HomeMy WebLinkAboutJune 23, 2008, BOA Workshop Packet
TOWN OF WESTLAKE, TEXAS
BOARD OF ALDERMEN WORKSHOP
A G E N D A
June 23, 2008
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE
MUNICIPAL COURT ROOM, SUITE 207
4:00 P.M.
1. CALL TO ORDER
2. PRESENTATION AND DISCUSSION OF A PROPOSED PUBLIC ART PLAN BY THE
WESTLAKE PUBLIC ART SOCIETY.
3. PRESENTATION AND DISCUSSION ON THE STATUS OF THE CONSTRUCTION
ESTIMATES AND FUNDING FOR THE ARTS AND SCIENCES CENTER.
4. PRESENTATION AND DISCUSSION OF WASTE MANAGEMENT SERVICES
CONTRACT AND RATES.
5. PRESENTATION AND DISCUSSION OF THE STATUS OF THE FM 1938
IMPROVEMENT PROJECT.
6. DISCUSS BOARD, COMMISSION, AND COMMITTEES REAPPOINTMENTS AND
APPOINTMENTS.
7. 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, Westlake, Texas
and the Westlake Civic Campus, 2600 J.T. Ottinger Road, Westlake, Texas, by Friday, June 20, 2008 by 3:00 p.m. under
the Open Meetings Act, Chapter 551 of the Texas Government Code.
_____________________________________
Kim Sutter, TRMC, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise the Town
Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made to assist you.
Town of Westlake
Memo
To: Honorable Mayor and Members of the Board of Aldermen
From: Tom Brymer, Town Manager
Subject: Workshop Meeting of June 23, 2008
Date: June 16, 2008
ITEM
Presentation, Discussion, and Consideration 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. Public Arts Chairman
Chairman Michelle Corson will present this proposed plan at this Board workshop for
discussion, feedback, and direction from the Board.
FUNDING
Not applicable at this time.
RECOMMENDATION
Staff recommends that the Board hear this presentation and:
• give feedback and direction to the Public Arts Society concerning this proposed
plan,
• determine if any revisions to the plan are desired by the Board, and
• decide if the Board would like to schedule consideration for approval of this
Public Arts Master Plan at a future regular meeting of the Board.
ATTACHMENTS:
Draft Proposed Westlake Public Arts Master Plan
Creating Culture,
A Master Plan for
Public Art in Westlake
2008
Connecting Community
Credit: PWP Landscape Architecture
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.
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Credit: Hillwood Development, LP
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.
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Credit: Maguire Partners
A Master Plan
for Public Art
In Westlake
Creating Culture,
Connecting Community
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Credit: Maguire Partners
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
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Vision 1
Credit: Hillwood Development, LP
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Use Public Art as an expression of the
vibrant mosaic of our community...
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Credit: PWP Landscape Architecture
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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
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
Credit: Maguire Partners
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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.
14. Recognize the role that public art has as an economic catalyst.
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Credit: Michelle Corson
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 encouraging 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.
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.
Credit: Hillwood Development, LP
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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.
Credit: Hillwood Development, LP
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Credit: Maguire Partners
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
IOOF 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.
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.
In addition to Westlake’s “gateways,” public art installations may also occur on areas designated
for open space on private property. The Circle T Master Plan is presented on the page following
the zoning map. Lastly, there may also be public art installations on city-owned property, such
as the cemetery, the school, and future public safety or city hall buildings.
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Credit: Hillwood Development, LP
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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 budget from town-sponsored funds, with the balance
raised through private funding (private developers, corporations, grants, and individual contribu-
tions/memberships).
3. Dedicate a portion of Visitors Association taxes, or some alternative town-funding source, for the
public art program with a minimum annual funding of not less than $25,000.
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
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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. Mitigate any activities within the Town that might be perceived as “visually scar-
ring” (such as gas drilling) through an offsetting investment in public art.
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Credit: Maguire Partners
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Credit: Hillwood Development, LP
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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
Identifying and Prioritizing Projects
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Credit: Hillwood Dev., LP
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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Criteria for Selection of Artists
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Credit: Allen Heath
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
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Community Participation
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Credit: Allen Heath
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 ArtsNETC (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 Visitors’ Association Tax, the
General Fund, or other Town funds with a minimum of $25,000 annually to comprise 20%
to 25% of the total 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
and a minimum of $25,000 annually.
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
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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
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
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Credit: Hillwood Development, LP
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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 at Westlake Academy by fostering an awareness of the arts.
6. Visitors of 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 pro-
gram 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 ac-
quisition 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 design 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
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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
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Credit: Bruce Davis
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
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Financial and Tax Considerations
Credit: PWP Landscape Architecture
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
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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
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Credit: PWP Landscape Architecture
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Recognize the role that public art has an
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Credit: Hillwood Development, LP
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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
San Jose, CA1,000,000 1992
2% of CIPs
>$250k1%Mandated
Santa Monica, CA84,000 19861% of CIP
Santa Cruz, CA55,000 19992% of CIP
Sarasota, FL325,957 19891%1%Mandated
Scottsdale, AZ19851%1%Mandated
Seattle, WA1,900,000 19731% of CIP
Stockton, CA300,000 20002% of CIP1%
Sunnyvale, CA252,000 19831% of CIPMandated
Tampa, FL2,395,997 19851%1%Mandated
Tempe, AZ158,625 19901%1%Mandated
Vancouver, Canada2,116,581 1990$0.95/sfMandated
Ventura, CA104,000 19922% of CIP
Walnut Creek, CA64,296 1983 1%Mandated
Credit: Hillwood Development, LP
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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.
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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, Director, ArtsNETC
Mr. Lumberto Alvarez, Professional Artist, Southlake
Ms. Margaret Chalfont, 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
Ms. Heather Smith, Owner, Fast Frame Gallery, Keller
Mr. Tom Allen, Maguire Partners
Mr. Mike Berry, Hillwood Development
Mr. Russell Laughlin, Hillwood Development
Credit: Hillwood Development, LP
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
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
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Credit: Hillwood Development, LP
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Town of Westlake
Memo
To: Honorable Mayor and Members of the Board of Aldermen
From: Jarrod Greenwood, Public Works Superintendent
Subject: Regular Workshop Meeting of June 23, 2008
Date: June 18, 2008
ITEM
Presentation and discussion of waste management collection automation and rates.
BACKGROUND
Allied Waste presented information regarding the Town’s acquisition of residential
billing, collection automation, and a proposed rate increase in the Westlake Board of
Aldermen workshop on April 14, 2008.
Mr. Tim Powell, General Manager and Ms. Jeri Harwell, Business Development
Manager for Allied Waste Services addressed the Board regarding the waste management
services in Westlake. Ms. Harwell addressed the Board regarding proposed changes to
the waste management services provided to Westlake and the possibility of increasing
service levels and aesthetics with an automation process involving 95 gallon trash carts
and 65 gallon recycle carts. Ms. Harwell advised the Board that collection rates to
Westlake residents have not increased since 2001. Allied would propose to increase the
rates from $8.75 to $10.75 per month as provided for within the contract.
Currently, Allied Waste Services conducts the billing for waste management services to
Westlake residents and has retained 6% of the 12% franchise fees. This arrangement
occurred prior to the Town having capability bill residents. The Town’s acquisition of
the residential billing is a necessary progression as it provides better management of solid
waste accounting, generates additional revenue, and that the contract stipulates that the
Town is to provide billing. Allied would like the Town to take over residential billing in
July. This request is consistent with other surrounding municipalities. Staff will be
working with Allied over the next couple of months to transition all residential solid
waste customers to the Town’s billing software.
It was the consensus of the Board to direct the Town Manager to evaluate the possibility
of converting to the automated service.
FUNDING
The increase of rates and implementation of an automated system will not have any
appreciable impact to the budget.
RECOMMENDATION
No recommendation at this time
ATTACHMENTS:
PowerPoint Presentation
6/19/2008
1
6/19/2008
2
6/19/2008
3
6/19/2008
4
6/19/2008
5
6/19/2008
6
6/19/2008
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6/19/2008
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6/19/2008
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Town of Westlake
Memo
To: Honorable Mayor and Members of the Board of Aldermen
From: Jarrod Greenwood, Public Works Superintendent
Subject: Regular Workshop Meeting of June 23, 2008
Date: June 18, 2008
ITEM
Presentation of FM 1938 project and potential streetscape amenities.
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.
On October 22, 2008 Westlake Town engineer, Jeff Williams, provided a PowerPoint
presentation to the Board of Aldermen outlining the history of the FM1938 project, the
regional and local significance of the road, and the current status of the project. Mr.
Williams advised the Board that the bid letting would occur in September 2008 with
estimated construction to begin in January 2009 for a January 2010 completion. Mr.
Williams advised that the proposed schedule is not conducive to the opening of the
expansion to the Fidelity campus; however, two milestones have been established to
expedite the completion of the section between Dove Road and SH 114 by the fall of
2009. Traffic signal locations, burial of existing electrical utility lines, speed limits,
connection to Precinct Line Road, pedestrian tunnel, drainage, and the likelihood of
flooding were topics discussed.
Town staff is investigating potential streetscape 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.
FUNDING
N/A
RECOMMENDATION
No recommendation at this time
ATTACHMENTS:
None
Town of Westlake
Memo
To: Honorable Mayor and Members of the Board of Aldermen
From: Kim Sutter, Town Secretary
Subject: Regular Meeting of June 23, 2008
Date: June 17, 2008
ITEM
Consider a Resolution reappointing and appointing members to Boards, Commissions,
and Committees.
BACKGROUND
Members with expiring terms have been contacted by the Town Secretary’s office and
asked to respond as to their desire to continue to serve as a board, commission, or
committee member. Attached you will find a worksheet which includes responses from
each of the Board members with an expiring term of June 2008. Vacancies are also noted
on the worksheet.
The attached resolution indicates the names of the board, commission, and committee
members that wish to continue to serve as well as the term expiration for each
appointment/reappointment.
Please note that there are open positions on a few of the Boards and you may also wish to
make appointments to fill those vacancies as well as consider new appointments to fill the
positions of board members who no longer wish to continue to serve.
Two applications have been received and will be provided to you prior to the meeting.
RECOMMENDATION
Consider reappointments and appointments to the Town’s Boards, Commissions, and
Committees.
FUNDING
N/A
ATTACHMENTS
Term expiration worksheet
Resolution No. 08-42
Town of
Westlake
Item #7 –
Adjournment
Back up material has not
been provided for this item.