HomeMy WebLinkAbout07-14-08 TC Agenda Packet [IFFIMEW
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COURT WESTLAKE TOWN HALL
3 VILLAGE CIRCLE
MUNICIPAL ROOM, 1 1111
• '1 1 '
2. PRESENTATION AND DISCUSSION OF PROPOSED PUBLIC ART MASTER
3. DISCUSSION AND • • REGARDING
;� • • r , . r • is • � • � • c
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle, Westlake,
Texas by Wednesday, July 9, 2008 by 5:00 p.m. under the Open Meetings Act, Chapter 551 of the Texas
Government Code.
Kim Sutter,TRMC,Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs,please advise the Town
Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made to assist you.
Town of Westlake
To: Honorable Mayor and Members of the Board of Aldermen
From: Tom Brymer, Town Manager
Subject: Workshop Meeting of July 14, 2008
Date: July 7, 2008
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Presentation and Discussion of a Proposed Public Arts Master Plan
The Westlake Public Arts Society has drafted a proposed Public Arts Master Plan for
presentation and consideration by the Board of Alderman. At the Board's June 23, 2008
Workshop, Public Arts Chairman Chairman Michelle Corson presented this proposed
plan to the Board workshop for discussion, feedback, and direction. The Board's
consensus at that workshop was to request that language in the plan be revised to reflect
Town oversight of additions to the collection including Town ownership of all public art
pieces and their selection as well as references to accommodating public art in the
Town's planning and zoning requirements. Chairman Michelle Corson will be at the
workshop to review this revised language with the Board. In addition, this item will be
on the Board's regular meeting agenda for consideration for adoption.
Not applicable at this time.
Staff recommends that the Board hear this presentation and:
• give feedback and direction to the Public Arts Society concerning this proposed plan,
• determine if any further revisions to the plan are desired by the Board, and
ATTACHMENTS:
• Memo from Public Arts Society Chair Re: Suggested Plan Language Changes
• Draft Proposed Westlake Public Arts Master Plan
PUBLIc ART SOCIETY (PAS) OF WESTLAKE
MASTER PLAN RECOMMENDED REVISIONS
o P. 19 (Recommended Policies), move current #6 to #2 position — Revise to read:
Establish the Public Art Society as a 501(c)3, or some other tax-exempt entity, to
provide for benefit to donors.
o P. 19 (Recommended Policies), insert as #3: Clearly define, through policies an
ordinances on public art, the obligations of the Town, the PAS, and the private
development/corporate community with regard • the ownership, maintenance,
and insurance of public art. I
o P. 19 (Recommended Policies), insert following the current #5: Provide in any
policies and ordinances a definition • key concepts to include at a minimum a
definition of the terms "art" and "public." 0
J
o P. 32 (Identifying Funding), paragraph 1, sentence 3 — Replace the word
"separate" with "semi-independent."
o P. 32 (Identifying Funding), bottom third of page — Change the phrase
"Funding will occur" to "Funding may occur."
o Note: Should the Town decide to implement a structure other than a
501(c)3, it may be necessary for substantive edits to references • funding,
including the graphic • i! and Uses of Funds.
o P. 36 (Approval and Implementation), paragraph 1, sentence 2 -- add to the
end: "through the Annual Art Plan and Town acceptance • proposed art
projects." Note: this sentence may require further modification about the
structure of the PAS.
PUBLIC ART SOCIETY, REVISIONS (CONTINUED)
o P. 39 (Responsibilities of the Society), bottom half of the page, Bullet 3 —
add to the end: "and obtain approval from the Town for any proposed
projects on public property."
(Annual Project Plan), first paragraph, sentence 5 — insert after
Board of Aldermen: "for their approval."
o P. 44 (Financial and Tax Considerations) — no edits, but may need to
revise if a structure other than 501(c)3 is adopted.
PUBLIc ART SOCIETY, REVISIONS (CONTINUED)
o
■ 50 (Public Art and Private Development Policy), fourth paragraph, add
to the beginning: The terms herein are recommendations from the PAS to
the Town for this policy.
a
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MEMORANDUM
TO: The Board of Aldermen
. i t . ,
Requested Modifications to Master Plan for Public Art
Thank you for allowing us to present our proposed Master Plan for Public Art in
Westlake to you in the workshop held on 23 June 2008. We appreciated your thoughtful
review and consideration.
As you requested, we will make changes to the plan in two areas:
To address the proposed structure of the PAS as an independent, decision-making
authority
2. To address an acceptance process for the Town to receive a visual art installation
Before outlining possible changes to the plan,we wanted to make sure our explanations
during the workshop on these issues were clear.
Because of the unique nature of the Town of Westlake (small in population, limited in
public resources, with a large corporate and private development base, and with little
current or future public infrastructure), it seems that one way to provide a substantive
public art program is to involve the corporate/private development community. Many
cities (of varying sizes) have adopted ordinances that address public art on private
development. In proposing an ordinance of this nature, we hope that the PAS will not
have to be overly reliant upon the Town's limited ability to fund this initiative and that it
will enable us to jumpstart a larger program.
Public Art Society of Westlake Demo Page 2 of 4
June 30, 2008
We want to ensure that anyone who gives funds to the public art initiative will be
confident that those funds are being used solely for that purpose and that they will derive
the maximum possible tax benefit for these contributions. Based on our involvement
with other Town-sponsored initiatives and non-profits, it seems that a 501(c)3 structure is
the most common way of accomplishing these goals.
We further want to ensure that the public art process gains momentum without burdening
you with having to administer this program. It is our understanding that, we will be an
"independent, decision-making authority" if we receive 75%to 80%of our funding from
sources other than the Town of Westlake. We see ourselves as very much a part of the
Town in presenting an annual plan to you for your approval, while also being
independent in administering the program.
i
As outlined in the report, our intent is to present an Annual Art Plan to you. We will
change the plan to reflect that you have the right to approve the annual plan, but want to
be clear that your intent on the "accept or reject policy"was that you would approve the
art plan at the conceptual stage, rather than after it is commissioned. We would work
closely with you in the planning stage to be sure that the work we commissioned met
with everyone's expectations so that there is not an instance where work is commissioned
on behalf of the town that was not what was wanted. This could also theoretically apply
to performing arts or arts education projects. We all recognize that"taste" is subjective,
but we hope that the BOA and the PAS could work together to ensure that Westlake has a
variety of themes and styles of works, as outlined in our goal that public art reflects the
diversity of our community.
Assuming that the idea of a public art on private development ordinance gets
implemented, we believe the decision about thematic elements, types of art, and
placement of art should ultimately be the decision of the developer, but that the PAS
would work to help them implement the work in compliance with the guidelines adopted
in any ordinance which gets passed. Inasmuch as the developer would own and maintain
the work and that it is intended to be an amenity to their project(that also benefits the
public), we believe they should have the decision-making authority over what type of
work is commissioned. If you agree,we would want to make sure the master plan and
any adopted ordinances made this assertion clear.
Sueeested Edits to the Plan
P. 19 (Recommended Policies), renumber as needed.
P. 19 (Recommended Policies), #1 -- Revise to read: Create and support a semi-
independent Public Art Society that will serve the Town of Westlake in it goals to
establish a public art program in the community wherein the Town will provide direction
to the PAS annually on projects to be located on publicly-owned property and will
I Public Art Society of Westlake Meni
June 1 2008
approve or disapprove concepts proposed by the Public Art Society. Once the work has
been completed, the Town will formally accept the work.
P. 19 (Recommended Policies),move current#6 to#2 position—Revise to read:
Establish the Public Art Society as a 501(c)3, or some other tax-exempt entity, to provide
for benefit to donors.
P. 19 (Recommended Policies), insert as#3: Clearly define, through policies and
ordinances on public art,the obligations of the Town,the PAS, and the private
development/corporate community with regard to the ownership, maintenance, and
insurance of public art.
P. 19 (Recommended Policies), insert following the current#5: Provide in any policies
and ordinances a definition of key concepts to include at a minimum a definition of the
terms"art" and "public."
P. 32 (Identifying Funding), paragraph 1, sentence 3 —Replace the word "separate"with
"semi-independent."
P. 32 (Identifying Funding), bottom third of page—Change the phrase "Funding will
occur"to"Funding may occur."
Note: Should the Town decide to implement a structure other than a 501(c)3, it may be
necessary for substantive edits to references to funding, including the graphic on Sources
and Uses of Funds.
P. 36 (Approval and Implementation), paragraph 1, sentence 2 --add to the end:
"through the Annual Art Plan and Town acceptance of proposed art projects." Note: this
sentence may require further modification about the structure of the PAS.
P. 39 (Responsibilities of the Society), bottom half of the page, Bullet I —add to the end:
"and to obtain an approval from the Town on projects on public property, including the
location of public art projects, project goals, and artist selection methods, as well as
related public,art pgoramming.."
P. 39 (Responsibilities of the Society), bottom half of the page, Bullet 3—add to the end:
"and obtain approval from the Town for any proposed projects on public property."
P. 41 (Annual Project Plan), first paragraph, sentence 5 —insert after Board of Aldermen:
"for their approval."
P. 44 (Financial and Tax Considerations)—no edits, but may need to revise if a structure
other than 501(e)3 is adopted.
P. 50 (Public Art and Private Development Policy), first paragraph, add to the end: All
forms of development, commercial, residential, office, retail, hotel, etc., will be included
June 30, 2008
in the policy. (This was left out of the edits to the report done before it was presented to
you). Also delete the second paragraph.
P. 50 (Public Art and Private Development Policy),third paragraph, add to the end: The
Town of Westlake will not require the private development community obtain any
approval of public art on private property by the Town, other than in issues involving
approval rights by the Planning&Zoning Commission, but will look to the PAS to
provide guidance to developers in complying with the ordinance.
P. 50 (Public Art and Private Development Policy), fourth paragraph, add to the
beginning: The terms herein are recommendations from the PAS to the Town for this
policy.
The PAS may want to make minor edits in word choice or phrasing subsequent to the
approval and adoption of the plan by the BOA,but will not make any edits which impact
the intent or meaning of any concepts once this document is approved by the BOA. In
the event the PAS does propose a material change to any part of the document,the PAS
will inform the BOA and bring it before the BOA at their request for review and
approval.
Thank you for taking the time to consider this report. Please let us know your thoughts
about the structure of the PAS and any policy issues. If the suggested edits meet with
your approval, we will make them and send a revised report to you.
• ••, - • EMU
��. .
To: Honorable Mayor and Members of the Board of Aldermen
From: Tom Brymer, Town Manager
Subject: Workshop Meeting of July 14, 2008
Date: July 8, 2008
Discussion and Follow-up Regarding Strategic Planning Retreat
The Board and staff worked at their June 27-28, 2008 Strategic Planning Retreat to
formulate community vision and value statements as well as a mission statement on
which to build a strategic plan for Westlake. The purpose of this workshop agenda item
is to provide the Board an opportunity to discuss the work done at this retreat as well as a
going forward plan for Westlake's strategic planning efforts.
N/A
See attached Memorandum dated 7-8-08 from Town Manager to Board of Aldermen
regarding next steps for Westlake's strategic planning process
ATTACHMENTS:
• Attachment 1- Memorandum Dated 7-8-08 from Town Manager Re: Next Steps
for Westlake's Strategic Planning Process
• Attachment 2- Draft of the Possible Flow of the Westlake Strategic Planning
Process
• Attachment 3- Draft of Vision, Values, and Mission Statement and Other Work
Done at Westlake's Recent Strategic Planning Retreat
• Attachment 4- Flow Chart of the Governance Cycle and How Strategic Planning
Fits into this Process
• Attachment 5- Work from the City of Olathe, KS illustrating the use of strategic
planning with a programmatic budgeting approach and outcome measures
• Attachment 6—Draft Board Relations Policy and Code of Ethics
• Attachment 7—Draft Council Meeting Procedures Policy
• Attachment 8 - Memo dated 6-3-08 to BOA on Recommended Strategic Planning
Process for Westlake
11
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The purpose of this memorandum is to suggest to the Board some "next steps" as we
move forward with the Town's strategic planning initiative. Those recommendations
are:
® review and fine tune (if needed) the vision statement
® review and fine tune (if needed) the mission statement
® consolidate the value statements into a smaller number (perhaps 3 to 5)
® Once key result areas are identified within the 3 areas of the vision statement,
take the various project and group them under each key result area by year.
® Review and adopt meeting procedures and a board relation policy
® Compile a strategic plan for Board adoption and regular revision and updating
Below is an example of how this might begin to look in terms of a Town strategic plan:
Westlake is a one of a kind community — an oasis with rolling hills, grazing longhorns,
and soaring red-tailed hawks, located in the heart of the Fort Worth-Dallas metropolitan area.
Inviting neighborhoods and architecturally vibrant corporate campuses find harmony
among our meandering roads and trails, lined with native oaks and stone walls.
We are leaders. In education we are known for our innovative partnerships between the
Town-Owned Charter School and its corporate neighbors. We are environmental stewards —
exemplifying the highest standards.
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1
Hospitality finds its home in Westlake. As a community, we are fully involved and
invested in our rich heritage, , x t present and-Exciting, sus inable future.
i' Mission
On behalf of the citizens, the mission of the Town of Westlake is to be a one of a kind
community that blends our rural atmosphere with our rich culture and urban location.
• Strong knowledge/education base
• Friendly and Welcoming
• Family Focus
® Engaged Citizens
• A unique rural setting emphasizing preservation of our natural beauty
• Aesthetic appeal and high development standards
Vision Point: Inviting Neighborhoods
The Town of Westlake enjoys inviting neighborhoods. We are a one of a kind
community. Westlake is an oasis with rolling hills that blends grazing longhorns and soaring
red-tailed hawks with inviting neighborhoods as well as architecturally vibrant corporate
campuses that find harmony along our meandering roads a nd trails, lined with native oaks and
stone walls.
2
Key Result Areas supporting this vision point:
• On-going comprehensive planning
• Sensitivity tn neighborhood integrity
• Outstanding community appearance
• Highest quality development and aesthetic standards
• Open space preservation
Vision Point: We are Leaders
In education we are known for our innovative partnerships between the Town-Owned Charter
School and its corporate neighbors. N/e are environmental ahem/ands—exemplifying the highest
standards.
ktay Result Areas supporting this vision point
• Premier educational facilities and programs
• Producing well educated future leaders and thinkers
• Business partnerships with Westlake Academy
• Environmental stewardship initiatives
• High quality services delivery coupled with financial stewardship
• Infrastructure maintenance and planning
i Arts and culture
Again, these key result areas are examples only, and the Board may have others
they wish to consider. Once the key result areas within each vision point are identified,
then specific projects, plans, or tactics can be inserted by year that can then help guide
the Board and staffs decision making and priority setting on any number of things
including preparation of the annual budget.
Each of the key result areas should have outcome measures associated with
them to determine progress made in achieving this key result area. Once the plan is
fleshed to extent, I would recommend that the Board adopt and review it annually prior
to the budget process. I would also recommend exploring the notion of creating a
Westlake "brand" consistent with our strategic plan that we could use in all our
communications and marketing efforts, both internally and externally. We have done
this somewhat in some of the media coverage of the Deloitte announcement. For
example, this brand might be, "Westlake, a premier knowledge-based community."
The attached diagram shows how this strategic plan's decision making flow
works.
Attachment- Memo dated 6-3-08 to BOA on Recommended Strategic Planning Process
for Westlake
Attachment- Draft of the Possible Flow of the Westlake Strategic Planning Process
Attachment- Draft of Vision, Values, and Mission Statement and Other Work Done at
Westlake's Recent Strategic Planning Retreat
Attachment- Flow Chart of the Governance Cycle and How Strategic Planning Fits into
this Process
Attachment- Work from the City of Olathe, KS illustrating the use of strategic planning
with a programmatic budgeting approach and outcome measures
Attachment— Draft Board Relations Policy and Code of Ethics
Attachment— Draft Council Meeting Procedures Policy
Attachment- Memo dated 6-3-08 from Town Manager to Board on Recommended
Strategic Planning Process for Westlake
4
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Comprehensive P
Premier Education
Planning F
Facilities & Programs .
.• �
Neighborhood W
Well Educated Future
Integrity L
Leaders &Thinkers
Community B
Business Partnerships with
Appearance `
`Westlake Academy
Quality E
Environmental StewardshipPrese
Development T
High Quality Services
TourES
DRAFT DRAFT DRAFT
Community Vision
Westlake is a one of a kind community — an oasis with rolling hills, grazing
longhorns, and soaring red-tailed hawks, located in the heart of the Fort Worth-
Dallas metropolitan area.
Inviting neighborhoods and architecturally vibrant corporate campuses find
harmony among our meandering roads and trails, lined with native oaks and
stone walls.
We are leaders. In education we are known for our innovative partnerships
between the Town-Owned Charter School and its corporate neighbors. We are
environmental stewards —exemplifying the highest standards.
Hospitality finds its home in Westlake. As a community, we are fully involved
and invested in our rich heritage, vibrant present and exciting, sustainable
future.
DRAFT for Board of Aldermen Review
FT DRAFT DRAFT
Town of Westlake Strategic Planning Process
The Town of Westlake Mayor and each of the Aldermen met individually with
Mike Conduff, President and CEO of The Elim Group to discuss their perception
of the community, and the issues that needed to be addressed in the planning
sessions. The Mayor, Board, Town Manager and Senior Staff then met for two
days in a Retreat Environment to plan for the City's Future on June 27t" and 28t".
Again guided by Mike Conduff, the planning team developed a draft Vision and
Mission based on their strongly held Values. The team then conducted a
modified SWOT analysis using a future scan process and created a beginning
Victory Wall consisting of Long-Range Outcome/Victory Statements (through
2020) and Intermediate Victories consisting of actions and milestones by year
beginning with the current 2008 year.
This document captures the beginning essence of this visionary work. No effort
was made to gain complete consensus on these issues, nor was any
prioritization process utilized This is viewed in most participants' eyes as a "first
step." It is anticipated that an additional retreat will be held in the late summer to
focus more on the Town owned School and provide more detail for the Victory
Wall. It is also understood that the realization of the Victory Wall is an ongoing
process. Staff Action Plans will need to be created and fleshed out from the
Board's work. Further, Multi-Year Financial Plans with Performance Measures
will need to be created to incorporate the action plans and bring them to financial
life.
The Town of Westlake is fortunate with the commitment of its elected and
appointed leadership to look to the future!
DRAFT for Board of Aldermen Review
Westlake is a one of a kind community — an oasis with rolling hills, grazing longhorns,
and soaring red-tailed hawks, located in the heart of the Fort Worth-Dallas metropolitan
area.
Inviting neighborhoods and architecturally vibrant corporate campuses find harmony
among our meandering roads and trails, lined with native oaks and stone walls.
We are leaders. In education we are known for our innovative partnerships between the
Town-Owned Charter School and its corporate neighbors. We are environmental
stewards—exemplifying the highest standards.
Hospitality finds its home in Westlake. As a community, we are fully involved and
invested in our rich heritage, vibrant present and exciting, sustainable future.
T
On behalf of the citizens, the mission of the Town of Westlake is to be a one of a kind
community that blends our rural atmosphere with our rich culture and urban location.
Community Values and Community Assets
Uniqueness— Not the S ame
Family/Children Focused
Friendliness
Welcoming
Education — "School/Academy"
Diversity ("IB program")
Innovation
Involvement
Culture
Being World Class
Metro Oasis
Aesthetics
Oak Trees and Rolling Hills
Sunsets
Pastures
Tremendous Golf Course
Quality of the Life Style
Slower Pace (Whole Different Feel)
Quality of Life
Not Like Everyone Else (Capture the
best and avoid the less)
Best of the best without snobbery
DRAFT for Board of Aldermen Review
DRAFT DRAFT DRAFT
• • - •. W110
The Westlake Mayor and Board of Aldermen are united in their view that the
community enjoys many strengths. The fact that Westlake has no current city ad
valorem tax is a source of pride, as is the history of good planning and zoning. A
growing corporate campus base, and its accompanying local tax implications, is
also a source of pride. The elected officials consistently praise the caliber of city
staff. The unique to Texas Town Owned School, with its International
Baccalaureate program is considered a particular asset. Regional relationships
are improving and generally thought to be helpful.
►! . . • • • •
• Deloitte University
• Diversified Revenue Stream
• Award Winning Restaurants and Salons
• Intergovernmental Partnerships / Reciprocity with Local Towns
• Fully Integrated Community Duct Bank
• Enlarged Westlake Academy Campus /With Track
• Soccer and Baseball Fields
• Park System
• New School
• Target/ Lowes / Nordstrom's / Niemen Marcus
• No Drive Thrus
• Award Winning School
® Public Art
• Sense of Community
® Mark Rosevear
• Extensive Interconnected Trail System
• 114 Connectivity to 1-35
• Eco Friendly/ Green / Hawks / Longhorns
® Municipal Complex
• Nicely Streetscaped Corridors
• Light Rail Along 114
• Arts and Sciences
• No Value Place Motel
Weaknesses
Despite an overwhelming positive view of their community, the Mayor, Aldermen
and Staff recognize that there are issues about which Westlake must be
DRAFT for Board of Aldermen Review 4
DRAFT DRAFT DRAFT
conscious. Additionally, the Board recognizes that they must be willing to make
the difficult decisions associated with developing a unique community.
We see these as "Cautious Yellow" issues
■ Water
■ Less School Age Children
■ Taking on Too Many Services
■ Too Affluent
■ No-Soul Community
■ Outgrowing Our Financial Resources
■ Too Focused on No Property Tax Position
■ Infrastructure Neglect
■ Too Isolated
■ Too Focused On Project or Issue
■ No Mass Transit Connection
Not Leader on Environmental Conservation
DRAFT for Board of Aldermen Review
00000-Ifflo"M 8-10MIAW1
The Westlake Mayor and Board of Aldermen are incredibly optimistic for the
future of the community. Clearly being able to preserve the heritage of the
community as being an outstanding place to live and work is critical. Quality is a
consistent theme for this group as they believe that it is both a founding and
future issue.
Others are "Green with Envy" over our opportunities
® Recognition of Being Most Desirable Livable Community in America
Access to top Quality of Life Amenities
• Parks
• Tracks
• Performance Arts
• Public Art
Controlled High Quality Retail
Quality Corporate Campuses and Partnerships
• Consistent High Quality Building Standards
• Maintaining Sufficient Revenue and Cash Flow without property tax
DRAFT for Board of Aldermen Review 6
A
Like most communities, there are issues that the Mayor, Aldermen and Staff
want to make sure they stay aware of and avoid. These are conditions or
activities that would detract from the one of a kind nature of Westlake and cast
the future of the community in doubt.
5_2
Property Tax
Lack of Funding for Aesthetic Appearance
Westlake Academy with no Westlake Residents
Anemic Sales Tax Base
Poor community Planning
Over Development
Urban Sprawl
Multi-Family Housing
Dallas Cowboys Stadium
Compromising Our High Standards
DRAFT for Board of Aldermen Review 7
K#T#N�
Update Master Plans (08, 12, 16, 20)
• Thoroughfares
• Open Space Trails
• utility
• Land use
Deloitte Ground Breaking (October)
Open Space Land Acquisition Begins
Update all codes and their amendments
Implement new fees
Finalize O&G drilling ordinance
Adopt Public Art Plan
9M
Streetscape plan
Fidelity Investments Phase 11 Opens (Summer)
Landmark Landscape for FM1938 as it intersects the town of Westlake
Update and Amend Zoning and Building Codes (09, 11, 14, 7, 20)
Precinct Line Road Construction starts
Crossroads Retail at 377/170
Deloitte/Hillwood Trail System Completed (18 months)
Update Comprehensive Plan
Landscape Entrances
4%ul
Public Art at the intersection Dove and JT Ottinger
Project Z groundbreaking
Tree City Planting Fund receives huge donation
Tie-ins to existing trail systems completed (24 months)
(Vaquero, Glenwyck/Hillwood/Deloitte)
Connecting Vaquero trail along Fidelity and on to Deloitte
Connecting Glenwyck Trails to Terra Bella Trails
41W
Trails system connected
Target and other retail
Full service connectors
DRAFT for Board of Aldermen Review 8
DRAFT DRAFT DRAFT
New Town Hall Center
Master Plan a community focal point
Architectural Digest awards Westlake "Most Impressive City Award"
2015
Larry Corson takes head pro job at Hillwood national country club
Town hall ribbon cutting ceremony brings citizens out in droves
Trail System completed
DRAFT for Board of Aldermen Review 9
DID
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The Westlake Green Team is formed with the mission of identifying short-term
and long-term goals consistent with our vision of environmental stewardship
Town Facility Master Plan
Arts and Science Building Starts with geo thermal
Town of Westlake adopts automated residential recycling
Westlake academy adopts an automated recycling program
Town Newsletter begins publishing on a regular basis
Town of Westlake speaker series featuring leaders who live in our Community,
initially held at Solana then black box theater when completed.
Drainage Utility
2009
Best Practices for Storm Water
The Westlake Green Team accomplishes its first short term goals by
implementing the low hanging fruit projects
Arts &Sciences Building Opens
Policy of growth pays for growth- Impact Fee Study
2010
Westlake residents participate in comprehensive recycling program that includes
composting site
Town plan for residential environmental improvements and water conservation
strategies
Westlake HS Students participate in internships at corporate campuses
Westlake academy and Deloitte establish mentoring programs
2015
Regional Rail System
DRAFT for Board of Aldermen Review 10
I D"RAFT DRAFT DRAFT
Hospitality in Its Home In Westlake
2008
Publish community events (expand and promote)
User-friendly direct welcoming website
0110141;
Communication plan for citizens
Master plans for trails, open space cemetery streetscape, water/sewer,
thoroughfare
Integrate mission of the historical preservation society into community events
Expansion and creation of the town's public parks—tie in with the cemetery
Environmental programs center
2010
Have a fully function community event center
Home to Regional events
Public arts and sculpture at major entries to the town
2011
Public Art master plan implemented
2012
Quality Development including additional restaurants and hotels
DRAFT for Board of Aldermen Review 11
DRAFT for Board of Aldermen Review 12
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QC
Upon adoption of this policy by the Board of Aldermen, the following rules and order of
business will be adhered to.
Regular Meetings will be held on the second and fourth Monday of each month. Special
meetings shall be called, upon request of the Mayor or a majority of the members of the
Board of Aldermen as prescribed by the Texas Local Government Code Sec. 22.038.
Should the Town Manager identify a need for a special meeting, he or she shall consult
with the Mayor to schedule said meeting. All meetings shall be subject to the provisions
of the Texas Open Meetings Act, V.T.C.A., Government Code, Ch. 551, Open Meetings,
as amended.
Work Sessions may be scheduled prior to the regular meetings on the second and fourth
Monday of the month, as necessary. The time is subject to change at the discretion of the
Board of Aldermen or the Town Manager. Periodic Work sessions will also be scheduled
to provide the Board of Aldermen with time to discuss short term and long term goals.
The general public can, of course, attend such meetings, but may not participate in the
proceedings unless invited to do so by the Mayor.
Executive Sessions are an exception to the general rule that all meetings are open to the
public. Executive Session may be held on the second and fourth Monday of each month.
A special meeting can be called by the Mayor and the Town Manager. The Open
Meetings Act allows closed meetings in a few specific instances where privacy serves the
public interest — i.e. to discuss real estate, economic development, personnel matters.
The Board must keep a record of the meeting and it shall be certified by the Mayor to
assure that all matters discussed in executive session were properly recorded.
�\
Agendas are prepared and posted for every meeting of the governmental body.
The Mayor, working in conjunction with the Town Manager, will exercise their
professional judgment in determining what items of business should come before the
Board. Any member of the Town staff wishing to have an item placed on the agenda
shall consult with the Town Manager's office and then submit the item to the Town
Secretary.
Staff will post agenda packets on the internet for all Regular Meetings and Work Sessions
no later than the Friday afternoon preceding the week of scheduled meetings. This
should afford ample time for all Board members to inquire into the nature of each matter
to be discussed or to personally investigate the matter so as to be better informed before a
Board meeting.
The Town Secretary's office, in conjunction with the Town Attorney, assumes the
responsibility for compliance with the Open Meetings Act.
First item on the regular Board agenda shall be to recite the Pledge of Allegiances.
These procedures shall apply to all meetings of the Board of Aldermen. The Mayor shall
be the presiding officer at all meetings of the Board of Aldermen. In the event of the
absence of the Mayor and Mayor Pro Tem, the Mayor shall designate the presiding
officer. In the event the Mayor has failed to designate the presiding officer, the Board
member with the most seniority shall serve as presiding officer.
In regular and special meetings, Robert's Rules of Order will be followed. The following
are commonly used procedures:
1. MAIN MOTION: A formal proposal to take certain action.
Step 1. Addressing the Chair. (Begin the discussion by having a member make
the motion. Motion should be made and seconded. After this, debate can
be conducted. (Ex: "Mayor, I move the following...").
SECOND REQUIRED Yes
DEBATABLE Yes
AMENDABLE Yes
VOTE REQUIRED Majority
Step 2. Assigning the floor(Mayor recognizes the member)
Step 3. Making a motion.
Step 4. Seconding a motion.
Step 5. Stating the motion (Mayor states the motion)
Step 6. Debating the question. (Mayor allows debate, with maker of motion
speaking first in debate).
Step 7. Putting the question. (Mayor takes the vote after debate.is complete).
Step 8. Announcing the result of vote. (Mayor announces the vote, members for
and against).
2. TO TAKE FROM THE TABLE: To enable an assembly to take up and consider
a motion that was postponed temporarily during the same meeting. Maybe used
at a future meeting if the item that was tabled was posted.
SECOND REQUIRED Yes
DEBATABLE No
AMENDABLE No
VOTE REQUIRED Majority
3. AMENDING A MOTION Any motion may be amended as follows: "Mayor, I
move that we amend the motion by (adding, striking our, etc. the words...)." The
amendment must be seconded and then it can be discussed. When discussion
ends, the amendment is voted on first. If the amendment passes, the original
motion is then put to a vote as amended. If the amendment fails, the original
motion is put to a vote.
SECOND REQUIRED
Yes
DEBATABLE
Yes
AMENDABLE
Yes
VOTE REQUIRED
Majority
4. TO OFFER A SUBSTITUTE AMENDMENT: Another way to change an
original motion is by use of the Substitute Motion. A substitute motion is an
amendment that changes an entire sentence or paragraph. It must be seconded
and then discussed. It may be amended and differs only from an amendment in
that if the substitute motion passes it does away with the original motion.
SECOND REQUIRED
Yes
DEBATABLE
Yes
AMENDABLE
Yes
VOTE REQUIRED
Majority
5. LAY A MOTION ON THE TABLE: Sometimes a board or committee may wish
to defer action on a motion. One way to accomplish this is to lay a motion on the
table. It is in order to move that a main motion be laid on the table when
discussion on the main motion has or is about to end. A tabled motion can be
brought from the table during the same meeting but is usually done so at a later
meeting when unfinished business is being considered.
SECOND REQUIRED Yes
DEBATABLE No
AMENDABLE No
VOTE REQUIRED Majority
6. MOTION TO CLOSE DEBATE (call for question): To prevent or stop
discussion on the pending question, and to bring the pending question or
questions to an immediate vote.
SECOND REQUIRED
DEBATABLE
AMENDABLE
VOTE REQUIRED
Yes
No
No
2/3 of members present
7. POINT OF ORDER: Anytime a member feels an incorrect procedure is being
used, he or she can interrupt with a point of order request that requires the Mayor
to determine the correct procedure. The point of order can have no additional
motions applied to the request other than a motion to withdraw.
SECOND REQUIRED No
DEBATABLE No
AMENDABLE No
VOTE REQUIRED Mayor must concede or deny.
RIGHTS IN DEBA'T'E
Robert's Rules of Order says that debate is the discussion regarding a motion that occurs
after the presiding officer has restated the motion and before putting it to a vote.
When a pending question is presented for consideration to the Board, the presiding
officer shall recognize the member who made the motion to speak first and the member
who seconded the motion to speak second. When two or more members wish to speak,
the presiding officer shall name the member who is to speak first. No member of the
Board shall interrupt another while speaking except to make a point of order or to make a
point of personal privilege. No member shall speak more than five minutes on any
amendment to the question except as further provided in this rule.
No member shall speak more than the time limits provided herein on any subject or
amendment, and such member may use his or her time in any combination, in separate
speech or comments totaling the number of minutes permitted. The Mayor shall not be
obligated to recognize any Board member for a second comment on the subject or
amendment until every Board member wishing to speak has been allowed a first
comment.
Board members shall also have the right to yield a portion of time to another member.
Any member deciding to speak more than five minutes on any question or more than five
minutes on any amendment to the question shall be accorded the privilege without
objection upon motion supported by two-thirds of the Board. No member shall be
permitted to interrupt while another member is speaking.
No Board member shall be permitted to indulge in a discussion of personalities, use
language personally offensive, arraign motives of members, charge deliberate
misrepresentation, or use language tending to hold a member of the Board of Aldermen
up to contempt.
If a member is speaking or otherwise transgressing the rules of the Board, the presiding
officer shall or any Board member may call him or her to order in which case he or she
shall immediately be quiet unless permitted to explain. The Board shall, if appealed to,
decide the case without debate. If the decision is in favor of the member called to order,
he or she shall be at liberty to proceed, but not otherwise.
Each Board member should be aware of the conflict of interest regulations, including
State provisions and statutes.
When a Board member has a conflict of interest with an agenda item, he or she should
submit the required affidavit (if required) prior to the beginning of the meeting at which
the agenda item is scheduled. Upon introduction of the agenda item, the Board member
with the conflict of interest should announce that he or she has a conflict of interest and
will not participate in discussion or consideration of the agenda item. It is not necessary
that the Board member leave the meeting room.
Individuals who wish to address the Board of Aldermen on an item posted as a public
hearing shall register with the Town Secretary prior to the Mayor's announcement to
open the public hearing. Registration forms are available in the lobby. The Mayor will
open the public hearing and recognize individuals who wish to come forward to speak for
or against the item. The speaker will state their name and address for the record and shall
be allowed three minutes. After a public hearing is closed, there shall be no additional
public comments. If the Board needs additional information from the general public,
some limited comments may be allowed at the discretion of the Mayor.
When a large number of participants have indicated an interest in addressing the Board
on a zoning case or another regular agenda item, the Mayor or Mayor Pro Tern may set a
maximum time limit for the proponents and opponents and a time limit for rebuttal, if
necessary.
Individuals who wish to address the Board of Aldermen on a consent or regular agenda
item not posted as a public hearing shall register with the Town Secretary prior to the
Mayor's reading of the agenda item. Registration forms are available in the lobby. The
Mayor will recognize individuals who wish to come forward to speak for or against the
item. The speaker will state their name and address for the record and shall be allowed
three minutes.
11 �1 *Q _ ►rII1'
DATE: June 3, 2008
TO: Honorable Mayor and Board of Aldermen/Honorable Board of Trustees
FROM: Tom Brymer, Town Manager
SUBJECT: Strategic Planning Process
The Board of Aldermen is about to begin the first of two phases of strategic planning for
the Town of Westlake.
The first phase will take place at the end of this month and will entail the Board setting
the mission, vision, and values for the Town, both from as a community and as a
municipal organization. This also will involve identifying key result areas to focus the
Town's resources on as we pursue our mission, vision, and values. The attached flow
chart gives a good idea of a how a strategically focused governance cycle works in an
integrated fashion with all the various components of the cycle.
Following this first phase of strategic planning involving setting the direction for the
Town as a whole, it is recommended that the Board convene a second phase of
strategic planning. This second phase of strategic planning will focus on Westlake
Academy, but will take place within the context of the overall direction for the Town set
by the Board in its first strategic planning session.
Prior to convening this second strategic planning phase focusing on Westlake
Academy, it is recommended that a work begin on identifying current or future policy
issues to be addressed by the Board as it sets the strategic direction for the Academy.
This could be done by the Board as a whole, or by a subgroup of the Board, working
with the Town Manager and Head of School for presentation for discussion at the
second phase of strategic planning.
Attachment- Strategic Governance Cycle
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE
• 0 4 1
00
. r • r •
3. CITIZEN PRESENTATIONS: This is an opportunity for citizens to address the Board
on any matter whether or not it is posted on the agenda. The Board cannot by law take
action nor have any discussion or deliberations on any presentation made to the Board at
this time concerning an item not listed on the agenda. The Board will receive the
information, ask staff to review the matter, or an item may be noticed on a future agenda
for deliberation or action.
4. CONSENT AGENDA: All items listed below are considered routine by the Board of
Aldermen and will be enacted with one motion. There will be no separate discussion of
items unless a Board member or citizen so requests, in which event the item will be
removed from the general order of business and considered in its normal sequence.
a. Review and approve minutes of the Board of Aldermen workshop and regular
meeting held on June 23, 2008.
b. Review and approve minutes of the Board of Alderman Strategic Planning Retreat
held on June 26 and June 27, 2008.
c. Review and approve any outstanding bills.
Town of Westlake Board of(Aldermen
Regular Meeting
July 14,2008
Page 2 of 2
d. Consider a Resolution approving amendments to the Town of Westlake Personnel
Manual.
,.. CONSIDER AN ORDINANCE ADOPTING A RATE INCREASE FOR
RESIDENTIAL O / WASTE COLLECTION SERVICES.
CONSIDER 7. ! !N AUTHORIZING THE TOWN !
ENTER 1. . ROLLINS /.
ASSOCIATES, t PROVIDE CONSULTATION AND SCHEMATIC
DESIGN FOR O STREETSCAPEIWAYFINDING AMENITIES OF
THE FM 1938 PROJECT.
r II-fly.11 Oki ULKIIA Ila/ � '►'
- Texas Municipal League Newly Elected Officials training
O 7/25 —7/26/08, Austin, 7:30 a.m.
o 8/8 - 8/9/08, Austin, 7:30 a.m.
- Texas Municipal League Region VIII Quarterly Meeting
o 7/31/08, 6:30 p.m., City of Azle Community Center
- NW Metroport Chamber Luncheon—Education address to include Head
of School Mark Rosevear
o 8/5/08, 11 a.m. to 1 p.m., Trophy Club Country Club
- Texas Municipal League Annual Conference and Exhibition
o 10/28— 10/31/08, San Antonio, Texas
- Joint Board of Aldermen/Planning&Zoning Commission land use/zoning
training, date TBD
! kIMIZIRIMM11 My's in 0 ! ! 1
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village
Circle, by Wednesday, July 9, 2008, by 5 p.m. under the Open Meetings Act, Chapter 551 of the
Texas Government Code.
Kim Sutter, TRMC, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please
advise the Town Secretary 48 hours in advance at 817-490-5710 and reasonable
accommodations will be made to assist you.
Town of
Westlake
Item # 2 — Pledge
Allegiance I
Texas Pledge:
Town of
Westlake
This is an opportunity for
citizens to address the Board on
any matter whether or not it is
posted on the agenda. The
Board cannot by law take
action nor have any discussion
or deliberations on any
presentation made to the Board
at this time concerning an item
not listed on the agenda. The
Board will receive the
information, ask staff to review
the matter, or an item may be
noticed on a future agenda for
deliberation or action.
JUNE 23,2008
PRESENT: Mayor Laura Wheat and Aldermen Tim Brittan, Larry,Corson, Carol Langdon,
and Rebecca Rollins.
ABSENT: Alderman Don Redding.
STAFF PRESENT: Town Manager Thomas Brymer, Town Attorney Stan Lowry,
Town Secretary Kim Sutter, Facilities and Recreation Director
Troy Meyer, Finance Director Debbie Piper, DPS Director Don
Wilson, Public Works Superintendent Jarrod Greenwood,
Assistant to the Town Manager Ginger Awtry, and Town
Engineer Jeff Williams.
Mayor Wheat called the workshop to order at 4:11 p.m.
SOCIETY.2. PRESENTATION AND DISCUSSION OF A PROPOSED PUBLIC ART PLAN BY
THE WESTLAKE PUBLIC ART
Mayor Wheat introduced Mrs. Michelle Corson, chair of the Public Art Society of
Westlake.
2 MOrson addressed the Board regarding the proposed public art plan "Creating Culture,
Community", and introduced public art society members Dave Rollins, Kay
Anderson, Shannon LaRue, and Leah Rennhack. Mrs. Corson expressed her appreciation to
Aldermen Brittan and Langdon for their efforts in developing the plan.
Board discussion ensued with regard to funding, budget, legal structure and oversight of the
Board, location of art with regard to liability, regulating private art on private property, and
the possibility of a percent for art program.
Town of Westlake Board of Aldermen
Workshop
June 23,2008
Page 2 of 5
Based on the discussion, Town Manager Brymer stated that a revised plan will be provided
to the Board and the Board can make a determination with regard to next steps at that time.
With no objections from the Board, Mayor Wheat reordered the agenda to hear item#4.
4. PRESENTATION 1 DISCUSSION
CONTRACT 1 RATES. I
Ms. Jeri Harwell, Allied Waste Services' Business Development Manager, addressed the
Board regarding the Town's current services, contract, and rates. Ms. Harwell added that
rates have not been increased since 2002.
Public Works Superintendent Greenwood also addressed the Board regarding the item and
stated that the rate increase and the automation request are two separate items.
Ms. Harwell advised the Board that over 50% of residents are currently utilizing carts, and
Allied is proposing to keep the two day a week service and at some point will ask the town
to consider a one-time per week service as Allied has found that with the larger cart
containers, pick up is not needed as often.
Mayor Wheat expressed her desire to implement a recycling program at Westlake Academy.
Ms. Harwell responded that a recycling program can be implemented at the Academy.
Public Works Superintendent Greenwood assured the Board that staff is evaluating the
possibility of implementing a recycling program at the Academy.
The Board expressed a desire for composting services.
An item will be placed before the Board at the July 14, 2008, regular meeting for
consideration of a rate increase.
PRESENTATION 3. DISCUSSION ON THE STATUS OF
CENTER.CONSTRUCTION ESTIMATES AND FUNDING FOR THE ARTS AND SCIENCES
Town Manager Brymer introduced the item.
Facilities and Recreation Director Meyer presented construction timelines and a funding
update to the Board.
Town of Westlake Board of Aldermen Page 3 of 5
Workshop
June 23,2008
WrEWIMUTTMU
G.O. Bonds $2,467,000
Texas Student Housing Authority $500,000
Foundation Donations $536,136
Lee Gift(Restricted to Arts Portion) $500.000
Interest $22,305
Sub-total of cash on hand $4,025,441
Prospective Grant $250,000
Anticipated Pledge by September 2008 $89,270
GRAND T'OT'AL $4,364,711
Projected Total of Cash and Pledges
Anticipated Cash on Hand at Sept. 08 $4,364,711
Future Pledges 2008-2012 $403,895
GRAND TOTAL $4,768,606
Facilities and Recreation Director Meyer presented the construction phase choices and
pricing, and stated that the estimated costs are valid through October 2008. Additionally,
Mr. Meyer presented the cost increases over time and stated that the increases are based on
inflation and remobilization of contractors.
Mr. Meyer reviewed the key decision points for the various phases and the needed funding:
- Only Phase 1
o $196,399 needed
- Phase l complete and II Foundation only
o $359,777 needed
- Phase I complete and II shell only
o $1,256,997 needed
- Phase I & II completed
o $2,119,751 needed
- Deadline for funds raised
Town Attorney Lowry advised that the Town is required to identify a funding source before
entering into a contract.
Mayor Wheat stated that the prospective grant of $250,000 will not be available by
September 2008.
Finance Director Piper addressed questions regarding the balance of the Hotel / Motel tax
fund.
Board discussion ensued with regard to possible funding options, the ability to utilize Hotel
Occupancy Tax(HOT) and the availability of HOT funds in the future.
Town of Westlake Board of aldermen
Workshop
:tune 23,2008
Page 4 of 5
Town Manager Brymer stated that current language allows for the use of HOT funds for all
municipal uses. However, Mr. Brymer cautioned the Board that the funds may be needed
for other municipal capital project needs.
Board discussion ensued with regard to construction alternatives that could reduce the
overall cost of construction as well as the need to address the core issues at the Academy.
It was the consensus of the Board to proceed at this time with Phase I and possibly the
Phase II Foundation, and continue to encourage contributions during the months of July and
August.
Mayor Wheat recessed the workshop at 7:30 p.m.
Mayor Wheat reconvened the workshop at 7:52 p.m.
5. PRESENTATION AND DISCUSSION OF t
IMPROVEMENT
Public Works Superintendent Jarrod Greenwood and Town Engineer Jeff Williams
presented the item to the Board.
Mr. Greenwood reviewed the partners in the project, the regional and local significance,
presented a depiction of the entire project, and reviewed the status of the construction plans.
Mr. Jeff Williams advised the Board that funding has been secured for Phase 1
($14,795,346, estimated cost) and Phase 2 (FM 1709 intersection to Johnson Street at
$5,895,749, and Johnson Street to Randol Mill at$11,160,657).
Mr. Jeff Williams reviewed the Phase I and Phase I1 projected schedules:
Phase I projected schedule:
- Bid letting January/February 2009
- Construction start date with 90 days of bid letting.
- Construction period is estimated to be one year.
- Obtain streetscape consultant and design approval.
Phase II projected schedule:
- Right-of-way acquisitions will require two years.
- Cities of Southlake and Keller are evaluating schedule.
Town Manager Brymer advised the Board that the Environmental Assessment has been
completed and a hearing is scheduled for August.
Mr. Greenwood reviewed examples of possible streetscaping and enhanced landscaping,
and advised that three (3) project costing scenarios will be obtained and presented to the
Board.
Town of Westlake Board of Aldermen Page 5 of 5
Workshop
June 23,2008
6. DISCUSS BOARD, COMMISSION, AND COMMITTEES REAPPOINTMENTS
AND APPOINTMENTS.
Discussion ensued with regard to reappointments and appointments to the Board,
Commissions, and Committees.
Town Secretary Sutter advised the Board that a resolution has been included on the regular
meeting agenda for consideration of reappointments and appointments to the various
Boards.
7. ADJOURNMENT.
There being no further business to come before the Board, Mayor Wheat adjourned the
workshop at 9:46 p.m.
[112121111,11 � III i 1�11)11 �1���11.1
1XV011131111 am Han illi;:!Ii�'�l��l lVill 11 !
Laura Wheat, Mayor
ATTEST:
Kim Sutter, TR-MC, Town Secretary
MINUTES OF THE
TOWN
BOARD OF ALDERMEN • " MEETING
June 23,2008
PRESENT: Mayor Laura Wheat and Aldermen Tim Brittan, Larry Corson, Carol Langdon, and
Rebecca Rollins.
ABSENT: Alderman Don Redding.
OTHERS PRESENT: Town Manager Thomas Brymer, Town Attorney Stan Lowry, Town
Secretary Kim Sutter, Facilities and Recreation Director Troy Meyer,
DPS Director Don Wilson, and Public Works Superintendent Jarrod
Greenwood.
1 1 : 1 DIN
Mayor Wheat introduced the consent agenda and asked for a motion.
a. Review and approve minutes of the Board of Aldermen and Planning and Zoning
Commission joint workshop held on May 29,2008.
b. Review and approve minutes of the Board of Aldermen meeting held on June 9, 2008.
c. Review and approve any outstanding bills.
d. Resolution loo. 08-41 - Consider a Resolution authorizing the termination of the
agreement between Night Line Janitorial Services, Inc.
Town of Westlake Board of Aldermen
Regular Meeting
June 23,2008
Page 2 of 4
MOTION: Alderwoman Langdon made a motion to approve the consent agenda as
presented. Alderwoman Rollins seconded the motion.
Facilities and Recreation Director Meyer advised that a new janitorial service company will
be selected and in place by mid-August and that a recycling program will be considered as
part of the new service.
VOTE ON
MOTION: The motion carried by a vote of 4-0.
Mayor Wheat introduced the item.
Following discussion by the Board, Mayor Wheat asked for a motion.
MOTION: Alderman Corson made a motion to table the election of a Mayor Pro Tern
until Aldermen Redding is present. Alderwoman Rollins seconded the
motion. The motion carried by a vote of 4-0.
CONSIDER A RESOLUTION REAPPOINTING AND APPOINTING MEMBERS
O BOARDS, O AND COMMITTEES.
Mayor Wheat introduced the item and asked Town Secretary Sutter to review the Resolution
outlining the reappointments and appointments.
Town Secretary Sutter read the reappointments/appointments for consideration:
4B Economic Development Board Term Expires
Appoint Laura Wheat, Mayor June 2009
Appoint Carol Langdon, Alderwoman June 2009
Appoint Tim Brittan,Alderman June 2009
Westlake Historical Preservation Society Term Expires
Reappoint Sharon Sanden June 2011
Planning and Zoning Commission Term Expires
Reappoint Walter Copeland June 2010
Reappoint Allen Heath June 2010
Public Art Society of Westlake Term Expires
Reappoint Mary Petty June 2009
Texas Student HousinE Authority
Term Expires
Reappoint Jim Carter
June 2010
Reappoint Jac Irvine
June 2010
Reappoint Jill McKean
June 2010
Town of Westlake Board of Aldermen
Regular Meeting
June 23,2008
Westlake Academy Foundation
Reappoint Julie Timmerman
Reappoint Chris Noonan
Reappoint Bill Greenwood
Terns Expires
June 2010
June 2010
June 2010
Following discussion by the Board, Mayor Wheat asked for a motion.
Page 3 of 4
MOTION: Alderwoman Langdon made a motion to approve Resolution No. 08-42, ,
reappointing and appointing members to the Town's boards, commissions,
and committees as stated by the Town Secretary, with the addition of the
appointment of Rick Rennhack to the Planning and Zoning Commission.
Alderman Corson seconded the motion. The motion carried by a vote of 3 to
1, with Alderwoman Rollins voting in opposition.
1 ! fflo ., wok i i L i , 1 C-FUN K-91 s
Mayor Wheat introduced the item and asked for a motion.
MOTION: Alderwoman Langdon made a motion to approve Resolution No. 08-43,
appointing Leah Rennhack to serve as the President of the Westlake
Academy Foundation Board of Directors. Alderman Corson seconded the
motion. The motion carried by a vote of 4-0.
OFFICIAL S. DISCUSS AND CONSIDER A RESOLUTION DESIGNATING AN ELECTED
FROM GOVERNING BODY TO SERVE VOTING
REPRESENTATIVE TO THE NORTH COUNCIL OF
GOVERNMENTS i G) GENERAL ASSEMBLY.
Town Manager Brymer introduced the item and recommended the Board designate a voting
representative.
MOTION: Alderwoman Langdon made a motion to approve Resolution No. 08-44,
designating Alderman Larry Corson to serve as the Town's voting
representative to the NCTCOG General Assembly. Alderman Brittan
seconded the motion. The motion carried by a vote of 4-0.
Town Manager Brymer introduced the item and advised the Board that the adoption of the
ordinance would increase the franchise fee currently received by the Town from 4% to 5%
of the gross receipts collected from within the municipality's limits.
Town of Westlake Board of Aldermen
Regular Meeting
.tune 23,2008
Page 4 of 4
MOTION: Alderman Brittan made a motion to adopt Ordinance No. 595, amending the
existing gas franchise between the Town and ATMOS Energy Corporation.
Alderman Corson seconded the motion. The motion carried by a vote of 4-0.
Mayor Wheat reviewed the Board calendar.
- Strategic Planning Retreat
O 6/27 and 6/28, Embassy Suites, Grapevine— 8:30 a.m.
- NW Metroport Chamber of Commerce Luncheon, 7/1/08, 11:30 a.m.
- Planning and Zoning Commission—7/24/08, 6 p.m.
- Texas Municipal League Newly Elected Officials training
O 7/25—7/26/08,Austin, 7:30 a.m.
o 8/8 - 8/9/08, Austin, 7:30 a.m.
- Texas Municipal League Annual Conference and Exhibition
o October 28—31, 2008, San Antonio, Texas
There being no further business, Mayor Wheat asked for a motion to adjourn the meeting.
MOTION: Alderman Brittan made a motion to adjourn the meeting. Alderwoman
Langdon seconded the motion. The motion carried by a vote of 4-0.
Mayor Wheat adjourned the meeting at 10:07 p.m.
Laura Wheat, Mayor
ATTEST:
Kim Sutter, TRMC, Town Secretary
ABSENT: None.
OTHERS PRESENT: Town Manager Thomas Brymer, Town Secretary Kim Sutter,
Facilities and Recreation Director Troy Meyer, DPS Director
Don Wilson, Public Works Superintendent Jarrod Greenwood,
Court Administrator Amanda DeGan, Finance Director Debbie
Piper, Director of Administrative Services Todd Wood,
Planning and Development Director Eddie Edwards, and
Assistant to the Town Manager Ginger Awtry.
The session opened at 8:40 a.m., Friday, June 27, 2008, with Mr. Mike Cunduff, The
Elim Group, welcoming all in attendance.
Mr. Mike Cunduff reviewed the agenda and led the group through the various activities
and discussions.
The session was recessed for hunch.
The session was reconvened and Alderman Brittan*joined the session.
Discussion continued regarding roles in good governance, communication, mission,
vision, and values and strategic planning.
The session recessed at 5:00 p.m., Friday, June 27, 2008.
Town of Westlake Board of Aldermen
Strategic Planning Retreat
.June 27&28,2008
Page 2 of 2
The session reconvened at 8:30 a.m., Saturday, June 28, 2008, with the following Board
and Staff members in attendance:
i
PRESENT: Mayor Laura Wheat and Aldermen Timms Brittan*, Larry Corson, Carol
Langdon, and Rebecca Rollins.
ABSENT: None.
OTHERS PRESENT: Town Manager Thomas Brymer, Town Secretary Kim
Sutter, Facilities and Recreation Director Troy Meyer, DPS
Director Don Wilson, Public Works Superintendent Jarrod
Greenwood, Court Administrator Amanda DeGan, Finance
Director Debbie Piper, Director of Administrative Services
Todd Wood, Planning and Development Director Eddie
Edwards, and Assistant to the Town Manager Ginger
Awtry.
Mr. Mike Cunduff reviewed the agenda and led the group through the various activities
and activities.
Alderman Brittan joined the session.
Mr. Cunduff led the group through an exercise to assist in establishing a mission, a
vision, and value statements for the Town.
In closing, Mr. Cunduff advised that he would prepare a report based on the input
received and present the report to the Town Manager.
The session adjourned at 2:35 p.m., Saturday, June 28, 2008.
Laura Wheat, Mayor
ATTEST:
Kim Sutter, TRMC, Town Secretary
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11
MEMENINEEMEM
100%Quarterly Copy Charge DP3520-Admin
AT&T Long Distance 1 (8
06042008
70.21
100
45305
11
ITown-70%Long Distance Service allocation
Banc of America Leasing
010433806
257.61
100
44302
11
100%Copier Lease DP3520 Admin
City Florist
000598
62.00
100
46190
11
Arrangement for: Barbara Crow
Clarence West
1982
224.90
100
43305
11
Legal Fees-Telecom/ROW(Coalition of Cities)
Corporate Couriers
65460
65.40
100
46145
11
Courier Service: Deloitte Econ Development Agreement
Marriott international
3371-1103759
5,621.76
100
45610
11
Scott Bradley's farewell lunch
Office Depot
06192008
71.01
100
45830
11
Binders,index makers,pens&pads: Retreat
Office Depot
433460677-001
96.29
100
46105
11
Pens,ink cartridge,batteries,post-it notes&letter size hanging
folders
Office Depot
433909281-0 01
8.98
100
46106
11
1 Plastic forks&spoons
Office Depot
433909281-001
121.01
100
46105
11
Envelopes,copy paper,postage meter labels&pens
Office Depot
434372996-001
71.01
100
46105
11
Binders,dividers,pens&pads
Office Depot
434520674-001
49.99
100
46105
11
Binders&index makers: Budget Preparation
The Elim Group
07032008
11,554.28
100
45830
11
2008 Retreat Expense
Vickie Brown
PR070608
405.00
100
43335
11
Contract labor-Admin
WB Texas Resort
CR043008
3,100.00
100
22760
0
Duct Bank Reimbursements for: 2206 Cedar Elm-April 2008
WB Texas Resort
CR053108
6,200.00
100
22760
0
Duct Bank Reimbursements for: 2110 Cedar Elm&1905 Blue
Stem-May 2008
Total Administration
28,226.95
3-D Consulting LLC
0508
1,980.00
100
43336
12
Contract services re: Deloitte and Touche Traffice Impact Analysis
&Westlake Corners Traffic Impact Analysis
C&C Engineering
3172
180.00
100
43260
12
Third Party Plan Review&Inspections
Kwik Kar Lube&Tune
00001-01629892
72.34
100
46215
12
Oil Change for Building Official/P&Z vehicle
Panda Embroidery
54512
164.50
100
46605
12
Embroidery for Uniforms
Total Planning/Develop.
2,396.84
A-1 Copier Tec Inc.
46809
105.20
100
44300
13
40%Quarterly Copy Charge-Sharp 275-Secretary
Alliance Regional
05312008
121.99
100
45405
13
Public Ads-Ordinances/Bids/P&Z
Great America Leasing
7603529
90.58
100
44302
13
40%Copier Lease-Sharp AR275-Town Secretary
Identitec
947-608-62
80.00
100
46150
13
Board of Alderman plaques: Tim Britten&Rebecca Rollins
Reprographics
421319
15.00
100
46215
13
Poster to celebrate Bradley event
Total Town Secretary
412.77
Home Depot
1032553
49.69
100
44210
14
Telephone&key rings
Home Depot
3110664
54.97
100
44210
14
Hose reel
Home Depot
3110665
10.10
100
44210
14
Hose menders&washers
Home Depot
5020655
7.72
100
44212
14
Strap,PVC adapter&pipe,3/4"coupler
Home Depot
4028656
16.90
100
44212
14
20 amp connector
Intermedix
07032008
1,405.39
100
43334
14
EMS User Fee-June 2008(Total collected$11,711.56)
Jacksonco Supply,LLC
063308
454.44
100
44209
14
Cleaning Supplies/Products for the Fire Station
Knox
INVO0209281
1,924.00
100
46170
14
KeySecure software w/USB PC Cable&mounting bracket
Lowes
06242008
1,463.00
100
47415
14
Fire Station: Whirlpool washing extractor plus delivery
Nortex Modular Space
21669
618.75
100
45325
14
Building Lease-Fire Station: July 2008
Office Depot
434192967-001
137.56
100
46105
14
Binders and dividers
Roanoke Auto Supply
06172008
14.19
100
46215
14
Oil filter wrench&oil
Schad&Pulte Welding
171995
65.00
100
46615
14
Medical supplies
Stericyle
4000124631
14.33
100
46615
14
Hazardous Waste Management Fee
T-Mobile
06282008
103.70
100
45310
14
Wireless Internet Cards for EMS vehicles
Tri-County Electric 131-8C
06242008
481.40
100
46220
14
Fire Station Electric Service
Witmer Associates,Inc.
631270
157.49
100
46605
14
6 1/4"shields(4)
Total Fire Dept.
6,978.63
Page 1 of 3 719/2008 2:54 PM
For Review by Board on 07/14/08
Page 2 of 3 7/9/2008 2:54 PM
A-1 Copier Tec Inc.
46809
131.50
100
44300
15
50%Quarterly Copy Charge-Sharp 275-Court
Great America Leasing
7603529
113.21
100
44302
15
50%Copier Lease-Sharp AR275-Court
Kwik Kar Lube&Tune
00001-01763772
39.75
100
46215
15
Oil Change for Marshal vehicle
Office Depot
433460677-0 01
19.04
100
46106
15
2/cases of water&kleenex
Office Depot
433608202-0 01
79.99
100
46165
15
Canon flatbed scanner
Office Depot
433824447-001
71.26
100
46105
15
Ribbon cassettes for mail machine
Office Depot
433961299-0 01
47.64
100
46105
15
USB cable,black mesh desk shelf&phone/planner stand
Office Depot
434120363-0 01
14.32
100
46105
15
USB Cable extension
Total Court
516.71
Arbor Care
309
850.00
100
43213
16
Remove limbs from behind campus,clear signs,remove pecan at
park
Brock Paving Industries
08-31-01
8,202.75
100
44303
16
Asphalt road&washout repairs&compaction(Ottinger,Dove&
Roanoke Road)
Tri-County Electric 150-5C
06242008
17.11
100
46220
16
ROW Irrigation Electric-Fair Oaks Drive
Tri-County Electric 150-5C
06242008
16.88
100
46220
16
ROW Irrigation Electric-Dove Road
Total Public Works
9,086.74
Access Lift&Service
07010824
100.00
100
45903
17
Elevator Maintenance for the month of June 2008
Arbor Care
Arbor Care
850.00
100
43344
17
Remove limbs from behind campus,clear signs, remove pecan tree
at park
Hadden Landscaping
28718
410.00
100
43348
17
Tractor mow behind school
Hadden Landscaping
28719
140.00
100
43344
17
Mow Vaquero Median,weed eat&clean up
Hadden Landscaping
28788
345.00
100
43340
17
Academy: irrigation box and install 2.5"ball valve by handicap
parking area
Hadden Landscaping
28816
440.53
100
43340
17
Academy:install valve by playground
Hadden Landscaping
28832
477.25
100
43344
17
Westlake Median-irrigation repairs: installation of rain sensor
Hadden Landscaping
28868
221.85
100
43344
17
Westlake Median-irrigation repairs heads&rotors
Home Depot
7081781
3.94
100
43337
17
TK Wasp
Home Depot
8063654
14.70
100
44210
17
Tape,silicone and bits
Home Depot
0029236
22.30
100
43348
17
Mulch for tree at Academy
Humphrey&Assoc
66838
557.95
100
44218
17
Lamp and Bulb Supplies/Materials
Humphrey&Assoc
66838
806.50
100
43352
17
Contract Electrical/Lighting-Labor
Leslie's
1160813
916.48
100
43351
17
Pump installed
Leslie's
574-41747
371.94
100
44225
17 IService
call,fuel surcharge and installation materials
Logical Solutions
101057
1,725.00
100
43338
17
Preventative Maintenance Contract: Billing#3 of 4
Old Faithful
5989
300.00
100
43340
17
Academy: Irrigation repair
Troy Meyer
ER063008
213.63
100
45825
17
Mileage for the month of June 2008
Total Facilities/Grounds
7,917.07
Pattillo,Brown&Hill,LLP
264123
5,950.00
100
43250
18
Remaining balance of total$23,500.00 Annual Audit
SHRM
9002023497
160.00
100
46115
IMembership
18
dues: Society for Human Resource Management from
10/01/2008 to 09/30/2009
Total Finance
6,110.00
Hadden Landscaping
28720
438.28
100
44306
19
Mow&Weedeat at the Cemetery/Parchman House
Home Depot
5012566
26.67
100
39400
19
Marker for paint
Home Depot
5562361
27.96
100
39400
19
Ground breaking supplies
Home Depot
7081781
29.82
100
39400
19
6/Paint
Home Depot
5561392
29.82
100
39400
19
Paint for ground breaking outline of building
Martin Preferred Foods
732953
683.20
100
39400
19
Beef/Ground Angus for ground breaking
Old Faithful
5990
202.45
100
43340
19
Glenwyck Farms: Waterfall/Fountain repair @ Park(50%to HOA)
Texas Aqua Serve
05312008
471.24
100
45911
19
May 2008 Pond Maintenance-charge 50%to GW Farms
Texas Aqua Serve
06302008
519.25
100
45911
19
June 2008 Pond Maintenance-charge 50%to GW Farms
Tri-County Electric 150-5C
06242008
294.72
100
46220
19
Park Electricity-50%to GWF HOA-east side of park
TO-County Electric 595-772
06242008
271.18
100
46220
19
Park Electricity-50%to GWF HOA-center of park
Total Parks/Recreation
2,994.59
Page 2 of 3 7/9/2008 2:54 PM
TOWN OF WESTLAKE
Invoices Received: 06/16/08 thru 07/06/08
For Review by Board on 07/14/08
Page 3 of 3 7/9/2008 2:54 PM
CDW Government, Inc.
KTD9697
418.60
100
43405
20
(35)Trend anti-virus for all computers
Kaleidoscope
20080101
75.00
100
43415
20
Annual domain renewal: townofwestlake.org;west]akecourt.org;
westlaketexas.org
Kaleidoscope
20080108
600.00
100
43267
20
Administirative Support Service(network administration,talking with
Cisco people,etc)
Kaleidoscope
20080108
605.00
100
43265
20
Technology Consultant-IT Fee-On-Site support-installing
software,virus protector,etc.(Basic help and support for
hardware/software)
Total IT
1,698.60
CDW Government,Inc.
KTD9697
418.60
199
13020
0
Due from Academy(35)Trend anti-virus for all computers
City Florist
000701
77.00
199
13020
0
Arrangement for: David Kennedy
Total Academy Fund
495.60
AT&T Long Distance 2(8
06042008
15.04
220
45305
11
Visitor Fund-15%Long Distance Service allocation
Pattillo, Brown&Hill,LLP
264123
1,275.00
220
43250
11
Remaining balance of total$23,500.00 Annual Audit
Due from Visitor Fund
1,290.04
Longhorn, Inc.
S1710965.001
539.64
410
16600
13.15
A&S Center Electrical Conduit
North Texas Contracting
06302008
120,314.70
410
16600
13.25
Utility Relocation A&S Center
Pate Engineers
0104082
1,200.00
410
16600
13
Arts&Science Building-Engineering and Surveying Services
Due from Capital Projects
122,054.34
Acme Television Co.
1578
475.00
500
44114
16
Clean out(mud camera)-Broken Bend
American Leak Detection
11355
250.00
500
44112
16
Digital correlation to detect leak(intersection of Dove&Precinct)
AT&T Long Distance 3(8
06042008
15.04
500
45305
16
Utility Fund-15%Long Distance Service allocation
Atlas Utility Supply
156663
240.27
500
44112
16
Repair clamp
Atlas Utility Supply
156663
149.63
500
47420
16
Misc.meter fittings
Atlas Utility Supply
156665
650.00
500
44112
16
3"firehydrant meter
Atlas Utility Supply
156665
153.53
500
47420
16
Misc.meter fittings
Emergency Vehicle Eqt
222669
100.50
500
46216
16
Service&maintenance
Fort Worth Water Dept
06232008
35,784.87
500
44105
16
Water Volume Purchases
Fort Worth Water Dept
06232008
50.00
500
44106
16
Water Service Charge
Fort Worth Water Dept
06232008
17,612.18
500
44110
16
Water Peak Payment(rate of use charge)
Hillwood
CR051208
1,626.00
500
48820
16
Debt Service-Hillwood area(April consumption)
Hillwood
CR051208
1,948.75
500
48821
16
Debt Service-Town area(April consumption)
Hillwood
CR061308
2,315.50
500
48820
16
Debt Service-Hillwood area(May consumption)
Hillwood
CR061308
3,000.00
500
48821
16
Debt Service-Town area(May consumption)
Home Depot
0027885
35.88
500
44123
16
2/sump pump hose kit
Pattillo,Brown&Hill,LLP
264123
1,275.00
500
43250
16
Remaining balance of total$23,500.00 Annual Audit
RJN Group
18-2301-00-02
2,750.00
500
16600
5.25
N1 Capital Project: Flow monitoring services
Westlake Utility Refunds
1-5100-2
182.89
500
20204
0
Utility billing refund for: 2009 Nighthawk
Westlake Utility Refunds
99-10113-1
150.00
500
20204
0
Utility billing refund for: 1236 Westlake Parkway
Due from Utility
68,765.04
A-1 Copier Tec Inc.
46809
26.30
100
13100
0
10%Quarterly Copy Charge-Sharp 275-TSH
Great America Leasing
7603529
22.65
100
13100
0
10%Copier Lease-Sharp AR275-TSH
Due from TSH
48.95
Grand Total
258,992.87
Page 3 of 3 7/9/2008 2:54 PM
fl c1�1=iRiTi��i��t1Ra
To: Honorable Mayor and Members of the Board of Aldermen
From: Todd Wood, Director of Administrative Services
Subject Regular Meeting of July 14, 2008
Date: July 7, 2008
Consider a Resolution approving amendments to the Town of Westlake Personnel Manual.
The Town of Westlake Personnel Manual is a written compilation of the Town's policies,
procedures, and benefits. It is a comprehensive document which must be updated in response to
changing laws, employment trends, as well as internal changes in structure and benefits.
Three amendments are recommended for approval. The first policy reinstates "Casual Friday" to
the Town's dress code policy, which allows employees to wear jeans on Fridays. This amendment
does not affect other standards of the Town's dress code.
The second policy amendment would allow all employees to carry over up to one year vacation
time. This policy has always been in effect for DPS employees due to minimum staffing
requirements. Under the current policy, the Town's office staff currently forfeits unused vacation
time on their anniversary dates. The current policy can have a punitive effect on departments with
little or no staffing depth. This policy amendment would give employees the flexibility to use
their vacation benefits while balancing the needs of their department.
The third policy amendment is to amend the Community Sick Leave Bank. The second policy
amendment relates to the Town of Westlake Community Sick Leave Bank. Approved in February,
this benefit provides employees with additional sick leave days in the event of catastrophic illness,
surgery, or temporary disability due to an injury. Days may be requested from the Bank only after
the member has exhausted all accumulated sick, vacation, and personal leave as well as any comp
time banked by non-exempt employees.
When this policy was adopted,the intent was to establish one bank for all Town employees. As the
program was being implemented, it was determined that maintaining a separate bank for DPS
employees was necessary to accommodate the differential between 8-hour and 24-hour shifts. After
careful consideration, a solution has been developed that achieves the goals of the program, reduces
internal administration, and eliminates potential parity issues between the employees working 8-
hour and 24-hour shifts.
The proposed solution is to abolish the "Community Sick Leave Bank" and replace it with a
"Community Sick Leave Program". Should any employee experience a catastrophic illness or
injury, they may apply for additional leave after exhausting their paid time off and incurring five
unpaid days, as with the existing program. Once time is requested and meets the policy's criteria,
the HR Department sends out a notice to all employees requesting donations for the employee,
who remains anonymous during the process. Employees fill out a form with the number of sick
leave hours they wish to donate and forward the forms to the HR office. If the amount of sick
leave donations exceeds the amount needed, the excess is refunded back to the donating
employees on a pro-rated basis. Feedback from other cities has been that this is a better system
than a"sick leave bank", and donations almost always exceed what is needed.
Benefits that the Community Sick Leave Program would offer over our existing program:
1. No annual open enrollments would be necessary, reducing administration.
2. Elimination of 24-hour employees potentially drawing down the bank quickly,
leaving little or no bank balances available for 8-hour employees.
3. Elimination of 24-hour employees being required to donate more than 8-hour
employees to join the program.
4. Elimination of the need to create two separate banks, two separate governing
committees, and two separate processes to prevent the possibilities mentioned above
and achieve parity in donations and withdrawals.
5. Insurance that a "safety net" would be there for all employees based on actual need,
not their choice to enroll in a program. This allows employees to lend a hand
without being constrained by program membership.
6. Allows employees to freely donate to an anonymous recipient by choice, and not
have their donations controlled by a separate committee.
This program would share some of the existing Community Sick Bank policies. This
provides necessary guidelines and ensures administrative consistency.
The recommended changes to the personnel manual are shown in "Exhibit A".
FUNDING
There are no funding requirements for the proposed amendments.
RECOMMENDATION
Staff recommends approval
ATTACHMENTS:
Resolution with Exhibit
II-Ki1ViTj0103 AViS 1fJ71�1I� 1�1
APPROVING AMENDMENTS TO THE TOWN OF WESTLAKE PERSONNEL
WHEREAS, the Town of Westlake recognizes that ongoing updates to the
Town's personnel manual are necessary to ensure best practices; and,
WHEREAS, the Town of Westlake realizes that updates and refinements to our
standardized personnel policies and procedures are an ongoing and necessary practice;
and,
WHEREAS, the goal of the Town of Westlake is to provide policies and benefits
that are competitive to surrounding cities; and,
WHEREAS, the Town of Westlake desires is to provide employees with a
personnel manual that reflects the goals and vision of the Town's leaders;
T-&E1VFORE, BE IT RESOLVED BY THE BOARD OF ALDERMEN OF
THE TOWN OF
SECTION 1. That the Town of Westlake Board of Aldermen does hereby
approve the proposed policy amendments, attached as Exhibit "A", and their inclusion
into the Town of Westlake Personnel Manual.
SECTION 2. That this Resolution shall become effective upon the date of its
passage.
PASSED AND APPROVED ON THIS 14TH DAY OF JULY 2008.
ATTEST:
Laura Wheat, Mayor
Kim Sutter, TRMC, Town Secretary Thomas Brymer, Town Manager
APPROVED AS TO FORM:
L. Stanton Lowry, Town Attorney
EXHIBIT "All
Towv OF
The Town of Westlake is a public "service" organization; most employees are in constant
contact with the public, citizens, out-of-town guests, potential residents, the business and
professional community, etc. Employees are expected to dress in a manner that is
appropriate to a business environment and their specific positions that will represent pride in
the Town of Westlake and the citizens they serve. In accordance with department/division
standards, or work environment, employees shall maintain a neat, clean, pressed and well-
groomed appearance, including clothing that f its properly.
Certain departments may be required to wear a specific uniform. Uniforms will be provided
to Department of Public Safety (DPS) personnel and the Marshal's Office. Public Works and
Maintenance personnel are permitted to wear jeans.
Office personnel are expected to wear business casual attire at all times. The appropriate
dress for men is slacks / khakis, dress pullovers, or a button down shirt. Ties are optional,
but should be worn when representing the Town at public meetings or Town functions,
unless otherwise notified. Acceptable attire for women is dress slacks / khakis, blouses,
skirts, and pant suits Tennis shoes or flip-flops are not acceptable unless approved
in advance by the Town Manager.
The Town observes a "Summer Casual" period each year during the warmest summer
months. The tenure of the Summer Casual period is from May 1St through September 30tH
During this timeframe, employees may select to wear more casual attire for personal
comfort. For all employees, Polo shirts and other short-sleeved items may be worn with
khakis or slacks.
OP8 Personnel accrue three (3) shifts of vacation after completing six (6) months of service.
On the employee's first anniversary date, the employee will be given an additional five (5)
shifts of vacation. �w�a
The Community Sick Leave Policy
available in the
Human Resources Department,
Town of Westlake
Memo
To: Honorable Mayor and Members of the Board of Aldermen
From: Kim Sutter, Town Secretary
Subject: Regular Meeting of July 14, 2008
Date: June 26, 2008
ITEM
Elect a Mayor Pro Tem
BACKGROUND
Each year following the May General election, the Board elects one of its members to
serve as the Mayor Pro Tem.
The Mayor Pro Tem shall perform the duties of the Mayor in cases of absence or inability
of the Mayor to perform such duties.
The Mayor Pro Tem shall have the right to vote as a member of the Board.
Don Redding is currently serving as the Mayor Pro Tem.
The Board tabled action on this item at the June 23, 2008, pending the return of Mayor
Pro Tem Don Redding.
RECOMMENDATI®N
Elect a Mayor Pro Tem
FUNDING
N/A
ATTACHMENTS
None.
Town of Westlake
Memo
To: Honorable Mayor and Members of the Board of Aldermen
From: Jarrod Greenwood, Public Works Superintendent
Subject: Regular Meeting of July 14, 2008
Date: July 8,2008
ITEM
Consider an Ordinance adopting a rate increase for residential solid waste collection
services.
BACKGROUND
Staff presented information regarding the Town's acquisition of residential solid waste
billing, and Allied Waste collection automation and a proposed rate increase at the
Westlake Board of Aldermen workshop held on June 23, 2008.
As discussed in the workshop, Allied Waste has petitioned the Town for a rate increase
(see attached Rate Table Appendix"A" dated 08/01/2008).
FUNDING
None
RECOMMENDATION
Staff recommends adopting the ordinance approving the rate increase.
ATTACHMENTS:
Ordinance No. 597
Updated rate table Appendix"A" dated 08/01/2008
AN ORDINANCE OF THE TOWN OF WESTLAKE, TEXAS, AMENDING ORDINANCR
408; PROVIDING THAT THIS ORDINANCE PROVIDING
SEVERABILITY PROVIDING FOR PUBLICATION; AND r' ► #
EFFECTIVE 1t
WHEREAS, the Town of Westlake contracts with Allied Waste to provide solid waste and
recycling collection service within the town limits; and
WHEREAS, Allied Waste has improved the quality of solid waste collection and customer
service for Westlake citizens; and
WHEREAS, the Town of Westlake's Board of Aldermen finds that Allied Waste has provided
sufficient evidence to warrant an increase in solid waste collection rates in accordance with the
existing franchise agreement; and
VirHEREAS, The Board of Aldermen of the Town of Westlake approves amending Ordinance
408 "Appendix A":
NOW, THEREFORE, ORDAINED BY BOARD ! ALDERMEN OF TOWN
OF WESTLAKE,TEXAS:
SECTION 1: That all matters stated in the preamble are found to be true and correct and are
incorporated herein as if copied in their entirety.
SECTION 2: Ordinance 408 of the Town of Westlake, as amended, is hereby further amended
by replacing Appendix"A"dated 12/01/2001 with Appendix"A"dated 08/01/2008.
SECTION 3: That all provisions of Ordinance 408, not hereby amended shall remain in full
force and effect.
SECTION 4: It is hereby declared to be the intention of the Board of Aldermen of the Town of
Westlake, Texas, that sections, paragraphs, clauses and phrases of this Ordinance are severable, and if
any phrase, clause, sentence, paragraph or section of this Ordinance shall be declared legally invalid or
unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such legal
invalidity or unconstitutionality shall not affect any of the remaining phrases, clauses, sentences,
paragraphs or sections of this Ordinance since the same would have been enacted by the Board of
Aldermen of the Town of Westlake without the incorporation in this Ordinance of any such legally
invalid or unconstitutional, phrase, sentence, paragraph or section.
SECTION 5: This ordinance shall take effect immediately from and after its passage as the law
in such case provides.
PASSED AND APPROVED ON THIS 14" DAY OF JULY 2008.
ATTEST:
Laura Wheat, Mayor
Kim Sutter, TRMC, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
L. Stanton Lowry, Town Attorney
SIZE
ix
2X
3X
4X
5X
6X
EXTRA
2 YD
52.15
81.71
11126
140.82
170.36
199.93
22.60
3 YD
64.32
107.78
151.25
194.70
238.16
281.62
23.92
4 YD
78.24
130.39
182.53
234.68
286.85
339.00
25.24
6 YD
91.97
174.00
243.38
312.92
382.46
451.99
26.08
8 YD
135.13
222.52
309.44
396.36
483.29
570.22
27.40
COMMERCIAL ROLLOFF RATES
SIZE
TYPE
DELIVERY
RENTAL
PER DAY
HAUL
PER LD
DISPOSAL
PER LD
TOTAL
PER LD
DEPOSIT
PER CONT
20 YD
OPEN
70.00
3.00
137.14
150.00
287.14
200.00
25 YD
OPEN
70.00
3.00
137.14
187.50
324.64
200.00
30 YD
OPEN
70.00
3.00
137.14
225.00
362.14
200.00
35 YD
OPEN
70.00
3.00
137.14
262.50
399.64
200.00
40 YD
OPEN
70.00
3.00
137.14
300.00
437.14
200.00
28 YD
COMP
NEGO
NEGO
137.14
267.12
404.26
NEGO
30 YD
COMP
NEGO
NEGO
137.14
286.20
423.34
NEGO
35 YD
COMP
NEGO
NEGO
137.14
333.90
471.04
NEGO
40 YD
COMP
NEGO
NEGO
137.14
381.60
518.74
NEGO
42 YD
COMP
NEGO
NEGO
137.14
400.68
537.82
NEGO
FRANCHISE FEE PERCENTAGE 12.00% 12.00%
CASTERS: $10.00 /MONTH LOCKS: $1.00 /MONTH
RESIDENTIAL CURBSIDE: $8.00 /MONTH
RECYCLING CURBSIDE: $2.75 /MONTH
RESIDENTIAL&RECYCLING CURBSIDE TOTAL: $10.75 /MONTH
EFFECTIVE DATE: 8/1/2008 TOWN HALL PHONE#: 817-430-0941
I TOWN OF WESTLAKE RECYCLES tf
A.i 01 t I N I �E-, ,Mal I �Ma, 0
Please be sure your green recycling cart is at the curb by 7:00 a.m. on TUESDAYS
All recyclables can be placed together in the recycling cart.
Place your recycling cart two feet away from your cart so it can be easily seen from the street.
14 Kitchen waste, vard waste, car tires, and batteries (all tvDes) are NOT ACCEPT413LE for reCvCJi-(4.-
Waste Customer service division will be happy to assist you.
DO RECYCLE
HOW TO RECYCLE
DON'T RECYCLE
Newspapers,magazines,box board,
Put in the green recycle cart,If it looks like
Hard cover books,thermal fax paper,
phone books,junk mail,chip board
rain,use the bin lid. Wet newspaper CAN
blue line paper,Styrofoam,wooden
(cereal/cracker boxes),corrugated
NOT be recycled.Flatten cardboard boxes
pallets,bubble wrap,waxed cartons,
cardboard,high grade white paper,
and set them under the cart.
hanging file folders,carbon paper.
ONP-old newspaper.
All Plastic Bottles
Rinse and remove the lids,place in your
Plastic bottle lids,plastic wrap,bags,
Includes milk bottles,and heavy
green recycle cart.
toys,plastic motor oil bottles,
colored plastics,detergent bottles,
insecticide containers.
juice containers,etc,
ALUMINUM AND METAL CANS
Rinse and place in your green recycle cart.
Paint or automotive product cans,
Food and beverage cans.
scrap metal,or disposable aluminum
plates.
GLASS BOTTLES
Rinse and remove the lids.Place in the
Light bulbs,plate glass,auto glass,
Any color glass food and
green recycle cart.
mirrors,ceramics or any glass that
beverage bottles.
is not a food or beverage bottle.
When will my cart be delivered?
Allied Waste will be delivering carts starting July 28,2008.
the cart-EVERYTHING must fit inside the cart with the lid closed
What if I have more than 1 (one) cart will hold?
If you wish to use additional carts,you may order them by calling
1-800-333-7301.There is a minimal monthly charge for each
additional cart
Allied Waste will collect bundled brush and bulky items twice a
month,the 2nd&4th TUESDAY of every month. Brush must be cut
to 4'lengths and tied in bundles.Furniture,boxes and other house-
hold items too big to fit inside your cart,and construction debris
(generated from your residence only)will also be collected.Non-
compactables like brick,concrete,dirt,composition shingles,etc.
must be placed in containers. Containers and bundles must not
weigh more than 50 pounds.
(Please note that the U.S. EPA prohibits the disposal of white goods containing
freon. These items will not be collected without a certification of removal by a
licensed technician. this includes items such as refrigerators,freezers and air
conditioners.)
What is the limit on brush & bulky items?
NO Household waste. Twice a month you can set out up to 2 cubic
yards in volume or approximately 3'x 3'x 6'
What if I don't want to wait for the twice a
nth bundled bash &bulky pickup?
You may call 1-800-333-7301 to schedule an extra pick up which will
be collected within 7 days.There is a minimum charge for this
service and payment must be made in advance.
I
To: Honorable Mayor and Members of the Board of Aldermen
From: Jarrod Greenwood, Public Works Superintendent
Subject: Regular Meeting of July 14, 2008
Date: July 8, 2008
Consider a Resolution authorizing the Town Manager to enter into an agreement with
Schrickel, Rollins and Associates, Inc. to provide consultation and schematic design for
potential streetscape/wayfinding amenities of the FM 1938 project.
. • min a, 1'
FM 1938 is a major TxDOT project supported by Westlake, Keller, Southlake, and
Tarrant County as a regional effort to facilitate the growing traffic congestion on
residential streets. The project began in 2000 and extends south from the existing
Precinct Line Road Bridge at Hwy 114 in Westlake to the existing FM 1709/FM 1938
intersection in Southlake.
Staff provided a PowerPoint presentation to the Board of Aldermen outlining the history
of the FM1938 project, the regional and local significance of the road, the current status
of the project, and introduction of streetscaping/wayfinding enhancement options that
could be utilized on the FM 1938 corridor, which could include the retaining of a
landscape architect to provide project design and management.
Staff approached Schrickel, Rollins and Associates, Inc. for a proposal for consultant
services for streetscape/wayfinding enhancements to FM1938 since they are currently
working with Southlake on their portion of FM 1938. This arrangement will provide
Westlake and Southlake an opportunity to coordinate and integrate any streetscape
designs.
I lllli,
The initial consultant work will include a schematic and conceptual designs at a cost of
$28,500. This amount will be reclassed from the Hotel/Motel fund and allocated for the
Schrickel,Rollins and Associates, Inc. services. Staff will present a budget amendment
at a subsequent meeting to add a Streetseape/wayfinding Capital Project.
i i
ON=1111 MUNII
6111 NO OVIUM,
WHEREAS, the Town of Westlake is working in partnership with the Cities of
Southlake and Keller for the construction of FM 1938; and
WHEREAS, Westlake desires to provide a desirable road enhancement project; and
WHEREAS, the Board of Alderman finds that the Shrickel, Rollins, and Associates
proposal benefits the public and is in the best interest of the public; and
WHEREAS, the Board of Alderman finds that wayfinding benefits commuters and is in
the best interest of residential and corporate citizens; and
WHEREAS, the Board of Alderman finds that funding for the Schematic Design is
necessary for the enhancement of the FM 1938 corridor; and
WHEREAS, the cost for the design services of the FM 1938 corridor
streetscape/wayfinding enhancements will be allocated from the existing FM 1938 capital project
budget.
i I i i 111 i i S i /
KPIL,ThIff i. IWO XCIIII W-111 IN
SECTION 1. All matters stated in the Recitals above are found to be true and correct and
are incorporated herein by reference as if copied in their entirety.
SECTION 2. The Board of Aldermen of the Town of Westlake hereby approves the
contract with Shrickel, Rollins, and Associate for the schematic design of streetscape/wayfinding
enhancements to the FM 1938 corridor, and further authorizes the Town Manager to execute the
agreement on behalf of the Town of Westlake, Texas.
PASSED AND APPROVED ON THIS 14"DAY OF JULY 2008.
ATTEST:
Laura Wheat, Mayor
Kim Sutter, TRMC, Town Secretary Thomas E. Brymer, Town Manager
L. Stanton Lowry, Town Attorney
0 L111
Attachment A
Scope ufServices
'Westlake— FM. 1938 Streetscape Improvements
July 8, 2008
Scope of Project
The consists of the rnas-er p!anning. ai d ee--,ign of improwernents to the co�dor within die 6ohl OfwaV
and TOWN-owned pmpertyhan area aion� F.A». 1938froo the southern .own limit tu State Hi, hwayll^�
approximately 2.|-1 m||es. Phmary �es|�n c|�m�n�sarcs�6��u|k� medians, mmps' cn�sn�|k� landscape
Plan-io@s, irrigation systems, benches, a/gnag e an6others�,e amrn|riey,
2 Purpose of the Project
T�ep�mary nborce'he F.xx. l938 area asamainr corridor hy6evelopingaheavily
landscaped"pedestrian friendly-area tha�will be an area ofa6vitvand developi-nent. The pmojcdvvi||create a
g,omovisual'|dentity.Tbepnoleomustcnmplyvvithxh,eqvirementseeforthbytheTownofWe$lakeand the
Texas Oepartmnen,ni T/ansporta�ion,
Topographic Survey/Base Sheet Preparation
Topu raphicand existing mUiiyinfinnnaiinn -or the area within the right (.-)f way will beprovided by cithers by
sepasl e contract,Schrickei Rollins and AsszciateS,Inc.iSRA\will cnordin��vv{�h��sumeynrmcomm�uoicm�
scolpe and requirements.
Review Existing Plans
[uileci and review all exisdno plans arid studies relevant mdheproject area to define Fre/iminay issues, t)
identity conflicting findincs,and uoiclemifym/pylemema|data req This effort will inc|u6e.a review uf
the existing corridor p/an and related ordinances to ensure their con-ipatibifl-W vvith the rovr7s goal 0f a vibrant,
wa|keb|ecn,hdo,,
5. Data Gathering/Field Observation
The Landscape Anr6imect will per-.Formadeiailcd site inventory arid photo documuntadonofesistinooandidons,
inc|udin-existin�inf�snmcmwe'e�i��n�deve|opment adjacent m'hcs»o,/raincpaVa,o4 Land uscieacsmaior
designe|cmenc*,6istr'ccia-a�c and sense ofanivai
6. Gemtechnica| Investigation
At�uurzo five locations se1ectcdby the Landscape Architect,and approved by the TOWN,,;:i|investigations and
report will be conducued by an i'`f,'iependemt Geotechmica] Engineer selected by the Landscape Architect.
Geouechnical imvesdgahonsuha|| be paid hzrby the TOWN! separavafmm!his a8memens.
Program Definition
The Landscape Architect,wiUn-,eetand coordinate widi the'l-OWN^s,epmsen�at|veand others as necessaryto
clearly defne the prowain including-
Scope of Services Page 1
• Exact fadUcy 'Cqulremema
• Nlaint�enc�co��cn�um
• Accesscon,�iderations
• Swzriiy cmnsidecgiuns
• Desi-nappn»achas
a. Analysis
|nU�����ndin��e�ab��cdinTaoks5 and 6'd`cLandxcapaArch/tec vv|U prepae a iramewurkanaj�Ysisthat,
documents the corrifjor'*mos sq-,niUonntmrj po�onidesan6com�md�s and kevu�an�e�oni�uesne]e�dun
fu,uneimpomemcos�The ana|ysia will take the fomnofanuvecsi|iUo"'tradvm diagram of the corridor,all meUos
typical cmss section<. The findings will be reviewedw;ih the client and ref;nennents made as necessa,v.
9. Meetings
A, Tile Landscape A!chitectm|Qprepate for and attend up to three(3)rneetingswith the property ownefs,
T{)9VMslaf TxBCT and geoenaU public for+,epuqposcofepw-ing,un progress and oathe6nginput,
B. In addition to the above, Lands(_lpe Architect will attend tour W meetings vvith staft, ioc|u6imA
kick-oft meetin8.
C� The Landscape Anchitec vvHlpreseot the Schematic Deoi�,nmathe Town Board of Alderman Council
inavvorkshopmeyiug,
D. Additional ti-ieebns,)smay6eschedu|edm/i�6 add ibona|componsadon by the TOWN urtheLandscape
Architect,as mutually agreed�oin,vridng in advance of any such meeboQ(s).
E. The TOWN will be responsible for arrangeMents, all rt-ieetings, if needed,
10. Schematic Design
The LamdscapeAohhec v0U Provide landscape/ ime plans of l938, with emphasisonthe
utilitarian needs ofoedestr;ansand Visual enhancennent ofthe corridor by cieveloping pedestrian parkways and
landscaped medi s-The Landscape Architect will develop an overall, ffienne for the corridor |s unique Lu
Westlake 6utcomp|imcnraryuaimpn-wements planned 6vrhe, City o/Sou\b lake m|on#F.M.l938. The cn,ridor
thef'rie shall he coordinated wl-.h existing Town standards and streetscapes.The plan st-iiall identify the corrido;'y
pmn,nnenre>n[heTmvn'sove,a|i$reetscapodeveiopmentp(ansandswggeatvvhecbermtherst,eetdcva|opmcnts
should follow a simi{xrthcme.
Corridor imProvernents will include fbut a-e no limited to�the fc>l lowing a,s far as the budget allows-
° Pcdest,iantraiVsiJcwa|ka
0 Pede* han cnyswa&e
° Pe6eahan -riend|y access no major facilities
° Corhdmr gateway features
• Street,furniture and&ozel,-ms
• Pedestrimnhohmioo for sidewalks and t-ui|s and Pedemzionscalestneet|ightin;with emphosis
Placed mo achieving, asmuchas espoused Dyrhc|ES ub/eut*TxD{}T
apprnva| (if mscessary>
• Po6|icart and/or water|eatune locations inte,geued into the plan for the cmni6or
• Srnretcnces
'Cope Services Paoe 2
• %,,Aedian�lamirg treatments
• Emphasis given tomaiur intersection uraumena
• irrigation recc.)mmeo6a1iona
• Specieipuving
° 6iAnqc
� Barriers
°
Addhhn of she furnishings including bencheo;--tpd waste receptmRs at selecod are,15
~ Arcesi6{ecor6 where necessary ac all intersections
Tasks
The Landscape Architect will prepare the Schematic Deign for the emire lenph ofthe pmjct
The Landscape Architect will hold monthly meetings with the T(]WW's representative and other
designatedpcpnemenedves throughout Mensyhc Design development 0z communicate progress and
6isc�os pertinent houau. The Schematic Design will be revised at the direction of the T(]WN's
representative- A rc)ugh opinion of probable costwill be prepired at the completion ofthe Schemati(:
Dksi8n.
The Schernwk Deign wiH conskt ofan overall plat)view,ske-(-,,he,,sections and vignettes to illustrwe the
uva,a|| design concept, and text explaining be pmcosu' program and theconc|uinns mftbmeffort. An
0pinionof Probable Cost wi}|hminc/ude�ainngwkhpho,bizcdnccommcn6abons tor dcvelupmertand
phasi, The LanKcape Architeccwi|} prcpana three (3) options and suggesrionsofpractca| ways to
phaserheyc impmvemen�s(u fit the Town!hnsncia| resnurces including plan and opinion of probable
conmrucjon cog oho,vioQ progressive levels of development to accommodate, the TDVVN~s budget
cons ,aints,
The Landscape Aohiec will identity, within fifteen (15) days' hardsoape improvement standards
(intersection paving impnovcmcmreminin! walls,etc.)that sboo|6he shown onthep|ans prepared 6w
Graham As^mdamcs, Me. tobaaubminedzo and bid 6yTxDQT.
Ae Mematic Emsign will be a camera-ready graphic and usMAe by be design pro.fessional selected by
the I own for the phase o'be project,
71. Construction Documents
Based on the approved Schematic DeAgn and any Kther adjummem in the scape and ClUalily of-he project or
in the construction budget authodzed by the 0Ww, comzmaion dmumenzs consisting of drawings and
speci8cabons will et 6znh in detail the requirements for the constuo�km oftho project. The Landscape
Architect will advise the. T(]\mN'snc9ncscnwdvemfeny ndjUstmemsuo previous opinions ofconstruction cost
indicated 6ychanges in requhem�mtsurgenera| markeccundiUons,
Tle Lankcape.Architeo will submit documents and opinions of construction cost totheTOWN's representative!
at.intervals of5896 and lUO%of completion ho/review. The TOWN^s representative will respond wkhwrhfon
comments advising any changes 8z be made. Specifications will be written mu reference TsD{)T standard
The Landscape Architect will pep.-are a list nfconsnnKon bid Items and compute es�mae6 quamidls The
opin�on ot probable cost of congmahan will be compWed based on current unit p,,-ice,,and estimaTed quan-,ities.
Scope of Serv�ces Page 3
qg
The Lmxdscape Architect n/iHpuovidegenemJnotes,*pcciGcy/onsandspeciaipmmisions,vvNcb are
app|ica6e
m�hepmjcct,
12. Bidding
The Landscape A!chiiect will provide/perform the fol1r),,ving Bidding Services,
A- The Landscape A-chkectm/U| aganddxepebidconference.
O� Assist TOWN staff inpreparin�IllmadveI iseme tit hurLids.
C� Aonwer questions from B{ddr,san6prepaeaddcndaasncce5aary.
[>� Assist TOWN as required Inupemin0bids.
E Pmmi6e bid tabulations.
F, Eva(uauethe 1c*wes6idde,. Bid evaynaion will inc|u6erhe oonrmcto,'s.
1 Past work higo,K
2, Financial resource,,-,;and
3, Physical resource,tm produce the protect.
G. A summary of the bid ana|ysisw||| be provided to T(}VVN for use in se|ecdun and avva�d of the,
cooscruczimncomtecu.
13, Construction Administration
The Landscape Architect will provideiliperforin t1le following Construction Administration services, Said
s�m|ces uo �e p,uvide� after execution cif contract bezween Tl�VYN and the Conzractor selected by
TOVYN,The LandscapeArchitectwi||provide information e|adn8roreviewoFsuhnmhTu|s,shopd,a»*lngs,
and requests for information.
A. Landscape Architect will provide/perform the fm|lowing�ons�ucdonA6mini��donsen�ces,
I Axotat
mfci,oht08) meeting$siw visilsvvith mwner/'contractorinc|o6in8:
a.
Precumstrucdnn Con fercrice.
1),
Field o�s maiuo/con�mrdmn progress shall be provided for �e pu�o o� of
a»ce-t Wngforthe TOWN'hat the work isimoul-,),lamtia|orgcneralcon6rmancsv/iHh
the contract documents and de*ignintent
i. Should nonconfortninc, o-detective work be observed, t.he Landscape Architect
will endeavmrtuimmc6ime|y inform ihcTOVVN^snap,csenradve that confonnim�,",
or remedial acbnu is required.
ii� A schedule of key construction observation visits will [,.)e cleveloped for aippmval
arid refeneucc6yTO0VN.
.ii, Conduct coordination meednos vvith contractors' inspection personnel, and
TOWN representative Lm discuss �rategy^ pmhVcm arcas, and any
equ�redcoumJinadnn,Pnspaneasumnnaryor meetings and diytri6uðemto
both T(}�/Wandzheoonnac�u/.
C,
P|nccment and |ayoounffacilities;
d.
Field pro8res ,:
e.
Mandatory°critica|"obsewadoo�; and
Coordination Meelin,o-s,
VVcs|ak e FA4 l9JRS�reetsco | wo
Scope of Services Page 4
ow to INUMF I
MAIRd-
Review *hop drawings and other su6nnima| ini,oxnr.itiun Tc)r the purpose off ascoftan��
3. �mvWevvr|ornnespooscsro �qu�gskz, in6z��ahuoo,c|u�6�abnn
1 Mew wemmn\h�voavrenuems6vihe carwaco)r
6. Assist TOWN in conducting Wesu6stmoba|oomP|s6on and final observations,
7. When complete, ecmmmendRna|acceptance ofwork,
B� Archtec `s5umus Du/ing [un$mchon. Landscape Architect will not be responsible hzr
[omractor^umeams, sequences,procedunesor schedules ofcon$mcniomor&e
safety precaution., and program* incidmn� hereto. Landscape Archinec1wi|| not be responsible for
Cbraractor4 bilmeK)perform(N fumish the work in accordance with the construction documents.
Landscape Architect will not be responsible for any 6e|uysin the execution of the.work caused 6ydhe
14� Optional Additional Services
The Landscape Pvchitect pUH pnm06e services nmz idmoified in this Scope of Services upon receipt of
uo/hnhzabonhon dheT(�\�N^snppnesen�hve
Additional Services wiUbcpmvidedonamhoudyraw bads m/ith
amutua/|y agreed"nc^to exceed"total. Such Additional Semices may include*the kwNowingor other services:
Design
A. Deign of Aci6dbs beyondthe otiginai scope and/or budget identified inthe description of servimes,�
B. Topographic Surveying.
C, Establishment of the boundary !ines
[\ Ees#ncfSjna6zation Systems ancd/ort5afficstudies.
E Representation /oaJbA�adom, mediaiom, Udgadmn,dzpw�honso,dmi|ar legal pmcem /s.
E Hy6ro|ogyan6 hv6ouUcssuu6ies�
G� Environmental assessment o,envin`nmenta| impactsmdy.
H. Locu1|mnof underground uhUdes,.
|, 3'D animations and formal nendednEs,
Construction
A. Preparation of Change Orders as reciAnd whkh expand the original Scope of Services.
B. Site observation v�sits.
11 EWliverables
�
The contents cfAeSc6emahc Design will geuemQy6cas�ollows
m. Introduction, Purpose, plan high[j` t&goals and olvIeNves.
b. 2ooliect Description.
c. Desgn(Aonceps,
d. Pn�cctSk. A pin vkwdesi#nutingdhepo�mdiimis.
en Master Plan.An illustrativernaster plan of the project
Westlake F.,%I. 1938 Streetscape improvements 7 620
Scope of Sennices Page 5
L D*Ngn. 8novea | pbn,,ho,,-,,i���alp.|om&gmnceFKS.
g. 6kecbes.Concept sketches ufsigniicanc locations in the,project area.
h, Design Vocabulary.sketche5 and descriptionsofthe typical built elenants,(.�die plan Yoken
down into defined pans; benches, planters, signage,evc,
Ccm*�nicdunEocoments
1
Band qpont6eapproved 5chemabc Deign, adjusUnenNindheucopemrqua|ityofBeproject,
and he pmja deign 6udOs amthorized bythe Owner, Construction Oocum*ntsdeHvee6|eo
shall include, but ncx necessarily be |irm4e6tatha fo||ovvin�documents
a. P!auyheeLsiUowadng plans, e/evmioms' seciona and details nfconauucdon.
6, Terhnicaispeclications.
c Project manual comain)mgspecificmions and hiddinQdmcumeoo including T(}VYN Qms
such as bid proposal,Arm of agreement between TOWN and Contracto�and conditions of
xne
contract.
2. Final Opinion ofPno6ab!eUnstmchon Cost.
]. The LandscapeArch lea wiUpumi6e3O sus ofcont ractducuman,y for bid6in8ao6comst,ruction
phases.
16� Reimbursable Expenses
The Allowing items, if provided, shall be considered reimbursable cv additional on this coouau,
A. PenAt or filing fees
& Printing and other reproduction costs 6eyandthmn set forth indhiscootmct
[ Special courier services.
D. Rcview and iospecdon�e.s related tm Texas Dep«�ftmcntof Licensing and Regulations.
Scala of Services Page 6
�
�
Attachment
Scope of Services
Westlake—F.M4. 19388treetscepeImprovements
}uUy8,'2008
A. Basic Professional Planning and Design Services
\ 5cbennat|c Design Uumnt)axn) S28,500
Fees ho/ Professional Services including[ona mcziun Documents, Rid6in,)> and Construction Administration
�
shall be detemined at-fie conclusion of the Schenialic Design phase and will be based on the scope and budget
�
that�sdr�e/minc6by the Town of\Vcg}aka. The Pu�essinna| Services�oncnac/wi||�hen�eameo6eJ�o
inc|odesa@ fees.
| 0, Related Services
�
Geo"echnica| invesiQadons by others
/ Topo-r phic/TreeSu/vey provided bydheOwner
Plan reviews(TDLR) reimbursable
]D Animal ion/Rcnde,ioos To8eDetermitied
Westlake—F,N,1. l938 S!,-eetscape |nip rove mema /b'14i
,CoPe. of Services Page 1
Town of Westlake
To: Honorable Mayor and Members of the Board of Aldermen
From: Tom Brymer, Town Manager
Subject: Regular Meeting of July 14, 2008
Date: July 7, 2008
dui
Consider adoption of a Proposed Public Arts Master Plan.
The Westlake Public Arts Society has drafted a proposed Public Arts Master Plan for
presentation and consideration by the Board of Alderman. At the Board's June 23, 2008,
Workshop, Public Arts Chairman Michelle Corson presented a proposed plan to the
Board for discussion, feedback, and direction. The Board's consensus at that workshop
was to request that language in the plan be revised to reflect Town oversight of additions
to the collection including Town ownership of all public art pieces and their selection as
well as references to accommodating public art in the Town's planning and zoning
requirements. Chairman Michelle Corson will be at the July 14th workshop to review this
revised language with the Board. In addition, this item will be on the Board's regular
meeting agenda for consideration for adoption.
II�l0►`�[!I
Not applicable at this time.
Staff recommends that the Board adopt this Public Arts Master Plan with any changes
that the Board wishes to make.
ATTACHMENTS:
• Memo from Public Arts Society Chair Re: Suggested Plan Language Changes
• Draft Proposed Westlake Public Arts Master Plan
The longhorn didn't take much notice of the dramatic, colorful,
geometric design by the esteemed Mexican artist and architect
Ricardo Legoretta. But the real estate community did. The
development of the Solana Office Park, which began in 1988,
caused a sensation in the real estate development community as
much for its remote location in the Quiet community of
Westlake as for its uniQue architecture.
The collaborative team of architects, engineers, planners and landscape architects had a common
goal to create a design that engaged the natural environment. The project won countless awards
for its innovation and it set the stage for what Westlake has come to be known for today.
Westlake isn't unknown anymore.
There is no mistaking one's arrival in this town.
The gateways are dramatic.
Because of Westlake's bucolic, pastoral nature, it is tempting to think of us as a small, rural town.
In many ways we are. It is still a place where everybody knows everybody else. It is still a place
where people wave to each other as they drive down our bumpy, two-lane roads. It is still a place
where neighbors are just as likely to bring a dinner party gift of a basket of fresh eggs as a good
bottle of Bordeaux.
Andyet, we are not a small, rural town.
Halfway between the economic engine of North Texas, D/FW Airport, and the powerhouse of
industry, Alliance Airport, Westlake enjoys a very uniQue location. The 114 corridor has
developed national stature for corporate relocation and we possess four miles of frontage. Some
of the largest, most prestigious companies in the world call Westlake home.
As we consider the vision for public art in Westlake, we look at how we are perceived by those
who come here.
We are leaders.
We are innovators.
We stand out.
We have the opportunity now to establish Westlake as a community of the arts, not content with
plain vanilla architecture, not content with uninspired public spaces, not content to be ordinary in
any way.
And now, more than 20years after the beauty and drama of Solana first put us on the map, we
envision Westlake where public art enhances our community identity. As nurturing our residents,
visitors and businesses alike through a pervasive emphasis, both subtle and overt, on the creative
spirit. We envision Westlake as a place that connects us with each other, where people want to
come and stay. A place that surprises and delights and inspires. We envision Westlake as a
place that weaves a tapestry of our breathtaking environment and our developing urban fabric into
the soul of our community, both today and beyond.
Our residents are eclectic, creative, individualistic. Our art is an expression of ourselves.
.5
Table ot Contents
Vision
.Section Oi7e: Introduction
Executive Summary
Goals
Locations for Public Art
Recommended Policies
Section Two Framework
Ident4ing and Prioritizing Projects
Criteria for Selection of Artists
Community Participation
Regional Promotion of the Arts
Identifying Funding
Approval and Implementation
Section Three: i'rogram Administratlm
Responsibilities of Society
Annual Project Plan
Loans and Gifts
Financial and Tax Considerations
Conservation and Maintenance of Installations
Section Four. Appendices
Public Art Program Comparisons
Private Development Public Art Policy
Consultative Panel
Process Participants
Our Logo
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Although many modern concepts of public art exist, art in public places has existed throughout
history. In the ancient civilizations of Greece, Rome, and Egypt, even the Mayans, Aztecs, and
Incas art forms and artistic architecture were used to commemorate historical events, honor
leaders, create community. In many cases these works were installed purely for the joy of crea-
tive expression. This creativity was not limited to visual art, but also included performing art,
such as theatre, dance, opera, and musical expression.
The Town of Westlake, primarily through good fortune, has established an identity as an artistic
community by the example set by Solana. SubseQuent developments, including the corporate
campus of Fidelity and Daimler, the town's various neighborhoods, and the construction of the
town's school, Westlake Academy, have all set very high standards of architectural and land-
scape design.
In the fall of 2006 the Town Manager and Board of Aldermen of Westlake began discussing the
possible creation of a public art initiative in the Town. The discussions culminated in a resolu-
tion adopted in April 2007 installing the Public Art Committee and appointing members to
serve. The committee spent the next several months brainstorming about the notion of public
art, engaging in spirited philosophical debates about what public art really means.
In early 2008, the Public Art Committee board approached the Town and petitioned to change
the structure of the Public Art Committee to a membership-based Public Art Society, which was
approved. This was done with the intent of engaging the community in the pursuit of public
art.
At this time the Board of the Public Art Society set an ambitious
goal for a community such as ours to write its own master plan
without the use of outside consultants, but with tremendous input
from experts within the region. And so the board began work on
"Creating Culture, Connecting Community: A Master Plan for
Public Art in Westlake."
The Board spent several months researching public art initiatives
in other communities and formulating our own priorities for the
Town. Throughout the process, our goals for public art in our
community have provided us a roadmap for our recommended
policies to the Board of Aldermen and for the creation of a
framework for our own decision-making.
s
It is our intent that this document will serve future boards as they make decisions about
public art projects in the community. This plan is a tool to guide the process.
Consideration has been given to all phases of the public art initiative from the prioritization
of projects to the selection of artists, from the identification of funding to the
implementation of the project, from the conservation and maintenance of the work to the
benefit to participants.
The Mission of the Public Art Society is as follows:
It is the hope of this Board that this plan has been well conceived and will serve the
community for manyyears into the future. As we have benefited from the wisdom of other
communities who have sought to bring public art into their midst, we hope that someday,
somewhere, a nascent arts group will find this plan and it will benefit their work as well.
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Provide service
to the Town in
accomplishing
its goal of
establishing
public art in
Westlake
Provide an
amenity that
enhances the
Quality of life in
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I. Use public art as an expression of the vibrant mosaic of people who comprise the com-
munity of Westlake.
2. Use public art to provide an amenity to attract residents, corporate relocations, and
tourists.
3. Create spaces for the public to "connect" that have an artistic component, either
visual or performing (or both).
4. Provide an example to the children of our community that public art is important.
S. Engage children and the community in awareness and participation in the public art
process and programming.
b. Further enhance Westlake's visual environment through public art, artistically inspired
architectural design, and artistically inspired landscape design.
7. Utilize public art to enhance Westlake's reputation as an innovative, progressive,
cultural community.
8. Create a pervasive sense of public art in Westlake through small, as well as large
gestures.
9. Set Westlake apart as a leader in championing public art in its community.
10. Work in a complementary partnership, through the arts, to engage our neighboring
communities in a "regional arts district" that promotes the arts and tourism in all of our
cities.
11. Educate our citizens, business community, students, and visitors alike about the arts.
12. Recognize the "international theme" of Westlake and celebrate this diversity in the works
selected for public art.
13. Honor Westlake's rich heritage in celebrating our "old West" roots through public art.
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14. Recognize the role that public art has as an economic catalyst.
CIS. Provide opportunities for emerging local artists.
;16. Ensure that the artistic experience is available publicly, rather than privately.
17. Utilize sustainable development practices that provide for public art installations that are sensitive
to the environment.
18. Allow public art to lead Westlake in its goal to be a "green community."
s19. Provide that public art will be a key component to all public improvements and
encourage the participation of the public art society in the planning for all public
improvements.
Support the private development community in its efforts to comply with the public art initiative
and to support them in developing art on their properties.
21. Encourage public art throughout the
community by recommending
neighborhood identity programs that
foster the arts.
2. Define ourselves as a community for
the arts at all gateways and entries to
our town.
=23. Partner with artists, galleries,
museums, universities, and other arts
organizations to leverage their
knowledge and resources, and to
promote Westlake's reputation as a
supporter of the arts.
4. Create a community of support for the
arts by establishing a Public Art Society
of Westlake and encouraging participa-
tion at arts-based events.
Seek the highest level of Quality in all
art installations and events,
architecture, parks, and public spaces.
13
26. Work in partnership with the Town, private development community, neighborhoods,
businesses, residents, and other groups in the community to prioritize public arts projects and
allow for the Public Art Society participation in master planning for the Town.
27. Provide a policy and mechanism for the ongoing maintenance of public art installations.
28. Ensure that the Public Art Society is a partner in any future Chamber of Commerce, Visitors
Association, Economic Development Office or any other such endeavor by the Town of
Westlake.
29. Adopt, through this Master Plan, a framework for decision-making on public arts projects,
criteria for selection of artists, funding mechanisms, and a plan for the administration and
management of all public arts works within the community.
30. Foster the arts as a component in all trails, parks, and open spaces.
31. Encourage residential developers to utilize art and creative expression in entry features and
signage.
32. Utilize public art as an offset to any visually scarring development which occurs within the
Town.
33. Encourage and support performing arts, as well as visual arts.
34. Encourage art that is interactive, durable, weatherproof and "tactile."
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The Town of Westlake is dominated by Circle T Ranch, which is largely undeveloped at this
time. Few publicly owned lands exist, but currently include the park at Glenwyck Farms, the
Westlake Cemetery and nearby parcels, the Westlake Academy, and a temporary fire station.
The Town Hall is currently located in leased space in the Solana development. As the Town
grows and develops municipal uses, there will be opportunities for installation of public art
which will include art that is both indoors and out. Additionally, the future Arts & Sciences
Center at Westlake Academy will be a place for art installations and performing arts events when
this building is completed. Whenever possible, the PAS may also seek out alliances with
neighboring arts venues for performing arts events.
In the near future, however, it is likely that most public art within the town will be located on
privately owned property. Major property owners in Westlake currently include Hillwood
Development, the owner and developer of Circle T Ranch, a 1700 acre project; Maguire
Partners, owner and developer of the Solana project on 900 acres; and Fidelity Investments,
which owns its campus on 330 acres.
The most recent zoning map for Westlake is presented on the following page. it is envisioned
by this board that major points of entry into the town will be key locations for public art. This
might include exits of Highways 114 and 170, future entrances off of Highway 377, and potentially
southern entry points off arterial roadways.
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In addition to Westlake's "gateways,"
public art installations may also occur
within the Westlake Trail System as it
develops. The Open Space Plan for
Westlake, depicting trails and other
open spaces, is presented on the page
following the zoning map. Lastly, there
may also be public art installations on
other city-owned property, such as the
cemetery, the school, and future public
safety or city hall buildings.
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1. Create and support an independent Public Art Society that will serve the Town of Westlake in its
goals to establish a public art program in the community.
2. Target a funding level of 20%-25%of the Public Art Society budget from town-sponsored funds,
with the balance raised through private funding (private developers, corporations, grants, and
individual contributions/memberships).
3. Dedicate a portion of Visitors Association taxes, or some alternative town-funding source, for the
public art program.
4. Implement a Percent for Art program on public development, dedicating 2%of all Town of
Westlake capital improvements projects.
5. implement a Percent for Art program on private development, as outlined in the attached "Public
Art and Private Development Policy."
6. Establish the Public Art Society as a 501(c)3, tax exempt entity, vested with decision-making au-
thority on public arts projects.
7. Provide for artistic enhancement in all city improvements, including signage, landscaping,
buildings, etc.).
8. Allow for input from the Public Art Society in the Town's master planning process to include a
provision for public art in the parks and trails system and the master thoroughfare plan.
9. Involve the Public Art Society in any future Town-created Chamber of Commerce, Visitors Asso-
ciation, or Economic Development Office.
10. Allow for the Public Art Society to be a
link on the Town's website and vice versa.
11. Develop annually a "public art work plan"
that the Public Art Society will present to
the Board of Aldermen prior to the budget
session eachyear.
12. Foster local, regional, and national arts
partnerships.
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13. Seek a balance over time of visual arts, performing arts, and arts educational programs
with a goal of providing at least two arts projects annually.
14. Establish high Quality standards of artistic expression, consistent with the high Quality
standards of development established within the community.
15. Incorporate by direct reference this Plan for Public Art within the Town's other plans:
Thoroughfare Plan, Open Space Plan, Commercial and Residential Master Plans, and
any other master-planning tools.
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IDENTIFICATION
The Public Art Society does not want to limit the opportunities that may present themselves at any
given time. While it is the desire of the Board to pursue at least two public art opportunities
during each fiscalyear, they have not established a firm reQuirement. Someyears may identify a
long term project that will reQuire severalyears to implement. Others may find opportunities to
pursue multiple projects.
The Board intends to cultivate opportunities and ideas for projects through the establishment of
an Artists' Registry, which will be maintained on the PAS website. It is anticipated that this
Registry will include several categories of artists:
Local/Regional Professional Artists
Young/Emerging Artists
National/International Artists
The Registry will be a mechanism for gaining exposure for these artists with links to their websites,
biographies, or examples of their work. Through the creation of this registry, we hope to be able
to build relationships with many different types of artists who can stimulate the board's thinking
and provide creative suggestions for future arts' projects.
When specific projects are desired, it is the intent of the board to issue an RFP or"Call to Artists"
to solicit proposals. The Board intends to communicate these solicitations through various arts
agencies, such as ArtsNET, other area art societies, our Artist Registry, and through placement in
areas with broad exposure such as the Arts USA ListSERV.
PRIORITIZATION
As these proposals arrive, they will be evaluated against one another
through a "Prioritization Matrix." This matrix will rank and weight
each proposal with the goal of achieving balance from year-to-year and
flexibility. The first three criteria, "Goals," "Target Audience," and
"Project Types" will receive a numerical rank and weight as a
measurement. The projects which receive the highest score will be
given greatest consideration. The second three criteria, "Location,"
"Timing," and "Financial"will be analyzed for how the project fits into
the goals of the Public Art Society for thatyear, but not necessarily
ranked and weighted.
The line items under each heading are important goals of the Board. Each project may not need
to serve all of the goals, but over time, the Board intends that projects will have balance among
these priorities. No single goal is more important than any other.
This matrix will be used as a means of evaluating proposals for each project. It is intended that
these matrices will be maintained by the Board so that decisions can be made eachyear in a
manner that it is not overly weighted in one area or another.
The Board may ultimately select projects which do not have the highest rank, but this tool will be
useful for comparison purposes.
I Prioritization Matrb-�
I Goals: The "Why"
Connects/engages people
Creates a pervasive sense of art
Educates people about art
Celebrates themes: diversitylinternational/historic
Nurtures: Provides opportunities for emerging local artists
Green Initiative: Sustainablelenvironmentally friendly
I Visibility: Public access
Target Audience: The"Who"
Residents
Employees
Visitors/Tourists
Students
Demographic
Project Types: The "What"
Visual
Performing
Educational
Interactive
Inspring/Thought-provoking
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The following criteria will not be ranked and weighted, but will be analyzed and considered
in allocating resources for specific projects. All of these criteria are important in the
decision-making process.
Location: The "Where"
Visibility
Priority locations:
Gateways/portals
Parks]Trails
Public Locations(Cemetery,School,Fire Station)
Roadways/Right-of-Way/Intersections
Highways
Developments(Solana,Circle T)
Existing Neighborhoods
Timing: The "When"
Short Term Project
Long Term Project
How long to complete?
How many projects can we do each year?
Financial: The "How Much"
Cost of Project?
Sponsored?
Grants?
Funds used(what type of funds)?
Maintenance considerations?
'Project 1 (Project 2 (Project 3 (Project 4 (Project 5 (Project 6 1
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The Public Art Society wishes to allow for diversity in the public art projects it pursues.
Accordingly, there will be no specific criteria for selection of artists unless a project is tied to
a specific grant which dictates that artists have some specific characteristics (such as an ethnic
classification, a geographic representation, or a specific specialty). Additionally, public art on
private property may also be tied to a specific theme, based on the wishes of the developer.
It is the intent of the Board that arts projects in Westlake, whether visual, performing, or
educational, represent a broad spectrum of participation. Initially it is likely that artists will be
selected from the region in which we are located. It is further a goal of this Board to inspire
creative expression amongyoung people and demonstrate to the children of our community
the importance of the arts. Thus, it is likely that some artists or projects will be focused on
youth.
In soliciting proposals from artists for specific projects, the Board intends to utilize the Artists
Registry, the Public Art Network ListSERV, and area arts agencies in order to maximize
exposure for artists and to seek out the greatest diversity possible.
If specific projects being considered by the Board reQuire an artist with a particular
specialization or area of expertise, efforts will be made by the Board to seek out artists who
meet those specific criteria.
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As with other goals of the
Board, it is our intent that
public art projects be balanced
over time with a mix of visual
arts installations, performing
arts events, and arts' educa-
tional activities.
-�-9
An important goal of the Public Art Society is to engage the community, not only in the
enjoyment of the arts projects pursued, but in the public art process. The means by which we
intend to allow for this participation include:
Posting of meeting dates and agendas at City Hall, enabling the public to attend
Posting of all Calls to Artists and RFPs on the Public Art Society Website
Annual membership drives, inviting the community to join the Society
Promotion of Regional Arts Events
Mailings, e-mail communications, and notices of Society events
Annual Meeting on National Arts Advocacy Day to which the community is invited
Periodic presentations at City Hall on the initiatives and activities of the Society
The Public Art Society fully intends to be stewards of the arts and has made a firm commitment
to informing, educating, entertaining and connecting with the community we serve. Many arts
initiatives and projects contemplated by the Board are interactive and participatory in nature.
In addition, the Public Art Society will be
involved in and will support an effort to
have art be involved in the functions of
other Town of Westlake groups, such as
the annual Decoration Day event by the
Historical Preservation Society, and arts
activities at the Town's charter school,
Westlake Academy, including Gallery Day
(a fundraiser focused on the arts).
30
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The Public Art Society intends to collaborate with area arts' organizations, museums, and
universities to promote the arts on a regional basis. Where possible, the Society will join with
neighboring communities to jointly offer educational opportunities in the arts, performances,
and art shows. Area colleges and universities will also play a role in providing recommended
artists for our emerging artists registry.
The Society will join area arts organizations, including ARTSNET (the Tarrant County regional
art group) and the Greater Denton Arts Council, and will foster awareness of their arts pro-
grams. We hope to provide links to their websites on ours and vice versa. To the extent possi-
ble, the Public Art Society will promote national arts endeavors and intends to hold an annual
meeting on National Arts Advocacy Day, to which the community will be invited.
31
The public art initiative was formalized through an ordinance established by the Town of
Westlake which defined the mission and created the body to carry this mission forward. As a
part of this process, the Town asked the Public Art Society to propose a method for funding the
public art initiative. Although the society will be established as a separate entity, it is a Town-
sponsored initiative and the Town intends to participate in funding this program. The Public Art
Society suggests that the Town participate in this funding in several ways:
1. Through an allocation of Town resources, such as the Hotel Occupancy Tax, the
General Fund, or other Town funds, reQuested annually, with a target to comprise 20%
to 25%of the total Public Art Society budget.
2. Through a Percent for Art policy tied to public Capital Improvement Program
Expenditures at 2%of the cost of the project.
3. Through funds allocated by any public means for specific projects which the Town wishes to
solely sponsor that do not utilize funds from other sources.
As outlined in the Sources and Uses Chart which follows, the Board of the Public Art Society
anticipates that Town-sponsored funding will be approximately 25% of its total funding sources.
In addition to direct funds provided by the Town, the Board of the Public Art Society has also
proposed that the Town ordain a "Public Art & Private Development Policy" as outlined in the
Addenda of this report. Already private developers in our community make art a priority in
many of their developments, either in the choice of basic design elements or in the placement of
significant artwork within their development. This Policy will make our interest in this common
practice an official town policy.
Funding will also occur through:
1. Grants from arts organizations
2. Membership sales
3. Donations and gifts from individuals, families, businesses, and artists
Specific arts projects may be funded from specific sources of funds. Eachyear a budget will be
developed by the Public Art Society with "sources and uses" of funds identified, along with spe-
cific projects the Board wishes to pursue eachyear. It is the intent of the Board to have grants
and contributions from corporations or individuals flow as closely as possible to 100% toward
arts projects, rather than overhead for the organization. Town-provided funding should be
M
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The Public Art Society of Westlake is a Town-sponsored initiative, originally established as a
committee of the Town. In 2008 the entity was reformatted as a membership-based Society
organization and the process was begun to create a 501(c)3 so that the Society could function as
a legally separate entity for tax purposes, while still retaining a connection to the Town of
Westlake. This was done to enable the Society to be able to accept grants and donations, to be
able to provide for a tax benefit to donors, and to be able to accept memberships.
The creation of the Master Plan for Public Art was intended to provide a framework for decision
making by future Society board members, Boards of Aldermen, and Town officials in identifying,
prioritizing, funding, implementing, and maintaining arts projects within some broad goals.
Throughout the process of writing the master plan, input was sought from the Board of
Aldermen, Mayor, and Town Manager to ensure that the document complied with the intent of
the Town in creating the arts initiative. The plan includes specific policy recommendations for
the Board of Aldermen and it is the intent of the Public Art Society Board that the plan will be
adopted by Town in its entirety. The Board also received valuable input from leaders in the arts
in various capacities in the region.
As specific arts projects are conceived, a concept plan and draft RFP (or Call to Artists) will be
presented to the Board of Aldermen for their approval so that the Town is in agreement with the
Society's plans. It is the intent, however, of both the Board of Aldermen and the Board of the
Public Art Society that the Society be responsible for the selection of all artists and projects to
be installed within the community. Town staff will be included in.the process for any specific
project to ensure that they are aware of any involvement that may be needed from them with
respect to the implementation, installation, and maintenance of any arts projects.
At the beginning of each fiscalyear, the Public Art Society Board intends to develop an annual
art plan, identifying specific goals for thatyear and seeking projects that meet those goals. It is
the hope of the Board that the Society will pursue at least two projects eachyear from the fol-
lowing categories:
Visual Arts Installations
Performing Arts Events
Arts Education
The goal of the Board is that balance will be sought over time, so that there is no greater
emphasis placed on one type of project over another.
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37
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The Public Art Society has been created by the Town of the Westlake to be a body which pro-
motes the arts within the community and serves various groups in carrying forth the mission to
implement public art within the community. The society serves:
1. The Town of Westlake in its mission to implement a public art program.
2. The Private Development Community in its goals to comply with the Town's policies
on public art that also provides an amenity to their developments, enabling them to attract
tenants and users to their sites.
3. The residents of Westlake and the Art Society Members by providing an amenity that
enhances their Quality of life.
4. Area employees by providing an amenity in their work environment.
S. Students in Westlake by fostering an awareness of the arts.
6. Visitors to Westlake by providing an amenity that encourages them to return.
7. Prospective corporations considering locating their campuses in Westlake.
The responsibilities of the Public Art Society are to:
1. Develop an annual Public Art Work Plan to the Board of Aldermen, including location of
public art projects, project goals, and artist selection methods, as well as related public art
programming.
2. Participate in the Capital Improvement Program Planning Process.
3. Make an annual report to its members and the Board of Aldermen regarding public art
program accomplishments.
4. Make recommendations to the Board of Aldermen regarding the placement or removal of
artwork on public property, including the selection of artists for public art projects, the
acQuisition of artwork, the acceptance of works of art as gifts or loans, the de-accession of
artwork, performing arts projects or arts education.
6. Provide guidance to private developers in commissioning public art as part of development
projects and to help them comply with the public art policy.
-1 9
7. ldentify collaborations and sources of funds for performing arts, arts education projects,
or visual arts installations.
8. Develop programs designed to inform and engage the citizens of Westlake in the Public
Art Program.
9. Provide guidance to the Town on the integration of public art into other Westlake
endeavors and improvements.
10. Other responsibilities as reQuested by the Town of Westlake, the development
community, or other groups served by the Public Art Society.
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Prior to the budget season, the board of the Public Art Society will meet to plan the intended
arts projects for the comingyear. This may include the evaluation of projects which have been
presented at an earlier time or it may include projects the board would like to see completed to
balance their goals. It is desired that at least two projects be implemented eachyear from the
categories of visual art, performing art, and arts education. The board will develop an arts
plan for theyear that will include specific locations, desired themes, and types of projects (out
of the broad categories of visual, performing, or educational arts projects). Once the board
has made this determination, it will present this plan to the Board of Aldermen and will post
the plan on its website to make the public aware of the intended projects for thatyear. A fund-
ing plan will be included that will identify the sources and uses of funds for each project.
Unless the project is a pre-determined opportunity, the plan will likely call for the issuance of
an RFP and Call to Artists. This will be accomplished by posting the RFP in sources such as
the Public Art Network ListSERV and through area arts organizations. The Board of the Public
Art Society shall determine which artists and proposals to accept and will be responsible for
the implementation of the plans for each fiscalyear.
The community, the members of the Public Art Society, and the Board of Aldermen will be
kept up-to-date on the progress of each project annually through periodic presentations at
Town meetings, postings on the website, and through mail/e-mail correspondence.
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Private sponsors who wish to support the Town of Westlake's public art initiative may choose to
give a gift of a piece of art, make a loan of a piece of art for temporary or permanent display, or
may choose to sponsor a performing art or arts education event. In many communities the core
of works within their collections have come from such private beQuests and sponsorships.
The Public Art Society wishes to encourage this kind of civic celebration and partnership while
stating its conditions for the acceptance of permanent or temporary works or sponsorships. In
response to an offer of a gift or loan, the Public Art Society will consider how the offer fits
within the overall goals of the program, as well as the cost to insure and maintain such a gift.
The Town may not be able to accept gifts or loans if the project is outside of the goals for
installations in public sites, if the subject matter or composition is viewed by the Public Art
Society as inconsistent with the objectives of the public art initiative or offensive to the public,
or if the cost to transport, install and maintain the work is beyond the ability of the Society to
manage.
The Board of the Society is grateful for the generosity of the community we serve and we look
forward to the possibility of receiving these gifts or loans if we are able to do so.
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The Public Art Society is being established as a SO](c)3 entity that is semi-independent from
the Town of Westlake in order to provide the maximum financial and tax benefit to donors who
wish to contribute within the limits of US tax laws. To the extent possible, gifts from
corporations and private individuals, families, and trusts will be used for arts installations and
programming, with funds received from the town and other sources used for administrative
costs. Letters will be mailed to donors annually for tax reporting purposes.
It is the intent of the Board to provide transparent reporting to donors so that they will be
assured that their gifts and pledges are being utilized for the purpose of providing art within
the town. Similarly, the PAS will also give such assurance to the Town of Westlake that
monies provided by the municipality go for the stated purpose of achieving the Town's vision
for public art within the community.
Pledges and donations of non-cash vehicles, such as stocks, insurance policies, real estate, or
other instruments will be addressed with donors and the Society to achieve the goals of both
the giver and the recipient. All gifts, cash and non-cash, are gratefully appreciated and will be
fully acknowledged through our website, in printed materials and at events, as appropriate.
�I�I-
i
l<:f6i� r�i'`l 1VJ
Fundamental to the ongoing integration of public art into the community is a provision for long-
term stewardship. The establishment of a long-term comprehensive stewardship plan for the
conservation and maintenance of arts installations is critical to the viability of the program in the
future.
°rmanent art installations will reQuire a "Conservation and Maintenance Plan" to be submitted to
e Public Art Society by the artist which provides guidelines for the maintenance of the art. This
an will be a reQuirement for each project.
-he Board of the Public Art Society has conducted a significant amount of research in preparing
his master plan. Among the topics of importance to us has been how public arts groups deal with
:onserving and maintaining permanent arts installations. Many cities have found that they needed
o modify their budgets or increase their arts funding because they failed to consider the cost of
naintaining art installations within their city. This will be of particular importance in Westlake as
ve imagine many arts projects which are interactive and may experience physical contact by
esidents, visitors, or children.
The Public Art Society of Westlake will maintain an
updated inventory of the Town's public art, regularly
assess its condition, and promote ongoing stewardship
through a conservation and maintenance budget. A
common practice is to set aside a fund eQuivalent to 5% of
the annual budget of the organization to be dedicated to
conservation and maintenance. This board has adopted a
5% set aside and intends that these funds be invested in an
interest-bearing account and drawn upon over time as
needed for the maintenance of art. This maintenance may
include repairs of any damage which is caused to a work, a
restoration as a piece of work ages, or routine mainte-
nance such as mowing in landscaped areas. This percent-
age may change at the discretion of the Board of the
Public Art Society in its annual budget planning based on
experience from year-to-year.
It is further the intent of this Board that the Public Art
Society maintains adeQuate insurance coverage, under the
policies of the Town of Westlake and possibly under its
own policy if reQuired. This insurance is intended to
cover damage to works of art, theft of works of art, or the
injury of anyone involving a piece of art. Insurance may
also be needed for performing arts projects.
�I.S
,j6,
Public Art Program Comparisons
MIN
Allen,TX 43 4 2+0105 2/of CIP
Arlington,VA
189:453
2004
1.5%Of CIP
Developers encouraged
Atherton.CA
194
1996
Prrtele funded
Atlanta,GA
415.474
1974
15%of CIP
Austin.TX
656.59632
1985
2%cfI CIP
Boise:ID
208,000
2001
1A%cf CIP
1%
Voluntary on prime development
Brea CA
36,000
1934
1%of CIP
1%aver$1.5 m
Mandated
Burbank,CA
100000
1992
1%of CIP
1%o%er 1$500k
Cary,NC
94,5313
2000
1-A of Gip
vhapei Hill.NC
43,71
2.006
2%cr CIP
2/a
VOIWiiary on private deveIopmer?t 4Yih ind;ice.,nents
Charlotte,NC
540,328
1931
1%of CIP
i%
Voluntary on prvate development
Chico,CA
71:298
1935
1%
1%
Vcluntaryy on prime de'elopment
Clearwater.FL
108.0^,0
2000
1.5%of CIP
EncouragediVoluntary or;private de',relopment
Corrus'Christi.TX
277.454
1937
':..25%cf CiP
EncouragediVoluntarr on p:."ivete tle Iopmert
Dallas,TX
1,200,00"v
'938
0.75-1.5`; of
CIP
Encouraged,`oluntary on private development
Des Moines,LA
431.3x
2,301
0%
E?neriaille,CA
7 900
1990
5%of C1P
1%over$300k
Mandated
Escondido,CA
130.000
1939
$u.1a'SF ne'vv dev
Mandated
Fort Lauderdale,FL
152.39:
1976
2%of CIP
Vcluntaryy cn private development
Fort v,8th.TX
653.320
2001
2%of CIP
Fremont.C.4
203.413
1987
1.0%of CIP
Voluntary c9,prate development
Frisco.TX
33.714
2002
2.%or CIP
Grapevine,TX
42,059
Sale of reproductions of public art
Long Beach,CA
450,000
1998
I%ofRedev
projects
1%ofoublic!Ph,,ate
projects
Los Angeles,CA
3;500.000
'939
i%of CIP
1%non-es over$530k
Mandated
Loveland.CO
59.563
1985
1%of C!P
Voluntary on pri+rate development
Minneapolis,MN
2,963.306
1934
I%of CIP o"ter
$500k
Voluntary,but encouraged on pd,,ate de)elopmenft
Nasnulle;TN
1,200000
2000
1%of CIP
Oakland,CA
4;;0,000
1939
1.5%of CIP
Parr Desert,CA
340,000
1936
%o C3P
Up to.0%
Mandated
Par-Springs,CA
13.390
1933
0.5%of commerc:al
construction
Mandated
Pasadena.CA
150.0+00
1988
1%'less admin
costs
1%less iandic`is tes
Mandated:mul'tip'le options`:or private compliance
Philadelphia:PA
1,300.000
1959
1%of C!P
1%Of pubilClprit2te
projects
Mandated
Phoenix,AZ
1.300.0.3
1986
1%of CIP
Portland,OR
1,5GQ.00'13
'x980
.3 is Of CIP
owr$100k
Mandated;density bonuses on private development
Richmond,CA
130,000
1997
5%of CIP Over
$300k
Mandated:prrte development encouraged
Sacramento,CA
40ID:000
1977
2%of CIP
2%of Reoevel.
Agency p^rte
Projects
Sari Diego,CA
1,200 000
1991
2%of CIPs
>$250k
1%non-res over$5
million
Mandated vvith optional payments
San Francisco:CA
700.000
199,7
2%of Cps
c��
,9
Dc
lncreasingly cities across the US have begun to implement a policy for public art and private
development. This is done for many reasons, but in Westlake it is largely a necessity given
how little public infrastructure there is at present and how long it will likely be before any
meaningful public development occurs. Already private developers in our community make art
a priority in many of their developments, either in the choice of basic design elements or in
the placement of significant artwork within their development. The Solana development is an
excellent example. This Policy will make our interest in this common practice an official town
policy.
In Westlake we envision that residential property will be exempted from any policy regarding
public art, although this Board envisions the encouragement of artistic signage, landscape,
architectural design, and entry features in all residential subdivisions. As the public art pro-
gram takes root, we expect that residential developers will desire to implement public art
within their community to reflect the values of the town of Westlake overall. Commercial, of-
fice, and retail developments will be included in the policy.
It is the intent of this Board to not make the public art program be too onerous to developers.
We sought their input as we developed this policy so that we could establish a truly collabora-
tive public/private partnership. We believe that the most effective plan for public art in private
development allows the developer to reap an economic impact from its investment by provid-
ing an amenity that helps them to secure tenants, buyers, and end-users.
The proposed policy for Public Art and Private Development allows flexibility for the
developer in compliance by offering options. Commercial developments below$500,000 are
not reQuired to comply.
For those developments exceeding$500,000 in proposed cost, the developer has two options
for compliance:
1.5% for On-Site Public Artwork: With this option the developer can implement his own
artwork plan on-site for permanent installation of art which is available to the public with a
maximum annual expenditure of$1 million. A rollover option is available to spread the
funding out over a period of time. The Public Art Society will administer the program, but
will work with the developer to ensure that art selected for the project is consistent with
the theme of development, as well as the goals of the Society.
2) Annual Funding Program in Lieu of Percent for Art: With this option the developer
can contribute to the Public Art Society's fund with an annual contribution of$50,000 for
a guaranteed funding period of 20years. The Public Art Society agrees to utilize up to
b0% of the fees contributed by the developer on their property, with the balance going to
fund other arts initiatives within the community.
_>O
Benefits of Option is
• Maximized investment in property, increased property identity recognition with
signature artwork, and enhanced public image.
• The ability to leverage the impact of artwork to supplement and enhance the project by
commissioning an artist to design previously budgeted items such as an entranceway or
water feature.
The developer's choice of selecting artists and artwork that best fist within their overall
scope and design of the project.
Benefits of Option 2:
® Bypass the commissioning of an artist and subseQuent installation of site-specific public
art on the property.
A chance to contribute to the enhancement of Westlake's public spaces.
Recognition as a civic benefactor.
® Not responsible for future maintenance of artwork within the city.
More information about this policy can be found in the Public Art & Private Development
Policy document on our website.
S'
Numerous individuals have provided support and guidance through the process of writing this
master plan by reviewing the document and offering their input. The board of the Public Art
Society gratefully acknowledges the following for their assistance:
Ms. Terri Messing, Director, Southlake Public Arts Society
Ms. Lisa Wax, resident of Westlake and board member, Fort Worth Public Art Council
Mr. Paul Mejia, Co-artistic Director, Metropolitan Classical Ballet
Ms. Karin Newell, President, ARTSNET
Mr. Lumberto Alvarez, Professional Artist, Southlake
Ms. Margaret Chalfant, Executive Director, Greater Denton Arts Council
Dr. Robert Milnes, Dean, Visual Arts, University of North Texas
Ms. Anne Allen, Public Art Project Manager, Fort Worth Public Arts Council
Mr. Tom Allen, Maguire Partners
Mr. Mike Berry, Hillwood Development
>Z
Poprccaf P to-6 if
Mayor Laura Wheat
Alderman Larry Corson
Alderman Don Redding
Alderman Carol Langdon
Alderman Tim Brittan
Alderman Rebecca Rollins
Town Manager: Tom Brymer
Town Finance Director: Debbie Piper
Town Administrator: Todd Wood
Parks & Recreation: Troy Meyer
Public Works: Jarrod Greenwood
Public Safety: Don Wilson
Michelle Corson, President
Carol Langdon, Vice President*
Tim Brittan, Secretary*
Dave Rollins, Treasurer, Website Chair
Kay Anderson, Membership Chair
Shannon LaRue, Artists Registry Chair
Mary Petty, Grants Chair
Leah Rennhack, Communications Chair
* Served on the Public Art Society until May 101h when
they were elected to the Board ofAldermen;contributed
greatly to the writing of this plan.
53
_5.�
town of
k�,i Le-s t I�
Item # • Board
Calendar
Back up material has not
been provided for this item.
- Texas Municipal League Newly Elected Officials training
o 7/25 —7/26/08, Austin, 7:30 a.m.
o 8/8 - 8/9/08, Austin, 7:30 a.m. .
- Texas Municipal League Region VIII Quarterly Meeting
o 7/31/08, 6:30 p.m., City of Azle Community Center
- NW Metroport Chamber Luncheon—Education address to include
Head of School Mark Rosevear
o 8/5/08, 11 a.m.to 1 p.m., Trophy Club Country Club
- Texas Municipal League Annual Conference and Exhibition
o 10/28— 10/31/08, San Antonio, Texas
- Joint Board of Aldermen/Planning& Zoning Commission land
use/zoning training, date TBD
Town of
Westlake
Back up material has not
been provided for this item.