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HomeMy WebLinkAbout07-14-08 TC Agenda Packet [IFFIMEW 11 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 rusm 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 1011 or 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 11T,M&MZT-1VIIII]& 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. r 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 t - El A 4 u 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 hTgAll-M mom ME 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 rr + 7 w / > : is viii 4—) 66 c 0 U) m _0 Q):� > (1) u -O,c U > o 0 LL U) M 4-J 4-j ro U) U) U U E Q) to U= M.4-J =a) C c: 3: w C U= 04 '' 4-J w cm_r_ O > Ln E E > 0 0 41 L_ 4-J aj U) U) :3 u 4-j (M-C Q) -C 4-j _0 Q):� > (1) u -O,c U > o 0 LL U) M 4-J 4-j ro U) U) U U E Q) to U= M.4-J =a) C c: 3: w C U= 04 '' 4-J Em u I- : O O .& Q) (1) Z75 rC3 4 Ul Ul -7,-J 0 L Q) fu 1- 0) - u 4-J -C • ��o E ul W E 11 \ � � col Z LL, Et Qj lz 7' LL 22: 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 � � ' - - -r i. • is 1 1 is • ' - - • : • • • i 1 fig^ A-1 Copier Tec Inc. 09MMEM 46808 247.50 100 RUMUM 44300 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 diytri6u&ethemto 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 8 12 16 19 24 28 30 31 32 36 39 41 43 44 45 48 SO 52 53 55 �7 l 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. kO �3pc`>z�raift' i 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 Westlake j1 F it j 6E6 1i E f f ] f i P iv al D to kij -I F a s Developer i rovide service the )evelopment .ommunity in stablishing art s an amenity their projects nd compering ith the Town's of icy. rovide an ,nenity that rnulates conomic evelopment Id growth 3tJ.i. Nelsv. a 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. l 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." N_ L,�ccwb,�Clu 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. (C� 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. f '- 1 1 S t _ 9 �} Z E.i uY" fi v �9 h , A �I Y MW r�r l( ff f 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. l� 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. ?O ?j I -�3 lictill- � - =r . 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 -wZ5 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 ?l 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. _-:c� 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 &C 1-ZrKJ- 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 33 / Individual / Donations& Memberships Fnndin� | /mvu Fundino Conservation& Maintenance onPuW�c ��5 �cO �,z Cem ern f i,, 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. 3(,- 37 3`,q 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. �0 ­-i - - ­� P/a&/ , 111ma/ 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. ,A? dZ< fli if 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. ,V-3 r 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.