1199ORDINANCE NO. 1199
ORDINANCE NO. 1199, OF THE CITY COUNCIL OF THE CITY OF
SOUTHLAKE, TEXAS, ADOPTING THE SOUTHLAKE PUBLIC ART
MASTER PLAN, A COMPONENT OF THE SOUTHLAKE 2035 PLAN,
THE CITY'S COMPREHENSIVE MASTER PLAN; AND TO INCLUDE A
PERIODIC REVIEW AND ADOPTION OF ANY AMENDMENTS AS
PRESCRIBED IN THE CHARTER OF THE CITY OF SOUTHLAKE,
TEXAS; PROVIDING THAT THIS ORDINANCE SHALL BE
CUMULATIVE OF ALL ORDINANCES; PROVIDING A SEVERABILITY
CLAUSE; PROVIDING FOR A PENALTY FOR VIOLATIONS HEREOF;
PROVIDING A SAVINGS CLAUSE; PROVIDING FOR PUBLICATION IN
THE OFFICIAL NEWSPAPER; AND PROVIDING AN EFFECTIVE
DATE.
WHEREAS, A Home Rule Charter of the City of Southlake, Texas, was approved
by the voters in a duly called Charter election on April 4, 1987 pursuant to Article XI,
Section 5 of the Texas Constitution and Chapter 9 of the Local Government Code; and,
WHEREAS, the City Council deems it advisable and necessary to adopt a
Southlake Arts Master Plan to serve as a blueprint for future development of public art
in Southlake; and
WHEREAS, the City Council recognizes that the Southlake Public Art Master
Plan will be incorporated into the Southlake 2035 Plan, the City's Comprehensive
Master Plan;
WHEREAS, the City Council has deemed that the recommendations herein
reflect the community's desires for the future development of the City's public
performances and visual arts initiatives,
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF SOUTHLAKE, TEXAS, THAT:
Section 1. All of the findings in the preamble are found to be true and correct
and the City Council hereby incorporates said findings into the body of this ordinance as
if copied in its entirety.
Section 2. Exhibit A — Southlake Public Art Master Plan is hereby adopted as
a component of the Southlake 2035 Plan, the City's Comprehensive Master Plan.
Section 3. The different elements of the City's Comprehensive Master Plan, as
adopted and amended by the City Council from time to time, shall be kept on file in the
office of the City Secretary of the City of Southlake, along with a copy of the ordinance
and minute order of the Council so adopting or approving the same. Any existing
element of the City's Comprehensive Master Plan which has been heretofore adopted
City of Southlake Values:
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
Ordinance No. 1199, Adopting Southlake Public Art Master Plan
Approved by City Council 9/18/2018
Page 2 of 4
by the City Council shall remain in full force until amended by the City Council as
provided herein.
Section 4. This ordinance shall be cumulative of all provisions of ordinances of
the City of Southlake, Texas, except where the provisions of this ordinance are in direct
conflict with the provisions of such ordinances, in which event the conflicting provisions
of such ordinances are hereby repealed.
Section 5. It is hereby declared to be the intention of the City Council that the
phrases, clauses, sentences, paragraphs, and sections of this ordinance are severable,
and if any phrase, clause, sentence, paragraph, or section of this ordinance shall be
declared unconstitutional by the valid judgment or decree of any court of competent
jurisdiction, such unconstitutionality shall not affect any of the remaining phrases,
clauses, sentences, paragraphs, and sections of this ordinance, since the same would
have been enacted by the City Council without the incorporation in this ordinance of any
such unconstitutional phrase, clause, sentence, paragraph, or section.
Section 6. Any person, firm or corporation who violates, disobeys, omits,
neglects, or refuses to comply with or who resists the enforcement of any of the
provisions of this ordinance shall be fined not more than Five Hundred Dollars ($500.00)
for each offense. Each day that a violation is permitted to exist shall constitute a
separate offense.
Section 7. All rights and remedies of the City of Southlake are expressly saved
as to any and all violations of the provisions of Ordinance No. 1016 or any other
ordinances affecting city parks which have accrued at the time of the effective date of
this ordinance; and, as to such accrued violations and all pending litigation, both civil
and criminal, whether pending in court or not, under such ordinances, same shall not be
affected by this ordinance but may be prosecuted until final disposition by the courts.
Section 8. The City Secretary of the City of Southlake is hereby directed to
publish the proposed ordinance or its caption and penalty together with a notice setting
out the time and place for a public hearing thereon at least ten (10) days before the
second reading of this ordinance, and if this ordinance provides the imposition of any
penalty, fine or forfeiture for any violation of any of its provisions, then the City Secretary
shall additionally publish this ordinance or its caption and penalty in the official City
newspaper one time within ten days after passage of this ordinance, as required by
Section 3.13 of the Charter of the City of Southlake.
Section 9. This ordinance shall be in full force and effect from and after its
passage and publication as required by law, and is so ordained.
City of Southlake Values:
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
Ordinance No. 1199, Adopting Southlake Public Art Master Plan
Approved by City Council 9/18/2018
Page 3 of 4
PASSED AND APPROVED ON FIRST READING ON THIS 4TH DAY OF
SEPTEMBER, 2018.
MAYOR
ATTEST:
d'd�A_n hva-w
Carol Ann Borges, TRMC
CITY SECRETARY
PASSED AND APPROVED ON THE SECOND READING ON THIS 18TH DAY
OF SEPTEMBER, 2018.
MAYOR
ATTEST:
2t��, 4'Lz�
Carol Ann Borges, TRM
CITY SECRETARY
EFFECTIVE:
APPROVED AS TO FORM AND LEGALITY:
( qW, /! e1 1i_
City Attorney
City of Southlake Values:
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
Ordinance No. 1199, Adopting Southlake Public Art Master Plan
Approved by City Council 9/18/2018
Page 4 of 4
EXHIBIT A
(See attached Southlake Public Art Master Plan)
City of Southlake Values.-
Integrity
alues:Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
CITY OF SOUTHLAKE
PUBLIC ARTS MASTER PLAN
An Element of the Southlake 2035 Comprehensive Plan
Adopted by Southlake City Council
Ordinance No. 1199
September, 18" 2018
Prepared by:
Community Services Department
Planning & Development Services Department
In partnership with John Kinkade, National Sculptor's Guild
2 BACKGROUND............................................................................ 15
2.1 Demographics, Growth, and Economic Impact .............................. 15
2.2 Visual Aspects of Southlake's Civic Identity ................................... 17
2.3 Thematic Aspects of Southlake's Civic Identity ............................... 18
2.4 Existing Programs and Project Types ........................................... 19
2.5 Existing Comprehensive Plan Recommendations ............................ 21
2.6 Focus areas of the Public Art Master Plan ...................................... 27
3 PUBLIC ART COLLECTION................................................................ 28
3.1 Current Collection................................................................. 28
3.2 Collection Management........................................................... 36
3.3 Procurement Process............................................................... 36
3.4 Public Art Collection Recommendations ....................................... 37
4 PROJECTS.................................................................................... 39
4.1 Vision for Future Projects......................................................... 39
4.2 Locations for Future Projects...................................................... 40
4.3 Project Recommendations........................................................ 43
31
TABLE OF CONTENTS
1 INTRODUCTION............................................................................
5
1.1
History of Public Art...............................................................
5
1.2
What is Public Art?.................................................................
6
1.3
Mission and Vision ........ ...................
1.4
Relationship to the Southlake Strategic Management System .............
8
1.5
Prioritization Schedule..........................................................
10
1.6
Link to Vision, Goals and Objectives ...........................................
11
1.7
Master Plan Development Process and Public Involvement ..................
14
2 BACKGROUND............................................................................ 15
2.1 Demographics, Growth, and Economic Impact .............................. 15
2.2 Visual Aspects of Southlake's Civic Identity ................................... 17
2.3 Thematic Aspects of Southlake's Civic Identity ............................... 18
2.4 Existing Programs and Project Types ........................................... 19
2.5 Existing Comprehensive Plan Recommendations ............................ 21
2.6 Focus areas of the Public Art Master Plan ...................................... 27
3 PUBLIC ART COLLECTION................................................................ 28
3.1 Current Collection................................................................. 28
3.2 Collection Management........................................................... 36
3.3 Procurement Process............................................................... 36
3.4 Public Art Collection Recommendations ....................................... 37
4 PROJECTS.................................................................................... 39
4.1 Vision for Future Projects......................................................... 39
4.2 Locations for Future Projects...................................................... 40
4.3 Project Recommendations........................................................ 43
31
5 PROGRAMS AND PARTNERSHIPS..........................................................
45
5.1
APEX ........................................ ........................
45
5.2
Arts Council Northeast.............................................................
46
5.3
Southlake Public Library ........................................................... ....
47
5.4
Partnership Opportunities.........................................................
47
5.5
Venues ........................................ ...........................
48
5.6
Marketing...........................................................................
49
5.7
Program and Partnership Recommendations ....................................
50
6 STAFFING..................................................................................... 53
6.1 Staffing Assessment................................................................ 53
6.2 Staffing Recommendations....................................................... 54
7 FUNDING ................................................ .............................. 55
7.1 HOT Taxes ................................ ..............................
55
7.2 Percent for Art: Capital Improvement Program Projects ....................... 55
7.3 Matching Funds Policy............................................................
56
7.4 Funding Recommendations....................................................... 56
8 ORDINANCE AND POLICY.................................................................. 58
8.1 Current Ordinances Policies......................................................
58
8.2 Ordinance and Policy Recommendations ....................................... 59
9 PUBLIC ARTS MASTER PLAN RECOMMENDATIONS ....................................... 60
41
INTRODUCTION
In September 2017, the Southlake City Council appointed the Southlake Public Arts Council to
oversee the development of the 2035 Public Arts Master Plan. This updated plan expands upon the
original 2030 plan and seeks to identify priorities and to establish a collective vision for what public
arts can accomplish in Southlake through the year 2035.
LL) The plan sets forth a vision for the ways which public arts can meet the
goals established in the enabling ordinance, including potential projects.
It enriches the vision of the public arts policy and establishes a strategy
—� for selecting the art projects that will be commissioned. It details the
Zpriorities, location, and themes that should be considered as public arts
projects and programs are developed. It also provides a list of prioritized
*0 (1) recommendations to be implemented through the year 2035 and
O2 U 3 .5 beyond.
1.1 History of Public Art
In the United States, the first public art programs started as part of the New Deal, with the
formation of the Treasury Department's Section of Painting and Sculpture in 1934. This program
commissioned artists through competitions to create high-quality work for federal buildings. One
percent of each federal building's cost was to be reserved for artistic decoration. The reason: to build
morale, create jobs (you need someone to construct, install and maintain) and reduce crime.
On a more regional level, one of the first nationally
"It is impossible to have a
recognized movements in creative placemaking was
the Better Block organization and their work in the
society that is civil and
Dallas Oak Cliff neighborhood in 2010. Some of the
educated without public art, it
most innovative programs in the United States can be
lifts up humanity and
found in Texas, especially in the Dallas - Fort Worth
challenges the individual who
Metroplex. The cities of Dallas and Fort Worth, the
DART system, and the Dallas - Fort Worth Airport
encounters it to think
have had long standing commitments to public art,
differently about the world."
with diverse and high quality collections. Numerous
-Darren Walker, Vice President of the
suburban cities have adopted programs as well—
Rockefeller Foundation
notably Frisco, which has commissioned dozens of
pieces to anchor public facilities. Neighboring cities, Keller and Grapevine also have robust public
art programs.
51
The current creative economy in North Texas is the largest in the state of Texas and among the
largest nationwide; and, employment in the creative industry in DFW is growing faster than the
national average (Economics Research Group of North Texas).
Recognizing the value public arts add to a community and the economy, Southlake established its
own Public Arts Program. In 2001, the City Council adopted an ordinance establishing the Public
Art Advisory Committee. Ordinance 803-A was adopted in 2007, creating a funding mechanism for
the development of public art in association with Capital Improvement Projects (CIP). The
ordinance dedicates "up to 1W of funding for a capital project to the purchase of art."
In addition to capital funding, the City Council annually considers the allocation of up to 15% of
the revenue from the Hotel Occupancy Tax (HOT) to be allocated to public arts initiatives during
the budget approval process. Additional details regarding HOT funding and its usage to further
public arts initiatives can be found on p. 55. Outside of securing funding, the City also
commissioned the development of the 2030 Public Art Master Plan, which was developed by the
City of Southlake in partnership with art consultant, Todd Bressi and adopted in December, 2011.
Concurrent with the adoption of the plan in 2011, the City of Southlake commissioned its first set
of public art pieces, installing art into several city roundabouts. Since those first pieces were installed,
the public art collection in Southlake has continued to expand. Details regarding the current
collection are outlined on p. 28.
In addition to purchasing sculptures, the creation of the Public Art Advisory Committee — now
Southlake Arts Council — also initiated partnerships with local arts organizations. Community
Services Agreements were entered into with APEX Arts League, Arts Council North East, and the
Southlake Community Band. These organizations have partnered closely with the City and its
governing bodies to bring life to the vision for art programming and art education. A comprehensive
overview of art partnerships is provided on p.45.
1.2 What is Public Art?
"Taking Flight"
By Seth Vandable
Public art is a reflection of how we see the world — the artist's response to our
time and place combined with our own sense of who we are. Public art may be
thought provoking, controversial, forward -thinking, interactive, traditional,
playful or whimsical. Monuments, memorials, and civic statues and
sculptures are the most established forms of public art, but public art can
also be transitory, in the form of performances, music, dance, theatre, and
poetry.
Because public art is often highly visible and can be easily and freely accessed,
it can educate, inspire and challenge many people who might not otherwise
experience art on a regular basis. Public art can express community values,
a
enhance the environment, transform a landscape, heighten awareness, or question assumptions.
Placed or performed in public sites, this art is there for everyone, a form of collective community
expression and appreciation
The intent of public art is to create a sense of engagement within the community and contribute to
its long term sustainability. Public art highlights a community's commitment to culture and
enhances quality of life. The Knight Foundation's Soul of the Community initiative surveyed some
43,000 people in 43 cities and found that "social
offerings, openness and welcome-ness," and,
"67% o f Americans believe `the importantly, the "aesthetics of a place — its art,
parks, and green spaces," ranked higher than
arts unify our communities education, safety, and the local economy as a
regardless of now race and "driver of attachment."
ethnicity."
-American for the Arts
1.3 Mission and Vision
It encourages a community's fullest use and
enjoyment of its public spaces and provides
distinctive gateways and landmarks, aesthetically
enhanced gathering areas, and unique cultural
experiences.
The City of Southlake recognizes that public art is an essential component of a thriving community,
a livable city, and a world-class destination. It is committed to developing and maintaining a high
quality, sustainable public arts program that will benefit its current citizens and future generations.
Mission
The mission of the Southlake Public Arts program is to enrich the cultural life of the community
through the arts.
Vision
The vision of the Southlake Public Arts program is to establish a thriving and vibrant arts
community.
The Southlake Public Arts Program has set the following goals:
• Integrate art into the daily life of residents and visitors
• Create engaging public spaces
• Create a unique sense of place and distinction
• Stimulate discussion and thoughtful reflection
• Celebrate the history of Southlake through the arts
• Cultivate patrons of the arts
7
The most important goal for the Public Arts Program, however, is to ensure that every art project
and program achieves the highest level of artistic excellence and has significant public impact.
1.4 Relationship to the Southlake Strategic Management System
Strategic planning is an ongoing process where resources, critical concerns, community priorities and
citizen needs are combined to produce both a plan for the future and a measure for results. More
specifically, Southlake's Strategic Management System links the City's day-to-day activities to a
comprehensive long-term strategy for public policy and management decisions.
CITY OF SOUTH LAKE STRATEGY MAP
The City of Southlake provides municipal services that support the highest quality of fife
for our residents, businesses, and visitors. We do this by being an exemplary model of
balancing efficiency, fiscal responsibility, transparency, and sustainability.
VKCAA M HNANcint SMNARD)tiir I
r 1 b.rrr ra nnan<-.ai msnap�v.v r7 nanr fo prwW i mrrntrn Gl 4hren Ils.i wllrm. rtrd�.W r� 1 atadrsw i nuxwr.r rMrnw
3N
The Strategic Management System identifies Strategic Focus Areas and Objectives to guide effective
and efficient resource allocation and provides benchmarks to assess performance. The Strategic Focus
Areas and Objectives are driven by the City's Citizen Survey and are outlined in City's Strategy Map
shown above.
The Strategic Management System guided the
development of the Southlake 2030 Vision, Goals
and Objectives (VGO), which define a desired
direction for growth in the City. All
recommendations in the Southlake 2030 and
subsequent Southlake 2035 plans are tied to at least
one Strategic Focus Area from the Strategic
Management System and at least one objective from
the adopted Southlake 2030 Vision, Goals and
Objectives. The recommendations from the
comprehensive plan elements guide the
development of the Capital Improvements Program
(a five-year plan for the purchase, construction or
replacement of the City's physical assets) as well as
departmental business plans. In turn, the Capital
Improvements Program and departmental business
plans dictate the City's day-to-day activities and
operations' ensuring the City is working to achieve
the community's goals.
Further, the Southlake 2035 Comprehensive Plan
assists the City Council and Boards and
Commissions in decision-making by establishing a
blueprint for the City's future. The City's public art
program is aligned to the strategic focus areas of
"Quality Development" and "Performance
Management and Service Delivery." Many of the
strategic corporate objectives support the
implementation of the arts program; including, C3, "provide attractive and unique spaces for the
enjoyment of personal interests." City Council will use the 2035 Public Arts Master Plan to evaluate
initiatives and requests related to public arts fund expenditures, new initiatives and policies related to
public arts to assist in determining the community's needs and goals. Using the plan as a guide helps
to secure the community's vision for public arts.
R
1.5 Prioritization Schedule
For each specific recommendation, a relative tier ranking has been established to articulate the
expected implementation timeframe for that particular recommendation. Given that some
recommendations require inclusion in the City's budget, Capital Improvements Program (CIP), or a
departmental work plan, the priority tier for all recommendations cannot be the same. The
Southlake Arts Council confirmed the tier rankings for all the recommendations during
prioritization activities which were held for the various sections of the Public Arts Master Plan.
Tiers are divided into three different categories based on timeframe to implement:
i
"short -
i f 3 w term" 1-3 years
• "mid-term" 4-7 years
3NO "long- 8 years and
term" beyond
Annually, as part of the City's budget process, city staff analyzes the adopted master plans and
develops a comprehensive list of projects with preliminary cost estimates for inclusion in the
proposed departmental budgets and the CIP. The priority tiers that were developed during this
master plan will help guide future members of the City's boards and City Council when making
decisions related to the adoption of the City's annual operating budget and the CIP. While these
tiers provide the ideal order of implementation and desired priority for the recommendations, all
recommendations are subject to available funding during the given budget year. Likewise, art
projects that are companions to other capital projects (e.g. roads), or are brought forward through a
development or donation process, may be pursued in conjunction with those projects, regardless of
initial prioritization.
101
1.6 Link to Vision, Goals and Objectives
On June 20, 2017, the City Council adopted the Southlake 2035 Vision, Goals & Objectives
(VGOs). All 2035 comprehensive plan recommendations are linked to a VGO. The 2035 Southlake
Public Arts Master Plan references the following objectives:
• Ob.jective 1.1: Encourage the maintenance and enhancement of existing
neighborhoods, features, and amenities in order to preserve property
valuesand a unique sense of place
• Objective 1.4: Emphasize creativity and ensure environmental
stewardship in the design of all development and public infrastructure,
maximizing the preservation of desirable natural features such as trees,
topography, streams, wildlife corridors and habitat
• Objective 1.5: Promote unique community character through a cohesive
theme by emphasizing urban design detail and performance standards for
structures, streets, street lighting, landscaping, entry features, wayfinding
signs, open spaces, amenities, pedestrian/automobile orientation and
transition to adjacent uses
• Objective 1.8: Ensure high-quality design and a heightened sensitivitiy
towards the integration of new development with the existing
development and urban design pattern
• Objective 1.1: Ensure that the city- and developer -provided
infrastructure is functional, aesthetically well-designed, and integrated
with the natural environment
• Objective 2.2: Support appropriate public-private financial partnerships
that will help retain and enhance the City's economic base
• Objective 4.12: incorporate educational and learning opportunities
within parks and related facilities
• Objective 6.1: Promote the City both nationally and regionally as a great
place to live, work, visit, shop and recreate
• Objective 6.2: Provide necessary, desirable and diverse goods and services
for residents of the City
• Objective 6.5: Enhance the quality of life for residents and the
sustainability of City business through the promotion of tourism,
convention and hotel industry in the City
• Objective 8.1: Provide a level of community facilities that meet the needs
of both the existing and projected population
• Objective 9.3: Continue active partnerships with non-profit
organizations, civic groups and local businesses to create opportunities that
benefit the community
• Objective 10.6: Maintain and enhance existing infrastructure and levels of
service through the provision of timely maintenance, repair and
replacement as needed
121
• Objective 11.1: Promote a destination image for the City and
continuously evolve it to adapt to changing economic conditions
• Objective 11.2: Support programs enriching experiences for residents
and visitors
• Objective 11.5: Support events held in the City that promote the
City's tourism goal and objectives
• Objective 11.6: Support partnerhsips with other businesses and
organizations that are mutually beneficial
• Objective 12.1: Use technology to engage the community on topics
of interest that informs and facilitates the exchange of information
• Objective 12.3: Implement effective engagement strategies, such as
Town Hall Forums, that will solicit input from the community
"Moonicipal"By Jane Flury
131
1.7 Master Plan Development Process and Public Involvement
The 20135 Public Arts Master Plan is the result of a public process that started in A
September of 2017 and ran through September of 2018. The City Council VA, WVa
appointed the Southlake Arts Council to oversee the development. City staff A® S P I N ®k
partnered with consultant, John Kinkade, of the National Sculptor's Guild to
provide guidance and professional insight into the industry.®®®,�
The public provided feedback on the draft recommendations at the August 14''', 2018 SPIN
meeting.
In summary, the approval process for the Public Arts Master Plan was as follows:
1) Appointment of the Southlake Arts Council to develop the Public Arts Master Plan
2) Public Arts Master Plan Committee Meetings (8)
3) Southlake Arts Council Review Recommendations
4) City Council Work Session Review Recommendations
5) SPIN Town Hall Forum
6) Planning & Zoning Commission Review and Recommendation
7) Southlake Arts Council Review and Recommendation
8) City Council 1st Reading
9) City Council 2nd Reading (Final Plan Approval)
141
BACKGROUND
Southlake is located in North Central Texas, situated 23 miles northeast of Fort Worth and 25 miles
northwest of Dallas. The City of Southlake today consists of approximately 22 square miles of land
and just under 29,000 residents. Southlake has grown and
become a premier community in the Dallas -Fort Worth DENTON
metropolitan area. The City's dedication to quality
development, sound fiscal policies and effective strategic
management has made it an exemplary community. In
order to continue this level of quality of life, it is important -�
to have a plan for public arts to meet the needs and +
demands of Southlake's residents now and in the future.
The following sections provide a framework for the plans,
policies and programs which serve as the foundation for
DALLAS
the development of the Public Arts Master Plan. FORT WORTH ARLINGTON
2.1 Demographics, Growth, and Economic Impact
According to the US Census Bureau, the Dallas -Fort Worth -Arlington Metropolitan Statistical Area
is the fourth most populous in the country and the most populous in the state. Southlake
experienced rapid population growth between 1990 and 2000. There was a 205 percent increase in
population during this time period, among the highest in Texas. The ultimate build out population,
estimated at 34,188, which is anticipated to be reached by 2035.
In 2014, the Metropolitan Statistical Area was also the second fastest growing area in the United
States after the Houston region. From 2010 to 2014, the region added nearly 400,000 residents. It is
estimated, that there are approximately 115,860 people living within a five mile radius of Southlake
Town Square.
Forecasts project that these growth trends will continue through 2040. The region's employment
Southlake Population
30,000 28,568
24,900
25,000-
20,000
13,35
15,000-
10,000 055
5,000 2AM
0
1980 1990 1995 2000 2005 2010 2017
(est.)
—0—Southlake Population
15 ..:
DFW Metroplex Population
12,000,000
10,676,844
10,000,000 — —
8,000,000 —
6,000,000
6,417,724
4 00p Opp
2,000,000
0
1970 1980 1990 2000 2010 2017 2040
(est.) (est.)
tDFW Metroplex Population
forecasts show that employment opportunities will continue to grow, leading to long-term economic
growth and vitality in North Central Texas. North Central Texas is a major economic, social, and
political center of both Texas and the United States. In terms of economic growth and the creative
economy, The Dallas -Fort Worth Region is growing faster than the national average. Nationally,
employment growth in the creative industry grew 6.0% from 2010 - 2015. Regionally, growth was
at 9.1%. Looking specifically at the performance and visual art sector, the overall percentage of
growth was 18.2%.
Sector
2010
Employment
2015
Employment
Emp
Chg
%
Chg
Performing and Visual Arts
30,743
37,645
5,788
18.2%
Independent Artists, Writers, and Performers
13,853
15,790
1,937
14.0%
Art Dealers
469
587
118
25.2%
Performing Arts Companies
3,601
4,456
855
23.7%
Promoters of Performing Arts
5,780
6,990
1,210
20.9%
Sound Recording Industries
835
875
40
4.8%
Musical Instrument Manufacturing
54
54
0
0.0%
Musical Instrument and Supplies Stores
645
872
227
35.2%
Photographic Services
4,771
5,603
832
17.4%
Ornamental and Architectural Metal Work Manufacturing
899
1,430
531
59.1%
Custom Architecture Woodwork and Millwork
950
988
38
4.0%
Source: Texas Workforce Commission; U.S. Census
State-wide, the Dallas -Ft. Worth Region has experienced significantly more growth in the creative
economy than the rest of Texas, with nearly 100,000 jobs in the creative industry. Dallas -Ft. Worth
regional growth in the creative economy is 58.2% higher than the next leading metro -area, Houston.
98,639
In terms of economic impacts, the $34 billion
in total economic impact that the Dallas -Ft.
62,349 Worth creative economy provides far exceeds
the total impacts provided by creative
40,7SS economies in other metropolitan areas such
23,737 as Houston and Austin plus entire states like
Ohio (University of North Texas Economic
4,W9 Research Group).
Dallas -Ft. Worth Mouaton Auathn San Antonio EI Par.
Source. Bureau of tatror Statrst-: u.5. Cenws
The Arts & Economic Prosperity V
conducted a survey of the Economic Impact of Nonprofit Arts and Culture Organizations and their
audiences in Dallas -Fort Worth — Arlington MSA in 2015, and found the cultural event and
nonprofit arts attendee spends an average of $29.98 per person, excluding the cost of admission to
the event. A further breakdown shows that a resident attendee will spend $25.60 and a non-resident
attendee will spend $66.93. As a centrally located city in the Dallas -Ft. Worth Metropolitan area,
Southlake has the ability to draw art patrons from across the metro -area.
161
2.2 Visual Aspects of Southlake's Civic Identity
Public art can play a unique role in placemaking in the city. For public art projects to help build this
sense of identity, they must be rooted in the place—related to Southlake's natural environment,
development patterns, cultural traditions, and civic life. A community's character is largely
determined by the perceptions and experiences of those living, working, shopping, or just passing
through. This section examines these aspects of Southlake's character and suggests how they can
provide a framework for public arts and civic placemaking.
Landscape and Open Space
Southlake is a community recognized for its award-winning parks, manicured landscapes and
preserved open spaces. Southlake's facilities and beautiful scenery provide patrons with opportunities
for growth and personal enjoyment. It's the goal of the
Southlake Parks Division to not only meet, but exceed
expectations, and to be one of DFW's most park -
friendly cities. The Southlake parks offer visitors a
combination of developed parks and open space, miles
of trails, outstanding athletic fields, beautiful ponds,
pavilions and facilities. There are several public art
installations throughout the park system, and it is a
recommendation of this plan to include public art in
North Park future park development/redevelopment.
Infrastructure and Urban Design
The built and natural environments determine our perceptions and experiences of a community.
Urban design can provide direction and guidance for development to enhance community character
by creating a greater sense of place. The design forms for the city's gateways, crossroads and corridors
are rooted in its landscape and heritage, while
coexisting comfortably with new development, never
looking "dated." Consistent architectural and planting
materials, colors, sign fonts, and related elements lend
overall unity to the built environment. While unity is
desirable, "sameness" is not.
The city's contemporary development has set a high
standard of quality in its design, materials and
workmanship which is now identified with Southlake;
this attribute should be a defining characteristic of
future public art placements.
171
Southlake Town Square
2.3 Thematic Aspects of Southlake's Civic Identity
A final layer of Southlake's civic identity relates to its history and culture. The master planning
process identified three themes that can serve as unique lenses for exploring how Southlake's history
and culture have shaped the city's landscape. This plan suggests, but does not require, that artists
consider these themes as a starting point in their exploration of their proposals.
Excellence
The pursuit of excellence is evident and permeates the fabric of the community from sports and
education to retail and development to recreation and community events. Southlake has consistently
been ranked as one of the best places to live by D Magazine and Fort Worth Magazine. In 2015, the
Dallas Morning News reported Southlake as one of the top Best Neighborhoods in DFW. The reason
for these rankings are easily found within its 22 square mile borders: exemplary schools, acre after
acre of green space, and high quality development. The City of Southlake is perfectly planned,
balancing sophisticated living with neighborly community.
Family
Family -friendly is the foundation of the community. On any given day, the parks are filled with
families playing on the playgrounds, children practicing sports, toddlers enjoying the Southlake
Library Story hour, and families gathered under the Friday Night Lights at Southlake Carroll ISD's
Dragon Stadium. Adding to the sense of family, and placing an emphasis
on unity, all Southlake Carroll Independent School District have the same
colors—green, white, and black—and the same mascot, the Dragon.
Public art installations and current programming illustrates the
community's emphasis on family. This plan recommends the
®= consideration of adding additional art programming, as well as interactive
public art that will encourage family participation with the arts.
Historic
The City of Southlake has a rich western and aviation history.
Until 1956, what's now Southlake was known as "the area west of
Grapevine," an unincorporated part of the county that was dotted,—
with small farms, churches, schools and even some stills. ,
Businesses included service stations, dairy and egg farms, grocery
stores, a few nightclubs and "beer joints," dude ranches, several The Log House at
small airports and even a track for dog racing. Southlake sits in a Bicentennial Park
geographic region once thick with blackjack and post oak trees
called the Eastern Cross Timbers. The Cross Timbers region, shaped like a dagger, stretches from
Kansas into central Texas. Public Art has the opportunity to preserve the cultural history of the
community. This plan makes the recommendation to consider adding art at the historical Log
House in the wild flower field in Bicentennial Park.
2.4 Existing Programs and Proie, ct Types
As a part of this planning effort, it is important to highlight a number of current programs and
project types already in place. Discussions about existing programs and project types served as a
catalyst for conversations on how to improve and expand upon current offerings, without proposing
duplicate efforts.
Programs
A summary of current programming has been grouped into five overarching categories: performance,
music, visual arts, culinary arts, and special events. The information below is not a complete list of
all art programming, as programming continually evolves in response to consumer demand.
However, the list provides a good representation of the types of programs offered, and it illustrates
how the City of Southlake currently supports public arts and art programming.
Per
• Storytelling Club (Youth, Southlake Public Library)
• Country Western Dance (Adult, Recreation)
• Ballroom Dance (Adult, Recreation)
• Line Dancing (Seniors, Senior Activity Center)
Music
• Music and Movement Story Hour (Youth, Southlake Public Library)
• Guitar Lessons (All ages, Recreation)
• Masterworks (All ages, Arts Council North East)
• Southlake Community Band Performances (All ages)
Visual Arts
• WizArt (Youth, Southlake Public Library)
• You can Paint for Teens and Adults (Teens and Adults, Recreation)
• Special Needs Art Adventure (Teens, Recreation)
• Art Classes: Watercolors, Acrylic, Pastel (Seniors, Senior Activity Center)
• Animation (Youth, Recreation)
• Video Game Design (Teens, Recreation)
• Camera Club (All ages, Bob Jones Nature Center Organization)
• Painting Classes — (Adults, Bob Jones Nature Center Organization)
• Adventures in Art Camp (Youth, Recreation)
• Gallery Events (All Ages, APEX/ Southlake Arts Council)
• Arthouse of Southlake: Chalk Pastel (Youth, Southlake Public Library)
191
CulinaryArts
• Lil Chefs (Youth, Recreation)
• Tastebuds Kitchen cooking class (Teens and Adults, Southlake
Public Library)
Special Events
• Art in the Square (All ages, Southlake Women's Club)
• APEX Presents (All ages, APEX)
• SSFI James Richardson Senior Art Show (Seniors, Southlake
Senior Funding Inc. and APEX)
IN THE SQUARE
Additional public arts programming is facilitated through partnerships with various nonprofit
organizations with whom the City has a Community Service Agreement (CSA). These partnerships
and programs are outlined in more detail on p.45.
Capital Improvement Program
Southlake's public art policy requires that public art be an important consideration in the design of
every new City capital project. CIP art presents an opportunity to not only create more art projects
in more areas of Southlake, but also to rethink the role public art can play in the design of
Southlake's public buildings and infrastructure. Rather than a last-minute embellishment to a capital
project, public art can serve as an integral part of the architecture, landscape, or urban design of a
place, elevating design quality and promoting a coherent vision for the character of public places
throughout the City. These projects can also help underscore the City's commitment to design
excellence, setting an example about public expectations for design quality in capital projects and
private development.
Lessons We Have Learned by Jane DeDecker
20
Planning Initiatives
The 2030 Public Art Master Plan and,
now the 2035 Public Arts Master Plan
serve as a vision and outline for future
public arts projects. Typically, these
projects are funded through the use of
HOT funds. Additional information
regarding HOT funds can be found on
p.55. As funding becomes available, and is
approved by the City Council, initiatives
outlined in the plan document are placed
on the work plan and completed.
Private Development
Through the public arts matching funds policy, funding is available to encourage and aid private
developers in purchasing and installing public art. Proposed Public Art Matching Funds projects will
be considered on a project by project basis. The City will determine the percentage match up to
100%. Eligible projects include public art at private developments and public art to be installed on
public property. Private developers wishing to install public art must receive final approval from the
Southlake City Council.
Donations
Generous donations from organizations and individuals have added to Southlake's Public Art
collection. The donation process is outlined in the public art policy. All donations are reviewed by
the Southlake Arts Council and must be formally accepted by the Southlake City Council.
2.5 Existing Comprehensive Plan Recommendations
As part of the master planning effort, it is important to highlight a number of the current
recommendations in place. Below is a table that lists existing adopted recommendations with a
direct correlation to art. These recommendations were adopted as part of the Southlake 2030 plan,
and will need to be revisited as those specific plan elements are updated.
7UrbaRoundabout
concepts, including landscaping, public art, and
n Plan
hardscape improvements
1
Complete
nn Plan
Public art improvements at high -visibility/ opportunity sites
3
Complete
Provide a special urban design, art, or water feature at the
southwest corner of the Southlake Blvd and Carroll Avenue
intersection that emphasizes the prominence of that intersection
and is consistent with the recommendations of the Major
Carroll 1709 Plan
Corridors Urban Design Plan and the Arts Master Plan
1
Complete
Southeast Sector Plan
Install public art in roundabouts.
1
Complete
The Southlake 2030 Public Art Master Plan identified 19 key issues and proposed
recommendations. The 2030 Public Art Master Plan was developed as one of the City of Southlake's
first master plans, and the tier system had not yet been developed, as such, tiers for the
recommendations are not listed.
21 1
Plan
Issue Identified:
Recommendation
1. Incorporate public art into
Bicentennial Park phases 2 & 3
Complete; North Park
Parks are important community
complete;
PA01
gathering spots that could benefit
2. Incorporate public art into
Bicentennial Park
from design enhancements such as
North Park
BJNC included on SPDC
public art.
3. Incorporate public art into the
CIP
Bob Jones Nature Center.
1. Incorporate public art into the
planned DPS North Facility
City facilities are important civic
DPS North complete; Marq
symbols and community gathering
2. Incorporate public art into the
art complete;
PA02
places that could benefit from design
Proposed multi-purpose facility
Service Center will be added
enhancements such as public art.
to a later work plan as it is
3. Incorporate public art into the
built - TBD.
proposed public works operation
center
A mix of temporary and permanent
1. Organize a sculpture exhibition
Recommended in 2035
PA03
outdoor sculpture could enhance
series for McPherson Park,
Master Plan to consider in
Town Square as a cultural and
including both temporary, loaned
McPherson Park when it is
economic destination for tourists.
pieces and permanent artworks.
redeveloped.
A mix of temporary and permanent
1. Expand McPherson Park
Recommended in 2035
PA04
outdoor sculpture could enhance
programming to Rustin Park and
Master Plan to consider art
Town Square as a cultural and
Summit Park.
in McPherson Park when it
economic destination for tourists.
is redeveloped.
Staff presented this option
More emphasis should be placed on
1. Provide a special urban design,
and the direction was to not
PA05
the entrance into Southlake along SH
architectural or art feature at the
move forward with this
114 as this area is the major gateway
edge of Town Square that faces
feature. Instead an entry
into the City.
SH 114.
monument was installed at
SH 114 and 1709.
221
Plan
Issue Identified:
Recommendation
1. Provide a special urban design,
art, or water feature at the
Public art at this
Southlake Blvd and FM1938
The intersection of Southlake Blvd
intersection that emphasizes the
intersection is not
recommended, due to the
PA06
and FM 1938 is a very prominent
prominence of that intersection
"busyness" of the
and visible intersection
and is consistent with the
recommendations of the Major
intersection.
Corridors Urban Design Plan and
the Arts Master Plan.
1. Provide a special urban design,
art, or water feature at the White
Chapel Road and SH 114
The intersection of White Chapel
intersection that emphasizes the
On hold pending future
PA07
Road and SH 114 is a very prominent
prominence of that intersection
development.
and visible intersection
and is consistent with the
recommendations of the Major
Corridors Urban Design Plan and
the Arts Master Plan.
1. Provide a special urban design,
art, or water feature at the
southwest corner of the Southlake
The southwest corner of Southlake
Blvd and Carroll Avenue
Fountain and amenities
PA08
Blvd and Carroll Ave is a very
intersection that emphasizes the
were constructed with the
prominent and visible intersection.
prominence of that intersection
Park Village retail
and is consistent with the
development.
recommendations of the Major
Corridors Urban Design Plan and
the Arts Master Plan.
1. Consider all planned
Complete/ Ongoing
PA09
Roundabouts are prominent and
roundabouts, developed publicly or
Public art included on all
visible locations.
privately, as potential opportunities
currently constructed and
for artworks.
planned roundabouts.
23
PA10
PA13
PAI 1
PA12
Major destinations, as identified in
the way finding plan, are prominent
and visible locations.
Development approval process does
not provide for oversight of developer
public art agreements.
Large commercial and mixed-use
development will include public
spaces (parks and plazas) that should
be designed as amenities for the
community.
Zoning code in certain districts does
not adequately support review of
developer public art agreements.
24
1. Provide special architectural,
urban design, public art or water
feature at each of the 20 major
destinations included in the way
finding plan.
1. Establish procedure for city
review of developer artworks
commissioned to fulfill
development agreements.
1. Require the incorporation of
public art into the public spaces of
the largest new commercial and
mixed-use developments in the
city, particularly along the SH 114
corridor and future extensions of
Town Square.
2. Encourage the incorporation of
public art into the public spaces of
other new commercial and mixed-
use developments in the city,
particularly alone major corridors.
Staff monitors new
development and
encourages the inclusion of
public art/ and or design
when appropriate. A
matching funds program has
been established to further
encourage the inclusion of
public art. Public art or
design has been added at
Park Village, Kimball Oaks,
and Bank of America (entry
feature).
Currently there is not public
art developer's requirement.
If a developer chooses to
install public art, it is
reviewed and recommended
by the Southlake Arts
Council for City Council
This plan does not
recommend the requirement
of public art by developers;
however it encourages
public art along the SH114
corridor and in future
extensions of Town Square.
A matching funds program
has been established to
encourage public art.
1. Make technical amendments toI The zoning code was
Zoning code. amended as necessary.
Plan
Issue Identified:
Recommendation
Stam"
1. Establish process for developing
Policies and procedures were
Policies and procedures in public art
annual work plans in conjunction
updated in 2016; however,
this plan recommends the
PAI 5
policy /ordinance are not consistent
with CIP planning.
consolidating policies into a
with those recommended in this plan.
2. Establish process for developing
comprehensive Public Arts
project plans.
Policy
Funding from CIP is kept in CIP
Public Art currently being
budgets, not transferred to Public Art
Transfer CIP allocations to
maintained as a separate line
PA16
Fund when allocated by City
Council. This risks public art funds
Public
Public Art Fund as soon as Council
item in capital project
being turned back into the overall
approves the allocation.
budgets, no transfer is
capital project budget.
required.
1. Create a'/4 time position to
manage the public art initiative
The 2035 plan recommends
The public art initiative has no
- Hire contract project managers as
a staffing assessment to
PA17
dedicated staffing.
necessary, due to volume or
determine need and
complexity of work.
feasibility.
Currently there is not public
1. Establish principles and
art developer's requirement.
Planning and zoning documents do
guidelines that clarify city's
If a developer chooses to
P
PA14
not provide strong guidance for how
intentions for the types of artworks
install public art, it is
developers should fulfill public art
that will fulfill developer public art
reviewed and recommended
agreements.
agreements
by the Southlake Arts
Council for City Council
approval.
The guidelines for using Hotel
1. HOT funding guidelines should
Complete
There is an established
Occupancy Tax funds are stringent
include a more expansive
process for transferring
PA18
and may prevent HOT art funding
consideration of how public art can
funds to the Public Art
for projects that genuinely increase
impact tourism, to the extent
Fund that is approved by
tourism in Southlake.
allowable by law.
the City Council
251
Plan
Issue Identified:
Recommendation
Sta(LIS
1. Consult with organizations that
present performances on space
Complete
needs
Feasibility Study completed.
2. Assess demand from arts
Recommended not to move
organizations in Southlake or
forward with a City-owned
The demand for a performance
nearby who would be a resident
and operated facility.
PA19
facility in Southlake is not well
company or otherwise book space
However, the 2035 plan
understood.
does recommend the
3. Assess space demand for arts
consideration of a
education
public/private partnership if
a developer brought forward
4. Assess market for conference
a proposal.
and meeting space
261
2.6 Focus areas of the Public Arts Master Plan
The recommendations for the future of Southlake public arts included in this document reflect the
input and findings from the year-long planning process, as well as current best practices in the field
of public art. They are designed to build upon the strengths of the program, and to adjust policies
and processes accordingly. The recommendations also speak to the City's current priorities for public
arts. Some of them can be implemented relatively quickly, while others will be realized over time, as
resources and opportunities become available.
The City of Southlake has accomplished much of what was set forth in the original Public Art
Master Plan and its success has stimulated an interest in commissioning destination quality, iconic
artworks from nationally and internationally -recognized artists. The next sections of this plan will
evaluate and propose recommendations regarding the current collection, future projects, programs
and partnerships, staffing, funding, and policy and ordinances.
27
PUBLIC ART COLLECTION
The City of Southlake has developed a remarkable collection of public art. The collection constitutes
an important City asset and a public trust. The City's leadership has demonstrated ongoing
understanding of the value of its broad collection and has consistently invested in routine
maintenance and conservation.
3.1 Current Collection
The City of Southlake's Public Art collection has unique, museum quality, installments located
throughout the City. The collection features the work of well-known local and national artists, and
various mediums.
Reunion
By: Gary Alsum
Location: Southlake DPS
North
ml
r
0
LAKE
MEMORIAL BELL - -
ski
JF
T
301
`Y Southlake Memorial Bell
Location: Southlake DPS
Headquarters
Sentinel
By: Archie St. Clair
Location: Southlake DPS
Headquarters
ji
The Ties That Bind
By: Jane DeDecker
Location: Family Park
4
31
On the Count of Three
By: Jane DeDecker
Location: White Chapel &
Continental
Taking Flight
By: Seth Vandable
Location: Brumlow &
Continental
Morning
By: Darrell Davis
Location: Carroll & Dove
321
i
,< �, � 4' •, ;:
331
Flying Together
By: Dream Big Sculptures
Location: Dove/ Peytonville/
Sam School Road
Longhorn Bas Relief
By: Janice Hart Melito
Location: North Park
DaVinci Horse
Location: Lake Carillon Park
In addition to sculptures, the City also has several donated pieces that are a part of the collection.
A siren is a call to prayer Al
Of thanks and protection for those who dare
Put their lives in danger, and care
For others above themselves.
A siren is a call to pray
For those and their family who may
Need the services on the day
The rescuers enme to help.
A siren is a call to prayer
who arc touched, and must hear
i' which scem not fair
Called to help.
to pray.
s an this day,
along the way
_ to help.
341
"A Siren is a Call to Prayer"
By MaryLee Alford
Location: One in each Department
of Public Safety station
Donated by MaryLee Alford
October 2017
351
Untitled
By Prince Duncan Williams
Location: Southlake Public Library
i
i
Donated by Patti Stebbins
June 2014
Back the Blue
By Deanna Kienast
Location: DPS Headquarters
t
Donated by Deanna Kienast
October 2017
"First Responder"
By Patrick Neuwirth, Iron
Chinchilla
Location: DPS Headquarters
Donated by Former City
Councilman Al Zito and Family
2016
[insert additional information]
351
3.2 Collection Management
Collection Management describes the comprehensive care of a collection, with the goal of preserving
and protecting the aesthetic integrity and financial value. Collections Management identifies ways to
improve or sustain a collection through physical maintenance, preservation, art conservation
treatment, and insurance coverage. The City of Southlake partners with an art preservation company
to perform annual maintenance on the pieces in Southlake's collection. Pieces located in HOA
maintained parks are maintained by the HOA. This plan recommends sustaining the commitment
to conservation as an overall part of the public art fund budget. It also recommends regularly
reviewing landscaping to make adjustments as needed.
3.3 Procurement Process
The current art procurement process, as outline in the Public Art Policy, provides details on site
selection, what qualifies as public art and on the steps necessary to commission a public piece. The
current procurement process also includes evaluating and setting the project budget. The majority of
Southlake's current collection consists of museum quality cast bronze. Since the start of Southlake's
Public Art Program, the cost of bronze sculptures has increased by 450%. This has impacted the
scale of pieces proposed. While it is recommended to continue to consider art of all mediums —
including bronzes — to maintain the high quality of the Southlake Public Art Collection, it is also
recommended the procurement process is enhanced in order to include the following goals:
• Expand the pool of artists engaged in the program
• Broaden the range of media that artists use to create public art
The City of Southlake also adds to the Public Art collection through partnerships and donations.
The donation process is outlined in the Public Art policy. When the Public Art Policy is updated,
the following should be included:
• Enhancements to the donation process
• Identification of partnership opportunities
• Establish maintenance standards and responsibilities for donations and partner projects
0
3.4 Public Art Collection Recommendations
Implementing the following recommendations will help ensure that the City's collection remains an
asset.
371
PUBLICART COLLECTION
No.
Recommendation
Implementation Metric
Strategic
VGO
Department
Priority
Link
Link
Tier
PAl
Maintain visibility
1. Review landscape and lighting
C3; F2
1.1;
CS
1
of the public art
surrounding public art installments
11.1
collection
on an annual basis and make
adjustments as needed, optimizing
visibility of the collection
PA2
Diversify
1. Partner with arts agencies to
C3; F2
1.5;
CS
1
Southlake's Public
expand the marketing of call to
1.8;
Art collection
artist requests for proposals (RFPs);
11.1
while ensuring
advertise with organizations such as
pieces are of the
the National Sculptor's Guild and
highest quality
National Sculpture Society
2. Update the procurement process
in the Public Art Policy
3. Identify and enhance art
donation and partnership
opportunities
371
No.
Recommendation
Implementation Metric
Strategic
VGO
Department
Priority
Link
Link
Tier
PA3
Continue annual
1. Continually monitor irrigation,
F2
1.1;
CS
1
maintenance of the
and make adjustments as needed in
10.6
current Public Art
order to reduce water corrosion
collection
2. Implement and make a budget
request for conservation treatment
as outlined by art maintenance
contractors
3. Evaluate need for touch up, and
make a budget request to paint
"Moonicipal" as needed or at least
once every 5 years
4. In cases where public art is
maintained by a Home Owners
Association, or other entity,
establish and implement a standard
maintenance agreement.
PA4
Engage the public
1. Engage citizens through seeking
C6
12.1;
CS
1
in the public art
feedback during the public art
12.3
procurement
selection process and prior to
process
Southlake Arts Council
recommendation and City Council
approval
2. Update the procurement process
in the Public Art Policy to
incorporate public engagement
ME
Projects
Over time as Southlake thoughtfully adds artworks that support and stand out because of the City's
strong urban design approaches, the public art will add to the identity and desirability of the City as
a place to live, visit, and do business. Parks, public buildings, and roadways make up the civic fabric
of the city. These places are experienced every day by residents and visitors alike and convey an
important message about the city's values, character, and pride. Southlake's leaders and citizens
envision that Southlake's civic fabric will be designed with a high level of quality, and enhanced
through the placement of public art.
This plan offers a cohesive view of how new public artworks commissioned in conjunction with City
capital projects and at other prominent sites in the city, and incorporated into private development
can support this vision for the City. This section outlines recommended art commissions for
Southlake.
4.1 Vision for Future Protects
Throughout the master planning process, staff conducted several exercises with the Southlake Arts
Council to identify the vision for future projects. When surveyed for what kind of art the Southlake
Arts Council would like to place in Southlake, the responses included:
• Iconic
• Photo opportunities
• Art that encourages "selfies"
• Unique
• Classy
• Big
• Modern
• Art that creates a sense of place
• Art children can climb on
• Interactive
• Playful
• Experiential
391
Southlake Constellation,
by Kathi Caricoff
4.2 Locations and Goals for Future Projects
Certain spaces present especially strong opportunities for advancing the vision and goals for public
art in Southlake. Art projects in civic squares and community parks can encourage community
gathering and strengthen community identity.
The below priorities were the result of a meeting conducted by City staff, with the Southlake Arts
Council, as a pan of the 2035 Master Planning process. Arts Council members were asked to
provide their top priorities for general locations for public art. The board also discussed upcoming
capital projects, and potential opportunities for public/private partnerships. In addition to specific
locations, the Arts Council also identified goals for the art and prioritized the pieces that would be
funded through the Public Art Fund as "Art Planning Initiatives."
The goals for public an listed below should be referenced and incorporated in the future 2035 Parks
Recreation Open Space and City Facilities Master Plan.
401
PARKS
Project
Goals
Southlake Sports Complex as
•
Interactive
it is redeveloped
•
Experiential, educational, and entertaining
The Bob Jones Nature Center
•
Experiential, educational, entertaining
& Preserve as it is redeveloped
•
Playful
Bob Jones Park as it is
•
Interactive — multigenerational
redeveloped
•
Consider unique elements such as lighting, water play, music/sound
McPherson Park as it is
•
Iconic
redeveloped
.
Create a destination for visitors
•
Photo opportunity
•
Install one larger iconic piece, and smaller pieces as funding allows
401
41 1
CITY-WIDE
Project
Goals
Additional Capital Projects as
•
Theme appropriate to the location
they are funded
•
Reference vision for future projects in section 4.1
Roundabouts as they are built
.
Theme appropriate to the location
throughout the City
.
Cohesive and complimentary to the existing roundabout collection
ART PLANNING INITINFIVI'S
PARKS
Project
Goals for the Art
Priority Rank
Log House wildflower field at
•
Historic
I
Bicentennial Park
.
Classic
•
Large and bold, visible from the road
Central Park
•
Interactive, photo opportunity
2
North Park
•
Art children can interact with or climb on
3
The Marq Southlake
•
Create a sense of place
4
•
Unique, modern
•
Consider indoor and outdoor placements
CITY-WIDE
Interior Art
•
Install "Wow" interior entry pieces in high traffic
5
city facilities
•
Utilize gallery space such as Town Hall (and future
display space) to host rotational art displays
o Consider hosting unique, short-term
museum quality displays
41 1
DPS West
• Consider art visible from Southlake Blvd
6
Gateways
• Cohesive
7
• Integrate into wayfinding signage or monument
signs
PUBLIC / PRIVATE
PAR'FNERSHIPS
PARKS
Project
Goals for the Art
Priority Rank
Carillon Parc
• Interactive art that encourages engagement
1
• Consider artistic pathways or benches, "functional"
art
CITY-WIDE
Southlake Public Library — if
• Interior Art in an atrium or entryway
2
developed/ relocated as
. Modern, but complimentary to the architecture and
proposed by the Carillon
design of the building
development
• Outdoor art in the children's garden — interactive
and climbable
• Incorporate space for arts and culture programming
and exhibits
114 Corridor
• Gateways to the City
3
• Visible from 114
• Incorporate art into developments
42
4.3 Protect Recommendations
The project recommendations identify opportunities to add public art to Southlake's collection and
provide guidance on how to expand the Public Arts Program.
431
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PA5
Expand the indoor
1. Make a budget request to
C3; F2
8.1;
CS
3
public art
purchase permanent pieces to be
6.1;
collection
placed indoors at high traffic City
11.1
facilities
2. Consider interior art if a new
Southlake Public Library is built
PA6
Activate Central
1. Make a budget request to
C3; F2
6.1;
CS
1
Park through
purchase and install an interactive
11.1
public art
art piece
PA7
Incorporate an
1. Install art or artistic features at
C3; F2
1.5,
CS
2
into park design
parks as they are developed and
4.12;
and redevelopment
redeveloped
11.1
2. Consider artistic elements with
the installation of playgrounds
3. Consider functional art such as
artistic pathways or benches
4. Reference the goals for public
art in the 2035 Public Arts Master
Plan when developing and
redeveloping parks
5. Reference the goals outlined in
the Public Arts Master Plan when
developing the 2035 PROS/CF
Plan
431
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PA8
Commission
1. Install art or artistic features
C3; F2
6.1;
CS, PDS
2
impactful projects
with the redevelopment of
6.5;
in high traffic,
McPherson Park
11.1
high visibility
locations
2. Utilize public art funding (non-
CIP) to install art or artistic
features at high traffic, high
visibility locations such as: the field
near the Log House at
Bicentennial Park, on the grounds
of The Marq Southlake, and at
City entry points and gateways
3. Reference the goals for public
art in the 2035 Public Arts Master
Plan when commissioning pieces
PA9
Install interactive
1. Install art or artistic features at
C3; F2
8.1;
CS
3
art to engage youth
parks such as Bob Jones Park and
11.1
North Park that will engage youth
and encourage interaction with the
arts
PA10
Partner with
1. Encourage the incorporation of
CS,
1
developers to
public art into the public spaces of
Planning
achieve public art
new commercial and mixed-use
goals
developments in the city,
particularly along major corridors
2.Provide a special urban design or
public art feature at the White
Chapel Road and SH 114
intersection
3. Reference the goals for public
art in the 2035 Public Arts Master
Plan when commissioning pieces
44
PROGRAMS AND PARTNERSHIPS
The City's public arts programs include both public education and public outreach as an integral
part of the program's activities to ensure an engaged and supportive community. Key goals include
increasing youth and adult programming, and developing a targeted approach to communication
and community engagement through expanded marketing. Through the recommendations, the
2035 plan seeks to expand performing arts opportunities in Southlake, including film, literature,
dance, music, and theater.
During the master planning process, the Southlake Arts Council brainstormed various ideas for
program expansion. Some program expansion ideas include:
• Sponsor a lecture series, highlighting artists who have pieces in Southlake's collection
• Develop a bus tour that highlight some of Southlake's public artworks
• Explore offering participatory community workshops with artists commissioned for projects
• Develop a children's coloring book featuring pieces from Southlake's public art collection
• Host "parent's night out / date night" art events
New programs may be developed with the assistance of the Southlake Arts Council in collaboration
with city staff and, where applicable, community groups such as APEX, Arts Council North East,
the Community Band, and the Southlake Public Library.
5.1 APEX
The City of Southlake partners with APEX Arts League to host various art events in the community.
APEX is dedicated to actively advancing arts, artists and arts education while promoting the concept
and reality of a regional home for the arts in the Southlake area. Their mission is "to enhance
appreciation, provide access, and promote participation in the arts in our community — the Apex of
the D/FW Metroplex — through partnership with leading arts and civic organizations." And, their
vision is, "to provide quality cultural, civic, and educational programs, cultivating a vibrant home for
the arts, and supporting development of a regional center for the arts."
The City of Southlake has an active Community Services Agreement with APEX to provide funding
assistance in exchange for APEX to schedule twelve high quality professional programs or events
featuring local talent at minimal or no cost to the public. This series is formally known as, "APEX
Presents." Among those programs, APEX must provide at least three educational programs for all
ages and three events with a community art component.
451
Historically APEX has provided a wide variety of events,
partnering with organizations such as the Fort Worth Va-&WX-411 : Short and Suite
Symphony Orchestra, the Dallas Symphony Orchestra, Avant
Chamber Ballet and the Fort Worth Opera. A sample of
events include programs such as:
• Chamber Music Project: WindSync
• DSO on the GO
• Fort Worth Symphony Orchestra: Halloween with
Harry Potter
• Avant Chamber Ballet: Nutcracker Short and Suite
• APEX Jazz Fest
• Bus trip to the Fort Worth Opera: Don Pasquale
• Taste of APEX: A Sampling of Theater, Music, and The Arts
• Gallery receptions: annual fall exhibit and Strokes ofArt in the Square
-_
1 ?tWXI
APEX
ieagu _
Through the master planning process, a recommendation has been made to expand the agreement
with APEX to include additional art programming in coordination with art dedications when new
pieces are added to the City's collection.
5.2 Arts Council North East
With a vision of access to the arts for all, and mission to provide artistic, cultural, and educational
opportunities to improve the quality of life in our communities, Arts Council North East partners
with the City of Southlake (and surrounding communities) to present the annual Masterworks
series. The MasterWorks Concert Series provides free concerts, that are open to the public, in eight
cities (Bedford, Euless, Hurst, Keller, Roanoke, Southlake, Watauga and Westlake).
461
The Masterworks series includes
all genres of music and have
showcased bands such as: "Me &
My Monkey — The Beatles —
Tribute Band," Zack King Rock
and Roll, Vocal Trash — Stomp,
and Mr. Blue Shoes — Children's
Entertainment.
The Masterworks concert series
also partners with the Southlake Community Band. The Southlake Community Band is another
community service partner with the City of Southlake. They provide music for various city events
and do several concerts throughout the year.
5.3 Southlake Public Librga
The City of Southlake Public Library currently offers a variety of art -based programs. Through the
master planning process, the Southlake Public Library was identified as an ideal partnership to offer
an expanded collection of art programs. The Southlake Public Library currently draws participation
in its programs from both residents and non-residents, and is a great avenue to promote additional
art programming.
Opportunities for expansion include programs such as:
• Independent Film screenings
• "Hand Lettering" and "You -Can -Paint" visual art classes
• Youth fine arts programming
• Public art tours
The partnership is a natural fit. The Southlake Public Library is continually seeking to expand its
teen and adult programming. Historically, art -based programs are well attended and in high
demand. The Southlake Public Library has the staffing capacity to add the programs and the
programs will be considered for funding on an annual basis through the Public Arts Fund, and by
City Council approval of the budget.
5.4 Partnership Opportunities
Partnerships allow the City of Southlake to expand reach and scope of services and maximize
efficiency of resources. The City of Southlake has formal, contractual, partnerships with several
organizations, as outline in previous sections. Expanding this concept to incorporate additional arts
organizations such as the Fort Worth Symphony Orchestra, the Dallas Symphony Orchestra, or a
theater group would enhance art programming in the City of Southlake.
Additionally, a matching funds program supporting programming and performances would also
enhance the arts in Southlake and would allow for unique partnership opportunities as they become
available.
47
5.5 Venues
Southlake Town Hall
Southlake Town Hall is currently used as the primary venue for art gallery displays and receptions.
The Lobby space is ideal for events hosting up to approximately 125 attendees. The walls along the
lobby have an upper ledge designed for a wire suspension hanging system. The panel design leaves
space to display 12 artworks (13 if including one installed behind the security desk). In addition to
hanging art along the wall, display cases are available to showcase small items such as artifacts,
pottery, or blown glass. Current programming utilizes the lobby for a fall gallery, an early spring
Young Authors and Artist Showcase exhibit (a partner program with Southlake Sister Cities), spring
Strokes of Art in the Square (a partner program with Art in the Square), and a summer historical
exhibit (a partner program with the Southlake Historical Society). During the holiday season, the
lobby is decorated for the holiday. Historically, the walls are either left open (so as not to interfere
with the holiday decor) or holiday themed art has been displayed.
Additionally, Town Hall has meeting space available on the 3rd floor that could be used for programs
such as lectures or workshops.
Southlake Town Square
Southlake Town Square is the primary venue for festival events in Southlake. Home to City events
such as Stars & Stripes, Home for the Holidays, and Celebrate Southlake, Southlake Town Square is
also the venue for partner events such as Oktoberfest (Southlake Chamber of Commerce) and the
nationally recognized juried art show, Art in the Square (Southlake Women's Club). Town Square
is also home to several Masterworks concerts each summer.
Southlake Town Square has four public parks that offer unique arts programming opportunities.
Rustin and Family Park are located directly in front of town hall and are where the majority of
festivals and concerts occur. Frank Cornish Park is a plaza park, that is perfect for "pop-up"
programming. McPherson Park has a pond and walking trail. The redesign and redevelopment of
McPherson will further enhance arts opportunities in Town Square.
The Marq Southlake, Legends Hall
The Marq Southlake, Legends Hall, is a 23,000 square
foot multipurpose community center, designed
specifically for hosting events. Legends Hall amenities
include an event hall, multipurpose meeting space, a
club lounge, catering kitchen, senior center, studio, and
an outdoor amphitheater.
Arts events have been hosted in the event hall and at the
Aria Amphitheater. The event hall has a stage and can
accommodate up to 300 guests. The amphitheater is an
EN
Aria Amphitheater, The Marq Southlake
outdoor performance stage and can accommodate a crowd of up to 1500 guests. The outdoor
amphitheater has hosted several art events including a showcase of the Fort Worth Symphony
Orchestra and a film festival. Current stage dimensions at the Aria amphitheater do not
accommodate for a full orchestra performance, and a modified offering must be presented. An
analysis of the feasibility of expanding the stage and evaluating seating is recommended in this plan.
Additional City Facilities and Amenities
The City of Southlake has several unique park spaces that could also be utilized for arts program.
Pop-up programming could be considered in parks such as Frank Cornish IV Park, Rustin Pavilion,
Liberty Garden, Liberty Park at Sheltonwood, and the Log House at Bicentennial Park.
Future Venues and Arts Opportunities
The proposed Carillon development will offer multiple opportunities for expanded arts
programming. The proposed park will be a prime location for outdoor entertainment. The proposed
Library concept includes flexible space that could be utilized to host various exhibits.
5.6 Marketing
By including information about Southlake's public art collection in public art publications, print
collateral, and social media platforms, the City's artworks will gain visibility and notoriety,
encouraging cultural tourism to Southlake and potentially increasing the value of the City's art
collection.
The public art program will make use of the City's web site and social media tools to enable wide
access to information about its collection. In order to keep the local community informed and
involved in the public art program, notification about public art events in Southlake will be posted
via social media outlets such as Facebook and Twitter, as well as on the City's website and through
MySouthlakeNews. Social media may also provide an important outlet for community feedback,
questions, and suggestions about the public art program.
Communications and marketing ideas to consider as the program continues to expand and develop
include:
• Art Map
• Coloring Book
• Booth / Tent to be used at festivals such as Art in the Square
• Brochure to be distributed at public venues and hotels
The master planning process has identified that a more thorough review of marketing is necessary,
and recommends the development of a more specific public art communication plan.
49
5.7 Programs and Partnerships Recommendations
The following recommendations provide guidance and structure for expanding partnerships and
programs in order to achieve the vision and mission for Public Arts in Southlake.
501
PROGRAMS
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PAI l
Develop a
1. Create a public art
C3; C6
11.2;
CS, OMC
1
communication
communication plan that
6.1;
plan promoting
identifies goals, key messages,
11.1
Southlake Public
delivery mechanisms, and
Art programs
audience; Develop digital
marketing materials such as an
interactive public art story map,
and update materials as public art
pieces are added to the collection,
or at least once every year.
Include information such as the
following in the communications
plan:
• Develop key messages
regarding each piece of art
• Develop a Town Hall art
display calendar, and
promotional materials
highlighting events
2. Develop print materials such as
a public art driving tour brochure
that can be promoted alongside
economic development and
tourism
3. Develop marketing materials
that appeal to youth such as a
children's coloring book featuring
Southlake Public Art
501
51 1
PROGRAMS
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PA12
Expand public art
1. Partner with the Southlake
B2
11.2
CS, Library
1
programming
Public Library to offer at least
through a
three annual adult art programs
partnership with
such as an artist lecturer series or
the Southlake
film series
Public Library
2. Partner with the Library to
expand children's art
programming, offering at least
three programs annually
PA13
Maintain and
1. Continue to fund partnerships
B2
11.2;
CS
1
expand
with Community Services
9.3;
Community
Organizations - such as APEX,
11.6
Services Agreement
Arts Council North East, and
partnerships
Southlake Community Band
2. Expand APEX partnership to
include hosting "meet the artist"
opportunities; consider hosting a
"meet the artist" event when
commissioning and installing new
public art pieces
PA14
Continue to seek
1. Partner with other agencies to
B2
11.2;
CS
2
out partnerships
promote and host art programs in
9.3;
with other agencies
Southlake
11.6
that promote
public art
2. Consider formal partnerships
such as the Dallas Symphony
Orchestra, the Fort Worth
Symphony Orchestra and the Fort
Worth Opera
3. Consider establishing a theater
partnership with a local theater
organization
51 1
No.
Recommendation /
PROGRAMS AND 1"ARTNE16HIPS
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PA15
Explore public /
1. Consider utilizing the joint
B2, F2
9.3;
FIN, EDT,
1
private partnership
building space with new public
2.2;
CS
opportunities in
facilities, such as the Southlake
11.6
association with
Public Library, in order to create
new commercial
programming synergy and cost
development to
efficiency for arts related
provide permanent
programming.
building space for
performing arts
2. Evaluate the feasibility of
and other arts
constructing a facility that can be
related activities.
leased or purchased for the use of
performing and visual arts.
3. Building space intended for arts
related activities should be
designed to be flexible and
accommodate various types of
programming.
4. If developed, seek and
incorporate feedback from key user
groups and stakeholders.
PA16
Evaluate the need
1. Evaluate the need and feasibility
F2
10.6
CS
2
and feasibility of
of expanding the stage and seating
expanding the Aria
at Aria Amphitheater
Amphitheater stage
52
STAFFING
6.1 Sting Assessment
Southlake Public Arts initiatives are currently managed by staff in the Community Services
Department as a responsibility assigned to the Assistant to the Director. The program, and
expansion as proposed in this master plan, utilizes considerable staff time. The 2030 Public Art
Master Plan recommended a 1/4 time position to assist with public art management; however that
position was never funded nor filled. An analysis of current staffing and resources is recommended.
Responsibilities of managing the art program include:
• Administering the City's Public Arts Program
• Serving as primary staff liaison to the Southlake Arts Council and City Council in
developing, implementing, and evaluating procedures, policies, and master plans for the
Public Arts Program
• Providing staff support to the Southlake Arts Council, coordinating meeting agendas and
managing packet development
• Coordinating the development and management of the annual Public Art Fund budget
• Developing and monitoring contracts with artists, arts organizations, or other organizations
related to the Public Arts Program
• Managing the maintenance contract and art conservation efforts
• Managing CIP art projects from RFP to installation
• Serving as liaison between the City, arts, and/or business organizations relative to the Public
Arts Program, including APEX Arts League and Arts Council North East, and the art
consulting agreement with the National Sculptor's Guild
• Preparing, distributing, and updating promotional materials in coordination with the Office
of Marketing and Communication for City -sponsored public arts installations, events, and
programs
• Coordinating with Community Relations and the Office of Marketing and Communication
to maintain an up-to-date Public Arts section of the City's website
• Promoting and administering the Matching Funds Program
• Coordinating, promoting, and hosting various Public Arts events, including 3-4 gallery
exhibits annually
• Attending and supporting partner events as required and appropriate
• Responding to information requests from the public, media, artists and other Public Arts
programs
531
In addition to the Assistant to the Director, other personnel are also supporting Public Arts
initiatives. Additional support is provided by:
• The Parks Division assisting with gallery hanging and installation of artwork
• Community Relations and the Office of Marketing and Communication preparing and
distributing marketing materials
• The Marq Southlake Legends Hall staff supporting various events throughout the year
With the expansion of the Public Arts program and an increase of available funding through the
growth of HOT taxes, a future solution could be funding a Public Arts Coordinator through the
public art fund. A staffing assessment is recommended to determine the feasibility and need.
6.2 Staffing Recommendations
The staffing recommendation will provide an evaluation of the current staffing demands of the
Public Arts program and identify sustainable staffing solutions.
541
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PA17
Conduct a Public
1. Conduct a staffing assessment as
B4
6.2
CS
1
Arts staffing
the program grows and expands
assessment
2. Implement recommendations of
the staffing assessment as necessary
541
FUNDING
7.1 Hotel Occupancy Tax (HOT) Fund
The Hotel Occupancy Tax is authorized under the Texas Tax Code, Chapter 351. The City of
Southlake adopted Ordinance No. 769 in February 2000, levying a 7% tax on room receipts. The
tax on rooms at the Hilton Hotel in Town Square and at the recently opened, Cambria, provide the
HOT revenues. Under the tax code, up to 15% of HOT funds can be utilized for:
The encouragement, promotion, improvement, and application of the arts, including
instrumental and vocal music, dance, drama, folk art, creative writing, architecture, design
and allied fields, painting, sculpture, photography, graphic and craft arts, motion pictures,
radio, television, tape and sound recording, and other arts related to the presentation,
performance, execution, and exhibition of these major art forms 6 351.101(a)(1)).
During the budget process, the City Council approves the Hotel Occupancy Tax Fund budget, and
has historically transferred 15% of the revenues to the Public Arts Fund. The City Council passed
expenditure guidelines for HOT taxes in 2017, which are incorporated into the City's financial
policies and annual budget book. This plan recommends continuing to fund the Public Arts budget
through HOT tax revenues.
7.2 Percent for Art: Capital Improvement Program Pro'ects
Southlake's Public Art Policy (Ordinance 803-A) requires that public art be an important
consideration in the design of every new City capital project. Upcoming public projects can be
tracked in Southlake's Capital Improvement Program, which is incorporated into the City's overall
budget each year. The CIP percent for art program has been very successful and has contributed to
adding several pieces to Southlake's Public Art collection.
The current Percent for Art process identifies that up to one percent of the CIP budget for each CIP
project can be used for Public Art. However, it is the recommendation of this plan to evaluate the
process for funding and what CIP projects are eligible and appropriate for public art. Additionally,
it is recommended that a budget transfer is made once the art budget for a capital art project is
determined and the funding is placed into the CIP Art Fund. Additional goals of updating the CIP
process include:
• Working with City Staff to Integrate Public Art more seamlessly into the City Capital
Improvement Program
• Instituting a standard project budget template for all projects
55
Incorporating adjustments into the policy and percent for art process will ensure the integrity and
intent of the program, and will further the City's goals for Public Art.
7.3 Matching Funds Policy
The Public Arts Matching Funds Policy enables the City to leverage its public arts funding to assist
with the ongoing advancement of the Public Arts Program.
The purpose of the policy is to provide a process for considering requests by petitioning individuals,
organizations, or private developments for Public Arts Matching Funds projects. Eligible projects
include public art at private developments and public art to be installed on public property.
Proposed Public Arts Matching Funds projects are considered on a project by project basis, and the
City determines the percentage match up to 100%. All requests must be reviewed by the Southlake
Arts Council and approved by the City Council.
Currently, the matching funds policy is applied to physical projects, such as sculptures or murals. It
is the recommendation of this plan to expand the matching funds process to include a programming
component.
Since the opening of The Marq Southlake and the availability of the Aria Amphitheater as a venue,
several organizations have requested to partner with the City on bringing programs such as the
symphony or opera to Southlake. However, occasionally, these programs are proposed outside of the
budget cycle, and ebb and flow annually based off of availability of the performance group and of
The Marq. To assist with meeting funding needs to bring these programs to Southlake, it is
recommended to add a programming option to the Matching Funds Policy. This would allow
organizations to propose programs to bring to the community, and the cost burden would be shared
between the organizations. Incorporating programming into the matching funds policy would
increase the quality of art programming that can be brought to the City and would increase
flexibility in funding opportunities as they become available throughout the year.
7.4 Funding Recommendations
The funding recommendations propel the Arts Program and staff to review and adjust funding
strategies in order to maintain a relevant, current, and funded program.
561
571
FUNDING RECOMMENDATIONS
�J
No.
Recommendation /
Implementation Metric
Strategic
VGO
DepartmentPriority
Policy
Link
Link
Tier
PA18
Research and
1. Evaluate the process and
F2
4.12;
CS
2
update the current
identify capital projects that will
1.11
"Percent for art"
benefit from public art
ordinance and
process
2. Establish a process to transfer
funding to the CIP Art Fund to be
used for capital art projects
PA19
Expand and
1. Expand the Southlake Public
C5, F2
2.2;
CS
1
promote the
Arts Matching Funds program to
11.6
Southlake Public
include programming to allow for
Arts Matching
funding programs such as the Fort
Funds program
Worth Symphony Orchestra or
the Fort Worth Opera
performances
2. Encourage the incorporation of
public art into the public spaces of
new commercial and mixed use
developments by promoting the
public art matching funds program
to developers, specifically for areas
such as the SH114 Corridor and
future extensions of Town Square
3. Establish a minimum starting
balance for the Public Arts
Matching program to be proposed
for funding annually.
PA20
Maintain ongoing,
1. Continue investment in Public
F2
6.2
CS, FIN
1
dedicated funding
Arts. Funding amounts should be
to achieve public
clearly articulated in the budget
art goals.
process to anticipate supported
needs
571
ORDINANCE AND POLICY
8.1 Current Ordinances and Policies
The Code of Ordinances for the City of Southlake includes the Charter, special and related laws and
ordinances. Ordinances are pieces of legislation that are enacted by the City Council and that govern
the legal workings of the City. Policies are also adopted by the City Council and establish a method
of procedure of action. The ordinances and policies relevant to Public Arts are as follows:
Ordinance 803
Effective September Th, 2001, Ordinance 803 establishes the Public Art Advisory Committee. The
ordinance has "Attachment A" which established the City's first Public Art Policy.
Ordinance 803-A
Effective January 3`d, 2006, Ordinance 803-A expanded the Public Art Advisory Committee
membership from 7 to 10 members.
Ordinance 803-A (2)
This ordinance abolishes the Public Art Advisory Committee, and transfers the responsibilities to the
Southlake Arts Council. This ordinance moved the Public Art Policy from an attachment to the
ordinance to a section within the ordinance. While the ordinance abolishes the PAAC, it does not
formally supersede and replace 803 or 803-A(1). 803-A(2) was effective May 15`x', 2007.
Ordinance 908
Ordinance 908 is the enabling ordinance, establishing the Southlake Arts Council as an advisory
board to the City Council on all matters relating to public art. It was effective on May 15'h,2007.
Public Art Display and/or Performance Policy
The purpose of this policy is to create a procedure to determine what art can be displayed within
public facilities or other city property, and for how long, as well as to create an administrative
framework for control of displayed artwork and related issues of liability, while epitomizing the
City's core values of integrity, innovation, accountability, commitment to excellence, and teamwork.
The policy was last updated April 19''', 2016.
Public Arts Matching Funds Policy
The purpose of the policy is to provide a process for considering requests by petitioning individuals,
organizations, or private developments for Public Art Matching Funds projects. The policy is
comparable to the Southlake Parks Development Corporation Matching Funds Policy. The policy
was approved April 19", 2016.
83
Recommendation
Current City practice is to have policies independent of ordinances so they can be better managed
and updated. It is the recommendation of this plan to develop a comprehensive Public Arts Program
policy, and one enabling ordinance. This will be accomplished by developing an ordinance that will
supersede 803, 803-A(1), 803-A(2), and 908 by creating Ordinance 908-A. Ordinance 908-A will
mirror Ordinance 908, but will include a section referencing the Public Arts Program Policy, which
will be included as an attachment to the ordinance. The new Public Arts Program Policy will be
comprehensive and will combine the Public Arts Program Policy currently housed in Ordinance
803-A(2) and the Public Art Display and/or Performance Policy and the Public Arts Matching
Funds Policy. Implementing these recommendations will create one enabling ordinance for the
Southlake Arts Council, and one Public Arts Program Policy. All policy and ordinance changes will
follow the City's ordinance and policy procedures, and will be adopted through final approval by the
City Council.
8.2 Ordinance and Policy Recommendations
The below recommendations will ensure the ordinances and policies relative to the Public Arts
Program are maintained and evolve to meet the needs of the program and the community.
W
01ZDINANCF.
AND POLICY RECOMMENDATIONS
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PA21
Periodically review
1. Consolidate ordinances and
B4
6.2
CS
1
any relevant
update the Public Arts Policy.
ordinances about
public art for
2. Review ordinances a minimum
updates
of once per five years.
W
PUBLIC ARTS MASTER PLAN RECOMMENDATIONS
93
PUBLIC ART COLLECTION
No.
Recommendation
Implementation Metric
Strategic
VGO
Department
Priority
Link
Link
Tier
PAl
Maintain visibility
1. Review landscape and lighting
C3; F2
1.1;
CS
1
of the public art
surrounding public art installments
11.1
collection
on an annual basis and make
adjustments as needed, optimizing
visibility of the collection
PA2
Diversify
1. Partner with arts agencies to
C3; F2
1.5;
CS
1
Southlake's Public
expand the marketing of call to artist
1.8;
Art collection
requests for proposals (RFPs);
11.1
while ensuring
advertise with organizations such as
pieces are of the
the National Sculptor's Guild and
highest quality
National Sculpture Society
2. Update the procurement process
in the Public Art Policy
3. Identify and enhance art donation
and partnership opportunities
PA3
Continue annual
1. Continually monitor irrigation,
F2
1.1;
CS
1
maintenance of the
and make adjustments as needed in
10.6
current Public Art
order to reduce water corrosion
collection
2. Implement and make a budget
request for conservation treatment as
outlined by art maintenance
contractors
3. Evaluate need for touch up, and
make a budget request to paint
"Moonicipal" as needed or at least
once every 5 years
4. In cases where public art is
maintained by a Home Owners
Association, or other entity, establish
and implement a standard
93
M
maintenance agreement.
PA4
Engage the public
1. Engage citizens through seeking
C6
12.1;
CS
1
in the public art
feedback during the public art
Link
12.3
Tier
PA5
procurement
selection process and prior to
C3; F2
8.1;
CS
3
process
Southlake Arts Council
6.1;
collection
recommendation and City Council
11.1
approval
2. Update the procurement process
PA6
Activate Central
in the Public Art Policy to
C3; F2
6.1;
CS
1
Park through
incorporate public engagement
11.1
M
PROJECTS
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PA5
Expand the indoor
1. Make a budget request to purchase
C3; F2
8.1;
CS
3
public art
permanent pieces to be placed
6.1;
collection
indoors at high traffic City facilities
11.1
2. Consider interior art if a new
Southlake Public Library is built
PA6
Activate Central
1. Make a budget request to purchase
C3; F2
6.1;
CS
1
Park through
and install an interactive art piece
11.1
public art
PA7
Incorporate art
1. Install art or artistic features at
C3; F2
1.5,
CS
2
into park design
parks as they are developed and
4.12;
and redevelopment
redeveloped
11.1
2. Consider artistic elements with the
installation of playgrounds
3. Consider functional art such as
artistic pathways or benches
4. Reference the goals for public art
in the 2035 Public Arts Master Plan
when developing and redeveloping
parks
5. Reference the goals outlined in the
Public Arts Master Plan when
M
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
developing the 2035 PROS/CF Plan
PA8
Commission
1. Install art or artistic features with
C3; F2
6.1;
CS, PDS
2
impactful projects
the redevelopment of McPherson
6.5;
in high traffic,
Park
11.1
high visibility
locations
2. Utilize public art funding (non-
CIP) to install art or artistic features
at high traffic, high visibility locations
such as: the field near the Log House
at Bicentennial Park, on the grounds
of The Marq Southlake, and at City
entry points and gateways
3. Reference the goals for public art
in the 2035 Public Arts Master Plan
when commissioning pieces
PA9
Install interactive
1. Install art or artistic features at
C3; F2
8.1;
CS
3
art to engage youth
parks such as Bob Jones Park and
11.1
North Park that will engage youth
and encourage interaction with the
arts
PA10
Partner with
1. Encourage the incorporation of
B2, F2
9.3;
CS,
1
developers to
public art into the public spaces of
2.2;
Planning
achieve public art
new commercial and mixed-use
11.6
goals
developments in the city, particularly
along major corridors
2.Provide a special urban design or
public art feature at the White
Chapel Road and SH 114 intersection
3. Reference the goals for public art
in the 2035 Public Arts Master Plan
621
631
PROGRAMS
No.
Recommendation
Implementation Metric
Strategic
7NoRecommendation
/
Policy
Implementation Metric
Strategic
Link
VGO
Link
Department
Priority
Tier
Link
when commissioning pieces
PAI 1
Develop a
1. Create a public art
C3; C6
631
PROGRAMS
No.
Recommendation
Implementation Metric
Strategic
VGO
Department
Priority
/ Policy
Link
Link
Tier
PAI 1
Develop a
1. Create a public art
C3; C6
11.2;
CS, OMC
1
communication
communication plan that
6.1;
plan promoting
identifies goals, key messages,
11.1
Southlake Public
delivery mechanisms, and
Art programs
audience; Develop digital
marketing materials such as an
interactive public art story map,
and update materials as public art
pieces are added to the collection,
or at least once every year.
Include information such as the
following in the communications
plan:
• Develop key messages
regarding each piece of art
• Develop a Town Hall art
display calendar, and
promotional materials
highlighting events
2. Develop print materials such as
a public art driving tour brochure
that can be promoted alongside
economic development and
tourism
631
641
3. Develop marketing materials
that appeal to youth such as a
children's coloring book featuring
Southlake Public Art
PA12
Expand public art
1. Partner with the Southlake
B2
11.2
CS, Library
1
programming
Public Library to offer at least
through a
three annual adult art programs
partnership with
such as an artist lecturer series or
the Southlake
film series
Public Library
2. Partner with the Library to
expand children's art
programming, offering at least
three programs annually
PA13
Maintain and
1. Continue to fund partnerships
B2
11.2;
CS
1
expand
with Community Services
9.3;
Community
Organizations - such as APEX,
11.6
Services
Arts Council North East, and
Agreement
Southlake Community Band
partnerships
2. Expand APEX partnership to
include hosting "meet the artist"
opportunities; consider hosting a
"meet the artist" event when
commissioning and installing new
public art pieces
PA14
Continue to seek
1. Partner with other agencies to
B2
11.2;
CS
2
out partnerships
promote and host art programs in
9.3;
with other agencies
Southlake
11.6
that promote
public art
2. Consider formal partnerships
such as the Dallas Symphony
Orchestra, the Fort Worth
Symphony Orchestra and the Fort
Worth Opera
3. Consider establishing a theater
partnership with a local theater
organization
641
PA15
Explore public /
1. Consider utilizing the joint
B2, F2
9.3;
FIN, EDT,
1
private partnership
building space with new public
2.2;
CS
opportunities in
facilities, such as the Southlake
11.6
association with
Public Library, in order to create
new commercial
programming synergy and cost
development to
efficiency for arts related
provide permanent
programming.
building space for
performing arts
2. Evaluate the feasibility of
and other arts
constructing a facility that can be
related activities.
leased or purchased for the use of
performing and visual arts.
3. Building space intended for arts
related activities should be
designed to be flexible and
accommodate various types of
programming.
4. If developed, seek and
incorporate feedback from key
user groups and stakeholders.
PA16
Evaluate the need
1. Evaluate the need and feasibility
F2
10.6
CS
2
and feasibility of
of expanding the stage and seating
expanding the Aria
at Aria Amphitheater
Amphitheater
stage
65
STAFFING M`.SOUI�CES RECOMMENDATIONS
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PA17
Conduct a Public
1. Conduct a staffing assessment as
B4
6.2
CS
1
Arts staffing
the program grows and expands
1.11
assessment
benefit from public art
ordinance and
2. Implement recommendations of
process
the staffing assessment as necessary
FUNDING RECOMMENDATIONS
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PA18
Research and
1. Evaluate the process and
F2
4.12;
CS
2
update the current
identify capital projects that will
1.11
"Percent for art"
benefit from public art
ordinance and
process
2. Establish a process to transfer
funding to the CIP Art Fund to be
used for capital art projects
PA19
Expand and
1. Expand the Southlake Public
C5, F2
2.2;
CS
1
promote the
Arts Matching Funds program to
11.6
Southlake Public
include programming to allow for
Arts Matching
funding programs such as the Fort
Funds program
Worth Symphony Orchestra or
the Fort Worth Opera
performances
2. Encourage the incorporation of
public art into the public spaces of
new commercial and mixed use
developments by promoting the
public art matching funds program
to developers, specifically for areas
such as the SH 114 Corridor and
future extensions of Town Square
3. Establish a minimum starting
balance for the Public Arts
Matching program to be proposed
for funding annually.
PA20
Maintain ongoing,
dedicated funding
to achieve public
art goals.
1. Continue investment in Public
Arts. Funding amounts should be
clearly articulated in the budget
process to anticipate supported
needs
F2 1 6.2
CS, FIN
671
ORDINANCE•RECOMMENDATIONS
No.
Recommendation /
Implementation Metric
Strategic
VGO
Department
Priority
Policy
Link
Link
Tier
PA21
Periodically review
1. Consolidate ordinances and
B4
6.2
CS
1
any relevant
update the Public Arts Policy.
ordinances about
public art for
2. Review ordinances a minimum
updates
of once per five years.
671