies or as sub-policies under General Liability, including: Town Council/Board of Trustees AGENDA ITEM REPORT Page 182 • Employers' Legal Liability • Employment Practices Liability • Employee Benefits Liability • Educators' Legal Liability Key changes in policy premiums include: • Property: -17% due primarily to a carrier change and favorable market conditions despite increased insured property values. • Workers' Compensation: +21% reflecting increased payroll exposure. • Business Auto: +9% consistent with industry-wide inflationary trends. • General Liability & Cyber Liability: +14% due to market conditions and increased liability costs. • Commercial Umbrella: +9% • Student Accident: +4% • Travel Accident: No change. • Crime: No change (policy is on a three-year term through August 31, 2028). Although several individual coverage lines experienced premium increases, the substantial reduction in property insurance costs resulted in an overall premium decrease of 6.7% compared to the current fiscal year. Box Insurance Agency continues to provide comprehensive coverage tailored to the Academy's operational needs at a competitive cost. FISCAL IMPACT: LEGAL REVIEW: RECOMMENDATION: 2026-27 in the amount of $220,112, as it provides the required insurance coverages for Westlake ACTION OPTIONS: Page 183 Resolution WA 26-13 Page 1 of 3 WESTLAKE ACADEMY RESOLUTION NO. 26-13 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES AWARDING THE BID FOR PROPERTY/CASUALTY INSURANCE PRODUCTS AND SERVICES TO BOX INSURANCE AGENCY FOR FY 26-27. WHEREAS, Westlake Academy desires to maintain a comprehensive risk management program for the protection of its property, students, employees, elected officials, and stakeholders; and, WHEREAS, Box Insurance Agency submitted a complete proposal meeting all required coverage specifications; and WHEREAS, an additional proposal was received but was determined to be non-responsive because it did not include all required coverages and reflected higher overall costs; and WHEREAS, the proposed insurance renewal package through Box Insurance Agency provides comprehensive coverage at a total annual premium of $220,112 for Fiscal Year 2026- 2027; and WHEREAS, the leaders of Westlake Academy desire to exercise exceptional levels of stewardship with all financial resources; and, WHEREAS, the Board of Trustees finds that the passage of this resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: SECTION 1: That the Board of Trustees of Westlake Academy does hereby award the recommended bid for property/casualty insurance products and services to Box Insurance Agency for FY 26-27, attached hereto as Exhibit “A”; and further authorize the Head of School or designee to execute this agreement. SECTION 2: That all matters stated in the recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 3: The Board of Trustees hereby approves the Fiscal Year 2026-2027 insurance renewal package through Box Insurance Agency in the amount of Two Hundred Twenty Thousand One Hundred Twelve Dollars ($220,112). Page 184 Resolution WA 26-13 Page 2 of 3 SECTION 4: The Head of School, President, or their designee is hereby authorized to execute all documents and take all actions necessary to implement the insurance renewal approved herein. 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 25TH DAY OF JUNE 2026. ___________________________________ Kim Greaves, President ATTEST: ________________________________ ___________________________________ Dianna Buchanan, Board Secretary Dr. Kelly Ritchie, Head of School APPROVED AS TO FORM: ________________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Page 185 Resolution WA 26-13 Page 3 of 3 Exhibit “A” Recommended Bid Page 186 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 1 of Westlake Academy (the “Academy”), a public charter school operated by the Town of Westlake, Texas (the “Town”), is soliciting proposals from qualified and experienced firms to provide insurance brokerage services for its property and casualty insurance programs. The purpose of this Request for Proposals (RFP) is to identify a qualified firm to assist the Town and the Academy (collectively, the “Town and Academy”) in the placement, administration, and ongoing management of their insurance coverages, including but not limited to property, liability, workers’ compensation, automobile, and student accident insurance. The selected firm will serve as the insurance broker of record for the Town and Academy and will provide professional services including market analysis, coverage recommendations, policy placement, claims support, and risk management consultation. The Town and Academy seek a partner with demonstrated experience in serving public sector and/or educational organizations, with the ability to deliver comprehensive coverage solutions, competitive pricing, and a high level of service. This RFP outlines the scope of services, proposal requirements, and evaluation criteria to be used in selecting the firm that provides the best overall value to the Town and Academy. CONTRACT TERM: The contract shall be for an initial term of one (1) year beginning July 1, 2026, and ending June 30, 2027, with the option to renew for four (4) additional one-year terms, for a total possible contract term of five (5) years. Renewal of the contract is contingent upon satisfactory performance, mutual agreement of the parties, and annual budgetary appropriation by the Townand Academy. Westlakereserves the right to renew or not renew the contract at its sole discretion. Proposers are encouraged to provide multi-year rate guarantees or clearly identify any projected rate adjustments applicable to renewal terms. POSTED DATE: May 7, 2026 PROPOSAL DUE DATE: June 2, 2026 PROPOSAL DUE TIME: 12:00 PM CST CONTACT: SandyM. Garza, Purchasing Agent E-mail: sgarza@westlaketx.gov REQUEST FOR PROPOSAL 5)3:HVWODNH$FDGHP\3URSHUW\ /LDELOLW\,QVXUDQFH 352326$/180%(5 5)3±:HVWODNH$FDGHP\3URSHUW\ /LDELOLW\,QVXUDQFH Page 187 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 2 of Electronic proposals subject to the Terms and Conditions of this REQUEST FOR PROPOSAL and other provisions, must be received by the Purchasing Agent at sgarza@westlaketx.gov before the closing time and date shown above. The Town will retain late bids; however, they will not be opened nor considered in the evaluation of the bid. Bids may be withdrawn at any time prior to this deadline. Bids may not be altered, amended, or withdrawn after the official opening without the recommendation and approval of the Purchasing Agent. The undersigned agrees if the bid is accepted, to furnish any and all items upon which prices are offered, at the price(s) and upon the terms and conditions contained in the specifications. The period for acceptance of this proposal shall be 60 calendar days. THE UNDERSIGNED, BY SIGNING BELOW, YOU SIGNIFY THAT YOU HAVE READ THE ENTIRE DOCUMENT AND AGREE TO THE TERMS AND CONDITIONS THEREIN. BY SIGNING BELOW, YOU ALSO CERTIFY THAT IF A TEXAS ADDRESS IS SHOWN AS THE ADDRESS OF THE PROPOSING VENDOR, THE VENDOR QUALIFIES AS A TEXAS “RESIDENT BIDDER” AS DEFINED IN RULE 1 TAC 111.2. Company Name and Address: Company’s Authorized Agent Name and Title (Typed or Printed): Federal ID Number (TIN) or SSN and Name Signature Telephone No. Date: Email address: BoxInsuranceAgency AdamSyswerda 82-1453817 817-865-1806 adamboxinsurance.com 5/27/26 Page 188 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 3 of TABLE OF CONTENTS Table of Contents …………………………………………………………….. 3 Acknowledgement of Receipt ......………….……………………….............. 4 Questionnaire…………………………………………………………………… 5 General Requirements and Instructions.……………………………………. 6 Policy Requirements and Limits ...……………………………………. ........ 9 Property Insurance, Fire and Extended Equipment Coverage ... ........ 9 General Liability, EPLI, EBLI, ELLI, D&O Insurance …………. ........... 11 Automobile and Physical Damage Insurance …………………………. 14 Umbrella Liability Insurance ………………………………………. ........ 16 Crime Insurance ……………….…………………………………… ........ 18 Workers’ Compensation Insurance.….……………………………. ....... 20 International Travel Insurance ...………….………………………. ........ 22 Student Accident Insurance....…...……….………………………. ......... 24 Cyber Liability Insurance …………………………………………… ....... 26 Proposal Submittal Format.……………………………………………. ........ 28 Exhibit “A” - Property Schedule………………………………………. ......... 29 Felony Conviction Notice Form.………………………………………. ......... 30 Non-Collusion Statement.……………………………………………… ........ 31 Conflict of Interest Questionnaire ….…………………………………. ........ 32 W-9 Form ...…………………………………………………………… ........... 34 Form 2270 ...……………………………………………………………. ......... 40 Page 189 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 4 of ACKNOWLEDGEMENT OF RECEIPT THIS FORM MUST BE COMPLETED AND RETURNED PRIOR TO THE SUBMISSION OF ANY BID FOR THIS REQUEST FOR PROPOSAL. Please fill in the requested information below as acknowledgement that you have received the Request for Proposal noted above. If your firm is interested in participating, please complete pages three and four (3 and 4) and return by email by May 22, 2026 to: Sandy M. Garza Town of Westlake / Westlake Academy sgarza@westlaketx.gov Name of Firm: _________________________________________________ Address: _____________________________________________________ City/State/Zip: _________________________________________________ Phone: (_____) ________________________________________________ E-Mail: _______________________________________________________ Name: (Print) __________________________________________________ Title: _________________________________________________________ Signature: ____________________________________________ Date: _________________________ _______Yes, our company does have an interest in responding. BoxInsuranceAgency 1200SMainStreet,Ste.1600 Grapevine,TX76051 817 865-1806 adamboxinsurance.com AdamSyswerda President X Page 190 5/28/2026 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 5 of QUESTIONNAIRE 1. Who will have primary responsibility for Westlake Academy’s account? _______________________________________________________________________ a. Number of years in the insurance business: ___________________________________ b. Insurance background: ____________________________________________________ _____________________________________________________________________ c. Number of schools or public entities serviced: __________________________________ 2. Who will be the back-up person for Westlake Academy’s account? _____________________________________________________________________ a. Number of years in the insurance business: ___________________________________ b. Insurance background: ___________________________________________________ __________________________________________________________________________ c. Number of schools or public entities serviced: __________________________________ 3. Westlake Academy will expect the following annual reports from its agents: a) Summary of premiums and losses by coverage. b) Forecast of insurance market status prior to renewal. c)Insurance policy abstracts (summaries). d) Prior to future renewals, report containing suggested coverage or rating enhancements for the upcoming year. e) Following future renewals, a report detailing all material policy changes. f)Risk management services. 4. Please attach a copy of the following documents: a) A copy of the current license. b) A certificate for agent’s error and omission coverage insured for at least $1 million limit. DustinParker 20 CEO,BoxInsuranceAgency 7 AdamSyswerda 13 President,BoxInsuranceAgency 7 Page 191 GENERAL REQUIREMENTS AND INSTRUCTIONS A.INFORMATION 1. The information contained in these specifications is confidential and is to be used only in connection with preparing a proposal for the following insurance services or insurance coverages: Commercial Property – Fire & Extended Coverage Commercial General Liability School Professional Liability Auto Liability & Physical Damage Workers’ Compensation Commercial Umbrella Liability Crime International Travel Liability Student Accident Liability Cyber Liability 2.The effective dates of the policy period for all proposals will be from July 1, 2026 through June 30, 2027. 3. Westlake Academy reserves the right to accept or reject all or any part of the proposals, waive minor technicalities, and award the proposal to best serve the interest of the Academy. The Academy also reserves the right to waive or dispense with any of the formalities contained herein. 3. Proposals are to be submitted on the basis of the specifications contained herein. Alternate proposals will also be considered, provided the alternatives are clearly explained. All deviations from the specifications must be clearly identified and explained. 4. The information contained in these specifications is to be basis for proposal responses. After receipt of proposal, additional information needed may be requested via e-mail at: sgarza@westlaketx.gov. 5. The information contained herein is believed to be accurate and up to date but is not intended to be an express or implied warranty. 6. No telephone, or fax, or e-mailed proposals will be accepted. Proposals may only be accepted if delivered by email to sgarza@westlaketx.gov . 7. Vendors are cordially invited view the opening of received proposals but are not required to attend. A link will be posted on the Town of Westlake Bidding page no later than May 8, 2026. Advertisements will be posted for two (2) weeks in the Town’s newspaper of record (Fort Worth Star-Telegram) on May 10, 2026 and May 17, 2026. %LEGAL All parties submitting proposals are expected to comply with federal, state and local insurance laws and regulations relative to the preparation and submissions of insurance proposals. Specifically, the services to be provided are expected to be in compliance with the Americans with Disabilities Act (ADA), insurance laws and insurance regulations. All proposals that are submitted will be presumed to be in compliance with all applicable laws. &COMMUNICATION Proposals should reference “RFP 26-0 – Westlake Academy Property & Liability Insurance”. Proposer is required to provide an electronic copy of proposal to: Sandy M. Garza sgarza@westlaketx.gov Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 6 of Page 192 D. COMMUNICATION WITH TOWN OF WESTLAKE/WESTLAKE ACADEMY MEMBERS Companies submitting proposals shall not discuss this RFP with employees of the Town of Westlake, Westlake Academy or members of the Town Council/Board of Trustees. If discussion is necessary, your company will be notified in writing. Failure to abide by this requirement may result in automatic disqualification. (TIME FRAME The RFP package will be available for download from our website at httpV://www.westlakeW[RUJ%LGV3URSRVDOV.Vendors WILL NOT be notified of additional information/addendapostings. It is the vendor’sresponsibility to view the web page regularly, or prior to submitting aproposal response, to ensurethat no addenda or additional information have been issued for thesolicitation. Proposals: must be delivered electronically via email to sgarza@westlaketx.gov , or a printed copy of proposal to 1500 Solana Boulevard, Bldg. 7, Ste. 7200 • Westlake, Texas 76262 by the deadline no later than 12:00 p.m., Tuesday, June 2, 2026. The parties submitting the selected proposals will be notified by June 5, 2026 of the Academy’s decision. The effective date for proposals is July 1, 2026. Policies or coverage documents are to be provided to the Academy by June 30, 2026. The Academy reserves the right to not pay any premium until valid policies or coverage documents are received. )PROPOSALS Proposals must be clearly explained and identified. All costs, including optional programs, must be clearly separated and summarized. Exceptions to or deviations from the specifications must be explicitly identified. Each party submitting a proposal is asked to screen their designated proposals for correctness and compliance with the specifications. The contents of the proposals shall be kept confidential during the process of review. *DISQUALIFICATION AND REJECTION OF PROPOSALS Failure to comply with the requirements or the procedures set forth herein, or to satisfy the insurance and servicing criteria as set forth in the specifications, may result in disqualification. It is not intended that these exceptions to the specifications will, in and of themselves, result in disqualification. +SELECTION OF VENDOR Westlake Academy reserves the right to reject any or all of the proposals, in whole or in part; to waive any informality in any proposal, and to accept the proposal which, in its discretion, is in the best interest of the Academy. An Academy insurance consultant may review proposals for completeness and for compliance with bid specifications. Proposals will be carefully evaluated for cost effectiveness, for coverage provisions, and for compliance with the coverage and servicing criteria contained in the specifications and in accordance with Texas Education Code 44.031 and any other pertinent laws. Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 7 of Page 193 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 8 of 2. The contract will be awarded to the responsible vendor who submits a superior but economical proposal based on the relative importance of the following selection criteria: Selection Criteria Maximum Points Coverage 35 Cost 35 Professional Qualifications 15 Service 15 Total 100 I.TERMS OF AGREEMENTS 1. Westlake Academy desires to receive proposals for a twelve (12) month period, beginning on July 1, 2026 through June 30, 2027. 2. Westlake Academy reserves the right to terminate the agreement at the expiration of the budget period, during the term of the agreement or at the end of the anniversary date with a sixty (60) day notice. The agreement will be for current revenues only in accordance with Local Government Code Section 271.903 to terminate the agreement. 3. The agreement is to contain a cancellation provision that provides for a sixty (60) day notice of cancellation (except for non-payment) and sixty (60) days e for non-renewal or material change. J.QUALIFICATION OF INSURERS 1. Insurance companies must have a general policyholder’s rating of A- VII or better as published by A.M. Best Company in the latest edition of its Key Rating Guide. Insurers shall be duly licensed and comply with all applicable insurance laws and requirements of the Texas State Board of Insurance. 2. Proposals will be accepted for intergovernmental risk sharing pools organized in accordance with article 4413(32c), Texas Interlocal Cooperation Act. Self-insured pools must include a current audited financial statement (Balance Sheet and Statement of Operations, including the auditor’s opinion, and Reinsurance Provisions.) K.AGENT MINIMUM QUALIFICATIONS All agents submitting proposals for this insurance must meet the following minimum qualifications: 1. The agency must be licensed in Texas. 2. The agency must have insurance for agent’s errors and omissions liability with a limit of at least $1 million per occurrence. A certificate of the agent’s E&O insurance must be included with the proposal. 3. The agency must have been in business for at least five (5) years. 4. The agency must assign a minimum of one qualified account representative. This representative must have a minimum of three (3) years of experience in commercial property and liability insurance lines or hold the C.P.C.U. or A.R.M. designation. L.AUTHORIZED SIGNATURE 1. All proposal forms must be signed by persons who have legal authority to bind the insurer and administrator to the services that are proposed. Page 194 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 9 of POLICY REQUIREMENTS AND LIMITS All proposals must adhere to the specifications and limits as defined on the following pages for each insurance product. Any deviation or additional coverage(s) should be clearly explained. If the quote contains higher limits than specified, it should be listed separately as an alternate quote. PROPERTY, FIRE, AND EXTENDED EQUIPMENT INSURANCE A.BACKGROUND INFORMATION 1. Please contact Purchasing Agent at sgarza@westlaketx.gov for loss runs. 2. Schedule of Buildings and Contents limits are located on page 25 as Exhibit “A”. 3. Summarized property schedule with estimated replacement cost (limits), including desired deductibles and coinsurance as of July 1, 2026 is as follows: Description Limit Deductible Coinsurance Building Physical Property $57,611,607 Building Personal Property $4,782,550 Business Income and Extra Expense $444,000 Total Property Limits $62,839,157 Note: Blanket Coverage at full replacement cost is required for all property quotes. B. INSURANCE COVERAGE IS TO INCLUDE THE FOLLOWING: 1. Blanket coverage on all buildings, contents and auxiliary structures including on-site improvements. 2. Basis of Recovery is to be full replacement cost. 3. Automatic coverage on newly acquired property is to be included. 4. Coverage is to include extra expense and loss of revenue related to loss. 5. Coverage is to be for all risk, including theft of contents. 6. Quotes should include deductibles of $5,000 with 100% coinsurance. Deductibles for wind, hail, earthquake, and floods should be $50,000 or less with 100% coinsurance, if available. In the event a $50,000 wind/hail deductible (or lower) is not available, the lowest deductible available should be quoted as a percentage. 7. Wind and hail deductibles may be accompanied by a “buy-down” reinsurance policy. This policy should be shown separately from the primary policy, including premiums. 8. Include a listing of endorsements, extensions, and exclusions. C.QUOTED COVERAGE PROVISIONS 1. Description Limit Deductible Coinsurance Building Physical Property $57,611,607 Building Personal Property $4,782,550 Business Income and Extra Expense $444,000 $25,000 100% $25,000 100% $25,000 100% $25,000 100% 72Hours Page 195 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 10 of 2. Is automatic coverage for newly acquired property provided: Yes No If yes, please attach description. 3. Does coverage include equipment breakdown? Yes No If yes, please attach description. 4. Is there additional deductible or exclusion for wind, hail or earthquake? Yes No If yes, please attach description and/or provide additional proposal to cover this risk. D.QUOTATION 1. Property, Fire, and Extended Equipment Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ 2. Alternate Property, Fire, and Extended Equipment Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ E. INSURANCE COMPANY/RISK POOL INFORMATION Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No For Alternate Quote(s): Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No F. LIST ANY DEVIATIONS OR ADDITIONAL INFORMATION: 127,807 ChubbIndemnityInsuranceCompany A++XV ✔ ✔ ✔ ✔ Page 196 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 11 of GENERAL LIABILITY INSURANCE A.BACKGROUND INFORMATION 1. All coverage in Section “B” must be included. Please contact Purchasing Agent at sgarza@westlaketx.gov for loss runs. 2. Estimated student count is 910. Grades K-8: 585 Grades 9-12: 325 3. Estimated number of full-time equivalent employees is 113. Total employees (including substitute teachers) is approximately 170. 4. Sports programs include: Football, basketball, volleyball, baseball, softball, track, cross country track, tennis, golf, softball, cheerleading, soccer and swimming. B. INSURANCE COVERAGE SHOULD INCLUDE THE FOLLOWING: 1. Incidental medical malpractice coverage for registered nurses administering first aid, dispensing prescribed medications, and maintaining students’ health immunization records. 2. Coverage for the negligent act, error or omission of the Academy and/or its employees relative to the administration of employment practices and employee benefit programs. 3. Coverage is to include premises liability. 4. Persons to be covered are to include the Academy, school board members, employees, student teachers, school volunteers, or any authorized agent as designated by the Academy. 5 If coinsurance is quoted as an alternative to deductible, please list this figure separately. 6. Include a listing of coverage extensions, endorsements and exclusions. 7. If EPLI, EBLI, ELLI, and D&O coverage is not automatically included, please provide separate quote(s). These are required components of the liability coverage policy. Per Occurrence Aggregate Deductible General Liability $ 1,000,000 $ 2,000,000 $0 Products/Completed Operations $ 1,000,000 $ 2,000,000 $0 Personal & Advertising Injury $ 1,000,000 $ 1,000,000 $0 Damage to Rented Premises $ 1,000,000 $ 1,000,000 $0 Medical Expenses $ 10,000 $0 Employee Benefits Liability $ 1,000,000 $ 3,000,000 $1,000 Abuse & Misconduct Liability** $ 1,000,000 $ 1,000,000 $0 Educators Legal Liability* ** $ 1,000,000 $ 2,000,000 $10,000 Professional Liability – D&O* ** $ 1,000,000 $ 2,000,000 $10,000 Employment Practices Liability* ** $ 1,000,000 $ 1,000,000 $10,000 * Retention shown as Deductible ** Retroactive Date 8/31/11 Page 197 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 12 of C.QUOTED COVERAGE PROVISIONS 1. Coverage Detail Per Occurrence Aggregate Deductible General Liability Products/Completed Operations Personal & Advertising Injury Damage to Rented Premises Medical Expenses Employee Benefits Liability Abuse & Misconduct Liability Professional Liability – D&O Educators Legal Liability Employment Practices Liability 2. Please respond to the following questions as they relate to the Professional Legal Liability coverage proposed. Please specify if there are any SUB-LIMITS, otherwise it will be assumed full policy limits are available: a. Who are the "covered persons" or "named insureds?" b. Is Prior Acts coverage provided? If so, what is the retroactive date? c. Is corporal punishment/student discipline covered? d. Describe the terms available for "Extended Reporting/Discovery Period" coverage available when either the insured or insurer cancels or non-renews? How long is the reporting period and what is the cost? e. Does the policy cover non-pecuniary relief? If so, are there any sub-limits for either defense costs or damages? If sub-limits apply, please stipulate. f. Are board members/employees covered as they serve on other boards within the course and scope of their employment (i.e., would coverage extend to a superintendent as he/she served on a Special Education Cooperative)? g. Are claims alleging discrimination covered (e.g., 1983 Civil Rights violation)? If so, what is the Limit of Liability? h. Is sexual misconduct (i.e., harassment), sexual abuse and molestation covered? If so, are there sub-limits? i. Does the coverage pay on behalf of or indemnify? j. Are defense costs within limits or in addition to? k. Please explain the notice of claim provision and what constitutes a "demand." D.QUOTATION (MUST INCLUDE ALL COVERAGES AND LIMITS FROM SECTION A) 1.General Liability, EPLI, EBLI, ELLI and D&O Quote – (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ 2. Alternate General Liability, EPLI, EBLI, EELI, and D&O Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ 1,000,000 2,000,000 1,000,000 2,000,000 1,000,000 2,000,000 1,000,000 10,000 1,000,000 3,000,000 1,000 1,000,000 1,000,000 0 1,000,000 2,000,000 10,000 1,000,000 2,000,000 10,000 1,000,000 1,000,000 10,000 36,848.00 Page 198 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 13 of E. INSURANCE COMPANY/RISK POOL INFORMATION Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No For Alternate Quote(s): Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No F. LIST ANY DEVIATIONS OR ADDITIONAL INFORMATION: UticaMutualIns.Co./UticaNationalInsuranceGroup AXIV ✔ Page 199 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 14 of AUTOMOBILE & PHYSICAL DAMAGE INSURANCE $BACKGROUND INFORMATION Please contact Purchasing Agent at sgarza@westlaketx.gov for loss runs. Current list of vehicles: 2018 Blue Bird Bus – 77 passengers 2020 Blue Bird Bus – 77 passengers 2023 Chevrolet Express Van – 15 passengers 2023 Chevrolet Express Van – 15 passengers 2023 Chevrolet Express Van – 15 passengers &KHYUROHW*LUDUGLQ Bus - 18 passengers &KHYUROHW6partans Bus - 20 passengers 4. All drivers have proper class endorsements and driving histories are reviewed annually. B. INSURANCE COVERAGE IS TO INCLUDE THE FOLLOWING: 1. Liability Limits & Coverage Desired: Auto Liability must be as follows: Coverage Detail Limit Per Deductible Bodily Injury & Property Damage $1,000,000 Accident $1,000 Personal Injury Protection $2,500 Person $0 Uninsured Motorist $1,000,000 Accident $0 Underinsured Motorist $1,000,000 Accident $0 Physical Damage Coverage Comprehensive ACV/Repair Loss $1,000 Vandalism ACV/Repair Loss $0 Collison $1,000,000 Accident $1,000 2. Basis of Recovery is to be full repair cost or actual cash value, where applicable. 3. Hired auto and non-owned auto is to be included. 4.Include a listing of additional coverages, extensions, and exclusions. C.QUOTED COVERAGE PROVISIONS 1. Coverage Detail Per Occurrence Aggregate Deductible Bodily Injury & Property Damage Personal Injury Protection Uninsured Motorist Underinsured Motorist Medical Expenses Physical Damage Coverage Comprehensive Vandalism Collison $1,000,000 Accident $1,000 $2,500 Person $0 $1,000,000 Accident $0 $1,000,000 Accident $0 ACV/Repair Loss $1,000 ACV/Repair Loss $0 1,000,000 Aggregate $1,000 Page 200 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 15 of 2. Does coverage include automatic coverage for substitute or newly acquired vehicles? Yes No If yes, please describe: D.QUOTATION 1. Automobile Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ 2. Alternate Automobile Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ E. INSURANCE COMPANY/RISK POOL INFORMATION Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No For Alternate Quote(s): Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No F. LIST ANY DEVIATIONS OR ADDITIONAL INFORMATION: 14,589.00 UticaMutualIns.Co./UticaNationalInsuranceGroup AXIV ✔ ✔ Page 201 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 16 of Umbrella/Excess Liability Insurance A.BACKGROUND INFORMATION 1. No claims since inception of coverage in 2003. 2. Coverage is to be in excess of all Liability limits. B. INSURANCE COVERAGE IS TO INCLUDE THE FOLLOWING: 1. Liability Limits & Coverage: Coverage Detail Limit Per Aggregate General Liability $5,000,000 Occurrence $5,000,000 Personal & Advertising Injury $5,000,000 Person/Org. $5,000,000 Wrongful Acts – Claims Made Basis $1,000,000 Occurrence $1,000,000 Aggregate Limit $5,000,000 Self-Insured Retention $10,000 2.Include a listing of additional coverage and coverage extensions. 3. Include a list of exclusions. C.QUOTED COVERAGE PROVISIONS 1. Coverage Detail Limit Per Aggregate General Liability Personal & Advertising Injury Wrongful Acts – Claims Made Basis Aggregate Limit Self-Insured Retention 2. Is prior acts coverage provided? Yes No If yes, please give effective date(s) and explanation. D.QUOTATION 1. Umbrella Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ 2. Alternate Umbrella Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ $5,000,000 Occurrence $5,000,000 $5,000,000 Person/Org. $5,000,000 $1,000,000 Occurrence $1,000,000 $5,000,000 $10,000 11,148.00 ✔ RetroDate:8/31/2011 Page 202 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 17 of E. INSURANCE COMPANY/RISK POOL INFORMATION Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No For Alternate Quote(s): Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No F. LIST ANY DEVIATIONS OR ADDITIONAL INFORMATION: UticaMutualIns.Co./UticaNationalInsuranceGroup AXIV ✔ Page 203 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 18 of CRIME INSURANCE A.BACKGROUND INFORMATION 1. No claims since inception of coverage in 2003. 2. Copy of current policy declaration schedule is attached. B. INSURANCE COVERAGE IS TO INCLUDE THE FOLLOWING: 1. Crime Limits & Coverage Desired: Single Loss Limit Retention Employee Theft $ 250,000 $ 2,500 ERISA Fidelity $ 250,000 $ 0 Forgery or Alteration $ 250,000 $ 2,500 On Premises $ 250,000 $ 2,500 In Transit $ 250,000 $ 2,500 Money Orders/Counterfeit $ 250,000 $ 2,500 Computer Fraud $ 250,000 $ 2,500 Program/Restoration Expense $ 100,000 $ 2,500 Funds Transfer Fraud $ 250,000 $ 2,500 Claim Expense $ 5,000 $ 0 2.Include a listing of additional coverage and coverage extensions. 3. Include a list of exclusions. C.QUOTED COVERAGE PROVISIONS 1. Coverage Detail Single Loss Limit Retention Employee Theft ________________ _____________ ERISA Fidelity ________________ _____________ Forgery or Alteration ________________ _____________ On Premises ________________ _____________ In Transit ________________ _____________ Money Orders/Counterfeit ________________ _____________ Computer Fraud ________________ _____________ Program/Restoration Expense ________________ _____________ Funds Transfer Fraud ________________ _____________ Claim Expense ________________ _____________ D.QUOTATION $100,000 $250,000 $5,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $2,500 $0 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $0 Page 204 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 19 of 1. Crime Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ 2. Alternate Crime Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ E. INSURANCE COMPANY/RISK POOL INFORMATION Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No For Alternate Quote(s): Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No F. LIST ANY DEVIATIONS OR ADDITIONAL INFORMATION: TravelersInsuranceCompany AXV ✔ Page 205 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 20 of WORKERS’ COMPENSATION INSURANCE A.BACKGROUND INFORMATION 1. Please contact Purchasing Agent at sgarza@westlaketx.gov for loss runs. 2. Experience Modifier is currently 0.77. 3. Estimated FY 26-27 payroll schedule is below. 4. Estimated number of regular employees is 116 (excluding substitute teachers & part-time coaches.) B. INSURANCE COVERAGE IS TO INCLUDE THE FOLLOWING: 1.Workers’ Compensation Limits & Coverage Desired: Limit Per Bodily Injury by Accident $ 1,000,000 Accident Bodily Injury by Disease $ 1,000,000 Policy Limit Bodily Injury by Disease $ 1,000,000 Employee 2.Estimated FY 26-27 payroll is as follows: Payroll Code Annual Amount Employees 8868 105 (does not include substitute teachers) 8810 7 9101 $ 90,000 1 Total Estimated Payroll: $ 3. Please include “Others States Coverage” where applicable, as an additional endorsement. 4. Please include “Terrorism Risk” as an additional endorsement. 5. Include a listing of additional coverage, extensions, and exclusions. 6. Include a Blanket Waiver of Subrogation. C.QUOTED COVERAGE PROVISIONS 1. Does coverage utilize a specific provider network? Yes No If yes, please provide details. D.QUOTATION 1.Workers’ Compensation Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ 2. Alternate Workers Compensation Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ Page 206 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 21 of E. INSURANCE COMPANY/RISK POOL INFORMATION Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No For Alternate Quote(s): Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No F. LIST ANY DEVIATIONS OR ADDITIONAL INFORMATION: TheHartford A+XV ✔ Page 207 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 22 of INTERNATIONAL TRAVEL LIABILITY INSURANCE A.BACKGROUND INFORMATION 1. No claims since inception of coverage in 2015. 2. Coverage is for employees engaged in overseas travel, and no countries excluded. 3. Coverage should include Medical Assistance, Personal Assistance, and Travel Assistance for employees and students, based on 50 participants per year. B. DESIRED INSURANCE COVERAGE IS TO INCLUDE THE FOLLOWING: 1. Benefits Limit Per Aggregate Medical Expense Limit $ 50,000 Person $ 50,000 Dental Treatment $ 250 Tooth $ 500 Room and Board Average semi-private room rate ICU Room and Board Charges Twice the semi-private room rate Treatment of Pregnancy Treated as any other medical condition Preexisting Conditions Treated as any other medical condition Chiropractic Care $ 35 Visit $ 350 Emergency Medical Evacuation 100% Expenses Repatriation of Remains 100% Expenses Chaperone Replacement $ 2,000 Accidental Death & Dismemberment $ 10,000 Student Accidental Death & Dismemberment $ 50,000 Faculty Kidnap/Ransom $ 100,000 Event $ 100,000 Aggregate Limit $ 250,000 Benefit Max 2. All coverage is $0 deductible with 100% coinsurance. 3. Include a listing of additional coverages, coverage extensions, and AD&D schedule. 4. Include a listing of exclusions. C.QUOTED COVERAGE PROVISIONS 1. Coverage Detail Limit Per Aggregate Medical Expense Limit _________ _________ ___________ Dental Treatment _________ _________ ___________ Room and Board _________ ___________ ICU Room and Board Charges _________ _________ ___________ Treatment of Pregnancy _________ _________ ___________ Preexisting Conditions _________ _________ ___________ Chiropractic Care _________ _________ ___________ Emergency Medical Evacuation _________ _________ ___________ Repatriation of Remains _________ _________ ___________ Chaperone Replacement _________ _________ ___________ Accidental Death & Dismemberment _________ _________ ___________ Accidental Death & Dismemberment _________ _________ ___________ Kidnap/Ransom _________ _________ ___________ Aggregate Limit _________ _________ ___________ Page 208 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 23 of 2. Does coverage include evacuation/repatriation? Yes No D.QUOTATION 1.International Travel Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027) 2. Alternate International Travel Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ E. INSURANCE COMPANY/RISK POOL INFORMATION Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No For Alternate Quote(s): Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No F. LIST ANY DEVIATIONS OR ADDITIONAL INFORMATION: Page 209 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 24 of STUDENT ACCIDENT INSURANCE A.BACKGROUND INFORMATION 1. Coverage is for all K-12 students participating in school sponsored activities, including sports. Liability waivers are obtained on all participants in sports programs. 2. Estimated Student Enrollment Count: 910 Grades K-8: 585 Grades 9-12: 325 3. Estimated Sports Participation is as follows: 4. Football (grades 9-10): 9 Football (grades 11-12): 12 5. All other sports (grades 9-10): 44 All other sports (grades 11-12): 87 6. Batting cages or trampolines are not within the scope of the program. B. INSURANCE COVERAGE IS TO INCLUDE THE FOLLOWING: 1. Liability Limits & Coverage: Limit Deductible Accident Medical Expense $ 25,000 $ 0 Accidental Death Benefit $ 15,000 $ 0 Accidental Dismemberment $ 50,000 $ 0 AD&D Aggregate Limit $ 500,000 2. Include a table of benefit amounts & percentages for covered medical expenses. 3. Include a listing of additional coverages, coverage extensions, exclusions, and AD&D schedule. C.QUOTED COVERAGE PROVISIONS 1. Coverage Detail: Limit Deductible Accident Medical Expense _________ _________ Accidental Death Benefit _________ _________ Accidental Dismemberment _________ _________ AD&D Aggregate Limit _________ 2. Is arranged transportation included, prior, during, and after sponsored events?: Yes No If yes, please give effective date(s) and explanation. D.QUOTATION 1. Student Accident Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ 2. Alternate Student Accident Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ Page 210 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 25 of E. INSURANCE COMPANY/RISK POOL INFORMATION Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No For Alternate Quote(s): Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No F. LIST ANY DEVIATIONS OR ADDITIONAL INFORMATION: Page 211 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 26 of CYBER RISK LIABILITY A.BACKGROUND INFORMATION 1. Coverage is intended to supplement Cyber Liability Coverage(s) that are contained within other policies quoted, or offer additional coverage excluded within those policies. 2. This should be offered as a stand-alone policy which may be accepted or rejected by Westlake Academy, without affecting the pricing of other policies. 3. Coverage should include the following or the most equivalent limits and deductible available: B. INSURANCE COVERAGE IS TO INCLUDE THE FOLLOWING: 1. Liability Limits & Coverage: Limit Deductible Liability Coverages Networks and information security $ 1,000,000 $10,000 Communications and media $ 1,000,000 $10,000 Regulatory defense expenses $ 500,000 $10,000 1st Party coverage Crisis Management event expenses $ 500,000 $10,000 Security Breach remediation and $ 500,000 $10,000 notification expenses E-commerce extortion $ 500,000 $10,000 Business interruption and additional $ 500,000 24 Hours Expenses 2. Include coverage descriptions of each insuring agreement 3. Include a listing of additional coverages, coverage extensions, and exclusions. C.QUOTED COVERAGE PROVISIONS 1. Coverage Detail: Limit Deductible Liability Coverages Networks and information security __________ __________ Communications and media __________ __________ Regulatory defense expenses __________ __________ 1st Party coverage __________ __________ Crisis Management event expenses __________ __________ Security Breach remediation and __________ __________ notification expenses E-commerce extortion __________ __________ Business interruption and additional __________ __________ expenses Page 212 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 27 of D.QUOTATION 1. Cyber liability Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ 2. Alternate Cyber liability Insurance Quote (Attach complete coverage information) Annual Premium (Period 07/01/2026 to 06/30/2027): $________________________________ E. INSURANCE COMPANY/RISK POOL INFORMATION Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No For Alternate Quote(s): Name of Company: _________________________________________________________ A.M. Best Rating/Size: _________________________________ Insurance Company: Yes No Risk Pool: Yes No F. LIST ANY DEVIATIONS OR ADDITIONAL INFORMATION: Page 213 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 28 of PROPOSAL SUBMITTAL FORMAT Quotations should be clearly labeled, using the format below. Proposals using an alternate format should have all quotes clearly labeled by policy type, and include policy limits, details, and cost. All submissions must include the completed forms below. 1. Completed Questionnaire 2. Property Insurance, Fire and Extended Equipment Coverage Quote 3. General Liability Quote (including D&O, EPLI, EBLI and ELLI coverage) 4. Automobile Liability & Physical Damage Quote 5. Umbrella Liability Insurance Quote 6. Crime Insurance Quote 7. Workers’ Compensation Insurance Quote 8. International Travel Insurance Quote 9. Student Accident Insurance Quote 10.Cyber Liability & Cyber Security Insurance Quote 11.Agent’s Current License, Copy of E&O Insurance Certificate 12.Completed and signed Felony Conviction Notice Form 13.Completed and signed Non-Collusion Certification Form 14.Completed and signed Conflict of Interest Questionnaire Form 15.Completed and signed W-9 Form 16.Completed and signed Form 2270 Page 214 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 29 of EXHIBIT “A” - PROPERTY SCHEDULE 1. All buildings are located on 2600 JT Ottinger Road, Westlake TX, 76262. Blanket coverage is required for buildings and contents. Building Sq. Footage Valuation Roof Type #1 22,278 14,505,852 100% concrete tile #2: 20,260 10,355,419 100% concrete tile #3 10,492 5,302,872 100% concrete tile #4: 8,400 6,706,997 80% concrete tile, 20% flat membrane #5: 8,900 3,447,870 75% seam metal, 25% flat membrane #6: 8,900 4,171,687 25% concrete tile, 75% flat membrane #7: 19,820 6,960,683 75% seam metal, 25% flat membrane #8: 12,500 2,249,100 100% Shingle #9: 12,500 2,249,100 100% Shingle #10 1,554,786 Turf #11 107,241 Lights/Scoreboard Property (Blanket) Limits: 2. Contents: $57,612,607 $4,782,550 3. Business Income and Extra Expense:$ 444,000 4. Total Property Limits $62,839,156 Page 215 4 Benchmarq Property Quote Number: 0019131688 Quote Date: 05/22/2026 Account: WESTLAKE ACADEMY Agent: BOX BONDING AGENCY LLC DBA BOX INSURANCE AGENCY Producer Code: I00851 / 0082188-00154 Writing Company: Chubb Indemnity Insurance Company Effective Date: 06/30/2026 - 06/30/2027 Commercial Property Premium $127,807.00 Total Quoted Premium $127,807.00 Terrorism (Included in Commercial Property Premium) $2,774.00 Property $2,774.00 Ensuing Fire $555.00 Machinery Breakdown Included in Property The portion attributable to surcharges / assessments / taxes is an estimate. If bound, the insured is responsible for the total amount shown on the premium bill, regardless of the amount shown above. If you elect not to purchase coverage for terrorism, and your policy provides commercial property insurance in a jurisdiction that has a statutory standard fire policy, the premium shown above for ensuing fire is the amount attributable to the insurance provided pursuant to that statutory standard fire policy. This coverage cannot be rejected. Page 216 5 Commercial Property - Coverages Commercial Property - Premises Schedule Premises # Described Premises 1 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Policy Level – Coverages Deductible Waiting Period Extended Period $25,000 24 Hours 365 Days Premises #1, Building #1 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $14,505,852 Personal Property Automatic Increase in Limits 4% $1,600,000 Business Income with Extra Expense Automatic Increase in Limits 4% $334,000 Business Income - Civil Authority $50,000 Premises #1, Building #2 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $10,355,419 Personal Property Automatic Increase in Limits 4% $830,550 Business Income with Extra Expense Automatic Increase in Limits 4% $15,000 Business Income - Civil Authority $15,000 Premises #1, Building #3 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $5,302,872 Personal Property Automatic Increase in Limits 4% $525,000 Business Income with Extra Expense Automatic Increase in Limits 4% $15,000 Business Income - Civil Authority $15,000 Premises #1, Building #4 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $6,706,997 Page 217 6 Personal Property Automatic Increase in Limits 4% $399,000 Business Income with Extra Expense Automatic Increase in Limits 4% $15,000 Business Income - Civil Authority $15,000 Premises #1, Building #5 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $3,447,870 Personal Property Automatic Increase in Limits 4% $367,500 Business Income with Extra Expense Automatic Increase in Limits 4% $15,000 Business Income - Civil Authority $15,000 Premises #1, Building #6 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $4,171,687 Personal Property Automatic Increase in Limits 4% $462,000 Business Income with Extra Expense Automatic Increase in Limits 4% $15,000 Business Income - Civil Authority $15,000 Premises #1, Building #7 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $6,960,683 Personal Property Automatic Increase in Limits 4% $577,500 Business Income with Extra Expense Automatic Increase in Limits 4% $15,000 Business Income - Civil Authority $15,000 Premises #1, Building #8 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $2,249,100 Personal Property Automatic Increase in Limits 4% $10,500 Business Income with Extra Expense Automatic Increase in Limits 4% $10,000 Page 218 7 Business Income - Civil Authority $10,000 Premises #1, Building #9 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $2,249,100 Personal Property Automatic Increase in Limits 4% $10,500 Business Income with Extra Expense Automatic Increase in Limits 4% $10,000 Business Income - Civil Authority $10,000 Premises #1, Building #10 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $1,554,786 Premises #1, Building #11 - 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Coverages Limits of Insurance Building Automatic Increase in Limits 4% $107,241 Page 219 8 Policy Level – Additional Coverages Coverages Limits of Insurance Arson or Theft Reward $25,000 Errors or Omissions $25,000 Goods in Transit $50,000 Lessor - Tenant Relocation Expenses $25,000 Paved or Concrete Surfaces $25,000 Policy Level – Sublimits, Deductibles, and Exclusions for Specific Perils Specific Perils Limits of Insurance Abrupt and Accidental Breakdown Included Change in Flavor, Change in Temperature, and Spoilage Applicable to all locations in the declaration $100,000 Leakage from Fire Protection Equipment and Discharge of Water Deductible $50,000 Waiting Period 48 Hours Any Other Location Exhibition, Fair, or Trade Show In Transit Specified Catastrophe Perils Earthquake Earthquake Policy Annual Aggregate Limit of Insurance $2,500,000 Limit of Insurance Earthquake Includes Earthquake Sprinkler Leakage Premises Annual Aggregate Limit of Insurance $2,500,000 Per Occurrence Limit of Insurance $2,500,000 Property Damage Dollar Deductible $100,000 Waiting Period 24 Hours Premises • 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Flood Flood Policy Annual Aggregate Limit of Insurance $2,500,000 Limit of Insurance Flood Includes Inundation, Back-Up, and Mudflow Premises Annual Aggregate Limit of Insurance $2,500,000 Per Occurrence Limit of Insurance $2,500,000 Property Damage Dollar Deductible $100,000 Page 220 9 Waiting Period 48 Hours Premises • 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Windstorm Windstorm Deductible or Waiting Period Property Damage Percentage Deductible 3% Property Damage Minimum Dollar Deductible $100,000 Waiting Period 72 Hours Premises • 2600 J T Ottinger Rd, Westlake, TX 76262-8012 Page 221 10 Covered Premises – Automatic $250,000 Blanket Limit of Insurance Coverages Included in the Blanket Limit of Insurance $250,000 Blanket Limit of Insurance Accounts Receivable Included Electronic Data Processing Property Included Fine Arts Included Leasehold Interest Bonus Payment Prepaid Rent Sublease Profit Tenants' Lease Interest Included Included Included Included Included Leasehold Interest - Undamaged Tenant's Improvements and Betterments Included Included Non-Owned Detached Trailers Included Outdoor Trees, Shrubs, Plants, or Lawns Included Pair and Set Included Public Safety Service Charges Included Research and Development Property Included Valuable Papers Included Property Coverages – Automatic Limits of Insurance Additional Premises Coverages Automatic Total Fungus Clean-Up or Removal $25,000 $25,000 Loss of Master Key $15,000 $15,000 Loss Prevention Expenses $15,000 $15,000 Money and Securities On Premises $15,000 $15,000 Processing Water $10,000 $10,000 Additional Coverages Automatic Total Any Other Location $50,000 $50,000 Deferred Payments $25,000 $25,000 Exhibition, Fair, Or Trade Show $50,000 $50,000 In Transit $50,000 $50,000 Installation Any Job Site In Transit $25,000 $25,000 $25,000 $25,000 Mobile Communication Property (Greater Than 1,000 Feet from a Premises Shown Under Premises Schedule) $15,000 $15,000 Pollutant Clean-Up or Removal $25,000 $25,000 Page 222 11 Money and Securities Off Premises $15,000 $15,000 Preparation Of Loss Fees $10,000 $10,000 Debris Removal Coverage Automatic Total Debris Removal At Premises $100,000 $100,000 Any Other Location $25,000 $25,000 In Transit $25,000 $25,000 Newly Acquired Premises or Newly Acquired or Constructed Property Coverages Automatic Total Building $2,500,000 $2,500,000 Electronic Data Processing Property $1,000,000 $1,000,000 Fine Arts $25,000 $25,000 Personal Property $1,000,000 $1,000,000 Personal Property - Existing Premises $100,000 $100,000 Business Income Coverages – Automatic Limits of Insurance Additional Premises Coverages Automatic Total Business Income - Contractual Penalties $10,000 $10,000 Business Income - Ingress and Egress $25,000 $25,000 Business Income - Loss of Utilities $15,000 $15,000 Additional Coverages Automatic Total Business Income - Any Other Location $25,000 $25,000 Business Income - Dependent Business Premises $50,000 $50,000 Business Income - Exhibition, Fair, or Trade Show $10,000 $10,000 Business Income - Pollutant Clean-Up or Removal $10,000 $10,000 Business Income - Preparation of Loss Fees $10,000 $10,000 Lessor Tenant Relocation Expenses $25,000 $25,000 Coverage Automatic Total Business Income - Newly Acquired Premises $100,000 N/A Page 223 Page 224 Page 225 Page 226 Page 227 Page 228 Page 229 Page 230 Page 231 Page 232 Page 233 Page 234 Page 235 Page 236 CRIME DECLARATIONS Travelers Casualty and Surety Company of America POLICY NO.106364590 Hartford, Connecticut (A Stock Insurance Company, herein called the Company) ITEM 1 NAMED INSURED: WESTLAKE ACADEMY D/B/A: Principal Address: 1500 Solana Boulevard Building 7, Suite 7200 WESTLAKE, TX 76262 Inception Date:August 31, 2025 Expiration Date:August 31, 2028 ITEM 2 POLICY PERIOD: 12:01 A.M. standard time both dates at the Principal Address stated in ITEM 1. ITEM 3 ALL NOTICES OF CLAIM OR LOSS MUST BE SENT TO THE COMPANY BY EMAIL, FACSIMILE, OR MAIL AS SET FORTH BELOW: BSIclaims@travelers.com ITEM 4 COVERAGE INCLUDED AS OF THE INCEPTION DATE IN ITEM 2: Crime CRI-2001 Ed. 01-09 Printed in U.S.A. Page 1 of 4 ©2009 The Travelers Companies, Inc. All Rights Reserved 1-888-460-6622 Travelers Bond & Specialty Insurance Claim P.O. Box 2989 Hartford, CT 06104-2989 Travelers Bond & Specialty Insurance Claim One Tower Square, MN06 Hartford, CT 06183 Mail: Overnight Mail: For questions related to claim reporting or handling, please call 1-800-842-8496. Email: Fax: Page 237 CRI-2001 Ed. 01-09 Printed in U.S.A. Page 2 of 4 ©2009 The Travelers Companies, Inc. All Rights Reserved ITEM 5 CRIME Single Loss Limit of Insurance Single Loss Retention Insuring Agreement A. Fidelity B. Forgery or Alteration C. On Premises D. In Transit E. Money Orders and Counterfeit Money F. Computer Crime 1. Computer Fraud 2. Computer Program and Electronic Data Restoration Expense G. Funds Transfer Fraud H. Personal Accounts Protection 1. Personal Accounts Forgery or Alteration 2. Identity Fraud Expense Reimbursement I. Claim Expense $250,000 $500,000 Not Covered $250,000 $2,500 $2,500 $2,500 $250,000 $250,000 $250,000 $250,000 $100,000 $2,500 $2,500 $250,000 Not Covered Not Covered $5,000 $2,500 $0 $2,500 $2,500 $0 1. Employee Theft 2. ERISA Fidelity 3. Employee Theft of Client Property Page 238 ITEM 5. (Cont’d) If “Not Covered” is inserted above opposite any specified Insuring Agreement, or if no amount is included in the Limit of Insurance, such Insuring Agreement and any other reference thereto is deemed to be deleted from this Crime Policy. Policy Aggregate Limit of Insurance: If a Policy Aggregate Limit of Insurance is applicable, then the Policy Aggregate Limit of Insurance for each Policy Period for Insuring Agreements A through H, inclusive, is: Not Applicable If a Policy Aggregate Limit of Insurance is not included, then this Crime Policy is not subject to a Policy Aggregate Limit of Insurance as set forth in Section V. CONDITIONS B. PROVISIONS AFFECTING LOSS ADJUSTMENT AND SETTLEMENT 1. Limit of Insurance a. Policy Aggregate Limit of Insurance. Cancellation of Prior Insurance: By acceptance of this Crime Policy, the Insured gives the Company notice canceling prior policies or bonds issued by the Company that are designated by policy or bond numbers ,Not Applicable such cancellation to be effective at the time this Crime Policy becomes effective. INSURED’S PREMISES COVERED: All Premises of the Insured in the United States of America, its territories and possessions, Canada, or any other country throughout the world, except: Not Applicable ITEM 6 ITEM 7 FORMS AND ENDORSEMENTS ATTACHED AT ISSUANCE: PREMIUM FOR THE POLICY PERIOD: $9,402.00 Policy Premium $3,134.00 ACF-7006-0511; CRI-3001-0109; CRI-19060-0713; CRI-19072-0315; CRI-19101-1117; CRI-19085-0919; CRI-19122-1120; CRI-5044-0613; CRI-4019-0911 Applicable Not Applicable Annual Installment Premium CRI-2001 Ed. 01-09 Printed in U.S.A. Page 3 of 4 ©2009 The Travelers Companies, Inc. All Rights Reserved Page 239 Quote Proposal Policy Summary Quote Proposal Page 3 of 10 COVERAGE POLICY TERM POLICY NUMBER PREMIUM COMMISSION Workers' Compensation Property and Casualty Insurance Company of Hartford 06/30/2026 – 06/30/2027 46WE AZ0P18 $18,939.00 8.0% Total Estimated Account Premium $18,939.00 Premium may include surcharges, taxes, and assessments. Commission percentages shown are for base commission only and do not include any applicable supplemental commission or other forms of compensation. The premiums identified above may contain surcharges and/or assessments to which the commission percentages shown above may not apply. Workers' compensation commission percentage applies to the standard premium before application of any premium discount. Business Travel Accident - Premium Indication We are pleased to provide you with the following non-binding premium indication for Business Travel Accident (BTA) insurance based upon the information used to quote the coverages shown above. Information such as employee count, class of business, risk state, and other assumptions were used to generate this non-binding indication. If you are interested in learning more including how to pursue a formal quote, additional details can be found on a separate page within this quote proposal. This premium indication is optional and is not included in the Total Estimated Account Premium in the Premium Summary Section above. AD&D, Business Only, with Additional Benefits, per below Policy Term AD&D Limit Aggregate Limit Premium Standard 06/30/2026 - 06/30/2027 5 x salary to a maximum of $500,000 $5,000,000 per Accident $1,000 Please see detailed section contained later in this quote proposal for important terms and conditions. Page 240 Quote Proposal Coverage Selection Quote Proposal Page 5 of 10 WORKERS’ COMPENSATION - 46WE AZ0P18 SHORT SUMMARY Employers Liability Limit: Bodily Injury (Each Accident/Disease Policy Limit/Disease Each Employee) $1,000,000/$1,000,000/$1,000,000 States Covered by Workers Compensation Insurance (Part 1 or 3A) TX States Covered by Other States Insurance (Part 3 or 3C) All states except: Monopolistic states (ND, OH, WA, WY), US Territories, and states listed above in Part 1 or 3A Total Payroll $7,181,798 The "States Covered by Workers Compensation Insurance (Part 1 or 3A)" all have the Employer Liability Limits listed above unless higher limits are required by state law for CA, MA, NJ, NY or OR." Workers’ Compensation & Employer’s Liability Summary Premium Total Class Premium $17,877 Increased Limits Part Two $250 Waiver of Subrogation $358 Total Premium Subject to Experience Modification $18,485 Experience Modifier $185 Schedule Rating Factor -$373 Terrorism $1,724 Expense Constant $180 Premium Discount -$1,262 Total Estimated Annual Standard Premium $18,297 TOTAL ESTIMATED ANNUAL WORKERS’ COMPENSATION PREMIUM $18,939.00 MOD Experience Mod ID WC Experience Mod Mod Status TX Intrastate - 420969449 1.010 Actual EXTENDED SUMMARY State - Writing Company Name & Class Payroll Company Base Rate Premium Texas Property and Casualty Insurance Company of Hartford 9740 Terrorism Risk Insurance Program Reauthorization Act Disclosure Endorsement 7,181,798 0.024 $1,724 Page 241 Quote Proposal Coverage Selection Quote Proposal Page 6 of 10 Texas Property and Casualty Insurance Company of Hartford 9741 Catastrophe (other than certified acts of terrorism)7,181,798 0.000 $0 8868 SCHOOL: PROFESSIONAL EMPLOYEES 6,499,973 0.210 $13,650 8810 CLERICAL OFFICE EMPLOYEES NOC 367,585 0.030 $110 9101 SCHOOL - ALL OTHER EMPLOYEES & DRIVERS 314,240 1.310 $4,117 0930 Waiver charge 0.020 $358 9887 Schedule Rating Factor 0.980 -$373 9812 Emp liab increased limits 0.014 $250 9898 Experience modifier 1.010 $185 Total Payroll/ Estimated Annual Premium (after credits/discounts/surcharges) $7,181,798 $18,939.00 WORKERS' COMPENSATION COMMISSION BREAKDOWN Commission Payable Premium Commission $18,297.00 8.00% WC DISCLAIMER Workers compensation commission percentage applies to the standard premium before application of any premium discount. Premium is based on an estimated payroll and subject to annual audit. Merit and Experience Mods are tentative and subject to final calculation. WC PENDING RATE DISCLAIMER A rate change filing is being considered by the proper regulatory authority. The filing may result in rates different from the rates shown on the policy. If it does, we will issue an endorsement to show the new rates and their effective date. WC STATE DISCLAIMER The following short-rate fee disclosure applies to California policies: The Hartford charges a fee if the insured cancels the policy before the end of the policy term. This means that the final premium may be increased by a short-rate or penalty cancellation fee, which varies depending on how early the policy is cancelled or whether your policy is subject to an annual minimum premium. The range of the penalty is 5% to100% of the full policy premium. Page 242 1 April 28, 202 6 Meagan Richenberger Box Insurance Agency 1200 S. Main Street Suite 1600 Grapevine, TX 76051 Dear Meagan: I am pleased to offer a flat renewal proposal for Westlake Academy. Please review the renewal terms below, which are the same as expiring. Named Insured: Westlake Academy Eligibility: Class 1: All students of the Policyholder Class 2: All faculty and staff of the Policyholder Coverage Term: June 30, 2026 to June 30, 2027 Policy Number: GLM N14302943 Renewal Premium: $2,000 Covered Activities: Educational Travel Coverage Out-of-Country Medical Expense Benefits Benefit Maximum: $50,000 per person Deductible: $0 per Covered Accident or Sickness Preexisting Conditions: Treated as any other medical condition Dental Treatment: $500 (Injury & Alleviation of Pain) Pregnancy Benefit: Treated as any other medical condition Room & Board: Average semi private room rate Intensive Care: Two times the average semi private room rate Chiropractic Care: $350 ($35 per visit up to a maximum of 10 visits) Prescription Drugs: Inpatient Co-insurance: 100% of covered expenses Outpatient Co-insurance: 100% of covered expenses Coinsurance: 100% of the Usual and Customary Charges Incurral Period: 30 Days from the date of a Covered Accident or Sickness Maximum Benefit Period: The earlier of the date the Covered Person returns to his or her Home Country or Country of Permanent Assignment, or 26 weeks from the date of a Covered Accident or Sickness Maximum Coverage Period: 180 days any single trip Accidental Death & Dismemberment Benefit: Class 1: $10,000 Class 2: $50,000 Accident & Health Division 1330 Post Oak Boulevard, suite 800 Houston, TX, 77056, USA Shannon.roy@chubb.com Page 243 2 Aggregate Limit:$250,000 Chaperone Replacement Benefit $2,000 Emergency Reunion Benefit $2,000 Emergency Medical Benefit:up to $10,000 Emergency Medical Evacuation:100% of the Covered Expenses Repatriation Benefit:100% of the Covered Expenses The premium is calculated at 15%commission. The proposal is valid until June 30, 2026. If by that date you have not accepted the terms we have offered in this proposal, it will no longer be valid. We look forward to being of service to you and our mutual client. Sincerely, Shannon Roy, MBA Underwriter, Accident and Health 1330 Post Oak Boulevard, suite 800 Houston, TX, 77056, USA 346-539-3651 E:shannon.roy@chubb.com Page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`!`%--%'' ! H!,+-%$G + H!)5!" [KHJ%--J)'%' + H!)5!" b'$ ' +:!([3-)%:')(!) :%"%' !(! JGD#cd#3-)![J)'! ,+" H! " !(`(% %"5%"7+(:) %+"' J:% ! [3H)"5!' + H! " !(`(" :)G)77!$ e + ) %+"[ Page 245 !"# $%&%''%$$%()"%*+%(% %(%&,)%($-'%.%()420567086902:;3 6;5<0=>420567086?5@:7A7B0801:6 C>DEEE02F0865<0 >EEG Page 246 Page 247 Page 248 5/13/25, 12:34 AM Sircon Platform https://platform.sircon.com/#/license-print 1/1 LICENSE NUMBER: 2192228 NPN: 18427110 Issue Date: 05/31/2017 Expiration Date: 05/31/2027 General Lines Agency Qualification Effective Dates Property and Casualty 05/31/2017 Life, Accident, Health & HMO 07/20/2020 BOX BONDING AGENCY, LLC NPN: 18427110 DBA: BOX INSURANCE AGENCY 1200 S MAIN ST STE 1600 GRAPEVINE, TX 76051-7529 is authorized to transact business as described above License No: 2192228 Issue Date: 05/31/2017 Expiration Date: 05/31/2027 Generated by Sircon 346010606 THIS IS TO CERTIFY THAT BOX BONDING AGENCY, LLC 1200 S MAIN ST STE 1600 GRAPEVINE, TX 76051-7529 IS HEREBY AUTHORIZED TO TRANSACT BUSINESS IN ACCORDANCE TO THE LICENSE DESCRIPTION SHOWN BELOW: General Lines Agency Property and Casualty, Life, Accident, Health & HMO Generated by Sircon 346010606 Page 249 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME:CONTACT (A/C, No):FAX E-MAILADDRESS: PRODUCER (A/C, No, Ext):PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. OTHER: (Per accident) (Ea accident) $ $ N / A SUBR WVD ADDL INSD THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT AUTOS ONLY AUTOSAUTOS ONLY NON-OWNED SCHEDULEDOWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY OFFICER/MEMBER EXCLUDED? (Mandatory in NH) DESCRIPTION OF OPERATIONS below If yes, describe under ANY PROPRIETOR/PARTNER/EXECUTIVE $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT EROTH-STATUTEPER LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION$ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE DAMAGE TO RENTED $PREMISES (Ea occurrence) COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO-JECT LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY 3/25/2026 Professional Insurance Agents of Texas c/o Cindy Cicack 16515 Pilgrims Circle Spring TX 77379 817-865-1806 817-424-1404 certificates@boxinsurance.com Utica National Insurance of TX 43478 BOXINSU-01 Box Bonding Agency LLC dba Box Insurance Agency Box Professional Insurance Agency, LLC; Box Home and Auto, LLC; Box Insurance Agency, Inc; Box Bonding Agency, LLC 1200 S. Main Street, Suite 1600 Grapevine TX 76051 974231810 A Errors & Omissions 5330160EO 2/18/2026 2/18/2027 Each Loss Aggregate $10,000,000 $11,000,000 Deductible: $25,000 each loss, $75,000 aggregate (loss and litigation) Named Insureds: Box Bonding Agency, LLC dba Box Insurance Agency; Box Professional Insurance Agency LLC; Box Home and Auto LLC, Box Insurance Agency Inc.; Box Bonding Agency LLC **For Informational Purposes Only** Page 250 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 30 of FELONY CONVICTION NOTICE State of Texas Legislative Senate Bill No. 1, Section 44.034, Notification of Criminal History, Subsection (a), states “a person or business entity that enters into a contract with a school district must giveadvancenoticetothedistrictifthepersonoranowneroroperatorofthebusinessentityhas been convicted of a felony. The notice must include a general description of the conduct resulting in the conviction of a felony. Subsection (b) states “a school district may terminate a contract with a person or business entity if the districtdeterminesthatthepersonorbusinessentityfailedtogivenoticeasrequiredbySubsection(a) or misrepresented the conduct resulting in the conviction. The district must compensate the person or business entity for the services performed before the termination of contract.” THISNOTICEISNOTREQUIREDOF A PUBLICLY-HELDCORPORATION I,theundersignedagentforthefirmnamedbelow,certifythattheinformationconcerningnotification of felony has been reviewed by me and the following information furnished is true to the best of my knowledge. VENDOR’S NAME: AUTHORIZEDCOMPANYOFFICIAL’SNAME(PRINTED) Pleasecheckallthatapply: Myfirmispublicly-heldcorporation,therefore,thisreportingrequirementisnotapplicable. My firm is neither owned nor operated by anyone who has been convicted of a felony. Myfirmisownedoroperatedbythefollowingindividual(s)whohas/havebeenconvictedofa felony: Name: DetailsofConviction(s): Contractor/CompanyOfficial Signature Date Page 251 Box Insurance Agency Adam Syswerda ✔ 5/26/2026 Westlake Academy – FY 26/27 Comprehensive Insurance RFP Page 31 of NON-COLLUSION STATEMENT The undersigned Proposer, by signing and executing this proposal, certifies and represents to the Town of Westlake and Westlake Academy that Proposer has not offered, conferred or agreed to confer any pecuniary benefit, as defined by Section 1.07 (a)(6) of the Texas Penal Code, or any other thing of value, as consideration for the receipt of information or any special treatment or advantage relating to this proposal; the Proposer also certifies and represents that Proposer has not offered, conferred or agreed to confer any pecuniary benefit or other things of value as consideration for the recipient's decision, opinion, recommendation, vote or other exercise of discretion concerning this proposal; the Proposer certifies and represents that Proposer has neither coerced nor attempted to influence the exercise of discretion by any officer, trustee, agent or employee of the Town of Westlake and Westlake Academy concerning this proposal on the basis of any consideration not authorized by law; the Proposer also certifies and represents that Proposer has not received any information not available to other proposers so as to give the undersigned a preferential advantage with respect to this proposal; the Proposer further certifies and represents that Proposer has not violated any state, federal or local law, regulation or ordinance relating to bribery, improper influence, collusion or the like and that Proposer will not in the future, offer, confer, or agree to confer any pecuniary benefit or other thing of value of any officer, trustee, agent or employee of the Town of Westlake and Westlake Academy in return for the person having exercised the person's official discretion, power or duty with respect to this proposal; the Proposer certifies and represents that it has not now and will not in the future offer, confer, or agree to confer a pecuniary benefit or other thing of value to any office, trustee, agent or employee of the Town of Westlake and Westlake Academy in connection with information regarding this proposal, the submission of this proposal, the award of this proposal or the performance, delivery or sale pursuant to this proposal. Firm Name: Address: City/State/Zip: Phone: Fax: Name of Representative(s): Signature of Representative(s): Date: Page 252 Box Insurance Agency 1200 S. Main St., Ste. 1600 Grapevine, TX 76051 817-865-1806 Adam Syswerds 5/26/2026 CONFLICT OF INTEREST QUESTIONNAIRE For vendor doing business with local governmental entity FORM CIQ OFFICE USE ONLY Date Received This questionnaire reflects changes made to the law by H.B. 23, 84th Leg., Regular Session. This questionnaire is being filed in accordance with Chapter 176, Local Government Code, by a vendor who has a business relationship as defined by Section 176.001(1-a) with a local governmental entity and the vendor meets requirements under Section 176.006(a). By law this questionnaire must be filed with the records administrator of the local governmental entity not later than the 7th business day after the date the vendor becomes aware of facts that require the statement to be filed. See Section 176.006(a-1), Local Government Code. A vendor commits an offense if the vendor knowingly violates Section 176.006, Local Government Code. An offense under this section is a misdemeanor. 1 Name of vendor who has a business relationship with local governmental entity. 2 Check this box if you are filing an update to a previously filed questionnaire. (The law requires that you file an updated completed questionnaire with the appropriate filing authority not later than the 7th business day after the date on which you became aware that the originally filed questionnaire was incomplete or inaccurate.) 3 Name of local government officer about whom the information is being disclosed. Name of Officer 4 Describe each employment or other business relationship with the local government officer, or a family member of the officer, as described by Section 176.003(a)(2)(A). Also describe any family relationship with the local government officer. Complete subparts A and B for each employment or business relationship described. Attach additional pages to this Form CIQ as necessary. A. Is the local government officer or a family member of the officer receiving or likely to receive taxable income, other than investment income, from the vendor? Yes No B. Is the vendor receiving or likely to receive taxable income, other than investment income, from or at the direction of the local government officer or a family member of the officer AND the taxable income is not received from the local governmental entity? Yes No 5 Describe each employment or business relationship that the vendor named in Section 1 maintains with a corporation or other business entity with respect to which the local government officer serves as an officer or director, or holds an 6 Check this box if the vendor has given the local government officer or a family member of the officer one or more gifts as described in Section 176.003(a)(2)(B), excluding gifts described in Section 176.003(a-1). 7 Signature of vendor doing business with the governmental entity Date ownership interest of one percent or more. Form provided by Texas Ethics Commission www.ethics.state.tx.us 5HYLVHG 3DJHRI Signature of vendor doing business with the governmental entity Page 253 ✔ ✔ 5/26/2026 5HYLVHGForm provided by Texas Ethics Commission www.ethics.state.tx.us CONFLICT OF INTEREST QUESTIONNAIRE For vendor doing business with local governmental entity A complete copy of Chapter 176 of the Local Government Code may be found at http://www.statutes.legis.state.tx.us/ Docs/LG/htm/LG.176.htm. For easy reference, below are some of the sections cited on this form. Local Government Code § 176.001(1-a): "Business relationship" means a connection between two or more parties based on commercial activity of one of the parties. The term does not include a connection based on: (A) a transaction that is subject to rate or fee regulation by a federal, state, or local governmental entity or an agency of a federal, state, or local governmental entity; (B) a transaction conducted at a price and subject to terms available to the public; or (C) a purchase or lease of goods or services from a person that is chartered by a state or federal agency and that is subject to regular examination by, and reporting to, that agency. Local Government Code § 176.003(a)(2)(A) and (B): (a) A local government officer shall file a conflicts disclosure statement with respect to a vendor if: *** (2) the vendor: (A) has an employment or other business relationship with the local government officer or a family member of the officer that results in the officer or family member receiving taxable income, other than investment income, that exceeds $2,500 during the 12-month period preceding the date that the officer becomes aware that (i) a contract between the local governmental entity and vendor has been executed; or (ii) the local governmental entity is considering entering into a contract with the vendor; (B) has given to the local government officer or a family member of the officer one or more gifts that have an aggregate value of more than $100 in the 12-month period preceding the date the officer becomes aware that: (i) a contract between the local governmental entity and vendor has been executed; or (ii) the local governmental entity is considering entering into a contract with the vendor. Local Government Code § 176.006(a) and (a-1) (a) A vendor shall file a completed conflict of interest questionnaire if the vendor has a business relationship with a local governmental entity and: (1) has an employment or other business relationship with a local government officer of that local governmental entity, or a family member of the officer, described by Section 176.003(a)(2)(A); (2) has given a local government officer of that local governmental entity, or a family member of the officer, one or more gifts with the aggregate value specified by Section 176.003(a)(2)(B), excluding any gift described by Section 176.003(a-1); or (3) has a family relationship with a local government officer of that local governmental entity. (a-1) The completed conflict of interest questionnaire must be filed with the appropriate records administrator not later than the seventh business day after the later of: (1) the date that the vendor: (A) begins discussions or negotiations to enter into a contract with the local governmental entity; or (B) submits to the local governmental entity an application, response to a request for proposals or bids, correspondence, or another writing related to a potential contract with the local governmental entity; or (2) the date the vendor becomes aware: (A) of an employment or other business relationship with a local government officer, or a family member of the officer, described by Subsection (a); (B) that the vendor has given one or more gifts described by Subsection (a); or (C) of a family relationship with a local government officer. Page 254 Form W-9 (Rev. March 2024) Request for Taxpayer Identification Number and Certification Department of the Treasury Internal Revenue Service Go to www.irs.gov/FormW9 for instructions and the latest information. Give form to the requester. Do not send to the IRS. Before you begin. For guidance related to the purpose of Form W-9, see Purpose of Form, below. Pr i n t o r t y p e . Se e Sp e c i f i c I n s t r u c t i o n s on p a g e 3 . 1 Name of entity/individual. An entry is required. (For a sole proprietor or disregarded entity, enter the owner’s name on line 1, and enter the business/disregarded entity’s name on line 2.) 2 Business name/disregarded entity name, if different from above. 3a Check the appropriate box for federal tax classification of the entity/individual whose name is entered on line 1. Check only one of the following seven boxes. Individual/sole proprietor C corporation S corporation Partnership Trust/estate LLC. Enter the tax classification (C = C corporation, S = S corporation, P = Partnership) . . . . Note: Check the “LLC” box above and, in the entry space, enter the appropriate code (C, S, or P) for the tax classification of the LLC, unless it is a disregarded entity. A disregarded entity should instead check the appropriate box for the tax classification of its owner. Other (see instructions) 3b If on line 3a you checked “Partnership” or “Trust/estate,” or checked “LLC” and entered “P” as its tax classification, and you are providing this form to a partnership, trust, or estate in which you have an ownership interest, check this box if you have any foreign partners, owners, or beneficiaries. See instructions . . . . . . . . . 4 Exemptions (codes apply only to certain entities, not individuals; see instructions on page 3): Exempt payee code (if any) Exemption from Foreign Account Tax Compliance Act (FATCA) reporting code (if any) (Applies to accounts maintained outside the United States.) 5 Address (number, street, and apt. or suite no.). See instructions. 6 City, state, and ZIP code Requester’s name and address (optional) 7 List account number(s) here (optional) Part I Taxpayer Identification Number (TIN) Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid backup withholding. For individuals, this is generally your social security number (SSN). However, for a resident alien, sole proprietor, or disregarded entity, see the instructions for Part I, later. For other entities, it is your employer identification number (EIN). If you do not have a number, see How to get a TIN, later. Note: If the account is in more than one name, see the instructions for line 1. See also What Name and Number To Give the Requester for guidelines on whose number to enter. Social security number – – or Employer identification number – Part II Certification Under penalties of perjury, I certify that: 1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and 2. I am not subject to backup withholding because (a) I am exempt from backup withholding, or (b) I have not been notified by the Internal Revenue Service (IRS) that I am subject to backup withholding as a result of a failure to report all interest or dividends, or (c) the IRS has notified me that I am no longer subject to backup withholding; and 3. I am a U.S. citizen or other U.S. person (defined below); and 4. The FATCA code(s) entered on this form (if any) indicating that I am exempt from FATCA reporting is correct. Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because you have failed to report all interest and dividends on your tax return. For real estate transactions, item 2 does not apply. For mortgage interest paid, acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement (IRA), and, generally, payments other than interest and dividends, you are not required to sign the certification, but you must provide your correct TIN. See the instructions for Part II, later. Sign Here Signature of U.S. person Date General Instructions Section references are to the Internal Revenue Code unless otherwise noted. Future developments. For the latest information about developments related to Form W-9 and its instructions, such as legislation enacted after they were published, go to www.irs.gov/FormW9. What’s New Line 3a has been modified to clarify how a disregarded entity completes this line. An LLC that is a disregarded entity should check the appropriate box for the tax classification of its owner. Otherwise, it should check the “LLC” box and enter its appropriate tax classification. New line 3b has been added to this form. A flow-through entity is required to complete this line to indicate that it has direct or indirect foreign partners, owners, or beneficiaries when it provides the Form W-9 to another flow-through entity in which it has an ownership interest. This change is intended to provide a flow-through entity with information regarding the status of its indirect foreign partners, owners, or beneficiaries, so that it can satisfy any applicable reporting requirements. For example, a partnership that has any indirect foreign partners may be required to complete Schedules K-2 and K-3. See the Partnership Instructions for Schedules K-2 and K-3 (Form 1065). Purpose of Form An individual or entity (Form W-9 requester) who is required to file an information return with the IRS is giving you this form because they Cat. No. 10231X Form W-9 (Rev. 3-2024) 6 of nds, you are not required 8 2 1 Page 255 Form W-9 (Rev. 3-2024)Page 2 must obtain your correct taxpayer identification number (TIN), which may be your social security number (SSN), individual taxpayer identification number (ITIN), adoption taxpayer identification number (ATIN), or employer identification number (EIN), to report on an information return the amount paid to you, or other amount reportable on an information return. Examples of information returns include, but are not limited to, the following. • Form 1099-INT (interest earned or paid). • Form 1099-DIV (dividends, including those from stocks or mutual funds). • Form 1099-MISC (various types of income, prizes, awards, or gross proceeds). • Form 1099-NEC (nonemployee compensation). • Form 1099-B (stock or mutual fund sales and certain other transactions by brokers). • Form 1099-S (proceeds from real estate transactions). • Form 1099-K (merchant card and third-party network transactions). • Form 1098 (home mortgage interest), 1098-E (student loan interest), and 1098-T (tuition). • Form 1099-C (canceled debt). • Form 1099-A (acquisition or abandonment of secured property). Use Form W-9 only if you are a U.S. person (including a resident alien), to provide your correct TIN. Caution: If you don’t return Form W-9 to the requester with a TIN, you might be subject to backup withholding. See What is backup withholding, later. By signing the filled-out form, you: 1. Certify that the TIN you are giving is correct (or you are waiting for a number to be issued); 2. Certify that you are not subject to backup withholding; or 3. Claim exemption from backup withholding if you are a U.S. exempt payee; and 4. Certify to your non-foreign status for purposes of withholding under chapter 3 or 4 of the Code (if applicable); and 5. Certify that FATCA code(s) entered on this form (if any) indicating that you are exempt from the FATCA reporting is correct. See What Is FATCA Reporting, later, for further information. Note: If you are a U.S. person and a requester gives you a form other than Form W-9 to request your TIN, you must use the requester’s form if it is substantially similar to this Form W-9. Definition of a U.S. person. For federal tax purposes, you are considered a U.S. person if you are: • An individual who is a U.S. citizen or U.S. resident alien; • A partnership, corporation, company, or association created or organized in the United States or under the laws of the United States; • An estate (other than a foreign estate); or • A domestic trust (as defined in Regulations section 301.7701-7). Establishing U.S. status for purposes of chapter 3 and chapter 4 withholding. Payments made to foreign persons, including certain distributions, allocations of income, or transfers of sales proceeds, may be subject to withholding under chapter 3 or chapter 4 of the Code (sections 1441–1474). Under those rules, if a Form W-9 or other certification of non-foreign status has not been received, a withholding agent, transferee, or partnership (payor) generally applies presumption rules that may require the payor to withhold applicable tax from the recipient, owner, transferor, or partner (payee). See Pub. 515, Withholding of Tax on Nonresident Aliens and Foreign Entities. The following persons must provide Form W-9 to the payor for purposes of establishing its non-foreign status. • In the case of a disregarded entity with a U.S. owner, the U.S. owner of the disregarded entity and not the disregarded entity. • In the case of a grantor trust with a U.S. grantor or other U.S. owner, generally, the U.S. grantor or other U.S. owner of the grantor trust and not the grantor trust. • In the case of a U.S. trust (other than a grantor trust), the U.S. trust and not the beneficiaries of the trust. See Pub. 515 for more information on providing a Form W-9 or a certification of non-foreign status to avoid withholding. Foreign person. If you are a foreign person or the U.S. branch of a foreign bank that has elected to be treated as a U.S. person (under Regulations section 1.1441-1(b)(2)(iv) or other applicable section for chapter 3 or 4 purposes), do not use Form W-9. Instead, use the appropriate Form W-8 or Form 8233 (see Pub. 515). If you are a qualified foreign pension fund under Regulations section 1.897(l)-1(d), or a partnership that is wholly owned by qualified foreign pension funds, that is treated as a non-foreign person for purposes of section 1445 withholding, do not use Form W-9. Instead, use Form W-8EXP (or other certification of non-foreign status). Nonresident alien who becomes a resident alien. Generally, only a nonresident alien individual may use the terms of a tax treaty to reduce or eliminate U.S. tax on certain types of income. However, most tax treaties contain a provision known as a saving clause. Exceptions specified in the saving clause may permit an exemption from tax to continue for certain types of income even after the payee has otherwise become a U.S. resident alien for tax purposes. If you are a U.S. resident alien who is relying on an exception contained in the saving clause of a tax treaty to claim an exemption from U.S. tax on certain types of income, you must attach a statement to Form W-9 that specifies the following five items. 1. The treaty country. Generally, this must be the same treaty under which you claimed exemption from tax as a nonresident alien. 2. The treaty article addressing the income. 3. The article number (or location) in the tax treaty that contains the saving clause and its exceptions. 4. The type and amount of income that qualifies for the exemption from tax. 5. Sufficient facts to justify the exemption from tax under the terms of the treaty article. Example. Article 20 of the U.S.-China income tax treaty allows an exemption from tax for scholarship income received by a Chinese student temporarily present in the United States. Under U.S. law, this student will become a resident alien for tax purposes if their stay in the United States exceeds 5 calendar years. However, paragraph 2 of the first Protocol to the U.S.-China treaty (dated April 30, 1984) allows the provisions of Article 20 to continue to apply even after the Chinese student becomes a resident alien of the United States. A Chinese student who qualifies for this exception (under paragraph 2 of the first Protocol) and is relying on this exception to claim an exemption from tax on their scholarship or fellowship income would attach to Form W-9 a statement that includes the information described above to support that exemption. If you are a nonresident alien or a foreign entity, give the requester the appropriate completed Form W-8 or Form 8233. Backup Withholding What is backup withholding? Persons making certain payments to you must under certain conditions withhold and pay to the IRS 24% of such payments. This is called “backup withholding.” Payments that may be subject to backup withholding include, but are not limited to, interest, tax-exempt interest, dividends, broker and barter exchange transactions, rents, royalties, nonemployee pay, payments made in settlement of payment card and third-party network transactions, and certain payments from fishing boat operators. Real estate transactions are not subject to backup withholding. You will not be subject to backup withholding on payments you receive if you give the requester your correct TIN, make the proper certifications, and report all your taxable interest and dividends on your tax return. Payments you receive will be subject to backup withholding if: 1. You do not furnish your TIN to the requester; 2. You do not certify your TIN when required (see the instructions for Part II for details); 3. The IRS tells the requester that you furnished an incorrect TIN; 4. The IRS tells you that you are subject to backup withholding because you did not report all your interest and dividends on your tax return (for reportable interest and dividends only); or 5. You do not certify to the requester that you are not subject to backup withholding, as described in item 4 under “By signing the filled- out form” above (for reportable interest and dividend accounts opened after 1983 only). Page 256 Form W-9 (Rev. 3-2024)Page 3 Certain payees and payments are exempt from backup withholding. See Exempt payee code, later, and the separate Instructions for the Requester of Form W-9 for more information. See also Establishing U.S. status for purposes of chapter 3 and chapter 4 withholding, earlier. What Is FATCA Reporting? The Foreign Account Tax Compliance Act (FATCA) requires a participating foreign financial institution to report all U.S. account holders that are specified U.S. persons. Certain payees are exempt from FATCA reporting. See Exemption from FATCA reporting code, later, and the Instructions for the Requester of Form W-9 for more information. Updating Your Information You must provide updated information to any person to whom you claimed to be an exempt payee if you are no longer an exempt payee and anticipate receiving reportable payments in the future from this person. For example, you may need to provide updated information if you are a C corporation that elects to be an S corporation, or if you are no longer tax exempt. In addition, you must furnish a new Form W-9 if the name or TIN changes for the account, for example, if the grantor of a grantor trust dies. Penalties Failure to furnish TIN. If you fail to furnish your correct TIN to a requester, you are subject to a penalty of $50 for each such failure unless your failure is due to reasonable cause and not to willful neglect. Civil penalty for false information with respect to withholding. If you make a false statement with no reasonable basis that results in no backup withholding, you are subject to a $500 penalty. Criminal penalty for falsifying information. Willfully falsifying certifications or affirmations may subject you to criminal penalties including fines and/or imprisonment. Misuse of TINs. If the requester discloses or uses TINs in violation of federal law, the requester may be subject to civil and criminal penalties. Specific Instructions Line 1 You must enter one of the following on this line; do not leave this line blank. The name should match the name on your tax return. If this Form W-9 is for a joint account (other than an account maintained by a foreign financial institution (FFI)), list first, and then circle, the name of the person or entity whose number you entered in Part I of Form W-9. If you are providing Form W-9 to an FFI to document a joint account, each holder of the account that is a U.S. person must provide a Form W-9. •Individual. Generally, enter the name shown on your tax return. If you have changed your last name without informing the Social Security Administration (SSA) of the name change, enter your first name, the last name as shown on your social security card, and your new last name. Note for ITIN applicant: Enter your individual name as it was entered on your Form W-7 application, line 1a. This should also be the same as the name you entered on the Form 1040 you filed with your application. •Sole proprietor. Enter your individual name as shown on your Form 1040 on line 1. Enter your business, trade, or “doing business as” (DBA) name on line 2. •Partnership, C corporation, S corporation, or LLC, other than a disregarded entity. Enter the entity’s name as shown on the entity’s tax return on line 1 and any business, trade, or DBA name on line 2. •Other entities. Enter your name as shown on required U.S. federal tax documents on line 1. This name should match the name shown on the charter or other legal document creating the entity. Enter any business, trade, or DBA name on line 2. •Disregarded entity. In general, a business entity that has a single owner, including an LLC, and is not a corporation, is disregarded as an entity separate from its owner (a disregarded entity). See Regulations section 301.7701-2(c)(2). A disregarded entity should check the appropriate box for the tax classification of its owner. Enter the owner’s name on line 1. The name of the owner entered on line 1 should never be a disregarded entity. The name on line 1 should be the name shown on the income tax return on which the income should be reported. For example, if a foreign LLC that is treated as a disregarded entity for U.S. federal tax purposes has a single owner that is a U.S. person, the U.S. owner’s name is required to be provided on line 1. If the direct owner of the entity is also a disregarded entity, enter the first owner that is not disregarded for federal tax purposes. Enter the disregarded entity’s name on line 2. If the owner of the disregarded entity is a foreign person, the owner must complete an appropriate Form W-8 instead of a Form W-9. This is the case even if the foreign person has a U.S. TIN. Line 2 If you have a business name, trade name, DBA name, or disregarded entity name, enter it on line 2. Line 3a Check the appropriate box on line 3a for the U.S. federal tax classification of the person whose name is entered on line 1. Check only one box on line 3a. IF the entity/individual on line 1 is a(n) . . . THEN check the box for . . . • Corporation Corporation. • Individual or • Sole proprietorship Individual/sole proprietor. • LLC classified as a partnership for U.S. federal tax purposes or • LLC that has filed Form 8832 or 2553 electing to be taxed as a corporation Limited liability company and enter the appropriate tax classification: P = Partnership, C = C corporation, or S = S corporation. • Partnership Partnership. • Trust/estate Trust/estate. Line 3b Check this box if you are a partnership (including an LLC classified as a partnership for U.S. federal tax purposes), trust, or estate that has any foreign partners, owners, or beneficiaries, and you are providing this form to a partnership, trust, or estate, in which you have an ownership interest. You must check the box on line 3b if you receive a Form W-8 (or documentary evidence) from any partner, owner, or beneficiary establishing foreign status or if you receive a Form W-9 from any partner, owner, or beneficiary that has checked the box on line 3b. Note: A partnership that provides a Form W-9 and checks box 3b may be required to complete Schedules K-2 and K-3 (Form 1065). For more information, see the Partnership Instructions for Schedules K-2 and K-3 (Form 1065). If you are required to complete line 3b but fail to do so, you may not receive the information necessary to file a correct information return with the IRS or furnish a correct payee statement to your partners or beneficiaries. See, for example, sections 6698, 6722, and 6724 for penalties that may apply. Line 4 Exemptions If you are exempt from backup withholding and/or FATCA reporting, enter in the appropriate space on line 4 any code(s) that may apply to you. Exempt payee code. • Generally, individuals (including sole proprietors) are not exempt from backup withholding. • Except as provided below, corporations are exempt from backup withholding for certain payments, including interest and dividends. • Corporations are not exempt from backup withholding for payments made in settlement of payment card or third-party network transactions. • Corporations are not exempt from backup withholding with respect to attorneys’ fees or gross proceeds paid to attorneys, and corporations that provide medical or health care services are not exempt with respect to payments reportable on Form 1099-MISC. The following codes identify payees that are exempt from backup withholding. Enter the appropriate code in the space on line 4. 1—An organization exempt from tax under section 501(a), any IRA, or a custodial account under section 403(b)(7) if the account satisfies the requirements of section 401(f)(2). Page 257 Form W-9 (Rev. 3-2024)Page 4 2—The United States or any of its agencies or instrumentalities. 3—A state, the District of Columbia, a U.S. commonwealth or territory, or any of their political subdivisions or instrumentalities. 4—A foreign government or any of its political subdivisions, agencies, or instrumentalities. 5—A corporation. 6—A dealer in securities or commodities required to register in the United States, the District of Columbia, or a U.S. commonwealth or territory. 7—A futures commission merchant registered with the Commodity Futures Trading Commission. 8—A real estate investment trust. 9—An entity registered at all times during the tax year under the Investment Company Act of 1940. 10—A common trust fund operated by a bank under section 584(a). 11—A financial institution as defined under section 581. 12—A middleman known in the investment community as a nominee or custodian. 13—A trust exempt from tax under section 664 or described in section 4947. The following chart shows types of payments that may be exempt from backup withholding. The chart applies to the exempt payees listed above, 1 through 13. IF the payment is for . . .THEN the payment is exempt for . . . • Interest and dividend payments All exempt payees except for 7. • Broker transactions Exempt payees 1 through 4 and 6 through 11 and all C corporations. S corporations must not enter an exempt payee code because they are exempt only for sales of noncovered securities acquired prior to 2012. • Barter exchange transactions and patronage dividends Exempt payees 1 through 4. • Payments over $600 required to be reported and direct sales over $5,0001 Generally, exempt payees 1 through 5.2 • Payments made in settlement of payment card or third-party network transactions Exempt payees 1 through 4. 1 See Form 1099-MISC, Miscellaneous Information, and its instructions. 2 However, the following payments made to a corporation and reportable on Form 1099-MISC are not exempt from backup withholding: medical and health care payments, attorneys’ fees, gross proceeds paid to an attorney reportable under section 6045(f), and payments for services paid by a federal executive agency. Exemption from FATCA reporting code. The following codes identify payees that are exempt from reporting under FATCA. These codes apply to persons submitting this form for accounts maintained outside of the United States by certain foreign financial institutions. Therefore, if you are only submitting this form for an account you hold in the United States, you may leave this field blank. Consult with the person requesting this form if you are uncertain if the financial institution is subject to these requirements. A requester may indicate that a code is not required by providing you with a Form W-9 with “Not Applicable” (or any similar indication) entered on the line for a FATCA exemption code. A—An organization exempt from tax under section 501(a) or any individual retirement plan as defined in section 7701(a)(37). B—The United States or any of its agencies or instrumentalities. C—A state, the District of Columbia, a U.S. commonwealth or territory, or any of their political subdivisions or instrumentalities. D—A corporation the stock of which is regularly traded on one or more established securities markets, as described in Regulations section 1.1472-1(c)(1)(i). E—A corporation that is a member of the same expanded affiliated group as a corporation described in Regulations section 1.1472-1(c)(1)(i). F—A dealer in securities, commodities, or derivative financial instruments (including notional principal contracts, futures, forwards, and options) that is registered as such under the laws of the United States or any state. G—A real estate investment trust. H—A regulated investment company as defined in section 851 or an entity registered at all times during the tax year under the Investment Company Act of 1940. I—A common trust fund as defined in section 584(a). J—A bank as defined in section 581. K—A broker. L—A trust exempt from tax under section 664 or described in section 4947(a)(1). M—A tax-exempt trust under a section 403(b) plan or section 457(g) plan. Note: You may wish to consult with the financial institution requesting this form to determine whether the FATCA code and/or exempt payee code should be completed. Line 5 Enter your address (number, street, and apartment or suite number). This is where the requester of this Form W-9 will mail your information returns. If this address differs from the one the requester already has on file, enter “NEW” at the top. If a new address is provided, there is still a chance the old address will be used until the payor changes your address in their records. Line 6 Enter your city, state, and ZIP code. Part I. Taxpayer Identification Number (TIN) Enter your TIN in the appropriate box. If you are a resident alien and you do not have, and are not eligible to get, an SSN, your TIN is your IRS ITIN. Enter it in the entry space for the Social security number. If you do not have an ITIN, see How to get a TIN below. If you are a sole proprietor and you have an EIN, you may enter either your SSN or EIN. If you are a single-member LLC that is disregarded as an entity separate from its owner, enter the owner’s SSN (or EIN, if the owner has one). If the LLC is classified as a corporation or partnership, enter the entity’s EIN. Note: See What Name and Number To Give the Requester, later, for further clarification of name and TIN combinations. How to get a TIN. If you do not have a TIN, apply for one immediately. To apply for an SSN, get Form SS-5, Application for a Social Security Card, from your local SSA office or get this form online at www.SSA.gov. You may also get this form by calling 800-772-1213. Use Form W-7, Application for IRS Individual Taxpayer Identification Number, to apply for an ITIN, or Form SS-4, Application for Employer Identification Number, to apply for an EIN. You can apply for an EIN online by accessing the IRS website at www.irs.gov/EIN. Go to www.irs.gov/Forms to view, download, or print Form W-7 and/or Form SS-4. Or, you can go to www.irs.gov/OrderForms to place an order and have Form W-7 and/or Form SS-4 mailed to you within 15 business days. If you are asked to complete Form W-9 but do not have a TIN, apply for a TIN and enter “Applied For” in the space for the TIN, sign and date the form, and give it to the requester. For interest and dividend payments, and certain payments made with respect to readily tradable instruments, you will generally have 60 days to get a TIN and give it to the requester before you are subject to backup withholding on payments. The 60-day rule does not apply to other types of payments. You will be subject to backup withholding on all such payments until you provide your TIN to the requester. Note: Entering “Applied For” means that you have already applied for a TIN or that you intend to apply for one soon. See also Establishing U.S. status for purposes of chapter 3 and chapter 4 withholding, earlier, for when you may instead be subject to withholding under chapter 3 or 4 of the Code. Caution: A disregarded U.S. entity that has a foreign owner must use the appropriate Form W-8. Page 258 Form W-9 (Rev. 3-2024)Page 5 Part II. Certification To establish to the withholding agent that you are a U.S. person, or resident alien, sign Form W-9. You may be requested to sign by the withholding agent even if item 1, 4, or 5 below indicates otherwise. For a joint account, only the person whose TIN is shown in Part I should sign (when required). In the case of a disregarded entity, the person identified on line 1 must sign. Exempt payees, see Exempt payee code, earlier. Signature requirements. Complete the certification as indicated in items 1 through 5 below. 1. Interest, dividend, and barter exchange accounts opened before 1984 and broker accounts considered active during 1983. You must give your correct TIN, but you do not have to sign the certification. 2. Interest, dividend, broker, and barter exchange accounts opened after 1983 and broker accounts considered inactive during 1983. You must sign the certification or backup withholding will apply. If you are subject to backup withholding and you are merely providing your correct TIN to the requester, you must cross out item 2 in the certification before signing the form. 3. Real estate transactions. You must sign the certification. You may cross out item 2 of the certification. 4. Other payments. You must give your correct TIN, but you do not have to sign the certification unless you have been notified that you have previously given an incorrect TIN. “Other payments” include payments made in the course of the requester’s trade or business for rents, royalties, goods (other than bills for merchandise), medical and health care services (including payments to corporations), payments to a nonemployee for services, payments made in settlement of payment card and third-party network transactions, payments to certain fishing boat crew members and fishermen, and gross proceeds paid to attorneys (including payments to corporations). 5. Mortgage interest paid by you, acquisition or abandonment of secured property, cancellation of debt, qualified tuition program payments (under section 529), ABLE accounts (under section 529A), IRA, Coverdell ESA, Archer MSA or HSA contributions or distributions, and pension distributions. You must give your correct TIN, but you do not have to sign the certification. What Name and Number To Give the Requester For this type of account:Give name and SSN of: 1. Individual The individual 2. Two or more individuals (joint account) other than an account maintained by an FFI The actual owner of the account or, if combined funds, the first individual on the account1 3. Two or more U.S. persons (joint account maintained by an FFI) Each holder of the account 4. Custodial account of a minor (Uniform Gift to Minors Act) The minor2 5. a. The usual revocable savings trust (grantor is also trustee) The grantor-trustee1 b. So-called trust account that is not a legal or valid trust under state law The actual owner1 6. Sole proprietorship or disregarded entity owned by an individual The owner3 7. Grantor trust filing under Optional Filing Method 1 (see Regulations section 1.671-4(b)(2)(i)(A))** The grantor* For this type of account:Give name and EIN of: 8. Disregarded entity not owned by an individual The owner 9. A valid trust, estate, or pension trust Legal entity4 10. Corporation or LLC electing corporate status on Form 8832 or Form 2553 The corporation 11. Association, club, religious, charitable, educational, or other tax-exempt organization The organization 12. Partnership or multi-member LLC The partnership 13. A broker or registered nominee The broker or nominee 14. Account with the Department of Agriculture in the name of a public entity (such as a state or local government, school district, or prison) that receives agricultural program payments The public entity 15. Grantor trust filing Form 1041 or under the Optional Filing Method 2, requiring Form 1099 (see Regulations section 1.671-4(b)(2)(i)(B))** The trust 1 List first and circle the name of the person whose number you furnish. If only one person on a joint account has an SSN, that person’s number must be furnished. 2 Circle the minor’s name and furnish the minor’s SSN. 3 You must show your individual name on line 1, and enter your business or DBA name, if any, on line 2. You may use either your SSN or EIN (if you have one), but the IRS encourages you to use your SSN. 4 List first and circle the name of the trust, estate, or pension trust. (Do not furnish the TIN of the personal representative or trustee unless the legal entity itself is not designated in the account title.) *Note: The grantor must also provide a Form W-9 to the trustee of the trust. ** For more information on optional filing methods for grantor trusts, see the Instructions for Form 1041. Note: If no name is circled when more than one name is listed, the number will be considered to be that of the first name listed. Secure Your Tax Records From Identity Theft Identity theft occurs when someone uses your personal information, such as your name, SSN, or other identifying information, without your permission to commit fraud or other crimes. An identity thief may use your SSN to get a job or may file a tax return using your SSN to receive a refund. To reduce your risk: • Protect your SSN, • Ensure your employer is protecting your SSN, and • Be careful when choosing a tax return preparer. If your tax records are affected by identity theft and you receive a notice from the IRS, respond right away to the name and phone number printed on the IRS notice or letter. If your tax records are not currently affected by identity theft but you think you are at risk due to a lost or stolen purse or wallet, questionable credit card activity, or a questionable credit report, contact the IRS Identity Theft Hotline at 800-908-4490 or submit Form 14039. For more information, see Pub. 5027, Identity Theft Information for Taxpayers. Page 259 Form W-9 (Rev. 3-2024)Page 6 Victims of identity theft who are experiencing economic harm or a systemic problem, or are seeking help in resolving tax problems that have not been resolved through normal channels, may be eligible for Taxpayer Advocate Service (TAS) assistance. You can reach TAS by calling the TAS toll-free case intake line at 877-777-4778 or TTY/TDD 800-829-4059. Protect yourself from suspicious emails or phishing schemes. Phishing is the creation and use of email and websites designed to mimic legitimate business emails and websites. The most common act is sending an email to a user falsely claiming to be an established legitimate enterprise in an attempt to scam the user into surrendering private information that will be used for identity theft. The IRS does not initiate contacts with taxpayers via emails. Also, the IRS does not request personal detailed information through email or ask taxpayers for the PIN numbers, passwords, or similar secret access information for their credit card, bank, or other financial accounts. If you receive an unsolicited email claiming to be from the IRS, forward this message to phishing@irs.gov. You may also report misuse of the IRS name, logo, or other IRS property to the Treasury Inspector General for Tax Administration (TIGTA) at 800-366-4484. You can forward suspicious emails to the Federal Trade Commission at spam@uce.gov or report them at www.ftc.gov/complaint. You can contact the FTC at www.ftc.gov/idtheft or 877-IDTHEFT (877-438-4338). If you have been the victim of identity theft, see www.IdentityTheft.gov and Pub. 5027. Go to www.irs.gov/IdentityTheft to learn more about identity theft and how to reduce your risk. Privacy Act Notice Section 6109 of the Internal Revenue Code requires you to provide your correct TIN to persons (including federal agencies) who are required to file information returns with the IRS to report interest, dividends, or certain other income paid to you; mortgage interest you paid; the acquisition or abandonment of secured property; the cancellation of debt; or contributions you made to an IRA, Archer MSA, or HSA. The person collecting this form uses the information on the form to file information returns with the IRS, reporting the above information. Routine uses of this information include giving it to the Department of Justice for civil and criminal litigation and to cities, states, the District of Columbia, and U.S. commonwealths and territories for use in administering their laws. The information may also be disclosed to other countries under a treaty, to federal and state agencies to enforce civil and criminal laws, or to federal law enforcement and intelligence agencies to combat terrorism. You must provide your TIN whether or not you are required to file a tax return. Under section 3406, payors must generally withhold a percentage of taxable interest, dividends, and certain other payments to a payee who does not give a TIN to the payor. Certain penalties may also apply for providing false or fraudulent information. Page 260 Page 261 PREMIUM SUMMARY BOX INSURANCE AGENCY, LLC | WESTLAKE ACADEMY 16 | 19 Premium Summary LINES OF BUSINESS RENEWAL PREMIUM Property - Chubb $127,807.00 General Liability - Utica $36,848.00 Cyber Liability – Utica Included in GL Business Auto - Utica $14,589.00 Commercial Umbrella - Utica $11,148.00 Worker's Compensation - Hartford $18,938.00 International Travel - Chubb $2,000.00 Student Accident Liability - Philadelphia $5,648.00 Total Premium $ Crime - Travelers $3,134.00 220,112.00 Page 262 PREMIUM COMPARISON BOX INSURANCE AGENCY, LLC | WESTLAKE ACADEMY 17 | 19 Premium Comparison LINES OF BUSINESS EXPIRING CARRIER EXPIRING EXPOSURE EXPIRING PREMIUM RENEWAL CARRIER RENEWAL EXPOSURE RENEWAL General Liability Utica Pupils: 906 $32,323.00 Utica Pupils: 906 $36,848.00 Cyber Liability Utica Limit: $1,000,000 Included In GL Utica Limit: $1,000,000 Included In GL Business Auto Utica Units: 7 $13,383.00 Utica Units: 7 $14,589.00 Commercial Umbrella Utica Limit: 5,000,000 $10,208.00 Utica Limit: 5,000,000 $11,148.00 Property Hartford TIV: 59,636,059 $153,786.00 Chubb TIV: 62,394,157 $127,807.00 Worker's Compensation Hartford Payroll: 6,600,600 $15,593.00 Hartford Payroll: 8,099,572 $18,938.00 Student Accident Philadelphia Students: 906 $5,451.00 Philadelphia Students: 906 $5,648.00 Travel Accident Chubb Travel Schedule $2,000.00 Chubb Travel Schedule $2,000.00 Crime*Travelers Limit: $250,000 $3,134.00 Travelers Limit: $250,000 Total Premium $235,878.00 $ *Policy is written on a 3 year term eff. 8/31/2025 – 8/31/2028 (Total 3 year premium - $9,402.00) $3,134.00 220,112.00 Page 263 Westlake Academy FY27 Budget Revenues Object Code Description FY26 Adopted Budget FY27 Proposed Budget 5700 Local Revenue 3,499,005$ 3,185,000$ Athletic Fees 150,000 Interest Earned 35,000 WAF Blacksmith Donations 1,500,000 Municiple Transfer: WA Operations 1,500,000 5800 State Revenue 8,605,579$ 9,064,973$ Foundation School Program 8,576,775 Available School Fund 389,340 Instructional Materials Fund 98,858 5900 Federal Revenue -$ 260,023$ Title I, Part A - Title II, Part A 9,467 Title III, Part A, ELA 2,898 Title IV, Part A - Perkins 3,875 IDEA B 132,079 IDEA B Preschool 678 State Charter School Facilities Grant (SFIG)111,026 Total FY27 Revenue 12,104,584$ 12,509,996$ Expenses Function Code Description FY26 Adopted Budget FY27 Proposed Budget 11 Instruction 6,708,671$ 6,111,469$ 12 Instructional Resources and Media Services 195,676 186,869 13 Curriculum Development and Instructional Staff Development 45,979 34,990 21 Instructional Leadership 287,816 270,469 23 School Leadership 1,074,659 1,019,806 31 Guidance, Counseling, and Evaluation Services 614,436 627,357 32 Social Work Services - - 33 Health Services 90,650 86,834 34 Student (Pupil) Transportation - - 35 Food Services - - 36 Extracurricular Activities 441,802 363,875 41 General Administration 806,246 1,161,272 51 Facilities Maintenance and Operations 1,354,066 1,317,222 52 Security and Monitoring Services 44,100 10,700 53 Data Processing Services 497,397 225,140 61 Community Services 225,743 217,823 71 Debt Service 289,711 472,142 Total Operating Expenses 12,676,952$ 12,105,968$ Net Income (572,368)$ 404,027$ Page 264 DATE: June 25, 2026 AGENDA ITEM NO: Q.2. FROM: Sandy Garza, Human Resources Director, Westlake Academy SUBJECT: Discuss, consider and act regarding WA Resolution 26-16 approving the SY 26-27 Compensation Schedule. ATTACHMENTS: SUMMARY : part of the annual budget development process. The plan reflects Westlake Academy's commitment to maintaining a competitive compensation program that supports the recruitment and retention of high-quality employees. Staff recommends approval of the Employee Compensation Plan as presented. Following Board direction regarding the FY 2026–2027 budget, staff will return in July with an amended salary schedule reflecting any approved compensation adjustments and final budget allocations. BACKGROUND AND DISCUSSION: schedules, stipend schedules, and employee work calendars. While the Classroom Teacher Salary Schedule and Non-Teaching Professionals Salary Schedule remain unchanged at this time, revisions Athletic and Academic Stipend Schedules and Employee Contract / Calendar Days Schedule. Specific revisions to each schedule are outlined below: Classroom Teacher Schedule Salary amounts will remain unchanged from the 2025–2026 school year. Any amendments to the salary schedule, if necessary, will be presented to the Board following final budget approval. Non-Teaching Professionals Schedule Salary amounts will remain unchanged from the 2025–2026 school year. Any amendments to the salary schedule, if necessary, will be presented to the Board following final budget approval. Town Council/Board of Trustees AGENDA ITEM REPORT Page 265 Counselor / Diagnostician / Speech-Language Pathologist Schedule Salary amounts will remain unchanged from the 2025–2026 school year. Any amendments to the salary schedule, if necessary, will be presented to the Board following final budget approval. The schedule has been updated to reflect the addition of a 192-day position. Administration Schedule • Special Programs Coordinator – Increased from 202 contract days to 212 contract days. • Director of Innovation – Reclassified from Pay Grade 3 to Pay Grade 7 and retitled Executive Director of Operations and Development. Support Staff Schedule • IT Coordinator – Position removed from the schedule. • Facilities Technician – Position removed from the schedule; position is no longer active. • Receptionist – Position added to the schedule with a newly established pay grade. • Attendance Clerk – Existing Administrative Assistant position retitled as Attendance Clerk • Finance Specialist – Existing Administrative Assistant position reclassified to Finance Specialist, increased from 190 contract days to 202 contract days, and moved to the next higher pay grade. Academic Stipend Schedule • Diploma Programme (DP) Coordinator Stipend – Removed from the schedule. • International Stipend – Removed from the schedule. Athletic Stipend Schedule • Assistant Golf Stipend – Reclassified as Assistant Coach / Junior High and reduced from $2,400 to $1,200. Substitute Pay Schedule No changes are proposed to the Substitute Pay Schedule. Summer School and Supplemental Pay Schedule No changes are proposed to the Summer School and Supplemental Pay Schedule. Contract / Calendar Days Schedule • Diagnostician – Reduced from 197 contract days to 192 contract days. • Diploma Programme (DP) Coordinator – Position removed from the schedule. • Special Programs Coordinator – Increased from 202 contract days to 212 contract days. • Counselor (Primary) – Reduced from 207 contract days to 202 contract days. • Counselor (Middle School) – Added as a new position with 202 contract days. • Finance Specialist – Created from the existing Administrative Assistant position and increased from 190 contract days to 202 contract days. • Campus Engagement Coordinator – Added to the schedule; position was approved during the 2025–2026 school year. • Director of Innovation and Development – Position removed from the schedule (217 contract days). • Executive Director of Operations and Development – Added to the schedule (226 contract days). FISCAL IMPACT: Page 266 LEGAL REVIEW: N/A RECOMMENDATION: Staff recommends approval of the FY 2026–2027 Employee Compensation Plan as presented. Salary schedules for Classroom Teachers, Non-Teaching Professionals, and Counselors/Diagnosticians/Speech-Language Pathologists will remain unchanged pending final budget approval. Staff will return to the Board in July with any necessary amendments reflecting ACTION OPTIONS: Page 267 Page 268 Page 269 EMPLOYEE COMPENSATION PLAN 2026-2027 Page 270 Human Resources – June 2026 P a g e | 1 Table of Contents Section 1: Pay Structure .................................................................................................................................. 2 New Hire Schedule for Classroom Teachers ........................................................................ 2 New Hire Schedule for Non-Teaching Professionals ............................................................ 3 New Hire Schedule for Counselors, Diagnostician and Speech Language Pathologists ....... 4 Administrative Professional Pay Plan ................................................................................... 5 Clerical and Paraprofessional Pay Plan ................................................................................ 6 Section 2: Substitute Pay Schedule .................................................................... Error! Bookmark not defined. Section 3: Stipends and Extracurricular Duty Pay ............................................................................................ 8 Athletic Stipends .................................................................................................................. 8 Academic / Co-Curricular Stipends .................................................................................... 10 Section 4: Summer School and Supplemental Pay ......................................................................................... 11 Section 5: Retiree Information – Teacher Retirement System of Texas ........................................................ 12 Employment After Retirement (EAR) ..................................... Error! Bookmark not defined. Instructional Calendar ..................................................................................................... 155 Employee Work Calendar ................................................................................................ 166 Payroll Biweekly Pay Distribution Schedule ..................................................................... 177 Contact Information: ....................................................................................................... 188 Page 271 Human Resources – June 2026 P a g e | 2 Section 1: Pay Structure New Hire Schedule for Classroom Teachers Page 272 Human Resources – June 2026 P a g e | 3 New Hire Schedule for Non-Teaching Professionals Page 273 Human Resources – June 2026 P a g e | 4 New Hire Schedule for Counselors, Diagnostician and Speech Language Pathologists Page 274 Human Resources – June 2026 P a g e | 5 Administrative Professional Pay Plan Page 275 Human Resources – June 2026 P a g e | 6 Clerical / Paraprofessional Pay Plan Page 276 Human Resources – June 2026 P a g e | 7 Section 2: Substitute Pay Plan Page 277 Human Resources – June 2026 P a g e | 8 Section 3: Stipends and Extracurricular Duty Pay A stipend is a fixed amount added to base pay to compensate employees for extra duties or special credentials. A stipend is typically paid out in equal payroll installments. Stipends are used to compensate for something above and beyond the standard job requirements, such as a special work assignment, supplemental duties, or special job credentials. Stipends are used to differentiate pay among employees who are paid on fixed pay scales such as teacher salary schedules. A stipend can only be paid to an exempt employee. A stipend cannot be paid to a non-exempt employee. A non- exempt employee must be paid for actual hours worked. Hours worked in excess of 40 hours a week must be paid at time and one-half. The maximum number of stipends that a Professional employee may receive is three (3) stipends per school year. Any exception to this policy will be at the discretion of the Head of School. Athletic Stipends Page 278 Human Resources – June 2026 P a g e | 9 Page 279 Human Resources – June 2026 P a g e | 10 Academic / Co-Curricular Stipends Page 280 Human Resources – June 2026 P a g e | 11 Section 4: Summer School and Supplemental Pay Page 281 Human Resources – June 2026 P a g e | 12 Section 5: Retiree Information – Teacher Retirement System of Texas Page 282 Human Resources – June 2026 P a g e | 13 Page 283 Human Resources – June 2026 P a g e | 14 Please visit the TRS website at https://trs.texas.gov/pension-benefits/retiree- resources/employment-after-retiremen for the most accurate and up-to-date information. Section 6: Calendars As TRS regulations and guidance may change, employees are encouraged to refer directly to the TRS website for the latest information and requirements. https://trs.texas.gov/pension-benefits/retiree-resources/employment-after- retirement Page 284 Human Resources – June 2026 P a g e | 15 Instructional Calendar Page 285 Human Resources – June 2026 P a g e | 16 Employee Work Calendar Page 286 Human Resources – June 2026 P a g e | 17 Payroll Biweekly Pay Distribution Schedule Page 287 Human Resources – June 2026 P a g e | 18 Contact Information: Sandy M. Garza Director of Human Resources 817-490-5734 sgarza@westlakeacademy.org Marina Baskin Human Resources Generalist 817-490-5740 mbaskin@westlakeacademy.org Page 288 DATE: June 25, 2026 AGENDA ITEM NO: Q.3. FROM: Cayce Lay Lamas, Finance Director, Finance SUBJECT: Consider and act to approve WA Resolution 26-15 approving the Westlake Academy Amended Operating Budget for Fiscal Year Ending June 30, 2026. ATTACHMENTS: SUMMARY : curriculum needs, and operational requirements identified throughout the year. The proposed final amendment adjusts budget allocations to more accurately reflect revenues and expenditures and BACKGROUND AND DISCUSSION: Throughout the year, actual revenues, expenditures, enrollment, staffing, and program needs have differed from original budget estimates. In addition, certain expenditures approved by the Board to reflect current operating conditions and ensure compliance with TEA budget requirements. The changes presented will decrease the projected ending fund balance by $115,359 due to the following changes: •Budgeted Revenues will increase by an estimated $824,742 (6.7%) •Budgeted Expenditures will increase by an estimated $940,101 (8.1%) Additional details are available in the agenda packet and further discussed below. Revenue Changes by Source The increase in budgeted revenues is primarily attributable to funds received for student technology Town Council/Board of Trustees AGENDA ITEM REPORT AT THE TIME OF PACKET PUBLICATION, THIS ITEM'S REPORT & BACKUP MATERIALS ARE PENDING FINAL ADMINISTRATIVE APPROVAL UPON DATA CONFIRMATION & ANY SUPPLEMENTARY INFORMATION WILL BE DISTRIBUTED ACCORDINGLY. Page 289 Local Sources: •Blacksmith Annual Campaign donations were reduced by $150,000 to more closely align the budget with actual contributions received and the final fundraising results for FY26. •Tech Use Fees increased by $45,595 •AP and IB Exam Fees increased by $8,281 •Interest Earnings increased by $24,100 •Misc revenue increased by $5,273 •Capital lease proceeds were reduced by $55,702 from the original budget estimate to align with the final terms of the iPad lease agreement executed on August 19, 2025. •In accordance with Texas Education Agency budgeting requirements and governmental accounting standards, capital lease proceeds are recorded as an Other Financing Source, and the corresponding lease acquisition is recorded as an Other Financing Use. This accounting treatment does not represent operational revenue available for spending. Rather, it reflects the financing mechanism used to acquire instructional technology assets and ensures that both the financing source and the related lease obligation are properly reflected in the budget. State Sources: •The increase in State revenue of $862,021 was primarily attributable to the following factors: o Funding for the Teacher Retention Allotment (TRA) of $408,000 and the Staff Retention Allotment (SRA) of $43,649. These allotments were not fully reflected in the state funding estimates available at the time the annual budget was adopted. o The Facilities Allotment was reduced by $137,390 due to the anticipated loss of funding resulting from a change in state law related to the late submission of the FY23 Annual Financial Report. o Average Daily Attendance (ADA) increased from the budgeted estimate of 850.000 to 870.118 based on actual student attendance data reported to TEA. The original budget utilized a conservative attendance estimate, while updated TEA funding calculations reflected higher attendance levels during the fiscal year. o Funding for the Teacher Retirement System's On-Behalf for TRS-Care (GASB 75) and Medicare Part D (GASB 24) $99,538. •The State of Texas pays a portion of retirement, health insurance, and other benefit costs directly to the Teacher Retirement System (TRS) on behalf of TRS- eligible employees. In accordance with TEA reporting requirements and governmental accounting standards, these state-paid benefits must be recognized as both revenue and expenditure in the Academy's financial records, even though no cash is received or paid by the Academy. The inclusion of TRS On-Behalf amounts increases both revenues and expenditures by an equal amount and has no impact on the Academy's fund balance. The budget amendment reflects updated estimates provided by TEA to ensure the budget aligns with year-end financial reporting requirements. Page 290 Expenditure Changes by Function The most significant expenditure increases occurred in Instruction (Function 11) and Facilities Maintenance and Operations (Function 51), reflecting staffing, operational, and facility-related (CIP- major maintenance and repair) needs identified during the fiscal year. Reductions in selected priorities. •Function 11-Instruction: Increased by $464,984 primarily due to step and service record changes for instructional staff, AP and IB exam supplies, and TRS On-Behalf expenditures. •Function 21-Instructional Leadership: Increased by $32,070 primarily due to the TRS On- Behalf expenditures. •Function 23-School Leadership: Increased by $90,255 primarily due to step and service record changes for administrative staff, position reclassifications, support staff overtime, and TRS On- Behalf expenditures. •Function 31-Guidance and Counseling: Increased by $42,293 due to increases in indirect services provided by Special Education consultants, counselor travel and training, and TRS On-Behalf expenditures. •Function 33-Health Services: Increased by $9,158 primarily due to step changes for staff and TRS On-Behalf expenditures. •Function 41-General Administration: Increased by $52,123 primarily due to increased legal fees and costs related to software used for Board of Trustees agenda and meeting management. •Function 51-Facilities Maintenance and Operations: Increased by $410,340 to provide for capital improvement and facility-related projects completed during the fiscal year. The CIP portion related to Academy projects was adopted within the Town of Westlake's Capital Improvement Plan for FY2026. •Function 61-Community Services: Increased by $4,425 primarily due to the TRS On-Behalf expenditures. •Function 71-Debt Service: Increased by $1,829 primarily due to increased property taxes on leased equipment. Budget reductions were made in several areas where expenditures were lower than originally anticipated, including Resources and Media Services, Staff Development, Extracurricular Activities, Security and Monitoring Services, and Data Processing Services. FISCAL IMPACT: reducing fund balance by approximately $115,359. It is important to note that the projected ending fund balance reflected in the amended budget is a budgetary estimate and does not represent the Academy's final audited fund balance. Actual results will be determined following fiscal year-end closing procedures, the recording of all year-end accruals and state revenue, and the completion of the annual financial audit. Page 291 LEGAL REVIEW: Yes. RECOMMENDATION: Staff recommends approval of the Westlake Academy Final Budget Amendment, as presented. ACTION OPTIONS: Motion to Approve as Presented Motion to Deny Motion to Approve with Changes/Conditions Motion to Continue or Table Page 292 WA Resolution 25-16 Page 1 of 2 WESTLAKE ACADEMY RESOLUTION NO. 26-15 A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY ADOPTING THE YEAR-END OPERATING BUDGET AMENDMENT FOR FISCAL YEAR ENDING JUNE 30, 2026, INCLUDING ASSIGNED FUND BALANCES. BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: WHEREAS, Section 44.002 of the Education Code of the Texas Education Agency Texas School Law Bulletin states the budget must be prepared according to generally accepted accounting principles, and WHEREAS, the budget was approved by the Board of Trustees on June 17, 2025, according to Texas Education Agency’s Financial Accountability System Resource Guide, Section 2.6.2 – TEA Legal Requirements; and WHEREAS, the Board of Trustees held a Public Hearing on June 17, 2025, as advertised; and WHEREAS, it is desired to amend the Westlake Academy operating budget for fiscal year ending June 30, 2026, the Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty and staff of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: SECTION 1: That, all matters stated in the recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That the Board of Trustees of Westlake Academy hereby approves the Amended Westlake Academy Operating Budget for the fiscal year ending June 30, 2026, and appropriates the funds contained therein attached to this resolution as Exhibit “A”. SECTION 3:That a copy of the official Amended Fiscal Year 2025-2026 Budget shall be kept on file in the office of the Town Secretary. 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. SECTION 5:That this resolution shall become effective from and after its date of passage. Page 293 WA Resolution 25-16 Page 2 of 2 PASSED AND APPROVED ON THIS 25TH DAY OF JUNE 2026. ___________________________________ Kim Greaves, President ___________________________________ Dr. Kelly Ritchie, Head of School ATTEST: ________________________________ Dianna Buchanan, Board Secretary APPROVED AS TO FORM: ________________________________ Janet S. Bubert, School Attorney Page 294 Consolidated General Fund Adopted Budget Amended Budget Change over/(under) Orig Budget Actual Revenues & Expenditures % of Budget Realized or Expended Revenues Transportation: Local Sources 35,000$ 35,045$ 45$ 24,772$ 70.69% Athletics: Local Sources 136,000 135,972 (28) 135,023 99.30% General Operating: Local WAF Donation 1,750,000 1,600,000 (150,000) 1,515,507 94.72% General Operating: Local Sources 1,715,277 1,827,981 112,704 1,411,613 77.22% General Operating: State Sources 8,674,419 9,536,440 862,021 6,992,605 73.33% Total Revenues 12,310,696$ 13,135,438$ 824,742$ 10,079,520$ 76.74% Expenditures (by function) 11 Instructional 5,953,463 6,418,447 464,984 6,433,826 100.24% 12 Resources & Media 193,732 188,077 (5,655) 176,676 93.94% 13 Staff Development 45,979 32,617 (13,362) 26,730 81.95% 21 Instructional Leadership 259,773 291,843 32,070 258,628 88.62% 23 School Leadership 1,074,147 1,164,402 90,255 1,055,087 90.61% 31 Guidance & Counseling 595,935 638,228 42,293 576,369 90.31% 33 Health Services 87,431 96,589 9,158 85,280 88.29% 36 Other Extra‐/Co‐Curricular 476,084 425,840 (50,244) 372,740 87.53% 41 Administrative 790,830 842,953 52,123 800,082 94.91% 51 Maintenance & Operations 1,129,411 1,539,751 410,340 1,367,039 88.78% 52 Security & Monitoring 44,100 23,419 (20,681) 15,224 65.01% 53 Data Processing 495,889 418,455 (77,434) 359,802 85.98% 61 Community Services 218,851 223,276 4,425 199,043 89.15% 71 Debt Service 289,711 291,540 1,829 291,535 100.00% Total Expenditures 11,655,336$ 12,595,437$ 940,101$ 12,018,060$ 95.42% Other Financing Sources (Uses) 79 Capital Lease Proceeds 844,244 788,542 (55,702) 788,542 89 Other Uses (Capital Lease)(844,244) (788,542) 55,702 788,542 79 Other Resources (Internal TR from Gen Op)90,000 90,000 ‐ 90,000 89 Other Uses (Internal TR to Athletics)(90,000) (90,000) ‐ (90,000) Total Other Financing ‐$ ‐$ ‐$ 1,577,084$ Excess/(Deficiency) Budgeted Rev & Exp 655,360 540,001 (115,359) (Over)/Under Actual Rev & Exp (361,456) ‐18.68% FUND BALANCE, BEGINNING 2,504,594$ 2,504,594$ ‐$ 2,504,594$ Result of annual audit 6/30/25 FUND BALANCE, ENDING 3,159,954 3,044,595 (115,359) 2,143,138 Assigned ‐ Bus Maintenance (15,343) (15,343) ‐ (15,343) Assigned ‐ Tech/FF&E Replacement (128,570) (128,570) ‐ (128,570) Assigned ‐ Uniforms/Equip Rep (15,000) (15,000) ‐ (15,000) FUND BALANCE, UNASSIGNED 3,001,041$ 2,885,682$ (115,359)$ 1,984,225$ Daily Operating Cost 31,932$ 34,508$ 32,926$ Operating Days 94 84 60 WESTLAKE ACADEMY Budgetary Comparison Schedule General Fund Revenue & Expenditures ‐ UNAUDITED as of June 17, 2026 Page 295 Updated 06/17/26 Exhibit A_Adopted 06/17/25 Audited Adopted Amended 1 REVENUE 2 Transportation 10,714$ 20,000$ 21,045$ 9 Municipal Transfer: WA Operations 1,736,484 1,500,000 1,500,000 Total Local Revenue 3,265,273 3,636,277 3,598,998 Percent of total revenue 27%30%27% 16 TEA - Available School Funds 522,290 349,981 398,464 17 TEA - Foundation School Funds 6,800,704 6,982,941 8,215,322 18 CTE Funding (addt'l TEA-FSP Funds)586,672 660,473 279,482 Total State Revenue 8,610,459 8,674,419 9,536,440 Percent of total revenue 73%70%73% 23 TOTAL REVENUE 11,875,732$ 12,310,696$ 13,135,438$ 24 EXPENDITURES by OBJECT 25 Object Code 61XX - Salaries 8,746,749$ 8,937,280 9,565,820 26 Object Code 62XX - Contracted Services 1,402,837 1,315,919 1,736,742 TOTAL EXPENDITURES by OBJECT 11,117,974$ 11,655,336$ 12,595,437$ WESTLAKE ACADEMY UNUDITED Statement of Revenues, Expenditures, and Changes in Fund Balance 1Page 296 Updated 06/17/26 Exhibit A_Adopted 06/17/25 Audited Adopted Amended 31 EXPENDITURES by FUNCTION 32 Function 11 - Instructional 5,569,290$ 5,953,463 6,418,447 33 Function 12 - Resources & Media 182,973 193,732 188,077 34 Function 13 - Curriculum & Staff Development 27,508 45,979 32,617 35 Function 21 - Instructional Leadership 281,471 259,773 291,843 36 Function 23 - School Leadership 1,270,622 1,074,147 1,164,402 37 Function 31 - Guidance & Counseling 566,528 595,935 638,228 38 Function 33 - Health Services 87,526 87,431 96,589 39 Function 36 - Athletics 291,310 351,739 301,495 TOTAL EXPENDITURES by FUNCTION 11,117,974$ 11,655,336$ 12,595,437$ NET OTHER RESOURCES & USES - - - REVENUES OVER(UNDER) EXP 757,758$ 655,360$ 540,001$ 2Page 297 Updated 06/17/26 Exhibit A_Adopted 06/17/25 Audited Adopted Amended 54 FUND BALANCE BEGINNING 1,746,836 2,504,594 2,504,594 55 FUND BALANCE ENDING 2,504,594 3,159,954 3,044,595 56 Less: Assigned for Bus Maintenance (16,150) (15,343) (15,343) 57 Less: Assigned for Technology R & M (128,570) (128,570) (128,570) 58 Less: Assigned for Ath Uniform/Equip Rplcmnt (15,000) (15,000) (15,000) 59 FUND BALANCE ENDING (Unassigned)2,344,874$ 3,001,041$ 2,885,682$ 60 Number of Operating Days 77 94 84 67 Teachers (fnct 11)72.34 73.50 73.50 3Page 298 DATE: June 25, 2026 AGENDA ITEM NO: Q.4. FROM: Kelly Ritchie, Head of School, Westlake Academy SUBJECT: Discuss, consider and act regarding WA Resolution 26-18 to approve and adopt WA Admission Policy updates. ATTACHMENTS: SUMMARY : enrollment and lottery exemption status of students admitted to Westlake Academy based on a parent or legal guardian's employment as a full-time Westlake Academy employee. The proposed clarification will define eligibility requirements, continued enrollment rights, and the impact of changes BACKGROUND AND DISCUSSION: Westlake Academy employees. While this priority has been consistently applied during the admissions process, the policy does not clearly address the re-enrollment status of students who were admitted under this exemption if the parent's employment status changes after enrollment. The absence of specific language regarding continued enrollment and re-enrollment eligibility has created uncertainty for families and staff when a full-time employee separates from employment with Westlake Academy. The Administration has reviewed current practices and recommends clarifying the policy to establish consistent expectations for affected families while maintaining the intent of the employee enrollment priority. The proposed revision will define the conditions under which students admitted through the employee exemption may remain enrolled and re-enroll in future school years FISCAL IMPACT: LEGAL REVIEW: Town Council/Board of Trustees AGENDA ITEM REPORT Page 299 RECOMMENDATION: Staff recommends adoption of the updates to the policy ACTION OPTIONS: Page 300 WA Res 26-18 Page I WESTLAKE ACADEMY WA RESOLUTION 26-18 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES APPROVING AN AMENDMENT TO THE WESTLAKE ACADEMY ADMISSION POLICY WHEREAS, Westlake Academy's mission is to support students as they become compassionate, life-long learners through an internationally minded, balanced education that empowers students to contribute to our interconnected world; and WHEREAS, the proposed resolution supports updating the Admissions Policy; and WHEREAS, these updates incorporate clarifying information to the priority enrollment eligibility requirements for students of full time Westlake Academy employees; and WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best interest of the students, their parents, and faculty of Westlake Academy as well as the citizens of Westlake. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: SECTION 1: That, all matters stated in the recitals herein above are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That, the Board of Trustees of Westlake Academy, hereby approves the Westlake Academy Admissions Policy attached to this resolution as Exhibit "A". SECTION 3: That, the Westlake Academy Board of Trustees authorizes the Head of School to submit the amended Admissions Policy to the Texas Education Agency for approval as an amendment to the Charter to operate Westlake Academy as an open-enrollment charter school and to make any non-substantitive revisions to the Admissions Policy if necessary to obtain approval by the Texas Education Agency. 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 prov1s1on. SECTION 5: That this resolution shall become effective from and after its date of passage. Page 301 Page 302 WA Res 26-06 Page 5 PASSED AND APPROVED ON THIS 25th DAY OF JUNE 2026. _________________________________ Kim Graves _________________________________ Michael Yackira _________________________________ Tammy Reeves _________________________________ T.J. Duane _________________________________ Kevin Smith _________________________________ Todd Gautier ___________________________________ Kelly Ritchie __________________________________ Dianna Buchanan, Board Secretary APPROVED AS TO FORM: ________________________ Janet S. Bubert, School Attorney. Page 303 Westlake Academy Board of Trustees Policy Manual Page 10 Policy No. 1.02: Date Board Adopted:May 4, 2009 Date Board Amended:February 17, 2026 Effective Date:February 17, 2026June 26, 2026 Policy Category: Admissions Policy Name:Westlake Academy Admissions Policy Policy Goal: Communication/Transparency of student and parent requirements for admission into Westlake Academy; Engagement of stakeholders and fiscal stewardship. Policy Description:: Applications for enrollment for the following academic year are accepted from prospective students from December 1 through January 31 of each school year. After January 31, applications for enrollment will be considered only for students that reside in the Primary Boundary or students applying for enrollment in grades 9-11 that live in a Secondary Boundary. Applications received after January 31 will be considered for enrollment after the completion of the lottery process based on the applicant's status as a Primary or Secondary boundary applicant and will be placed on the appropriate wait list for the applicable grade based on the date of the application. Re-enrollment for Current Students Currently enrolled students, who continue to reside within an approved geographical boundary and submit timely registration forms by May 31, are automatically enrolled for the next school year, subject to the following conditions: 1.Beginning with the 2025-2026 school year, a student who was admitted as a Primary Boundary resident, but who no longer resides within the Primary Boundary, may enroll in the Academy the following school year only if the student has attended Westlake Academy for five (5) consecutive years as a Primary Boundary resident and the student's current residence is within the Secondary Boundary; 2. A currently enrolled student who obtained admission as the child of a full- time Westlake Academy Town of,Westlake employee retains the right to re- enrollment only if the student's parent continues to be employed byfor the Town of Westlake Academy on a full-time basis and the student remains continuously enrolled following the student’s initial enrollment under the lottery exemption;; 3.Neither of these conditions on continued enrollment prevent a student from applying for admission as a Secondary Boundary resident. The number of vacancies in each grade level is then determined. Page 304 Westlake Academy Board of Trustees Policy Manual Page 10 Primary Boundary Student Applicants Primary Boundary applicants are defined as students who reside within the boundaries of the Town of Westlake as described in Board Policy No. 1.01. Primary Boundary applicants receive priority consideration for enrollment at Westlake Academy. If the number of eligible Primary Boundary applicants does not exceed the number of vacancies, then all eligible applicants who timely applied will be offered admission. If there are more Primary Boundary applicants than spaces available, a lottery will be held for all Primary Boundary applicants to establish the order that enrollment will be offered. Secondary Boundary Student Applicants Secondary Boundary applicants, also identified as transfer students, are defined as students who reside within the geographical boundaries of one of the approved school districts identified in Westlake Academy's charter. After all Primary Boundary applicants have been considered, Secondary Boundary applicants will be considered for enrollment. If the number of eligible Secondary Boundary applicants exceeds the number of vacancies, a lottery will be held for all Secondary Boundary applicants to establish the order that enrollment will be offered. McKinney-Vento Homeless Assistance Act In addition to the admission eligibility identified above, Westlake Academy shall comply with the provisions of the McKinney-Vento Homeless Assistance Act to admit a child who is homeless to the extent required by law. In compliance with the Act, the following definition shall apply: “Homeless children” under the McKinney-Vento Homeless Assistance Act, means children or youths who lack a fixed, regular, and adequate nighttime residence; and includes: (1) Children who are sharing the housing of other persons due to loss of housing, economic hardship, or a similar reason; are living in motels, hotels, trailer parks, or camping grounds due to the lack of alternative adequate accommodations; are living in emergency or transitional shelters; or are abandoned in hospitals; (2) Children who have a primary nighttime residence that is a public or private place not designed for or ordinarily used as a regular sleeping accommodation for human beings; (3) Children who are living in cars, parks, public spaces, abandoned buildings, substandard housing, bus or train stations, or similar settings; and (4) Migratory children living in circumstances described above. “Migratory child” means a child who made a qualifying move in the preceding 36 months: (1) As a migratory agricultural worker or a migratory fisher; or (2) With, or to join, a parent or spouse who is a migratory agricultural worker or a migratory fisher. 20 U.S.C. § 6399; 42 U.S.C. § 11434a(2). Page 305 Westlake Academy Board of Trustees Policy Manual Page 10 Military Dependents A person whose parent or guardian is an active-duty member of the armed forces of the United States, including the state military forces or a reserve component of the armed forces, may establish residency for purposes of eligibility of admission by providing to Westlake Academy a copy of a military order requiring the parent’s or guardian’s transfer to a military installation in or adjacent to the Academy’s enrollment boundaries. Education Code 25.001 (c-1). A person who establishes residency under Education Code 25.001(c-1) shall provide Westlake Academy proof of residence within the Academy’s enrollment boundaries not later than the 90th day after the arrival date specified in the military order. For purposes of this provision, “residence” includes residence in a military temporary lodging facility. Education Code 25.001(c-2). Exemptions from the Lottery The following categories of applicants are exempt from the lottery process and are given priority in admission in the order identified below:' 1.Children of the Founders of Westlake Academy (as long as the total number of students admitted under this exception constitutes only a small percentage of the total school enrollment); 2.1.Children of Town of Westlake full-time employeesThe natural or adopted child of a full-time Westlake Academy employee (as long as the total number of students admitted under the exception constitutes only a small percentage of the total school enrollment); and 3.2.Siblings of admitted and returning students. Applicants participating in a lottery that are not offered enrollment prior to the beginning of the school year are placed on a waitlist by grade level according to the lottery results. Enrollment Process Upon receiving an offer of enrollment, a student must provide records consistent with the Academy's enrollment procedures demonstrating the student has met the standards for entry into the grade for which the student applied. Should there be a discrepancy in the application grade level of the student and his/her educational records or performance level, the student's enrollment may be revoked. Westlake Academy Charter School does not discriminate in admissions based on gender, national origin, ethnicity, religion, disability, academic, artistic, or athletic ability or the district the child would otherwise attend. Westlake Academy will not enroll a student with a documented history of a criminal offense, juvenile court adjudication, or discipline problems under Texas Education Code Chapter 37, Subchapter A. If an applicant misrepresents or fails to disclose information about the student's discipline history during the enrollment process, the Academy reserves the right to revoke the student's offer of enrollment or unenroll the student from the Academy. Page 306 Westlake Academy Board of Trustees Policy Manual Page 10.5 Food Allergy Information Upon enrollment at Westlake Academy, a child’s parent or legal guardian will be asked to provide information regarding whether the child has a food allergy or a severe food allergy that, in the judgment of the parent or legal guardian, should be disclosed to Westlake Academy to enable the Academy to take any necessary precautions regarding the child’s safety; and specify the food to which the child is allergic and the nature of the allergic reaction. “Severe food allergy” means a dangerous or life-threatening reaction of the human body to a food-borne allergen introduced by inhalation, ingestion, or skin contact that requires immediate medical attention. The Academy shall maintain the confidentiality of the provided information, and may disclose the information to teachers, school counselors, school nurses, and other appropriate school personnel only to the extent consistent permissible under the Family Educational Rights and Privacy Act of 1974, 20 U.S.C. Section 1232g. Dates Amended Resolution Number: 08/03/09 01/10/11 08/15/11 09/12/11 08/13/12 06/03/13 06/02/14 02/05/24 WA Resolution 24-06 12/09/24 WA Resolution 24-42 05/20/25 WA Resolution 25-12 12/16/25 WA Resolution 25-30 02/16/26 WA Resolution 26-06 06/26/26 WA Resolution 26-18 Page 307 DATE: June 25, 2026 AGENDA ITEM NO: Q.5. FROM: Kelly Ritchie, Head of School, Westlake Academy SUBJECT: Discuss, consider and act regarding WA Resolution 26-17 to adopt Westlake Academy Financial Policies effective July 1, 2026 for the fiscal year transition to Charter Impact. ATTACHMENTS: SUMMARY : accountability, and internal controls for Westlake Academy. These policies support the Academy's transition from a shared-services model to third-party financial services while ensuring compliance BACKGROUND AND DISCUSSION: sustainability, and increasing autonomy. As part of this effort, the Academy is transitioning from a shared-services financial model to a third-party financial services model designed specifically for public charter schools. The proposed Financial Policies provide a comprehensive framework for the management, oversight, and stewardship of Academy funds. These policies establish clear expectations related to budgeting, financial reporting, fund balance management, purchasing authority, contract execution, procurement card usage, cash management, and internal controls. They also clarify the respective roles of the Board of Trustees, Head of School, and administrative staff in the administration of the Academy's financial operations. The policies have been developed to align with Generally Accepted Accounting Principles (GAAP), Texas Education Agency requirements, the Financial Accountability System Resource Guide (FASRG), Uniform Grant Guidance, and other applicable state and federal regulations governing public charter schools. The policies further establish governance structures that ensure accountability, transparency, and appropriate oversight as financial services responsibilities transition to a third-party provider. Town Council/Board of Trustees AGENDA ITEM REPORT Page 308 FISCAL IMPACT: There is no direct fiscal impact associated with adoption of these policies. The policies provide the governance framework necessary to support the Academy's financial operations and implementation LEGAL REVIEW: RECOMMENDATION: ACTION OPTIONS: Page 309 Resolution WA 26-17 Page 1 WESTLAKE ACADEMY RESOLUTION NO. 26-17 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES ADOPTING FINANCIAL POLICIES. ESTABLISHING FINANCIAL MANAGEMENT, INTERNAL CONTROL, PURCHASING, CONTRACTING, CASH MANAGEMENT, AND FISCAL ACCOUNTABILITY REQUIREMENTS; AUTHORIZING IMPLEMENTATION; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the Westlake Academy Board of Trustees ("Board") is responsible for the governance, oversight, and stewardship of the financial resources of Westlake Academy; and WHEREAS, the Board recognizes its fiduciary obligation to ensure that public funds entrusted to the Academy are managed in a lawful, transparent, accountable, and fiscally responsible manner; and WHEREAS, the Board desires to establish comprehensive financial policies governing financial administration, budgeting, purchasing, contracting, cash management, procurement card usage, fund balance management, financial reporting, and related fiscal operations; and WHEREAS, Academy administration has developed and presented to the Board a comprehensive Financial Policies Manual entitled "Westlake Academy Financial Policies – June 2026," which is designed to promote sound financial management practices, compliance with applicable laws and regulations, and responsible stewardship of Academy resources; and WHEREAS, the Board has reviewed the proposed Financial Policies and finds that adoption of such policies is in the best interests of Westlake Academy and supports the Academy's mission and long-term financial sustainability. NOW, THEREFORE, BE IT RESOLVED BY THE WESTLAKE ACADEMY BOARD OF TRUSTEES THAT: SECTION 1: The document entitled "Westlake Academy Financial Policies – June 2026," attached hereto as Exhibit A and incorporated herein by reference for all purposes, is hereby adopted as the official Financial Policies of Westlake Academy. SECTION 2._ The adopted Financial Policies shall govern the financial operations of Westlake Academy, including but not limited to: • Financial authority and administration; • Use of state funds; • Basis of accounting and budgeting; • Annual budget development and amendments; • Fund balance management; • Financial reporting and accountability; • Purchasing authority; Page 310 Resolution WA 26-17 Page 2 • Contract approval and execution authority; • Procurement card administration; • Prohibited and restricted purchasing activities; • Cash management and internal controls; and • Related fiscal management practices and procedures. SECTION 3. The Board hereby authorizes the Head of School, and such administrative staff as may be designated by the Head of School, to implement and administer the Financial Policies in accordance with Board direction, applicable law, Texas Education Agency requirements, and generally accepted accounting principles. The Head of School may establish administrative procedures, forms, and operational guidelines necessary to carry out the purposes of the Financial Policies, provided such procedures remain consistent with Board-adopted policy. SECTION 4. All Academy employees, officers, contractors, and agents involved in financial activities shall comply with the Financial Policies adopted by this Resolution and all applicable federal and state laws, regulations, grant requirements, and Board policies. SECTION 5. The Board directs the Head of School and Executive Director of Operations and Development to review the Financial Policies at least annually and to recommend revisions as necessary to maintain compliance with applicable legal requirements, Texas Education Agency guidance, evolving best practices, and the operational needs of the Academy. Any substantive revisions to the Financial Policies shall be presented to the Board for approval. SECTION 6. If any provision of this Resolution or the Financial Policies adopted herein is determined to be invalid or unenforceable, such determination shall not affect the remaining provisions, which shall continue in full force and effect. SECTION 7. That this resolution shall become effective July 1, 2026. PASSED AND APPROVED ON THIS 25TH DAY OF JUNE 2026. ___________________________________ Kim Greaves, President ATTEST: ________________________________ Dianna Buchanan, Board Secretary APPROVED AS TO FORM: ________________________________ Janet S. Bubert, School Attorney Page 311 Page 312 Page 313 Page 314 Page 315 Page 316 Page 317 Page 318 Page 319 Page 320 Page 321 Page 322 Page 323 Page 324 Page 325 Page 326 Page 327 Page 328 Page 329 Page 330 Page 331 DATE: June 25, 2026 AGENDA ITEM NO: Q.6. FROM: Kelly Ritchie, Head of School, Westlake Academy SUBJECT: Discuss, consider and act regarding governance of the Westlake Academy Foundation. ATTACHMENTS: SUMMARY : The current governance structure of the Westlake Academy Foundation creates ambiguity regarding authority, accountability, and oversight. BACKGROUND AND DISCUSSION: Town of Westlake and in support of Westlake Academy. A legal review conducted by Underwood Law Firm examined the Foundation's governing structure and identified several limitations associated with its current status and governance model. The review concluded that while certain bylaw amendments were approved to provide greater independence, the Foundation's Articles of Incorporation continue to reserve significant authority to the Town, including approval of governing is not currently operating as a fully independent nonprofit organization. The legal review further noted that if the Foundation becomes fully independent, the Town and Academy would lose direct governance authority and would need to rely on formal agreements and documented controls to ensure that any public resources, personnel, facilities, technology, or other support provided to the Foundation continue to serve a legitimate educational purpose and comply with Texas constitutional requirements regarding public funds. The current governance structure creates uncertainty regarding accountability, authority, and the FISCAL IMPACT: LEGAL REVIEW: Town Council/Board of Trustees AGENDA ITEM REPORT Yes. RECOMMENDATION: Administration recommends approval of a governance restructuring process for the Westlake Academy Foundation. ACTION OPTIONS: Motion to Approve as Presented Motion to Deny Motion to Approve with Changes/Conditions Motion to Continue or Table DATE: June 25, 2026 AGENDA ITEM NO: Q.7. FROM: Kelly Ritchie, Head of School, Westlake Academy SUBJECT: Discuss, consider and act regarding Westlake Academy positions to support Westlake Academy Foundation. ATTACHMENTS: SUMMARY : from the Academy to the Foundation to create greater financial transparency and accountability between the two organizations. This change would remove approximately $192,000 in annual salary and benefit expenses from the Academy's operating budget and align staffing costs with the entity BACKGROUND AND DISCUSSION: associated with staff members supporting the Westlake Academy Foundation (WAF). These expenses include salary, retirement contributions, health insurance, car allowance, and other related benefits. For FY 2026-2027, the total annual cost of Foundation staff compensation paid by the Academy is approximately $192,000. As Westlake Academy and the Westlake Academy Foundation continue to mature as separate organizations with distinct governance structures, missions, and operational responsibilities, it is appropriate to evaluate the financial relationship between the two entities. The Foundation exists to advance philanthropic support, fundraising, donor relations, and stewardship activities that directly support the Foundation's charitable mission and strategic priorities. Transitioning responsibility for Foundation staff compensation to the Foundation will provide greater transparency regarding the true cost of Foundation operations, establish clearer financial work performed. This change will also ensure that public education funds are directed toward the Academy's instructional and operational priorities while allowing the Foundation to independently FISCAL IMPACT: Town Council/Board of Trustees AGENDA ITEM REPORT Page 335 LEGAL REVIEW: Yes. RECOMMENDATION: Staff recommends that the Board approve removing the WAF staff salaries and benefits from the 2026-2027 Academy budget. ACTION OPTIONS: Motion to Approve as Presented Motion to Deny Motion to Approve with Changes/Conditions Motion to Continue or Table Page 336