HomeMy WebLinkAbout07-14-08 TC Agenda packet 1
TOWN OF WESTLAKE, TEXAS
BOARD OF ALDERMEN REGULAR MEETING
A G E N D A
July 14, 2008
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE
MUNICIPAL COURT ROOM, SUITE 207
7:00 p.m.
1. CALL TO ORDER.
2. PLEDGE OF ALLEGIANCE.
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 Page 2 of 2
Regular Meeting
July 14, 2008
d. Consider a Resolution approving amendments to the Town of Westlake Personnel
Manual.
5. ELECT A MAYOR PRO TEM.
6. CONSIDER AN ORDINANCE ADOPTING A RATE INCREASE FOR
RESIDENTIAL SOLID WASTE COLLECTION SERVICES.
7. 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.
8. CONSIDER ADOPTION OF A PROPOSED PUBLIC ART MASTER PLAN.
9. BOARD CALENDAR.
- 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
10. ADJOURNMENT.
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION
AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS
551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT CODE.
CERTIFICATION
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 of
Allegiance
Texas Pledge:
"Honor the Texas
flag; I pledge
allegiance to thee,
Texas, one state under
God, one and
indivisible."
Town of
Westlake
Item # 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.
TOWN OF WESTLAKE, TEXAS
MINUTES OF THE
TOWN OF WESTLAKE, TEXAS
BOARD OF ALDERMEN WORKSHOP
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.
1. CALL TO ORDER.
Mayor Wheat called the workshop to order at 4:11 p.m.
2. PRESENTATION AND DISCUSSION OF A PROPOSED PUBLIC ART PLAN BY
THE WESTLAKE PUBLIC ART SOCIETY.
Mayor Wheat introduced Mrs. Michelle Corson, chair of the Public Art Society of
Westlake.
Mr. Corson addressed the Board regarding the proposed public art plan “Creating Culture,
Connecting 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 Page 2 of 5
Workshop
June 23, 2008
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 AND DISCUSSION OF WASTE MANAGEMENT SERVICES
CONTRACT AND RATES.
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.
3. PRESENTATION AND DISCUSSION ON THE STATUS OF THE
CONSTRUCTION ESTIMATES AND FUNDING FOR THE ARTS AND SCIENCES
CENTER.
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
Cash on Hand
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 TOTAL $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 1 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 Page 4 of 5
Workshop
June 23, 2008
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 THE STATUS OF THE FM 1938
IMPROVEMENT PROJECT.
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 II 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.
APPROVED BY THE BOARD OF ALDERMEN ON JULY 14, 2008.
____________________________________
Laura Wheat, Mayor
ATTEST:
__________________________________
Kim Sutter, TRMC, Town Secretary
MINUTES OF THE
TOWN OF WESTLAKE, TEXAS
BOARD OF ALDERMEN REGULAR 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. CALL TO ORDER.
Mayor Wheat called the meeting to order at 9:48 p.m.
2. PLEDGE OF ALLEGIANCE.
3. CITIZENS' PRESENTATIONS.
There was no one present wishing to address the Board.
4. CONSENT AGENDA.
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 No. 08-41 - Consider a Resolution authorizing the termination of the
agreement between Night Line Janitorial Services, Inc.
Town of Westlake Board of Aldermen Page 2 of 4
Regular Meeting
June 23, 2008
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.
5. ELECT A MAYOR PRO TEM.
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 Tem
until Aldermen Redding is present. Alderwoman Rollins seconded the
motion. The motion carried by a vote of 4-0.
6. CONSIDER A RESOLUTION REAPPOINTING AND APPOINTING MEMBERS
TO BOARDS, COMMISSIONS, 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 Housing Authority Term Expires
Reappoint Jim Carter June 2010
Reappoint Jac Irvine June 2010
Reappoint Jill McKean June 2010
Town of Westlake Board of Aldermen Page 3 of 4
Regular Meeting
June 23, 2008
Westlake Academy Foundation Term Expires
Reappoint Julie Timmerman June 2010
Reappoint Chris Noonan June 2010
Reappoint Bill Greenwood June 2010
Following discussion by the Board, Mayor Wheat asked for a motion.
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.
7. CONSIDER A RESOLUTION APPOINTING A PRESIDENT TO THE WESTLAKE
ACADEMY FOUNDATION BOARD OF DIRECTORS.
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.
8. DISCUSS AND CONSIDER A RESOLUTION DESIGNATING AN ELECTED
OFFICIAL FROM THE GOVERNING BODY TO SERVE AS ITS VOTING
REPRESENTATIVE TO THE NORTH CENTRAL TEXAS COUNCIL OF
GOVERNMENTS (NCTCOG) 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.
9. CONSIDER AN ORDINANCE AMENDING THE EXISTING GAS FRANCHISE
BETWEEN THE TOWN AND ATMOS ENERGY CORPORATION.
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 Page 4 of 4
Regular Meeting
June 23, 2008
MOTION: Alderman Brittan made a motion to adopt Ordinance No. 596, 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.
10. BOARD CALENDAR.
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
11. ADJOURNMENT.
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.
APPROVED BY THE BOARD OF ALDERMEN ON JULY 14, 2008.
_________________________________________
Laura Wheat, Mayor
ATTEST:
________________________________
Kim Sutter, TRMC, Town Secretary
Town of Westlake, Texas
Board of Aldermen Retreat Minutes
Embassy Suites
2401 Bass Pro Drive
Grapevine, Texas
June 27 & 28, 2008
PRESENT: Mayor Laura Wheat and Aldermen Tim 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.
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 lunch.
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 Page 2 of 2
Strategic Planning Retreat
June 27 & 28, 2008
Saturday, June 28, 2008
The session reconvened at 8:30 a.m., Saturday, June 28, 2008, with the following Board
and Staff members in attendance:
PRESENT: Mayor Laura Wheat and Aldermen Tim 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.
APPROVED BY THE BOARD OF ALDERMEN ON JULY 14, 2008.
____________________________________
Laura Wheat, Mayor
ATTEST:
____________________________________
Kim Sutter, TRMC, Town Secretary
TOWN OF WESTLAKE
Invoices Received: 06/16/08 thru 07/06/08
For Review by Board on 07/14/08
VENDOR NAMEINVOICEAMOUNTFUNDACCTDEPT DESCRIPTION
A-1 Copier Tec Inc.46808247.50 1004430011 100% Quarterly Copy Charge DP3520 - Admin
AT&T Long Distance 1 (81 0604200870.21 1004530511 Town - 70% Long Distance Service allocation
Banc of America Leasing010433806257.61 1004430211 100% Copier Lease DP3520 Admin
City Florist00059862.00 1004619011 Arrangement for: Barbara Crow
Clarence West1982224.90 1004330511 Legal Fees - Telecom/ROW (Coalition of Cities)
Corporate Couriers6546065.40 1004614511 Courier Service: Deloitte Econ Development Agreement
Marriott International337H1037595,621.76 1004561011 Scott Bradley's farewell lunch
Office Depot0619200871.01 1004583011 Binders, index makers, pens & pads: Retreat
Office Depot 433460677-001 96.29 1004610511
Pens, ink cartridge, batteries, post-it notes & letter size hanging
folders
Office Depot 433909281-001 8.98 1004610611 Plastic forks & spoons
Office Depot 433909281-001 121.01 1004610511 Envelopes, copy paper, postage meter labels & pens
Office Depot 434372996-001 71.01 1004610511 Binders, dividers, pens & pads
Office Depot 434520674-001 49.99 1004610511 Binders & index makers: Budget Preparation
The Elim Group0703200811,554.28 1004583011 2008 Retreat Expense
Vickie BrownPR070608405.00 1004333511 Contract labor-Admin
WB Texas ResortCR0430083,100.00 100227600 Duct Bank Reimbursements for: 2206 Cedar Elm - April 2008
WB Texas ResortCR0531086,200.00 100227600
Duct Bank Reimbursements for: 2110 Cedar Elm & 1905 Blue
Stem - May 2008
Total Administration28,226.95
3-D Consulting LLC05081,980.00 1004333612
Contract services re: Deloitte and Touche Traffice Impact Analysis
& Westlake Corners Traffic Impact Analysis
C&C Engineering3172180.00 1004326012 Third Party Plan Review & Inspections
Kwik Kar Lube & Tune 00001-01629892 72.34 1004621512 Oil Change for Building Official/P&Z vehicle
Panda Embroidery54512164.50 1004660512 Embroidery for Uniforms
Total Planning/Develop.2,396.84
A-1 Copier Tec Inc.46809105.20 1004430013 40% Quarterly Copy Charge - Sharp 275 - Secretary
Alliance Regional 05312008121.99 1004540513 Public Ads - Ordinances/Bids/P&Z
Great America Leasing760352990.58 1004430213 40% Copier Lease - Sharp AR275 - Town Secretary
Identitec947-608-6280.00 1004615013 Board of Alderman plaques: Tim Britten & Rebecca Rollins
Reprographics42131915.00 1004621513 Poster to celebrate Bradley event
Total Town Secretary412.77
Home Depot103255349.69 1004421014 Telephone & key rings
Home Depot311066454.97 1004421014 Hose reel
Home Depot311066510.10 1004421014 Hose menders & washers
Home Depot50206557.72 1004421214 Strap, PVC adapter & pipe, 3/4" coupler
Home Depot402865616.90 1004421214 20 amp connector
Intermedix070320081,405.39 1004333414 EMS User Fee - June 2008 (Total collected $11,711.56)
Jacksonco Supply, LLC063308454.44 1004420914 Cleaning Supplies/Products for the Fire Station
KnoxINV002092811,924.00 1004617014 KeySecure software w/USB PC Cable & mounting bracket
Lowes062420081,463.00 1004741514 Fire Station: Whirlpool washing extractor plus delivery
Nortex Modular Space21669618.75 1004532514 Building Lease - Fire Station: July 2008
Office Depot 434192967-001 137.56 1004610514 Binders and dividers
Roanoke Auto Supply0617200814.19 1004621514 Oil filter wrench & oil
Schad & Pulte Welding17199565.00 1004661514 Medical supplies
Stericyle400012463114.33 1004661514 Hazardous Waste Management Fee
T-Mobile06282008103.70 1004531014 Wireless Internet Cards for EMS vehicles
Tri-County Electric 131-80 06242008481.40 1004622014 Fire Station Electric Service
Witmer Associates, Inc.631270157.49 1004660514 6 1/4" shields (4)
Total Fire Dept.6,978.63
Page 1 of 37/9/2008 2:54 PM
TOWN OF WESTLAKE
Invoices Received: 06/16/08 thru 07/06/08
For Review by Board on 07/14/08
VENDOR NAMEINVOICEAMOUNTFUNDACCTDEPT DESCRIPTION
A-1 Copier Tec Inc.46809131.50 1004430015 50% Quarterly Copy Charge - Sharp 275 - Court
Great America Leasing7603529113.21 1004430215 50% Copier Lease - Sharp AR275 - Court
Kwik Kar Lube & Tune 00001-01763772 39.75 1004621515 Oil Change for Marshal vehicle
Office Depot 433460677-001 19.04 1004610615 2/cases of water & kleenex
Office Depot 433608202-001 79.99 1004616515 Canon flatbed scanner
Office Depot 433824447-001 71.26 1004610515 Ribbon cassettes for mail machine
Office Depot 433961299-001 47.64 1004610515 USB cable, black mesh desk shelf & phone/planner stand
Office Depot 434120363-001 14.32 1004610515 USB Cable extension
Total Court516.71
Arbor Care309850.00 1004321316
Remove limbs from behind campus, clear signs, remove pecan at
park
Brock Paving Industries08-31-018,202.75 1004430316
Asphalt road & washout repairs & compaction (Ottinger, Dove &
Roanoke Road)
Tri-County Electric 150-50 0624200817.11 1004622016 ROW Irrigation Electric - Fair Oaks Drive
Tri-County Electric 150-50 0624200816.88 1004622016 ROW Irrigation Electric - Dove Road
Total Public Works9,086.74
Access Lift & Service07010824100.00 1004590317 Elevator Maintenance for the month of June 2008
Arbor CareArbor Care850.00 1004334417
Remove limbs from behind campus, clear signs, remove pecan tree
at park
Hadden Landscaping28718410.00 1004334817 Tractor mow behind school
Hadden Landscaping28719140.00 1004334417 Mow Vaquero Median, weed eat & clean up
Hadden Landscaping28788345.00 1004334017
Academy: irrigation box and install 2.5" ball valve by handicap
parking area
Hadden Landscaping28816440.53 1004334017 Academy: install valve by playground
Hadden Landscaping28832477.25 1004334417 Westlake Median - irrigation repairs: installation of rain sensor
Hadden Landscaping28868221.85 1004334417 Westlake Median - irrigation repairs heads & rotors
Home Depot70817813.94 1004333717 TK Wasp
Home Depot806365414.70 1004421017 Tape, silicone and bits
Home Depot002923622.30 1004334817 Mulch for tree at Academy
Humphrey & Assoc66838557.95 1004421817 Lamp and Bulb Supplies/Materials
Humphrey & Assoc66838806.50 1004335217 Contract Electrical/Lighting - Labor
Leslie's 1160813916.48 1004335117 Pump installed
Leslie's574-41747371.94 1004422517 Service call, fuel surcharge and installation materials
Logical Solutions1010571,725.00 1004333817 Preventative Maintenance Contract: Billing #3 of 4
Old Faithful5989300.00 1004334017 Academy: Irrigation repair
Troy MeyerER063008213.63 1004582517 Mileage for the month of June 2008
Total Facilities/Grounds 7,917.07
Pattillo, Brown & Hill, LLP2641235,950.00 1004325018 Remaining balance of total $23,500.00 Annual Audit
SHRM9002023497160.00 1004611518
Membership dues: Society for Human Resource Management from
10/01/2008 to 09/30/2009
Total Finance6,110.00
Hadden Landscaping28720438.28 1004430619 Mow & Weedeat at the Cemetery/Parchman House
Home Depot501256626.67 1003940019 Marker for paint
Home Depot556236127.96 1003940019 Ground breaking supplies
Home Depot708178129.82 1003940019 6/Paint
Home Depot556139229.82 1003940019 Paint for ground breaking outline of building
Martin Preferred Foods732953683.20 1003940019 Beef/Ground Angus for ground breaking
Old Faithful5990202.45 1004334019 Glenwyck Farms: Waterfall/Fountain repair @ Park (50% to HOA)
Texas Aqua Serve05312008471.24 1004591119 May 2008 Pond Maintenance - charge 50% to GW Farms
Texas Aqua Serve06302008519.25 1004591119 June 2008 Pond Maintenance - charge 50% to GW Farms
Tri-County Electric 150-50 06242008294.72 1004622019 Park Electricity - 50% to GWF HOA - east side of park
Tri-County Electric 595-772 06242008271.18 1004622019 Park Electricity - 50% to GWF HOA - center of park
Total Parks/Recreation2,994.59
Page 2 of 37/9/2008 2:54 PM
TOWN OF WESTLAKE
Invoices Received: 06/16/08 thru 07/06/08
For Review by Board on 07/14/08
VENDOR NAMEINVOICEAMOUNTFUNDACCTDEPT DESCRIPTION
CDW Government, Inc.KTD9697418.60 1004340520 (35) Trend anti-virus for all computers
Kaleidoscope2008010175.00 1004341520
Annual domain renewal: townofwestlake.org; westlakecourt.org;
westlaketexas.org
Kaleidoscope20080108600.00 1004326720
Administirative Support Service (network administration, talking with
Cisco people, etc)
Kaleidoscope20080108605.00 1004326520
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.KTD9697418.60 199130200 Due from Academy (35) Trend anti-virus for all computers
City Florist00070177.00 199130200 Arrangement for: David Kennedy
Total Academy Fund495.60
AT&T Long Distance 2 (81 0604200815.04 2204530511 Visitor Fund - 15% Long Distance Service allocation
Pattillo, Brown & Hill, LLP2641231,275.00 2204325011 Remaining balance of total $23,500.00 Annual Audit
Due from Visitor Fund1,290.04
Longhorn, Inc.S1710965.001539.64 4101660013.15 A&S Center Electrical Conduit
North Texas Contracting06302008120,314.70 4101660013.25 Utility Relocation A&S Center
Pate Engineers01040821,200.00 4101660013 Arts & Science Building - Engineering and Surveying Services
Due from Capital Projects 122,054.34
Acme Television Co.1578475.00 5004411416 Clean out (mud camera) - Broken Bend
American Leak Detection11355250.00 5004411216 Digital correlation to detect leak (intersection of Dove & Precinct)
AT&T Long Distance 3 (81 0604200815.04 5004530516 Utility Fund - 15% Long Distance Service allocation
Atlas Utility Supply156663240.27 5004411216 Repair clamp
Atlas Utility Supply156663149.63 5004742016 Misc. meter fittings
Atlas Utility Supply156665650.00 5004411216 3" firehydrant meter
Atlas Utility Supply156665153.53 5004742016 Misc. meter fittings
Emergency Vehicle Eqt222669100.50 5004621616 Service & maintenance
Fort Worth Water Dept0623200835,784.87 5004410516 Water Volume Purchases
Fort Worth Water Dept0623200850.00 5004410616 Water Service Charge
Fort Worth Water Dept0623200817,612.18 5004411016 Water Peak Payment (rate of use charge)
HillwoodCR0512081,626.00 5004882016 Debt Service - Hillwood area (April consumption)
HillwoodCR0512081,948.75 5004882116 Debt Service - Town area (April consumption)
HillwoodCR0613082,315.50 5004882016 Debt Service - Hillwood area (May consumption)
HillwoodCR0613083,000.00 5004882116 Debt Service - Town area (May consumption)
Home Depot002788535.88 5004412316 2/sump pump hose kit
Pattillo, Brown & Hill, LLP2641231,275.00 5004325016 Remaining balance of total $23,500.00 Annual Audit
RJN Group18-2301-00-022,750.00 500166005.25 N1 Capital Project: Flow monitoring services
Westlake Utility Refunds1-5100-2182.89 500202040 Utility billing refund for: 2009 Nighthawk
Westlake Utility Refunds99-10113-1150.00 500202040 Utility billing refund for: 1236 Westlake Parkway
Due from Utility68,765.04
A-1 Copier Tec Inc.4680926.30 100131000 10% Quarterly Copy Charge - Sharp 275 - TSH
Great America Leasing760352922.65 100131000 10% Copier Lease - Sharp AR275 - TSH
Due from TSH48.95
Grand Total 258,992.87
Page 3 of 37/9/2008 2:54 PM
Town of Westlake
Memo
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
ITEM
Consider a Resolution approving amendments to the Town of Westlake Personnel Manual.
BACKGROUND
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
TOWN OF WESTLAKE
RESOLUTION NO. 08-45
APPROVING AMENDMENTS TO THE TOWN OF WESTLAKE PERSONNEL
MANUAL.
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;
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF ALDERMEN OF
THE TOWN OF WESTLAKE:
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 “A”
Town of Westlake Personnel Manual
Recommended Changes
Dress Code
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 fits 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. Jeans, 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. There is no provision for jeans or tennis shoes for office personnel.
Office personnel will be also be permitted to participate in “casual Fridays”. During casual
Fridays, office personnel will be permitted to substitute jeans for slacks / khakis. Jeans
should be clean and free from holes, tears, or lettering, and should not compromise the
standards of a professional business environment. This policy will not affect the standards
required for shirts, pullovers, blouses, or footwear.
Employees who are required to wear specific uniforms are exempted from this policy.
In certain instances, there will be Fridays when business dress will be the appropriate attire.
This may include occasions when an employee’s schedule involves meetings or
presentations with members of the public or non-city personnel. Employees may choose to
dress in business attire every day, if they prefer.
This policy may be revised or eliminated by the Town Manager at any time.
Vacation Benefits
Regular employees completing six (6) months of service will have one (1) week of vacation
placed in their vacation bank. This vacation is actually earned between 6 and 12 months of
service. For the convenience of the employee, this one week of vacation will be available
for the employee to use at the beginning of the eligible period. and must be used before the
employee’s first (1st) anniversary date. If the vacation remains unused at that time, it will be
forfeited by the employee unless mandatory work schedules prevent any vacation from
being taken. On the employee’s first anniversary date, the employee will be given an
additional two (2) weeks of vacation to use before their second anniversary date. An
employee’s vacation bank may hold a maximum of one (1) year’s vacation accrual.
DPS 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. DPS personnel may bank up to two (2) years of accrued vacation in their
vacation bank.
Although earned vacation time accrues throughout the year, the full annual amount is made
available to each employee at the beginning of the year.
All employees may carryover one (1) year of accrued, earned vacation on their anniversary
date. Vacation banks may have a maximum balance of two (2) years of available vacation.
As vacation time is added to the employee’s bank on their anniversary date, any unused
vacation above this the maximum amount will be forfeited by the employee unless
mandatory work schedules prevent any vacation from being taken.
If an employee terminates employment having used more vacation leave than what has
earned for the year, the cost of those unearned leave days will be taken from the final pay-
check at the employee’s normal hourly rate.
All regular part-time employees who move to regular full-time employment status shall earn
vacation accruals according to the same schedule as any other new full-time employee.
Vacation that is earned and unused upon termination is payable at the employee’s regular
hourly rate.
Community Sick Leave BankProgram
The purpose of the Town of Westlake Community Sick Leave Bank Program is to provide
additional sick leave days to members of the Bankemployees 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 employee has exhausted all accumulated sick, vacation, and
personal leave as well as any comp time banked by non-exempt employees. Employees
wishing to join the Bank donate two or more days of sick leave each calendar year.
Should there be a catastrophic illness or injury of the member, or of a person in the
member’s immediate family (as defined in the policy), necessitating the need for additional
days after all accumulated sick leave, personal, vacation and comp time days (if applicable)
have been used, the member may submit a request for days from the Bankto the Human
Resources Department. Members of the Bank are eligible to apply for a maximum of ten
days per calendar year. Pregnancy and maternity leave will be covered by the Bank only in
the event that a catastrophic illness or injury occurs due to complications.
The Human Resources Department will solicit the donation of sick days from other Town
employees. Days which have been donated by will then be made available to the
employee. The identities all employees will remain confidential.
The Community Sick Leave Policy document shall govern all procedures of the program and
will be distributed to all employees upon hire. Copies of this policy are also available in the
Human Resources Department. and will be distributed to all employees annually during the
open enrollment period.
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.
RECOMMENDATION
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
TOWN OF WESTLAKE
ORDINANCE NO. 597
AN ORDINANCE OF THE TOWN OF WESTLAKE, TEXAS, AMENDING ORDINANCE
408; PROVIDING THAT THIS ORDINANCE SHALL BE CUMULATIVE; PROVIDING A
SEVERABILITY CLAUSE; PROVIDING FOR PUBLICATION; AND PROVIDING AN
EFFECTIVE DATE.
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
WHEREAS, The Board of Aldermen of the Town of Westlake approves amending Ordinance
408 “Appendix A”:
NOW, THEREFORE, BE IT ORDAINED BY THE BOARD OF ALDERMEN OF THE 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 14th 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
Appendix "A"
ALLIED WASTE SERVICES
FRANCHISED CITY RATES
TOWN OF WESTLAKE
COMMERCIAL FRONT-LOAD RATES
PICKUPS PER WEEK
SIZE1 X2 X3 X4 X5 X6 XEXTRA
2YD52.1581.71111.26140.82170.36199.9322.60
3YD64.32107.78151.25194.70238.16281.6223.92
4YD78.24130.39182.53234.68286.85339.0025.24
6YD91.97174.00243.38312.92382.46451.9926.08
8YD135.13222.52309.44396.36483.29570.2227.40
COMMERCIAL ROLLOFF RATES
SIZETYPEDELIVERYRENTALHAULDISPOSALTOTALDEPOSIT
PER DAYPER LDPER LDPER LDPER CONT
20YDOPEN70.003.00137.14150.00287.14200.00
25YDOPEN70.003.00137.14187.50324.64200.00
30YDOPEN70.003.00137.14225.00362.14200.00
35YDOPEN70.003.00137.14262.50399.64200.00
40YDOPEN70.003.00137.14300.00437.14200.00
28YDCOMPNEGONEGO137.14267.12404.26NEGO
30YDCOMPNEGONEGO137.14286.20423.34NEGO
35YDCOMPNEGONEGO137.14333.90471.04NEGO
40YDCOMPNEGONEGO137.14381.60518.74NEGO
42YDCOMPNEGONEGO137.14400.68537.82NEGO
FRANCHISE FEE PERCENTAGE12.00%12.00%
CASTERS:$10.00 /MONTHLOCKS:$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
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 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.
BACKGROUND
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.
FUNDING
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 Streetscape/Wayfinding Capital Project.
RECOMMENDATION
Staff recommends approval
ATTACHMENTS:
Resolution No. 08-46
Schrickel, Rollins and Associates, Inc. proposal
TOWN OF WESTLAKE
RESOLUTION NO. 08-46
AUTHORIZING A CONTRACT WITH SHRICKEL, ROLLINS, AND ASSOCIATES,
FOR CONSULTATION AND SCHEMATIC DESIGN OF
STREETSCAPE/WAYFINDING AMENITIES ON THE FM 1938 PROJECT.
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.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF ALDERMEN OF THE
TOWN OF WESTLAKE, TEXAS:
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 14th 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
Town of Westlake
Memo
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
ITEM
Consider adoption of a Proposed Public Arts Master Plan.
BACKGROUND
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.
FUNDING
Not applicable at this time.
RECOMMENDATION
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
Creating Culture,
A Master Plan for
Public Art in Westlake
2008
Connecting Community
Credit: PWP Landscape Architecture, Marriott Solana
Vision 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.
And yet, we are not a small, rural town.
1
Credit: Hillwood Development, LP, Circle T Ranch Longhorn
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 20 years 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.
2
Credit: Maguire Partners, Solana Development
A Master Plan
for Public Art
In Westlake
Creating Culture,
Connecting Community
3
4
Credit: Maguire Partners, Holiday Ornaments at Solana
Table of Contents
Section One: Introduction
Executive Summary 8
Goals 12
Locations for Public Art 16
Recommended Policies 19
Section Two: Framework
Identifying and Prioritizing Projects 24
Criteria for Selection of Artists 28
Community Participation 30
Regional Promotion of the Arts 31
Identifying Funding 32
Approval and Implementation 36
Section Three: Program Administration
Responsibilities of Society 39
Annual Project Plan 41
Loans and Gifts 43
Financial and Tax Considerations 44
Conservation and Maintenance of Installations 45
Section Four: Appendices
Public Art Program Comparisons 48
Private Development Public Art Policy 50
Consultative Panel 52
Process Participants 53
Our Logo 55
5
Vision 1
Credit: Hillwood Development, LP, Daimler Building, Circle T Ranch
6
Use Public Art as an expression of the
vibrant mosaic of our community...
Se
c
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Credit: PWP Landscape Architecture, Solana
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Executive Summary
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.
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Credit: Mary Petty,
Westlake Cemetery
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.
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:
Founded as a commitment to protect and improve the quality of life of Westlake residents,
businesses and students by encouraging, inspiring, documenting, educating and entertaining
artistic and creative endeavors throughout the community, the Public Art Society of
Westlake will provide a wide range of professionally excellent and artistically significant
presentations, preserving, collecting, exhibiting and fostering the engagement of arts in the
community.
It is the hope of this Board that this plan has been well conceived and will serve the
community for many years into the future. As we have benefited from the wisdom of other
communities who have sought to bring public art into their midst, we hope that someday,
somewhere, a nascent arts group will find this plan and it will benefit their work as well.
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Credit: Hillwood Development, LP, Bison, Circle T Ranch
Credit: Maguire Partners, “Tootsie Rolls,” Solana
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Guiding Principles
1. 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.
5. Engage children and the community in awareness and participation in the public art
process and programming.
6. Further enhance Westlake’s visual environment through public art, artistically inspired
architectural design, and artistically inspired landscape design.
7. Utilize public art to enhance Westlake’s reputation as an innovative, progressive,
cultural community.
8. Create a pervasive sense of public art in Westlake through small, as well as large
gestures.
9. Set Westlake apart as a leader in championing public art in its community.
10. Work in a complementary partnership, through the arts, to engage our neighboring
communities in a “regional arts district” that promotes the arts and tourism in all of our
cities.
11. Educate our citizens, business community, students, and visitors alike about the arts.
12. Recognize the “international theme” of Westlake and celebrate this diversity in the works
selected for public art.
13. Honor Westlake’s rich heritage in celebrating our “old West” roots through public art.
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Credit: Michelle Corson,
Ben Carpenter Sculpture by
Robert Glen, Las Colinas
14. Recognize the role that public art has as an economic catalyst.
15. 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.”
19. 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.
20. 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.
22. 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.
24. Create a community of support for the
arts by establishing a Public Art Society
of Westlake and encouraging participa-
tion at arts-based events.
25. Seek the highest level of quality in all
art installations and events,
architecture, parks, and public spaces.
Credit: Hillwood Development, LP, Circle T Ranch
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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.”
Credit: Hillwood Development, LP, Circle T Ranch
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Credit: Maguire Partners, Solana
Locations for Art
The Town of Westlake is dominated by Circle T Ranch, which is largely undeveloped at this
time. Few publicly owned lands exist, but currently include the park at Glenwyck Farms, the
Westlake Cemetery and nearby parcels, the Westlake Academy, and a temporary fire station.
The Town Hall is currently located in leased space in the Solana development. As the Town
grows and develops municipal uses, there will be opportunities for installation of public art
which will include art that is both indoors and out. Additionally, the future Arts & Sciences
Center at Westlake Academy will be a place for art installations and performing arts events when
this building is completed. Whenever possible, the PAS may also seek out alliances with
neighboring arts venues for performing arts events.
In the near future, however, it is likely that most public art within the town will be located on
privately owned property. Major property owners in Westlake currently include Hillwood
Development, the owner and developer of Circle T Ranch, a 1700 acre project; Maguire
Partners, owner and developer of the Solana project on 900 acres; and Fidelity Investments,
which owns its campus on 330 acres.
The most recent zoning map for Westlake is presented on the following page. It is envisioned
by this board that major points of entry into the town will be key locations for public art. This
might include exits of Highways 114 and 170, future entrances off of Highway 377, and potentially
southern entry points off arterial roadways.
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Credit: Hillwood Development, LP, Circle T Ranch
In addition to Westlake’s “gateways,”
public art installations may also occur
within the Westlake Trail System as it
develops. The Open Space Plan for
Westlake, depicting trails and other
open spaces, is presented on the page
following the zoning map. Lastly, there
may also be public art installations on
other city-owned property, such as the
cemetery, the school, and future public
safety or city hall buildings.
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Recommended Policies
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.
Credit: Hillwood Development, LP, Circle T
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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 each year.
12. Foster local, regional, and national arts
partnerships.
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13. Seek a balance over time of visual arts, performing arts, and arts educational programs
with a goal of providing at least two arts projects annually.
14. Establish high quality standards of artistic expression, consistent with the high quality
standards of development established within the community.
15. Incorporate by direct reference this Plan for Public Art within the Town’s other plans:
Thoroughfare Plan, Open Space Plan, Commercial and Residential Master Plans, and
any other master-planning tools.
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Credit: Maguire Partners, Marriott Solana
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Credit: Hillwood Development, LP, Fidelity Investments Regional Headquarters
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Enhance Westlake’s visual environment
through public art, artistically inspired
architectural design, and artistically
inspired landscape design...
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Credit: PWP Landscape Architecture, Solana
Identifying and Prioritizing Projects
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Credit: Hillwood Dev., LP,
Circle T Ranch
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 fiscal year, they have not established a firm requirement. Some years may identify a
long term project that will require several years 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 that year, but not necessarily
ranked and weighted.
Prioritization Matrix
Project 1Project 2Project 3Project 4Project 5Project 6
Goals: The "Why"
Connects/engages people
Creates a pervasive sense of art
Educates people about art
Celebrates themes: diversity/international/historic
Nurtures: Provides opportunities for emerging local artists
Green Initiative: Sustainable/environmentally friendly
Visibility: Public access
Target Audience: The "Who"
Residents
Employees
Visitors/Tourists
Students
Demographic
Project Types: The "What"
Visual
Performing
Educational
Interactive
Inspring/Thought-provoking
Rank 1 to 5 (5 being best alignment)
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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 each year 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.
Location: The "Where"Project 1Project 2Project 3Project 4Project 5Project 6
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?
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The following criteria will not be ranked and weighted, but will be analyzed and considered
in allocating resources for specific projects. All of these criteria are important in the
decision-making process.
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Credit: Maguire Partners, Solana
Criteria for Selection of Artists
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Credit: Allen Heath, “Decoration Day,” Westlake Cemetery
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 among young 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.
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.
Credit: Hillwood Development, LP, Fidelity Investments Regional Headquarters
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Community Participation
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Credit: Allen Heath, Westlake Cemetery
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).
Regional Promotion of the Arts
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.
Credit: Stefanie Schultz, 10th grader
Westlake Academy
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Identifying Funding
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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. Each year 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 each year. 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
sufficient to cover any administrative costs of the Society. Some funds each year will be set
aside for ongoing maintenance of art installations and to build an endowment for future large
projects that may require funding greater than could be achieved in a single year.
The Society intends to become a 501(c)3 for tax purposes so that donations, contributions, and
grants can be treated as charitable contributions to the extent allowed by federal income tax law.
Credit: PWP Landscape Architecture, Solana
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Sources and Uses of Funds
Sources
Individual
Donations &
Memberships
Town
Funding
Development
Funding
Uses
Conservation &
Maintenance
Administrative
Visual Art, Performing
Art, and Arts
Education Programs
Public Art
on Public
Land
Public Art
on Private Land
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Credit: PWP Landscape Architecture, Marriott Solana
Approval and Implementation
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The Public Art Society of Westlake is a Town-sponsored initiative, originally established as a
committee of the Town. In 2008 the entity was reformatted as a membership-based Society
organization and the process was begun to create a 501(c)3 so that the Society could function as
a legally separate entity for tax purposes, while still retaining a connection to the Town of
Westlake. This was done to enable the Society to be able to accept grants and donations, to be
able to provide for a tax benefit to donors, and to be able to accept memberships.
The creation of the Master Plan for Public Art was intended to provide a framework for decision-
making by future Society board members, Boards of Aldermen, and Town officials in identifying,
prioritizing, funding, implementing, and maintaining arts projects within some broad goals.
Throughout the process of writing the master plan, input was sought from the Board of
Aldermen, Mayor, and Town Manager to ensure that the document complied with the intent of
the Town in creating the arts initiative. The plan includes specific policy recommendations for
the Board of Aldermen and it is the intent of the Public Art Society Board that the plan will be
adopted by Town in its entirety. The Board also received valuable input from leaders in the arts
in various capacities in the region.
As specific arts projects are conceived, a concept plan and draft RFP (or Call to Artists) will be
presented to the Board of Aldermen for their approval so that the Town is in agreement with the
Society’s plans. It is the intent, however, of both the Board of Aldermen and the Board of the
Public Art Society that the Society be responsible for the selection of all artists and projects to
be installed within the community. Town staff will be included in the process for any specific
project to ensure that they are aware of any involvement that may be needed from them with
respect to the implementation, installation, and maintenance of any arts projects.
At the beginning of each fiscal year, the Public Art Society Board intends to develop an annual
art plan, identifying specific goals for that year and seeking projects that meet those goals. It is
the hope of the Board that the Society will pursue at least two projects each year from the fol-
lowing categories:
Visual Arts Installations
Performing Arts Events
Arts Education
The goal of the Board is that balance will be sought over time, so that there is no greater
emphasis placed on one type of project over another.
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Utilize sustainable development practices
that provide for public art installations
that are sensitive to the environment...
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Credit: Hillwood Development, Circle T Ranch
Credit: Hillwood Development, LP, Circle T Ranch
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Responsibilities of the Society
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.
5. 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.
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7. Identify 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.
Credit: PWP Landscape Architecture, Solana
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Annual Project Plan
Prior to the budget season, the board of the Public Art Society will meet to plan the intended
arts projects for the coming year. 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 each year from the
categories of visual art, performing art, and arts education. The board will develop an arts
plan for the year 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 that year. 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 fiscal year.
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.
Credit: Hillwood Development, Circle T Ranch
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Credit: Bruce Davis, Denton Ballet
Loans and Gifts
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.
Credit: Michelle Corson, Robert Glen, Ben Carpenter Statue, Las Colinas
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Financial and Tax Considerations
Credit: PWP Landscape Architecture, Marriott Solana
The Public Art Society is being established as a 501(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.
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Conservation and Maintenance of Installations
45
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.
Permanent art installations will require a “Conservation and Maintenance Plan” to be submitted to
the Public Art Society by the artist which provides guidelines for the maintenance of the art. This
plan will be a requirement for each project.
The Board of the Public Art Society has conducted a significant amount of research in preparing
this master plan. Among the topics of importance to us has been how public arts groups deal with
conserving and maintaining permanent arts installations. Many cities have found that they needed
to modify their budgets or increase their arts funding because they failed to consider the cost of
maintaining art installations within their city. This will be of particular importance in Westlake as
we imagine many arts projects which are interactive and may experience physical contact by
residents, visitors, or children.
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.
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.
Credit: Michelle Corson, “Arbor
Day,” Glenwyck Farms Park
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Credit: PWP Landscape Architecture, Solana
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Recognize the role that public art has an
economic catalyst...
Credit: Hillwood Development, LP, Westlake Academy
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Public Art Program Comparisons
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Public Art Program Comparisons
PopulationYearPublic PolicyPrivate Development
CityServedEstablishedFor ArtPolicy for ArtComments
Allen, TX43,554 20052% of CIP
Arlington, VA189,453 20041.5% of CIPDevelopers encouraged
Atherton, CA7,194 1996Privately funded
Atlanta, GA416,474 19741.5% of CIP
Austin, TX656,562 19852% of CIP
Boise, ID208,000 20011.4% of CIP1%Voluntary on private development
Brea, CA36,000 19841% of CIP1% over $1.5 mMandated
Burbank, CA100,000 19921% of CIP1% over $500k
Cary, NC94,536 20001% of CIP
Chapel Hill, NC48,715 20062% of CIP2%Voluntary on private development with inducements
Charlotte, NC540,828 19811% of CIP1%Voluntary on private development
Chico, CA71,298 19851%1%Voluntary on private development
Clearwater, FL108,000 20001.5% of CIPEncouraged/Voluntary on private development
Corpus Christi, TX277,454 19871.25% of CIPEncouraged/Voluntary on private development
Dallas, TX1,200,000 1988
0.75 - 1.5% of
CIPEncouraged/Voluntary on private development
Des Moines, IA481,394 20011.50%
Emeryville, CA7,000 19901.5% of CIP1% over $300kMandated
Escondido, CA130,000 1989$0.15/SF new devMandated
Fort Lauderdale, FL152,397 19762% of CIPVoluntary on private development
Fort Worth, TX653,320 20012% of CIP
Fremont, CA203,413 19871.0% of CIPVoluntary on private development
Frisco, TX33,714 20022.% of CIP
Grapevine, TX42,059 Sale of reproductions of public art
Long Beach, CA450,000 1998
1% of Redev
projects
1% of public/private
projects
Los Angeles, CA3,500,000 19891% of CIP1% non-res over $500kMandated
Loveland, CO59,563 19851% of CIPVoluntary on private development
Minneapolis, MN2,968,806 1984
1% of CIP over
$500kVoluntary, but encouraged on private development
Nashville, TN1,200,000 20001% of CIP
Oakland, CA400,000 19891.5% of CIP
Palm Desert, CA340,000 19861% of CIPUp to .5%Mandated
Palm Springs, CA13,890 1988
0.5% of commercial
constructionMandated
Pasadena, CA150,000 1988
1% less admin
costs1% less land/offsitesMandated; multiple options for private compliance
Philadelphia, PA1,300,000 19591% of CIP
1% of public/private
projectsMandated
Phoenix, AZ1,300,000 19861% of CIP
Portland, OR1,500,000 1980
1.33% of CIP
over $100kMandated; density bonuses on private development
Richmond, CA100,000 1997
1.5% of CIP over
$300kMandated; private development encouraged
Sacramento, CA400,000 19772% of CIP
2% of Redevel.
Agency private
projects
San Diego, CA1,200,000 1991
2% of CIPs
>$250k
1% non-res over $5
millionMandated with optional payments
San Francisco, CA700,000 19672% of CIPs
Credit: Hillwood Development, LP, Circle T Ranch
49
50
Public Art & Private Development Policy
Increasingly 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) 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 20 years. The Public Art Society agrees to utilize up to
60% of the fees contributed by the developer on their property, with the balance going to
fund other arts initiatives within the community.
51
Benefits of Option I:
● 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.
Consultative Panel
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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
Credit: Hillwood Development, LP,
Home of Sarah & Ross Perot,
Circle T Ranch
Process Participants
TOWN LEADERSHIP:
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
PUBLIC ART SOCIETY OF WESTLAKE:
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 10th when
they were elected to the Board of Aldermen; contributed
greatly to the writing of this plan.
Credit: Hillwood Development, LP
Westlake Academy
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Our Logo
Our logo was designed by Nigel LaRue, an “emerging artist” in Westlake and a student at
Westlake Academy. The inspiration for the design was a celebration of Westlake’s natural
beauty, symbolized by the acorn (a recognition of the many majestic Post Oaks in our
community), with a nod to the vibrant, colorful design of Westlake’s architecture (including
Solana). The colorful “bubbles” erupting from the flowering acorn are intended to convey the
bright future of Westlake.
The Public Art Society intends to use the logo on its website, signage for events, letterhead and
other printed materials as an acknowledgement of these values and as an expression of our
intent to nurture and promote young artists.
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Credit: Hillwood Development, LP, Circle T Ranch
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- 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
Item # 9 – Board
Calendar
Back up material has not
been provided for this item.
Town of
Westlake
Item # 10 –
Adjournment
Back up material has not
been provided for this item.