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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. 1 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. 2 Credit: Maguire Partners A Master Plan for Public Art In Westlake Creating Culture, Connecting Community 3 4 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 5 Vision 1 Credit: Hillwood Development, LP 6 Use Public Art as an expression of the vibrant mosaic of our community... Se c t i o n O n e : I n t r o d u c t i o n Pu b l i c A r t M a s t e r P l a n Credit: PWP Landscape Architecture 7 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. 8 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. 9 Credit: Hillwood Development, LP Credit: Maguire Partners 10 11 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. 12 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 13 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 14 15 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. 16 Credit: Hillwood Development, LP 17 18 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 19 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. 20 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. 21 Credit: Maguire Partners 22 Credit: Hillwood Development, LP Se c t i o n T w o : F r a m e w o r k Pu b l i c A r t M a s t e r P l a n Enhance Westlake’s visual environment through public art, artistically inspired architectural design, and artistically inspired landscape design... Se c t i o n T w o : F r a m e w o r k 23 Credit: PWP Landscape Architecture Identifying and Prioritizing Projects 24 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) 25 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? 26 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. 27 Criteria for Selection of Artists 28 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 29 Community Participation 30 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 31 Identifying Funding 3 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 33 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 34 35 Credit: PWP Landscape Architecture Approval and Implementation 36 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. Se c t i o n T w o : F r a m e w o r k Se c t i o n T h r e e : A d m i n i s t r a t i o n Pu b l i c A r t M a s t e r P l a n Utilize sustainable development practices that provide for public art installations that are sensitive to the environment... 37 Credit: Hillwood Development, LP 38 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. 39 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 40 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 41 42 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 43 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. 44 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 46 Credit: PWP Landscape Architecture Se c t i o n F o u r : A p p e n d i c e s Pu b l i c A r t M a s t e r P l a n Recognize the role that public art has an economic catalyst... Credit: Hillwood Development, LP 47 Public Art Program Comparisons 48 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 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 52 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 53 Credit: Hillwood Development, LP 54 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 7 6/19/2008 8 6/19/2008 9 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.