Where I Stand on WACC & WAQUA
On April 10, Eanes ISD issued notices terminating both the Westlake Aquatic Center (WAQUA) and Westlake Athletic and Community Center (WACC) agreements. While the district cited contractual justifications—alleged breaches in WAQUA’s case and a need to repurpose WACC for instructional use—the broader issue lies in the absence of proactive planning, thorough financial assessment, and transparent community engagement.
This was not just a contract termination. It revealed how distant governance has become from the community it is meant to serve. I stand with the families, students, and neighbors whose voices were not included—and I believe we can take a smarter, more inclusive path forward.
WAQUA: A Breach or a Breakdown in Oversight?
WAQUA was terminated for alleged failures in maintenance and support of district needs. If the concern was mold in showers, could this not have been addressed through improved oversight or clearer performance standards? Was termination truly the only—or most appropriate—course of action? Why weren’t corrective steps taken earlier, before costs and consequences escalated?
This decision introduces potential litigation, which could further divert funds from instruction and staffing. Given the district’s financial constraints, those risks should be avoided.
Families and aquatic teams relying on WAQUA now face uncertainty—unsure whether they’ll retain access to the facility. Beyond the disruption, early contributors may lose up to $1.5 million in investments. These impacts go beyond operations; they represent real financial loss and diminished trust.
WACC: A Revenue-Generating Asset Becomes a Cost Center
WACC was a long-term strategic partnership. The 35-year initial lease required no district construction funding. In exchange, the district received free daytime access, eventual ownership, and rising rental income.
That arrangement is now being dismantled.
The district cited a need for educational repurposing, but this rationale appeared only at termination—not through open planning.
Terminating the lease obligates the district to pay the unamortized value of improvements. It also shifts WACC from a revenue-generating asset to a cost center, as the district assumes operations and maintenance. This path reshapes the financial landscape like a double whammy.
WACC currently supports approximately 2,000 students across Eanes—through football, soccer, cheer, band, and more. Losing access without a clear alternative is not just costly—it’s disruptive. Major decisions like this should be made with public input from the start.
A Path to Better Decisions
The WACC and WAQUA terminations highlight the need for a more thoughtful and collaborative approach—one that prioritizes student access to programs, protects community investment, and reduces unnecessary risk.
Instead of responding to facility concerns with contract terminations and costly transitions, we should follow clear processes to resolve issues early and maintain continuity. Whether through clearer maintenance agreements, proactive oversight, or renegotiated terms, the goal should be to keep programs operating smoothly while honoring community contributions.
Long-term facility planning and capital investments should be handled separately from contracts, through a process that engages educators, families, and stakeholders to assess needs and make informed decisions. We shouldn't have surprise facility needs.
If a facility plays a critical role in student programs and community health—as both WACC and WAQUA have—then preserving access must be a priority. We can address problems without destabilizing the people and programs that rely on these spaces.
What I’ll Bring to the Board
Eanes needs a student-first approach that ensures programs continue, partnerships are stable, and families aren’t left with unexpected costs—lessons made clear by the WACC and WAQUA terminations.
✅ Keep Student Programs Running: Before ending any agreement, confirm that students retain uninterrupted access to programming through reliable alternatives or transition plans.
✅ Respect Community Investment: When families and partners invest in shared resources, the district must manage those commitments with transparency and accountability.
✅ Resolve Before Replacing: For any facility or partnership issue, lead with open communication and step-by-step problem solving—termination should be a last resort.
✅ Avoid Unnecessary Costs: We must evaluate the full cost of termination—including legal exposure and facility conversion—before acting.
This approach reduces disruption, builds trust, and ensures decisions reflect the priorities of families and students—principles I apply daily as a CFO managing a $700 million public agency. I’ll bring that same clarity and care to the Eanes board.
The Path Forward
This is about more than WACC and WAQUA—it’s about how we govern, and whether we lead in a way that reflects the community’s values.
We cannot afford more surprises, costly reversals, or missed opportunities. I believe in this community, and I know we can move forward with clarity, inclusion, and purpose.
Let’s rebuild trust. Let’s ensure our planning supports students and families. And let’s make every dollar count.
With the right leadership, we can move from reaction to responsibility—and from uncertainty to excellence.
With gratitude,
Catherine Walker, Candidate for Eanes ISD School Board, Place 6
