Item 4GCITY OF
SOUTHLAK-
MEMORANDUM
October 24, 2011
To: Shana Yelverton, City Manager
From: Jim Blagg, Assistant City Manager/Director of Public Safety
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Subject: Ordinance No. 1016, 1" Reading, Southlake Public Art Master Plan, a
component of the Southlake 2030 Plan
Action
Requested: City Council approval of Ordinance No. 1016, 1s' Reading, adopting the
proposed Southlake Public Art Master Plan.
Background
Information: Southlake Public Art Master Plan is the result of work between the City,
its consultants Via Partnership, the Southlake 2030 Arts Master Plan
Committee, Southlake Arts Council, and stakeholders within the
community. The master plan was developed as a requirement of the
revised Public Art Policy that was adopted in 2007. It has been a six (6)
month long process in which a needs assessment and a number of public
meetings have occurred to allow for as much citizen input into the
development of the plan as possible. The Plan was developed with the
following objectives in mind:
• Set a long-term direction for City art commissions
• Identify opportunities in capital projects
• Develop a concept and next steps for a sculpture exhibition in
McPherson Park
• Establish a timeline for City commissions
• Encourage public art in private development
• Identify staffing needs
• Outline City Council and Arts Council responsibilities
• Provide context for the goal of opening a performing art center in
Southlake
The Southlake Public Art Master Plan is a component of the Southlake
2030 Plan, the City's comprehensive plan. As such, it is critical that a
relationship between the Southlake 2030 Plan and the various plan
elements be established.
The approval process for Ordinance No. 1016, adopting the Southlake
Public Art Plan, through City boards and commissions is as follows:
• Oct 6, 2011 Southlake 2030 Arts Master Plan Committee
approved proposed Plan with recommendations
City of Southlake Values:
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
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Shana Yelverton, City Manager
Meeting Date — November 15, 2011
Page 2 of 3
• Oct 6, 2011
• Oct 24, 2011
• Oct 25, 2011
• Nov 3, 2011
Southlake Arts Council approved Plan (5-0)
City-wide Southlake Program for the Involvement of
Neighborhoods (SPIN); No public input was
received
Southlake Arts Council approved Plan (7-0)
Planning & Zoning Commission approved
Ordinance No. 1016, adopting the Southlake Public
Art Plan (4-0)
Ordinance No. 1016, adopting the Plan, will be considered by City
Council on November 15 and December 6, 2011.
Financial
Considerations: None
Strategic Link: The Southlake Public Art Master Plan relates to the City's Strategy Map
focus areas Quality Development and Partnership & Volunteerism and
meets the corporate objectives to "Provide attractive and unique spaces
for enjoyment of personal interest," "Enhance resident quality of life and
business sustainability through tourism" and "Invest to provide and
maintain high quality public assets."
Citizen Input/
Board Review: Opportunities for public and board input/feedback on the proposed Arts
Master Plan have been available since April 2011. Below is a list of the
public meetings and board actions:
April 12, 2011 Southlake Art Master Plan Steering Committee
May 19, 2011 Southlake Art Master Plan Stakeholder
July 27, 2011
Southlake 2030 Art Master Plan Committee
October 6, 2011
Southlake 2030 Art Master Plan Committee;
Approved Public Art Master Plan (5-0).
October 24, 2011
City-wide Southlake Program for the Involvement of
Neighborhoods (SPIN); No public input was
received
October 25, 2011
Southlake Arts Council
Approved Public Art Master Plan (7-0)
City of Southlake Values:
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
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Shana Yelverton, City Manager
Meeting Date — November 15, 2011
Page 3 of 3
November 3, 2011 Planning & Zoning Commission
Approved (4-0) Ordinance No. 1016, Southlake
Public Art Master Plan and Public Hearing
November 15, 2011 City Council to consider Ordinance No. 1016,
1st Reading, adopting Southlake Public Art Plan
December 6, 2011 City Council to consider Ordinance No. 1016,
2nd Reading and Public Hearing, adopting
Southlake Public Art Plan
Legal Review: Not applicable.
Alternatives:
■ City Council approval as presented
■ City Council approval with modifications
■ City Council decision not to approve
Attachments: Southlake 2030 Public Art Master Plan
City of Southlake Values:
Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork
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CITY OF SOUTHLAKE
PUBLIC ART MASTER PLAN
Revised Draft
Submitted: October 19, 2011
Revised 11/1
Final
Submitted: November 2, 2011
Meridith McKinley / Via Partnership
Todd W. Bressi / Urban Design • Place Planning • Public Art
Southlake Public Art Master Plan • Revised Draft 11/9/11
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Table of Contents
Executive Summary
3
Background 6
• Introduction 7
• Context for Southlake's Public Art Initiative 7
• Recent and Ongoing Commissions 9
• Plan Development Process 9
• Relationship to Other Plans 11
Opportunities for New Public Art Commissions in Southlake 12
• Public Art in Southlake
13
• Opportunities for Public Art in Southlake
14
• Opportunities in City Capital Projects
15
• Opportunities in Existing Parks and Public Spaces
20
• Urban Design Framework for Public Art
23
• Opportunities in Private Development
25
Policy Recommendations 27
• Ongoing Project Monitoring and Annual Planning 28
• Project Development / Public Commissions 30
• Project Development / Public Art in Private Development 32
• Roles and Responsibilities of City and Other Stakeholders 35
• Artist Selection Approaches 37
• Sources of Funds, uses of Funds 38
• Staffing Requirements 40
• Timeline / Workplan for Near -Term Commissions 42
Tables
Table 1: Opportunities for Public Art in City Capital Projects 17
Table 2: Opportunities for Public Art in Existing Parks and Public Spaces 22
Table 3: Public art projects proposed for the Carillon development 26
Table 4: Proposed Ongoing and Annual Planning Process for New Art Commissions 29
Table 5: Proposed Project Planning and Review Process for City Commissions 31
Table 6: Proposed Review Process for Public Art in Private Development 34
Table 7: Proposed Timeline/Workplan 42
Appendices
1. Adopted Southlake 2030 Plan Vision, Goals and Objectives
44
2. Southlake Strategy Map
54
3. Vision North Texas Guiding Principles
55
4. Public Art Benchmarking: Regional Context
56
5. Performing Arts Center: Findings and Recommendations
57
6. Cross Reference Summary of Public Art Recommendations in Other Plans
59
7. Survey Results
62
8. Table of Recommendations
63
9. Recommended Zoning Text Changes
68
10. Definitions
69
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Executive Summary
This master plan provides the first cohesive vision and strategy for Southlake's public art initiative. It was
developed as a requirement of the revised public art policy that was adopted in 2007, and it is being
organized, reviewed and adopted as a component of the Southlake 2030 Comprehensive Plan.
The plan has the following objectives: set a long-term direction for city art commissions; identify, early on,
opportunities in capital projects; develop a concept and next steps for a sculpture exhibition in McPherson
Park; establish a timeline for City commissions; encourage public art in private development; identify
staffing needs; outline City Council and Arts Council responsibilities; and provide context for the goal of
opening a performing art center in Southlake.
Mission and Goals for Southlake's Public Art Initiative
The mission of Southlake's public art initiative is to create a better visual environment for Southlake
residents and for visitors to the city. The public art initiative accomplishes this by:
• Commissioning new artworks in conjunction with city capital projects, such as civic buildings and
parks.
• Commissioning new artworks in other visually prominent locations in the city.
• Organizing temporary exhibitions of sculpture in McPherson Park.
• Encouraging developers to incorporate public art into the architecture, landscape and open spaces of
their development projects.
New artworks commissioned by the City of Southlake, or by developers in fulfillment of a development
agreement, will support this mission by addressing the following goals: Explore Southlake's unique
community character; engage viewers and be thought provoking; support Southlake's economic
development goals; and support quality design in city construction and private development
New Commissions and Exhibitions
The plan offers a long-term, 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.
The plan's recommendations include near -term and long-term projects, as well as criteria for identifying
and evaluating future opportunities in public and private development. In addition, the plan includes
recommendations for exhibiting sculpture in McPherson Park, as well as recommendations for
incorporating public art in private developments.
Principles for Evaluating Future Opportunities
• Projects should support Southlake's public art vision, including the goals or public art, and should
respond to recommendations in Southlake 2030.
• Projects should be located at sites that are superior locations for the presentation of artwork.
Viewsheds, surrounding visual character, landscaping, accessibility are important considerations
• Projects should be subject to public review, following criteria set out in plan Staff review, Arts Council
review, Council approval
Opportunities for Public Art in Capital Projects
The plan identifies the following opportunities for public art in capital projects over the next five years:
• Parks, Recreation, Open Space: Bicentennial Park, Bob Jones Nature Center, North Park,
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• Public Buildings: Multipurpose facility, North DPS, Public Works Operations
• Roundabouts: Continental / Peytonville, Continental / Byron Nelson
Opportunities for Public Art at Key Locations
Various Southlake 2030 plans include recommendations for public art, or for urban design features that
might include public art. These include to Urban Design or Corridors Plan, the Wayfinding Plan and
various sector and area plans. These recommendations are catalogued in an appendix to the plan.
The plan recommends that these locations — key gateways, intersections, roundabouts, open spaces and key
destinations — should be considered opportunities for special design features, potentially public art. Focus
on implementation through private development when possible. Public art should be considered only if the
opportunity provides good conditions for the siting of art, and if the same goals would not be accomplished
by an urban design feature.
ODDortunitics in Existing Parks
In the long run, all of the city -owned parks in Town Square can be evaluated as possible locations for
permanent or temporary art installations. In the near term, the focus should be on McPherson Park, which
can be used for the display of permanent and temporary artworks by prominent regional and national
artists. The next steps would involve planning for an initial exhibition, which would establish processes and
partnerships, explore site and scale, and generate interest.
• Establish a Steering Committee, led by the Southlake Arts Council, expanded to include city staff,
Town Square managers, other stakeholders
• Establish an Exhibition Plan, which outlines a curatorial or thematic focus, location for works, budget,
staffing, partnerships, timeline, selection process, publicity. The initial
Opportunities for Public Art in Private Development
Although Southlake's residential and neighborhood commercial districts are largely considered built out,
Town Square will continue to expand significantly and major new mixed -use development is expected
along the SH114 corridor over the next few decades. These areas should have amenities such as open space
and public art should be woven through their fabric, and they should incorporate design features that
support the recommendations of the City's Urban Design Plan and other planning documents.
Private Development Tools
A number of new and existing policy and process tools will guide the effort to include public art in private
development. Sector and area plans will describe specific opportunities that the City can ask developers to
respond to. Principles will outline parameters for public art in private development. Guidelines will set
clear expectations for developers. Processes will establish procedures for review and approval. And zoning
will clarify the relationship of public art to project approval
Private Development Principles
Developer agreements to provide public art as part of their developments should follow these principles:
• Projects must support Southlake's public art vision, including Southlake's overall goals for public art,
recommendations in Southlake 2030, and guidelines in public art master plan.
• Projects should be subject to public review, following criteria set out in plan. This includes staff
review, Arts Council review, and City Council approval.
• The developer is responsible for all cost, including site preparation, project management, maintenance,
and the artwork itself.
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• There should be a proportionality between the public benefit and the scale of private development.
Private development guidelines
Projects commissioned by developers must adhere to the following guidelines:
• Artworks must be created by an artist
• Artworks should be visible to the public, considering urban design context and surrounding sightlines
• Artworks should respond to recommendations in Southlake 2030 plans
• Artworks can be integrated into architecture, landscape or streetscape
• Indoor artworks do not fulfill a public benefit
• Commercial expression does not fulfill a public benefit
Implementing the Plan
Kev Administrative Tools
The public art initiative will require the following administrative tools to succeed:
• A Public Art Program Manager: Part time position in Community Services Dept
• Long -Range, Annual, Project Planning: Provide a cohesive vision connecting the long view, resource
allocation, and project management
• Ad -hoc Artist Selection Committees
• Arts Council leadership to provide guidance by reviewing the annual plan, Guidance Reviews annual
project plans, artist selection, and artist concepts.
• City Council oversight, approving the annual plan, project plans, and artist concepts.
Staffing Sunnort
The plan recommends that the City support its public art initiative with a part-time Program Manager, who
would be a point -person for the initiative; a liaison with City departments, City Council, Arts Council, and
the community; and a project manager. The plan recommends that the City draw on a contract Project
Manager as necessary, to handle complex projects or high volume of project development work. For
curatorial and creative guidance, the city can draw on local and regional expertise, such as the Southlake
Arts Council, and the Dallas, Fort Worth, and Frisco public art programs
Performing Arts Next Steps
The benchnwking study and community survey provide a context for evaluating the potential for a
performing arts center in Southlake. The following research, recommended as a next step, would help
clarify the demand for a facility:
• Consult with APEX, Arts Council Northeast, and other organizations currently presenting performing
arts programs about future programming needs.
• Assess arts organizations in Southlake or nearby who would book space or use the space as a resident
facility, what type of space they would need, and the demand that would generate.
• Assess the space demand for arts education (classes, recitals, etc.)
• Assess market for conference and meeting space
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PART I: BACKGROUND
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Introduction
Since the late 1950s, several hundred cities throughout the U.S. have established and supported vigorous
programs to commission public artworks, usually in conjunction with major civic projects and
infrastructure, and with important private development projects. Cities adopt these policies to help
strengthen their sense of place, for both residents and visitors; to support their creative economies; and to
provide for the cultural enrichment of their communities.
Some of the most innovative programs in the U.S. can be found in Texas, especially the Dallas —Fort Worth
Metroplex. The cities of Dallas and Fort Worth, and the DART system and Dallas —Fort Worth Airport have
had long-standing commitments to public art, with diverse and high -quality collections. Numerous
suburban cities have adopted programs as well, notably Frisco, which has commissioned dozens of pieces
to anchor public facilities built during its recent years of rapid expansion. All of Texas' other major cities —
Austin, El Paso, Houston and San Antonio — have notable programs.
Southlake joined that list of communities a decade ago when it established its first public art policy. Since
then, that policy has been updated and expanded, the Southlake Arts Council has been formed, and the city
has commissioned half a dozen artworks.
This master plan provides the first cohesive vision and strategy for Southlake's public art initiative. It was
developed as a requirement of the revised public art policy that was adopted in 2007, and it is being
organized, reviewed and adopted as a component of the Southlake 2030 Comprehensive Plan.
Context for Southlake's Public Art Initiative
The City of Southlake has built a foundation for its public art initiative by establishing a public art policy,
which includes a mechanism for funding public art in civic capital projects, and by creating the Southlake
Arts Council. In a broader sense, Southlake's overall commitment to quality design in public and private
development also sets the stage for a visual arts program.
The Southlake Arts Council
The Southlake Arts Council serves as an advisory board to the City Council on all matters relating to public
art, including visual art and performing art programs and facilities, the use of city funds for art projects and
facilities, and the creation of a performing arts facility. It was established in 2007 and consists of seven
members (each appointed by a council member), three alternates and three ex officio members.
The Southlake Arts Council directly supports several art -related programs in the community each
year. These programs include Art in the Square, exhibitions in City Hall, and calls to artists for new public
art commissions.
Southlake's Public Art
Southlake's public art policy was also established in 2007.' The policy outlines the purpose, goals, funding
sources and processes for administering Southlake's public art initiative.
Purpose
The purpose of Southlake's public art initiative is to incorporate artist services and artworks in the design
of civic spaces and facilities. The initiative is charged with developing programs, policies and guidelines
for acquiring and commissioning art that meets the highest standards, and which will enrich the quality of
life for all residents and visitors of the city.2 It is also charged with developing an open public process in
planning its new projects.
t The 2007 policy revised a policy originally established in September, 2001.
2 Public Art Policy, Sec. 2-451. (Ordinance No. 803-A, §1)
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Goals
The overarching goal of Southlake's public art initiative is to create a better visual environment for the
City's residents and visitors, and to integrate the design of work of artists into the development of eligible
City projects, as identified in this public art master plan. More specifically, the public art initiative seeks to:
• Encourage the selection of artists at the beginning stages of each project who can work successfully as
members of the project design team and who can collaborate successfully with all arts and building
disciplines
• Foster quality design and the creation of an array of artworks in all media, materials and disciplines
that best respond to the distinctive characteristics of each project site and the community that it serves
• Select experienced artists who can represent the cultural landscape of the city
• Encourage the selection of artworks that are accessible to the public and respect the historical resources
and mobility of the citizenry
• Encourage artists artworks and programs for open spaces parks and facilities that enhance the quality
and pride of neighborhoods in the City
• Encourage the participation by citizens in the process of acquiring and commissioning of public art
• Encourage the role of public art in enhancing economic development and cultural tourism
• Encourage the role of artists and public art in the functional design of eligible projects and
• Exhibit art in designated facilities for the enjoyment of the public and to heighten awareness and
appreciation for art.'
Funding for Public Art
Southlake's public art policy indicates several sources of funding for public art projects. These include the
Capital Improvement Program (which itself receives funding from a cross-section of City funds), the Hotel
Occupancy Tax, grants, gifts and donations.
Currently, HOT funds, grants gifts and donations are transferred to the Public Art Fund. This Fund was
established to account for funding that is available for the promotion, creation and/or installation of public
art throughout Southlake. The funds must be used for the selection, acquisition, installation and substantive
structural repair and maintenance of art and art projects commissioned and/or purchased through the
initiative. The City Council must authorize all disbursement from the Fund.
The Public Art Fund was first established when the Southlake Stampede! program was initiated in 2006, as
the proceeds from the sale of the artist -decorated steers and calves were designated for the Fund. At the
beginning of FY2012, the Fund had a balance of more than $220,000.
Anex Art League
The Apex Art League was founded in 2006 with the mission of enhancing the appreciation of and
participation in the performing and visual arts in the region, and to advance efforts to create a regional
home for the arts in Southlake. Though based in Southlake, Apex regards itself as a regional organization,
serving the communities in the "apex" or the north -central area of the Metroplex.
Since its founding, Apex has presented numerous arts events — music, theatre, dance, visual arts lectures —
in venues throughout the city. Apex has played a leadership role in planning for a performing arts center in
the city, and in organizing exhibitions in City Hall. Each year, the City of Southlake contributes part of its
HOT revenues to Apex.
3 Public Art Policy, Sec. 2-451. (Ordinance No. 803-A, §1)
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Southlake's Design Initiatives
As Southlake matures, the community is placing a stronger emphasis on the quality of civic design.
Southlake's Town Square, developed by Cooper and Stebbins and managed by Inland, builds on the
tradition of New Urbanist town planning; its architecture includes echoes of both Southern courthouse
towns and French colonial settlements like New Orleans. More recently, Southlake's Urban Design Plan
and Wayfinding Plan outline a coordinated approach to signage and street enhancements along the city's
major corridors, which are places that communicate the City's identity most strongly.
Plans like these create a positive context for public art. A successful public art project requires a
thoughtfully designed and prepared site, and a successful public art initiative requires a city that
understands the value of well -designed places.
Recent and Ongoing Commissions
Public Safety Headquarters
Southlake's Public Safety Headquarters, which opened in January, 2010, features three original art
commissions. Artist Archie St. Clair created two sculptures known as The Sentinel and Man's Best Friend,
which are located respectively in front of the Police Services and Fire Services entrances to the Department
of Public Safety headquarters. Inside the building, artist Janet Hart Melito created a mural on the Police
Services side.
Roundabouts
Southlake is constructing four roundabouts throughout the City. They are located at the intersections of
Continental and Carroll (Brumlow), Continental and White Chapel, White Chapel and Dove, and Dove and
North Carroll. Within the CIP the Council approved $440,000 to place public art within each roundabout.
In December, 2010, the City Council approved three artists and their concepts for these sites.
• At Continental and White Chapel, Jane DeDecker will create a sculpture called On the Count of Three.
• At White Chapel and Dove, Jane DeDecker will create a sculpture called Lessons We Have Learned.
• At Dove and North Carroll, Darrell Davis will create a sculpture called Morning.
• At Continental and Carroll, Seth Vandable will create a sculpture called Taking Flight.
Southlake Stampede!
The Southlake Stampede, on exhibit in 2006, consisted of more than 40 sculptures of Longhorn cattle and
calves that were painted by a variety of artists and schoolchildren, and were located in public spaces and at
businesses throughout the city. The sculptures were auctioned, with proceeds going to the Public Art Fund.
Recent and ongoing commissions are mapped at Map 1.
Plan Development Process
This master plan provides the first cohesive vision and strategy for Southlake's public art initiative. It was
developed as a requirement of the revised public art policy that was adopted in 2007, and it is being
organized, reviewed and adopted as a component of the Southlake 2030 Comprehensive Plan. The master
planning process was managed by the Community Services Department, overseen by an advisory
committee, and reviewed as a component of the Southlake 2030 process.
This plan includes several key elements: a review of the context for public art in Southlake,
recommendations for projects, and recommendations for policies to support the implementation of those
projects.
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Why Plan Now?
Over the past five years, the Southlake Arts Council and the Apex Arts League have made the presence of
the arts — from performances to arts fairs to exhibitions in City Hall — more vibrant in the City. There is a
renewed interest in Southlake in commissioning or acquiring public art, and several mechanisms for adding
new art to the City's collection. Also, the Southlake 2030 process provides an opportunity to coordinate
public art planning with other aspects of the city's planning for new development and infrastructure. With
this momentum in place, and these opportunities at hand, there is a need to:
• Develop an agreed upon vision and goals for public art,
• Identify specific opportunities for new art commissions and sculpture exhibitions,
• Clarify the mechanisms for planning for, funding and budgeting for public art,
• Clarify the goals and process for artworks commissioned by developers, and
• Outline roles for the Southlake Arts Council, the City Council and the Community Services
Department in managing the public art initiative.
Components of the Plan
The master plan includes the following:
• A vision and goals for public art commissions and exhibitions in Southlake.
• Criteria for identifying which CIP projects should include public art.
• Specific opportunities for permanent and temporary art in public places, including locations, goals,
approaches, timeframe and budget.
• Artist selection methods, including criteria for evaluating artists and art proposals.
• The roles and responsibilities of the City, including elected officials and staff; the Southlake Arts
Council; and private developers in realizing this vision.
• Recommendations for next research steps related to a performing arts center.
How Will it Come Together?
The process for this master plan included the following steps:
• Getting the lay of the land.- The consulting team toured the city, reviewed City plans and policies, and
interviewed met with key stakeholders in City agencies, other City design consultants, the private
sector, and arts non -profits.
• Community engagement: The broader public engagement process included an internet survey, an
Imagine Art Here! workshop in May, 2011, several meetings with an advisory committee, and a SPIN
meeting (forthcoming).
• Review vision and key opportunities: The team presented core ideas regarding a vision for public art
and key opportunities to its Advisory Committee in July, 2011.
• Focus on administrative tools: The team presented revised ideas regarding a vision and opportunities,
and a full set of recommendations regarding policies and procedures, to both its Advisory Committee
and the Southlake Arts Council in October, 2011.
Arts Master Plan Committee
The Arts Master Plan Committee consisted of members of the Southlake Arts Council, the Southlake City
Council, and other stakeholders. The committee played the following roles in this process:
• Serve as a sounding board to the consulting team and City regarding the development of the plan.
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• Provide connections to important constituencies throughout the planning process.
• Advocate for and help promote the plan and public art in the community.
Survey and Workshop
The Southlake public and cultural arts survey was available for citizens to respond to online from June 14
to August 15. There were 119 responses to the survey. Results are summarized in Appendix 6.
The Southlake "Imagine Art Here!" workshop took place on May 19, 2011, with more than 25 stakeholders
attending the public meeting. The workshop provided important input a public art vision for Southlake and
identifying priorities for and goals for public art projects throughout the community.
Relationship to Other Plans
Southlake 2030
This Public Art Master Plan is a component of Southlake 2030, a comprehensive plan update that will chart
the city's direction, in terms of development and infrastructure, over the next two decades. Southlake 2030
and the city's Capital Improvement Program, which is renewed each year as part of the city budget, set the
long-range context for the Public Art Master plan, and the recommendations of the PAMP should be
developed integrally with the recommendations of those plans.
Vision, Values, Goals
Southlake 2030 is guided by key values and the goals that support those values (the entire Southlake 2030
Vision, Values and Goals can be found in Appendix 1). The value that most closely relates to the public art
initiative is Quality Development, which includes the following goals:
• Promote unique community character ... by emphasizing urban design detail ...
• Encourage features and amenities that preserve property values and a unique sense of place.
• Emphasize creativity in the design of all development and public infrastructure.
• Ensure that city- and developer -provided infrastructure is functional and aesthetically well -designed.
• Improve the appearance of bridges, embankments and entryways into the City.
Plan Components
Southlake 2030 includes "sector plans" that provide specific direction for every section of the city, as
defined by geographic context, well as general elements that function at a citywide level or across sector
boundaries. In addition, "small area plans" provide detailed, property -by -property recommendations at the
neighborhood level.
As of this writing, sector plans for all areas of the city except the FM1709 and FM1738 (Southlake
Boulevard / Davis Boulevard) sector and the SR114 sector have been completed (the FM1709/FM1738
plan is in draft form). Several elements have been completed: Economic Development and Tourism,
Wayfinding, and Urban Design / Corridors. The Parks, Recreation, and Open Space / Community Facilities
element is underway. Future elements include: Community; Mobility; Sustainability; Water, Sewer and
Stormwater; and Youth, with completion targeted for 2012-13. Two small area plans, the "Crooked
Kimball Small Area Plan' and the "Carroll/1709 Small Area Plan' are nearing approval, and a specific plan
for the Bob Jones Nature Center has been completed.
Coordination
All of these plans were carefully reviewed as part of the public art master planning process. Relevant
recommendations from those plans are cross-referenced in Appendix 6. As this Master Plan will be adopted
as part of the Southlake 2030 process, all final public art recommendations are outlined in Appendix 8.
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PART IL OPPORTUNITIES FOR NEW PUBLIC ART
COMMI SSIONS IN SOUTHLAKE
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2.1 Public Art in Southlake
The mission of Southlake's public art initiative is to create a better visual environment for Southlake
residents and for visitors to the city.
The public art initiative accomplishes this by:
• Commissioning new artworks in conjunction with city capital projects, such as civic buildings and
parks.
• Commissioning new artworks in other visually prominent locations in the city.
• Organizing temporary exhibitions of sculpture in McPherson Park.
• Encouraging developers to incorporate public art into the architecture, landscape and open spaces of
their development projects.
Goals for Public Art in Southlake
New artworks commissioned by the City of Southlake, or by developers in fulfillment of a development
agreement, will support this mission by addressing the following goals. These should be considered every
time a new project is being commissioned by the city or negotiated with developers.
Explore Southlake's unique community character
• Create a distinctive look and feel for the city.
• Encourage features and amenities that preserve property values and a unique sense of place.
• Respond to the characteristics of each site.
Engage viewers and be thought -provoking
• Heighten awareness, appreciation and enjoyment of art.
• Add a sense of playfulness, spirit and hands-on engagement to public spaces.
• Encourage people to take stewardship of community resources.
Support the City's economic development goals
• Create destinations for visitors.
• Elevate the profile of the City.
• Communicate that Southlake values creativity, art and culture.
Support quality design
• Emphasize creativity in the design of public infrastructure.
• Encourage the role of artists in the design of functional projects.
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2.2 Opportunities for Public Art in Southlake
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, as demonstrated in developments like Town Square and Carillon. The City's own plans for corridor
design and wayfinding envision a cohesive network of urban design features, landscaping and signage that
accent major pathways, gateways and intersections.
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. Even though each artwork will be unique, they will not be isolated events, and will be
recognized as part of the fabric and the spirit of the City.
This plan offers a long-term, 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. The recommendations include near -
term and long-term projects, as well as criteria for identifying and evaluating future opportunities in public
and private development. This section also includes recommendations for exhibiting sculpture in
McPherson Park, as well as recommendations for incorporating public art in private developments.
Southlake Public Art Master Plan • Revised Draft 11/9/11 14
4G - 18
2.2.1 Opportunities in City Capital Projects
Southlake's public art policy 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 every year, and outlines recommendations for funding specific
capital projects five years into the future. The CIP includes funding from a variety of City and external
funding sources, most notably, the General Fund, utility funds and impact fees, the Southlake Parks
Development Corporation and the Park Dedication Fund.
In the near future, the City will also commission a Facilities Master Plan as part of its Southlake 2030
Comprehensive Plan update, and this could identify further needs for capital projects beyond those
identified in the CIP, and further opportunities for public art commissions.
Criteria for Selecting Public Projects
Each city capital project should be evaluated, at the master planning, programming or concept design
phase, to determine whether it is an appropriate opportunity for a public art investment, and what the best
approach to public art should be. The evaluation should address the following questions:
• Does the location have a high degree of public visibility, accessibility and use? Will it ordinarily be
experienced by a cross-section of the Southlake community, not just one neighborhood? Does the site
allow for substantive user engagement?
• Are the issues at the site able to be addressed by superior architecture, landscape design and urban
design? Or, is this a singular opportunity for the unique contributions an artist can make?
• Does the overall site design or area urban designs create an appropriate setting for public art?
• If so, is there sufficient budget, through a percent for art allocation, supplemental HOT funds, or other
sources, to commission or purchase a work of art that is of an appropriate scale and quality for the site?
Opportunities for Public Art in Capital Projects, FY 2012-2016
Currently, Southlake has identified potential capital projects through FY 2016. Based on the above criteria,
the following city capital projects should be considered opportunities for new public art commissions:
Opportunities in Parks, Recreation and Open Space
Bicentennial Park, Bob Jones Nature Center, North Park, McPherson Park
Opportunities in Public Buildings
Multipurpose Facility, North DPS Facility, Public Works Operations Center, Town Hall
Opportunities in Public Roadway Construction
Continental / Peytonville Roundabout, Continental / Byron Nelson Parkway Roundabout
Goals. Budgets and Time Frames for Public Art in Capital Projects, FY 2012-2016
The following table (Table 1: Opportunities for Public Art in City Capital Projects) outlines goals, budgets
and time frames for public art in capital projects. The budgets are "order of magnitude" estimates that
4 McPherson Park is a suitable location for both permanent commissions and temporary exhibitions, in a
sculpture garden setting.
Southlake Public Art Master Plan • Revised Draft 11/9/11 15
4G - 19
should be re-evaluated as the capital project plans more forward and specific approaches to public art
become clear.
Southlake Public Art Master Plan • Revised Draft 11/9/11 16
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2.2.2 Opportunities in Existing Parks and Public Spaces
McPherson Park
McPherson Park is a city -owned space on the north end of Town Square, between the rear of the Hyatt
Hotel and the DPS Headquarters. It is a quiet space, featuring a pond and a walkway that circumnavigates
the space. It is not actively programmed, though it can be expected to become a busier place as more
residential, office and retail development surrounds it.
McPherson Park is recommended as a location for the display of sculptural artworks, through loans and
occasional new commissions. The goals should be to:
• Create a local, regional and statewide draw to the park.
• Create visual interest for pedestrians using the park's trail.
• Create an amenity for adjacent uses (hotel).
• Tie into the overall experience of Town Square.
To establish McPherson Park as a destination for temporary and permanent exhibitions, the City of
Southlake should, as a first step, initiate an inaugural temporary art exhibition. The goals for this first
exhibition should be to:
• Set the standard. The first year of an annual exhibition program should demonstrate Southlake's
commitment to quality art experiences by bringing in artwork that will draw visitors and generate
excitement.
• Establish processes. The inaugural exhibition will be a chance to develop a process how artwork will
be juried, exhibited, etc. and to evaluate that process at the end of the exhibition.
• Establish partnerships. There is an opportunity to establish partnerships with the Town Square
developers, management, Art in the Square, the CISD and others to help support or play a role in the
exhibition program.
• Explore site and scale. The first exhibition will allow the City to test and evaluate sites in the park as
settings for sculpture, and the appropriate scale that work needs to be in those settings. A successful
site or sites could be established as regular locations for rotating installations, and have the
infrastructure (concrete pad, lighting, etc.) built in to support work. Or, over time, the City may decide
that some of these sites are appropriate for a permanent artwork.
• Create buzz. The success of the inaugural exhibition will be dependent on getting the word out. Efforts
should be made to market and brand the exhibition.
To establish the inaugural exhibition, the Southlake Arts Council should develop an exhibition plan that
outlines the following considerations. The plan should be developed with the oversight of a special com-
mittee of the Arts Council, expanded to include city staff, Town Square managers, and other stakeholders.
• The curatorial or thematic focus of the exhibition.
• Possible locations and the number of works desired.
• The staffing/management of the program.
• The budget and funding sources.
• Partnerships.
• The desired timeline, including time and duration of exhibition.
• The method for selecting artwork, including the role of outside curatorial assistance, the Southlake
Arts Council, and City Council.
Southlake Public Art Master Plan • Revised Draft 11/9/11 20
4G - 24
• Collateral programming (i.e.: a website, brochures, marketing, school curriculum, etc.)
Town Square Streetscape
The streetscapes in Town Square are owned by the City. They are designed, landscaped and lighted to
create a comfortable and connective pedestrian environment, without competing with the architecture for
the viewer's attention. They sidewalks are almost always busy with pedestrian traffic.
The Town Square Streetscape is a possible location for public art enhancements. Rather than building a
collection of individual, unique pieces, commissioned or acquired over time, Southlake should consider
commissioning an artist or artists to create an ensemble of works that can be found throughout the
sidewalks of Town Square. This will create a sense of continuity, respect the quiet artfulness that permeates
the architecture and the streetscape, and reinforce the notion that the most unique artworks in Town Square
are to be found in public spaces.
Rustin Park, Summit Park
Rustin Park and Summit Park are also in Southlake Town Square, and are also already owned by the City.
Ruskin Park is Town Square's central park. One block includes a gazebo and a pond, and the other block is
designed and operates like a formal square. Both spaces are heavily programmed, and they are busy even
when they are not programmed. Events include the annual Art in the Square, Southlake's July 4
celebration, Octoberfest, Home for the Holidays, and perhaps a dozen concerts a year sponsored by the
Northeast Arts Council and by Apex.
Summit Park is on the eastern end of Town Square. It features a gentle hill and a pastoral setting, with a
countryside ambiance compared to McPherson Park's urban ambiance. It faces onto a residential block, and
is not programmed.
Both of these spaces are possible locations for permanent or temporary artworks, or for extensions of any
strategy that begins in McPherson Square. However, McPherson Park is the first priority for Southlake's
public art initiative, and these spaces should be considered for major art investments after the McPherson
Park art program is launched.
Southlake Public Art Master Plan • Revised Draft 11/9/11 21
4G - 25
Table 2: Opportunities for Public Art in Existing Parks and Public Spaces
Location
Art Budget
Timeframe
Goals/Strategies/Next Steps
McPherson Park
To be
Begin planning
Goals:
determined
in FY2012,
Create a local, regional and statewide draw to the park.
initial exhibition
in FY2013
Create visual interest for pedestrians using the park's
trail.
Create an amenity for adjacent uses (hotel).
Tie into the overall experience of Town Square.
Strategy:
Develop an exhibition plan that outlines the following
considerations. The plan should be developed with the
oversight of a special com-mittee of the Arts Council,
expanded to include city staff, Town Square managers,
and other stakeholders.
Next steps:
Establish committee; develop scope of work and
timeline.
Town Square
Recommended
Begin planning
Goals:
Streetscape
budget:
in FY2012,
Create visual interest for pedestrians.
Minimum
budget in
FY2013, issue
Add to the distinctiveness of Town Square.
of $200,000
call and
Add to the connectivity of the pedestrian environment.
commission
Add distinctive, contemporary design that complements
work in FY2013
artworks in McPherson Park.
Strategy:
Commission artwork through a typical city commission
process.
Next steps:
Develop aProject Plan
Rustin Park
To be
Future, TBD
Goals:
Summit Park
determined
Create visual interest for pedestrians using the park's
trail.
Create an amenity for adjacent uses (hotel).
Tie into the overall experience of Town Square.
Strategy:
Future project.
Next steps:
Await outcome of McPherson Park exhibition.
Southlake Public Art Master Plan • Revised Draft 11/9/11 22
4G - 26
2.3 Urban Design Framework for Public Art
Southlake has learned the value of good civic design through the exemplary urban design, architecture and
streetscape of its Town Square District. Southlake now seeks to extend that attention to the quality of its
public realm to the redesign of major streetscapes (Southlake Boulevard, roundabouts) and the
implementation of a wayfinding system (as well as to the redesign of some of its signature parks, such as
Bicentennial Park and the Bob Jones Nature Center).
These plans, as well as sector and area plans that are also components of Southlake 2030, contain many
recommendations for urban design features and enhancements to the public realm. While these
recommendations should be regard first and foremost as opportunities for enhanced design, as well as a
cohesive design strategy throughout the city, they should also be considered in terms of their
appropriateness as public art opportunities.
Major Corridors
The Major Corridors Urban Design Plan sets a strong context of streetscape elements, landscape elements
and intersection design for Southlake Boulevard, the City's main east -west artery. It identifies a number of
"pulse points," or important visual moments along the route, that could serve as locations for special design
features or artwork. Basic streetscape improvements are being undertaken by TXDOT.
The Major Corridors Urban Design Plan also calls for special treatments (bridge and embankment
enhancements) at entryways into the City from SH114, and at three points along SH114 and Southlake
Boulevard where road inflections result in particularly long views. The entrance to Southlake from Keller
on FM 1738 is also called out as a location for special urban feature.
Carroll / FM 1709 Small Area Plan
The Carroll / FM 1709 Small Area Plan proposes a small retail —office node at the Southwest corner of that
intersection, as well as roundabout to handle traffic at an intersection on a proposed extension of Zena
Rucker Road where retail, commercial and medium -density residential converge.
Wayfinding
Southlake's Wayfinding Sign System Plan details how a vehicular wayfinding system can be implemented
over the next few years. The system is designed to direct people to twenty destinations throughout the City,
from Town Square to Carroll High School. The system elements use the same vocabulary of materials and
graphics as the proposals in the Major Corridors Urban Design Plan do, which will result in a consistency
in the appearance of the urban elements throughout the City.
Roundabouts
Though not officially part of the City's wayfinding system, the artworks planned for three roundabouts will
help to improve people's ability to navigate around the City by creating memorable reference points.
Again, the overall design of the roundabouts, including streetscape and landscape elements, establish a
context to which an artist can respond successfully. There is a recommendation for a roundabout in the
Carroll / FM 1709 Area Plan that could continue this approach to public art.
Opportunities for Public Art Related to the City's Urban Design Strategies
Usually, it is difficult for public art to bear the primary responsibility for improving the visual appearance
or character of a community, particularly in road environments. But where there is a strong commitment to
quality civic design, public art can flourish, because artists will be able to create unique projects that
explore thoughtful relationships to the surrounding architecture, landscape and infrastructure. Southlake's
public art initiative can support — and benefit from — the City's overall attention to civic design and
infrastructure design, and its other goals for planning, development, and economic development / tourism.
Southlake Public Art Master Plan • Revised Draft 11/9/11 23
4G - 27
Southlake's planning documents call out numerous opportunities for art and design features at significant
locations in the city. In most of those cases, enhanced design features will accomplish the city's goals. Of
those opportunities, the following should be considered as long-term possibilities for public art, primarily
when surrounding site improvements create the best conditions for incorporating new artworks:
• Place an artwork in the vicinity of the FM1709 and FM1938 node, visible from the intersection,
incorporated into future development that occurs there.
• Place an artwork in the vicinity of the White Chapel Road and SH 114 node, incorporated into future
development that occurs there.
• Place an artwork in the vicinity of the proposed retail, office and residential development at the
southwest corner of the FM1709 / Carroll Avenue intersection, incorporated into future development
that occurs there.
• Review the major Southlake destinations in the wayfinding plan. Some, such as Town Square and Bob
Jones Nature Center, are already covered by recommendations in this plan. Others, such as Dragon
Stadium or the CISD aquatics facility, could receive consideration in the future. Many would require
partnerships with other government agencies or private property owners.
Southlake Public Art Master Plan • Revised Draft 11/9/11 24
4G - 28
2.4 Opportunities for Public Art in Private Development
Over the next few decades, new development in Southlake is expected to be concentrated in a few key
areas. There are long-term plans for Town Square to expand significantly; major new mixed -use
development is expected along the SH114 corridor; and smaller mixed -use and residential developments
are expected along FM1709.
All of these areas should have amenities such as open space and design features — including public art --
that support the recommendations of the City's Urban Design Plan and other planning documents. In
addition, the city should consider a policy that requires the very largest developments to include public art
in their projects.
Current Policv Context for Public Art In Private Develonment
Southlake's long-term development framework is outlined in its comprehensive plan. Southlake 2030
includes "sector plans" that provide specific direction for every section of the City, as defined by general
context, well as special topic plans that function at a Citywide level or across sector boundaries — the Urban
Design / Corridors plan, Wayfinding Plan and Public Art Plan. In addition, "small area plans" provide
detailed, property -by -property recommendations at the neighborhood level. Together, these plans establish
a policy basis for managing development in the city, including its visual character. Many of these plans
already include specific recommendations that are related to public arts
Specific development projects are regulated through the City's zoning code. Currently, the zoning code
currently does not include any requirements for public art. Rather, when developers approach the city for
zoning changes or for discretionary development approvals, they are asked to consider providing public
amenities such as urban design features or public art. These requests follow the guidance and specific
recommendations that can be found in area or sector plans.
Projected Development Outlook
Citywide
Generally, the comprehensive plan considers most of Southlake to be "built out," which means that it
anticipates incremental development that will largely be in the context of existing development, or slight
upgrades in development intensity.
It is anticipated that major new development will be focused along the SR114 Corridor and in Town
Center. Medium -scale nodes of retail, or mixed retail and office, are expected along the FM1738 corridor
(particularly at the FM1709 intersection) and at the intersection of SR114 and White Chapel Road. A
smaller node is anticipated at the intersection of FM 1709 and Carroll Avenue.
Town Square
Town Square is in midst of a long-term build out that will include, in the future, several possible scenarios:
more blocks of mixed -use retail, office and residential; residential blocks; larger -scale retail (a department
store) and office; and interior -block parking garages. It is not clear whether future phases will include new
public spaces; the current phase of town home development will include common spaces owned by a
condominium association and managed for the benefit of the condominium owners.
Recommendations for Public Art in Private Develonment
Several factors should be considered when framing recommendations for public art in the future
development of Southlake.
5 These recommendations are inventoried in Appendix 5.
Southlake Public Art Master Plan • Revised Draft 11/9/11 25
4G - 29
• Outside Town Square and the SR114 Corridor, most commercial (retail, office, mixed -use)
development in Southlake is not of a density or scale that will allow — in terms of visual environment
or resources -- for significant developer contributions for public art.
• Residential development in Southlake is also relatively low -scale. The best opportunities for public art
will be in any public spaces that are developed in associated with large-scale, residential developments.
Based on this analysis, these are the key long-term strategies and opportunities for building Southlake's
overall civic identity and enhancing the texture of small pedestrian spaces with public art.
• Require the incorporation of public art into the public areas of the largest new developments in the
city, particularly along the SH 114 corridor. The threshold above which this requirement would apply
would be determined in consultation with the Planning and Development Services.
• Require an artwork in the vicinity of the FM1709 and FM1938 node, visible from the intersection,
incorporated into future development that occurs there.
• Require an artwork in the vicinity of the White Chapel Road and SH 114 node, incorporated into future
development that occurs there.
• Require an artwork in the vicinity of the proposed retail, office and residential development at the
southwest corner of the FM1709 / Carroll Avenue intersection, incorporated into future development
that occurs there.
Inventory of Upcoming Private Development Projects
Carillon
Carillon is a 245-acre mixed -use development currently under development by Hines. Carillon is bounded
by Carroll Avenue on the west, SH 114 on the South, and White Chapel Blvd on the east. The development
includes a Retail or Plaza District, a Chateau District and a Village District. There are also 68 acres of parks
and open spaces, for which public art has been designated as an amenity in the 380 agreement that Hines
has with the City of Southlake.
Table 3: Public art projects proposed for the Carillon development
Park
Art Location
Estimated
Art Budget
Notes
Completion Date
Village Green
$148,000
Also budgeted
$750,000 for a
signature fountain.
Neighborhood
$45,000
Also budgeted
Park
$100,000 for a
trailhead feature and
$200,000 for a
bridge.
Lake Park
$74,000
Corporate Park
$74,000
Northwest Enclave
Sculpture plinth
Phase IA.
$54,000
Not currently on
designed for NW
Carillon web page.
corner of park, at
terrace overlooking
lake (corner of St.
Tropez and Monte
Carlo).
Southlake Public Art Master Plan • Revised Draft 11/9/11 26
4G - 30
PART III: POLICY RECOMMENDATIONS
Southlake Public Art Master Plan • Revised Draft 11/9/11 27
4G - 31
3 Administrative and Policy Recommendations
This section of Southlake's Public Art Master Plan includes recommendations about processes and policies
the City should follow to manage and fund its public art initiative successfully. The key components
include overall planning for the program, managing public commissions, reviewing projects created
through private development, roles and responsibilities, staffing, funding and other administrative policies.
3.1 Ongoing Project Monitoring and Annual Planning
New Art Commissions
Southlake's public art policy requires that "the Arts Council shall make periodic reviews at least annually
of all CIP projects and other city construction projects ... for the purposes of making recommendations to
the city council regarding appropriations for works of art and art projects.,,6
The City should identify and track opportunities for public art commissions in capital projects on an
ongoing basis. This will allow for the strongest possible coordination between the design and construction
of capital projects, and the commissioning and installation of art, particularly when the artwork is
integrated into the design. This will also provide time for appropriate budgeting, if funds beyond capital
funds are required; community engagement; artist selection; and concept development processes.
See "Table 4: Proposed Ongoing and Annual Planning Process for New Art Commissions " on next page
6. ARTICLE XI PUBLIC ART POLICY, Sec 2457 (a) (2)
Southlake Public Art Master Plan • Revised Draft 11/9/11 28
4G - 32
Table 4: Proposed Ongoing and Annual Planning Process for New Art Commissions
Step
Who is responsible
When
Baseline: Master Planning
Review Southlake 2030 documents and
Master plan team / Community
Currently ongoing
CIP to develop list of City capital
services staff / Arts Council
projects to track as potential public art
opportunities
Ongoing: Project Tracking Annual
Planning
Meet with appropriate City department
Community Services staff
Ongoing
directors to gather/update details of
(Public Art Program Manager)
capital project, public art opportunities,
project budgets, and timelines.7
Monitor development of Southlake
Community Services staff
Ongoing
2030 plans.
(Public Art Program Manager)
Annual: Developing a Workplan
Meet with appropriate City department
Community Services staff
Spring and summer, as City
directors to gather/confirm details of
(Public Art Program Manager)
budget and CIP for next fiscal
capital project, public art opportunities,
year are being developed
project budgets, and timelines.
internally
Review other projected funding that
Community Services staff
Spring and summer, as City
could be used for public art, i.e. HOT.
(Public Art Program Manager)
budget and CIP for next fiscal
year are being developed
internally
Present project list and estimates of
City Manager, Community Services
Summer, when the draft City
other available funds to Arts Council
staff
budget and CIP are being
for review and discussion.
(Public Art Program Manager)
reviewed
Review capital projects and prioritize
Arts Council
Summer, when the draft City
which should become public art
budget and CIP are being
projects. Discuss how HOT and other
reviewed
discretionary funds should be spent (if
at all) on public art projects.
Based upon Arts Council discussion,
Community Services staff
Summer, before release of draft
draft a Public Art Annual Workplan
(Public Art Program Manager)
City budget and CIP
that outlines projected and ongoing
projects, budgets, and timelines for the
coming year. Present to Arts Council
and City Manager for approval.
Approve Public Art Annual Workplan
City Manager
August
Arts Council
(Concurrent with release of draft
City budget and CIP)
Approve Public Art Annual Workplan
City Council
September
(Concurrent with approval of City
budget and CIP approval)
Public art component is incorporated
Community Services staff
Upon approval of CIP
into relevant CIP and project
(Public Art Program Manager);
management tracking systems.
capital project management staff
7 DCS staff should "maintain an inventory of publicly accessible spaces which are potential sites for placing artworks
and/or incorporating art into the design of projects.
Southlake Public Art Master Plan • Revised Draft 11/9/11 29
4G - 33
3.2 Project Development / Public Commissions
Principles
The City of Southlake's process for commissioning new artworks in conjunction with City capital projects,
or on city -owned sites, should be guided by the following principles.
• Projects should be linked to overall goals for public art in Southlake, as expressed in this plan and in
the Public Art Policy.
• Projects should be linked to public goals for the design and appearance of the city overall, and the area
of the city where the development is located, as expressed in relevant, approved Southlake 2030
documents, including this Public Art Master plan.
Process for Planning and Implementing Projects
These are the key features of the City's process for commissioning new artworks:
• Project management should be staffed by the Community Services department, through a Public Art
Program Manager, reviewed by and overseen by the City Manager's Office.
• Discussions about the focus of public art in a city capital project should begin early in the project
development process (see Table 4: Proposed Ongoing and Annual Planning Process for New Art
Commissions).
• Each project should be guided by a unique "Project Plan" that outlines each aspect of the project,
including the goals, artist selection process, community engagement process, budget and timeline. The
staff should develop this Project Plan, which should be approved by the City Manager's Office and
then approved by Arts Council and the City Council.
• An ad hoc "Artist Selection Committee" made up of representation from the Arts Council, local artists,
arts professionals, and community stakeholders should be created for each project. This group would
review artist qualifications, recommend finalists, review concept proposals/interview artists, and make
recommendations to the Arts Council.
• The City Council should approve projects at two major milestones: the Project Plan and the Artist
Concept.
The full process is outlined on "Table 4: Proposed Project Planning and Review Process for City
Commissions," on the next page.
Criteria for Reviewing Projects
The Arts Council and City Council should use the following general criteria in evaluating Artist Concepts.
• Aesthetic Excellence. The art projects shall strive to be of the highest aesthetic and enduring value.
• Site Specificity. The relationship of art and site shall be considered in terms of integration of art and
architecture, art and landscape, surrounding urban and community context.
• Durability of Design and Materials. Art projects shall be designed with consideration of minimum
maintenance requirements and maximum resistance to vandalism.
In addition, the Arts Council and City Council shall consider project -specific criteria developed and
incorporated into the project's Project Plan.
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4G - 34
Table 5: Proposed Project Planning and Review Process for City Commissions
Step AL
Who is responsible
Preliminary Planning
Review relevant plans for capital project or public art site (if not associated
Community Services staff
with a capital project) with City project manager and project architect/
(Public Art Program Manager)
designer. Discuss possibilities for the incorporation of art into the project,
Approval by the City Manager's Office
potential goals, timeline, budget,
Discuss scope for artist involvement, goals for public art project, and
Arts Council
preferred method for artist selection.
Project Plan
Draft Project Plan that includes a description of the capital project or
Community Services staff
description of the site (if not associated with a capital project), the scope of
(Public Art Program Manager)
artist involvement, the goals for the public art project, the recommended
artist selection method, the budget and timeline. Articulate how the project
and goals relate to the overall vision for public art in Southlake.
If project is not on City property, secure necessary agreements.
Community Services staff
(Public Art Program Manager)
Review and approve Project Plan.
Arts Council
City Council
Artist Selection / Concept Development
Retain artist selection consultant if necessary
Arts Council, Community Services
Identify artists to contact through Arts Council, networking with regional
Community Services staff (Public Art
arts administrators and curators
Program Manager) or Consultant
Draft and issue call to artists.
Community Services staff (Public Art
Program Manager) or Consultant
Review artist qualifications and recommend finalists to Arts Council.
Ad hoc committee of Arts Council
(project -specific artist selection committee)
Approve finalist selection.
Arts Council
Draft and issue proposal materials to finalists (proposal -based selection) and
Community Services staff (Public Art
arrange finalist presentations and/or interviews. Check references.
Program Manager) or Consultant
Review finalist proposals and/or interview finalists. Recommend final
Ad hoc committee of Arts Council
selection to Arts Council.
(project -specific artist selection committee)
Review and affirm recommendation of selection committee.
Arts Council
Final approval of artist selection and artist concept.
City Council
Design, Fabrication, Installation
Retain Public Art Project Manager consultant if necessary
Arts Council, Community Services
Monitor final design and fabrication
Community Services staff (Public Art
Program Manager) or Public Art Project
Manager (consultant), with support from City
project managers, design team and
construction manager
Oversee installation
Community Services staff (Public Art
Program Manager) or Public Art Project
Manager (consultant), with support from City
project managers, design team and
construction manager
Promote the project
Community Services staff
(Public Art Program Manager)
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3.3 Project Development / Public Art in Private Development
Principles
The City of Southlake's process for asking private developers to commission public art as a public amenity
or benefit related to their developments should be guided by the following principles.
• Projects should be linked to overall goals for public art in Southlake, and guidelines for public art in
private development, as expressed in this plan.
• Projects should be linked to public goals for the design and appearance of the city overall, and the area
of the city where the development is located, as expressed in relevant, approved Southlake 2030
documents, including this Public Art Master plan.
• Projects should be in an appropriate setting. Their locations should have a high degree of public
visibility, accessibility and use, so that the artworks can ordinarily be experienced by a cross-section of
the Southlake community. The overall site design or area urban design create an appropriate visual
environment for public art?
• Project Plans, Artist Selection and Artist Concepts should be subject to staff review, Arts Council
review, and City Manager approval, following the criteria expressed below.
• The developer is responsible for all costs related to the commissioning of the artwork, including the
cost of consultants, site preparation and maintenance.
• The City should maintain a sense of proportionality between the public benefit sought, and the private
value conferred by any particular entitlement.
Process for Planning and Implementing Projects
Refer to "Table 6: Proposed Review Process for Public Art in Private Development," below.
Guidelines for Public Art in Private Development
The following considerations articulate the City of Southlake's expectations regarding public art projects
commissioned by private developers on their development site to provide a public benefit or amenity.
1. Artist -Created. The artworks must be created by an artist, which is defined as a practitioner in the visual
arts generally recognized by critics and peers as a professional of serious intent and recognized ability who
produces artworks. The members of the architectural, engineering, design, or landscaping firms retained for
the design and construction of a development project covered by this definition shall not be considered
Artists for the purposes of this definition.
2. Quality. Public art created as part of a development project should have a clear, positive impact on the
quality of public places. The artist should, whether working independently or collaboratively with other
designers, help conceptualize and produce a project of artistic and visual distinction.
3. Duration. Public art created as a part of a development project should be permanent. Conversely, a
developer can create a permanent location for changing art, and endow or provide ongoing funding to a
cultural institution to program that location with changing artworks.
4. Architectural Integration. Public art can be integrated into the architectural design or ornamentation of a
building. In all cases, architecturally integrated art should be visible to the public, generally by
incorporation into facades visible from major streets or public spaces, or at public entryways.
5. Landscape or Plaza Integration. In the event that a development project includes a publicly accessible
outdoor space, public art can be incorporated into the design of that space. The goal should be to integrate
the public spaces (visually, functionally, or through programming) into the broader public realm, and for
Southlake Public Art Master Plan • Revised Draft 11/9/11 32
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the public art to support that. The art project must be visible and easily accessible from a public street not
behind or between buildings or in semi -private areas like courtyards or upper -level spaces. The space, and
the art, must be designed to provide full benefit to the entire community, not just the users of the property.
6. Streetscape Integration. Public art integrated with streetscape design should be encouraged only to the
extent that it supports the goals and recommendations of area -wide planning efforts that relate to that
section of the city.
7. Siting and Visibility. Artwork should be on the ground -level of a site or fagade of a building. Artwork on
the top of a building is discouraged, except for sites designed in the Urban Design Plan as locations for
major visual elements, particularly to be viewed from SH114. The location of the artwork should consider
important sightlines, such as those created by the intersection of major arterials, or areas recommended in
various city plans for urban design features.
8. Indoor Art. Interior art in private buildings, even in semi-public gathering places like atria or lobbies,
should not be construed as fulfilling any agreement for providing public art as a benefit or amenity.
9. Commercial Expression. Projects that seek to promote the private nature of a development, by promoting
commercial expression or creating a signature marking element, including projects that include icons or
color schemes that are part of a company's or a development's branding, should not be construed as
fulfilling any agreement for providing public art as a benefit or amenity.
Criteria for Evaluating Artist Qualifications
The Southlake Arts Council should use the following criteria to approve the artist selected for a private
development public art project:
• Meets the definition of Artist, as defined in this Public Art Master Plan.
• Demonstrates artistic excellence, innovation and originality as represented in past work.
• Demonstrates capacity for working in media and with concepts appropriate to the project goals and site.
• Demonstrates experience in successfully completing works of similar scope, scale, budget and
complexity, or ability to articulate how he or she would be able to bring the necessary artistic and
technical skills to this project.
Criteria for Evaluating Artist Concepts
The Southlake Arts Council should use the following criteria to approve the Artist Concept for a private
development public art project:
• Follows the principles and guidelines articulated above.
• Demonstrates excellence in aesthetic quality, workmanship, innovation and creativity.
• Demonstrates appropriateness in scale, form and is of materials/media suitable for the site.
Miscellaneous Policies for Developer -Commissioned Public Art
The following provisions should be incorporated into any agreement by which a developer provides public
art as a public benefit or amenity.
1. The property owner retains title to artworks that are placed on their property; the City retains title to
artworks placed in public right of way.
2. The property owner is responsible for maintenance of artworks that they own. The artist should supply
the property owner with a materials list and maintenance protocol.
3. If a property is sold after an entitlement is approved, and the new owner develops under that
entitlement, the public art agreement shall be binding on the new owner. This provision should be
recorded in any development approval concerning public art.
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4. If a property owner removes from view an artwork provided as a public amenity, the property owner
must make a payment equal to the amount of the original artwork into the Public Art Fund.
5. If a property is sold after the artwork is installed, the obligations regarding public art must be
transferred to the subsequent property owner.
Table 6: Proposed Review Process for Public Art in Private Development
Step
Who is responsible
Review project with developer (preferably before developer has
agreement with City) to explore options for incorporating public art.
Community Services staff (Public Art
Program Manager), with Planning staff
Incorporate public art commitment into developer agreement.
DPS staff, with Community Services staff
Develop a project plan that includes goals, artist scope, selection
method, budget and timeline.
Developer
Review and approve developer project plan.
Community Services staff (Public Art
Program Manager), Arts Council
Initiate artist selection according to approved project plan. Present
recommended artist to Arts Council.
Developer
Approve selection.
Arts Council
Selected artist develops concept proposal.
Artist
Review and approve concept. Submit for review to Arts Council.
Developer
Review and recommend concept.
Arts Council
Review and approve concept.
City Council to approve at time of zoning
case
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3.4 Roles and Responsibilities of the City and Other Stakeholders
Following are the roles and responsibilities of key players in Southlake's public art initiative.
City Council
"The City Council shall have ultimate authority to review, evaluate, accept, reject and oversee all phases
of public art projects, except as otherwise provided. " s
• Approve the Public Art Annual Workplan.
• Approve budget allocations for public art projects from the CIP and other sources
• Approve Project Plans
• Approve artist contracts when required
• Approve Artist Concepts for public commissions
• Approve gifts or donations of artworks
• Approve developer agreements that include the provision of public art
• Approve Artist Concepts for public art in private development.
Southlake Arts Council
"The Southlake Arts Council ... shall ... make recommendations to the City Council concerning matters
relating to public art. "9
• Review and recommend the Public Art Annual Workplan.
• Review and recommend budget allocations for public art projects from the CIP and other sources
• Review and recommend Project Plans
• Review and approve artist selections
• Review and recommend Artist Concepts for public commissions and developer projects
• Review and recommend gifts or donations of artworks
• Accept donations within the monetary limits provided in the City Code.10
• Advise the City Council on other matters related to public art, art activities and art facilities.
City Manager
• Approve public art Workplan for inclusion in proposed City Budget and CIP.
Department of Community Services / Public Art Program Manager
• Develop and maintain an inventory of potential public art locations through analysis of CIP, Southlake
2030 plans, and other city planning documents.
• Prepare draft Public Art Annual Workplan and project budgets.
8 These recommendations supplement the roles and responsibilities outlined in Article IX, Section 2-455.
9 Article IX, Section 2-455.
10 Chapter 2, Article V, Division 6.
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• Prepare Project Plans.
• Prepare Calls to Artists and manage artist selection process.
• Prepare artist contracts and manage concept development process.
• Oversee fabrication and installation process.
• Inform the Arts Council and/or City Council of any departmental activity related to the development
and implementation of artworks and artist services, and of planning for targeted improvement areas
that could potentially incorporate an art project.
Art Selection Panel
An ad hoc panel of the Southlake Arts Council, City Council and project stakeholders that reviews artist
qualifications and artist concept proposals and makes recommendations to regarding artist selection.
• Reviews artist qualifications and selects finalists.
• Reviews artist concepts/interviews artists and recommends final selection.
• Reviews and recommends approval of artist concept.
Department of Planning and Development Services
• Ensure that public art recommendations in Southlake 2030 plans (Sector, Area, Public Art, Urban
Design and others) are carried forward when relevant sites are being developed.
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3.5 Artist Selection Approaches
The City of Southlake should select an approach to recruiting and selecting artists for each that reflects the
specific goals and offers the greatest chance of finding the best artist. All selection processes should be
competitive, except in situations where public art staff and Council determine there are extraordinary
circumstances, as expressed in the approved Project Plan.
Open Competition
In an Open Competition, any artist may submit his or her qualifications, subject to any requirements
established in the Call to Artists. The call should be sufficiently detailed to allow artists to determine
whether their work is appropriate for consideration.
An Open Competition allows for the broadest range of possibilities and can bring in new, otherwise
unknown, and emerging artists. However, Open Competitions can consume a large amount of staff
resources, and sometimes discourage established artists who prefer to respond to limited competitions or to
be directly selected for projects.
Limited Competition or Invitational
In a Limited Competition or Invitational process, several pre -selected artists are invited to submit their
qualifications and/or proposals. This method may be appropriate when the City looking for a small group of
experienced artists, when there is a limited time frame, or if the project requirements are so specialized that
only a limited number of already identified artists would be eligible. It is possible that this list of artists
would come from a pre -qualified list or roster.
Artist Roster / Registry
The Public Art Program Manager may decide to develop a pre -qualified pool of artists, or Artist Roster,
from which it can choose artists for Limited Competition/Invitational or Direct Selection. This Roster
would be developed based on a comprehensive review of qualifications from artists who responded to an
Open Call to Artists. This list could be focused on a specific set of opportunities, or be used broadly for a
range of commissions. If the Roster is meant to be used for several years, it should be updated annually or
bi-annually to allow new artist to be considered, and for Roster artists to update their materials.
A roster requires upfront work and ongoing management, but it allows for artist selection for specific
projects to proceed much more quickly. This would be a viable strategy if Southlake were anticipating a
large number of commissions over a short period of time. This may also be an approach that Southlake can
collaborate on with a neighboring city, such as Fort Worth, which maintains a registry.
Direct Selection
On occasion, the Arts Council may choose to directly recommend an artist for a project. Direct selection
may be useful on projects where there is an urgent timeline, low budget, or when very specific project
requirements exist. It is possible that this artist would come from a pre -qualified list or roster. Such
selection would need to be consistent with City procurement procedures and be approved as part of the
overall Project Plan.
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3.6 Sources of Funds, Uses of Funds
Current Sources of Funding for Public Art
Capital Improvement Program (CIP)
The City Council has the discretion to designate, in the budget for any CIP project, an amount for public art
that does not exceed one percent of the project's original estimated construction cost. This funding would
be allocated through the City's CIP budget, and the sources of that money would be various city funds,
such as the Crime Control and Prevention District Fund, the Park Dedication Fee Fund, and the Southlake
Parks Development Corporation Fund
Hotel Occupancy Tax
The state law that allows Southlake to levy a Hotel Occupancy Tax permits up to 15 percent of that funding
to be allocated for the encouragement and promotion of the arts, including public art, providing the projects
promote tourism and the convention and hotel industry. For FY2012, that transfer is estimated to be more
than $110,000.
The city's Economic Development and Tourism Strategy includes the following questions that should be
addressed when considering a grant from this fund for public art: Is the artwork being installed in a location
frequented by tourists? Does the immediate location have a variety of convenient and appealing
opportunities for tourists to spend money? How will the artwork be experienced by visitors staying
overnight at the Hilton? What steps are being taken to ensure that the artwork does not have a negative
impact on merchants in the area where the art is being installed?"
Grants
The City shall actively pursue any state grant monies for public art for which it may be eligible. In addition,
all City grant applications for federal, state or county support of eligible construction projects shall include
a request for funds for the purpose of public art projects Additionally the city shall actively seek to
encourage its partners in all joint public —private ventures to participate in public art projects
Donations and Gifts
The City can accept donations and gifts of money for the purpose of supporting the public art initiative.
Potential Sources of Public Art Funding
Strategic Initiative Fund
The Strategic Initiative Fund consists of excess revenue and unspent appropriations that become part of the
city's fund balance or reserves. A certain amount remains in the General Fund, as a "rainy day fund," but
funds in excess of that can be used for needed projects.. It is often used for "high impact" projects.
Improvement Districts
The City can petition to create improvement districts for purposes that may include the provision of public
art. Improvement districts are financed by tax -increment financing (TIF), which captures revenues from
property tax increases the district for use specifically in that new district. At the time a district is created, a
list of projects that will be funded by the district is developed. Should the city establish a new district, the
potential for public art projects in that district should be examined as part of the list of projects that will be
supported by the TIF revenue.
11 TIP Strategies, Southlake Economic Development and Tourism Strategy, nd., p. 68
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NNW Art Fund
The Public Art Fund was established to account for funding that is available for the promotion, creation
and/or installation of public art throughout Southlake. Funds from the account must be used for the
selection, acquisition, installation and substantive structural repair and maintenance of art and art projects
commissioned and/or purchased through the initiative. The City Council must authorize all disbursement
from the Fund.
The Fund was first established when the Southlake Stampede program was initiated, as the proceeds from
the sale of the artist -decorated steers and calves was designated for public art. At the beginning of FY2012,
the Public Art Fund had a balance of more than $220,000.
Recommendations
• Revise the considerations for allocating Hotel Tax Fund to incorporate a wider sense of how public art
can impact tourism in Southlake.
• Transfer funds approved for public art projects into the Public Art Fund, as soon as they are
designated. This will improve budgeting and tracking, and will ensure that public art allocations are
not absorbed back into the capital budget.
• Consider using proceeds from new TIF districts for public art, if public art is part of the vision for that
TIF district.
• Consider using monies in the Special Enterprise Fund for high impact public art projects.
• Consider developing financial partnerships for the McPherson Park sculpture program, particularly for
"soft costs" such as organizing and public outreach / marketing.
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3.7 Staffing Requirements
Southlake's public art initiative will require several types of professional expertise — planning, advocacy,
curatorial and project management. These different types of expertise can be fulfilled in a combination of
ways — by an in-house program manager, professional art consultants, regional networking with staff in
peer public art programs, or some combination.
Types of Staffing Needs
Planning / Advocacy
Southlake's public art initiative will be closely intertwined with both city capital projects and private
development projects, so it will be important for a public art program manager to develop strong
relationships with department directors and capital project managers across the board. The program
manager will have to follow capital projects through the earliest stages, and communicate between the city
departments and the Arts Council about the potential for public art.
Similarly, the public art initiative will require external outreach with stakeholder organizations throughout
the city (including developers and funders) and the citizens at large. The program manager will ensure that
the program keeps a visible and positive profile, and that developers, funders and other stakeholders are
aware of the role they can play in making the initiative a success. When projects are being commissioned,
the program manager will need to ensure that proper community engagement takes place.
Curatorial
When it is time to select an artist, a successful public art initiative should be able to draw from the best
public art practitioners, at the regional and national level. No matter what the artist recruitment and
selection processes are, it is useful to have professional knowledge of what artists might be best suited for
the assignment.
Larger public art programs tend to develop this expertise in-house, dedicating staff time to research and
regional gallery visits. In Southlake, it would be most efficient for public art staff to network with regional
resources, such as the many public art programs in neighboring city, for curatorial advice.
Project Management
Once an artist has been selected, there should be a project manager responsible for coordinating all aspects
of implementing the project, including contracting and payments, approvals and permitting, and
fabrication, installation and dedication. This person will serve as both the "owner's representative" on the
project, ensuring that the city's interests are fulfilled, and the primary liaison to the artist, ensuring that
arrangements are made so the artist can work most creatively and productively.
A Staffing Strategy
With the small volume of projects that can be expected, perhaps two a year, Southlake should look to a
combination of in-house staff, consultant assistance, and peer networking to fulfill these needs.
Public Art Program Manager (staff)
The Department of Community Services should designate one of its staff as Public Art Program Manager.
The manager would serve as day-to-day point person for Southlake's public art initiative. The Program
Manager would also focus on planning and advocacy roles, managing both project -specific and long-term
relationships within City departments and with external stakeholders, including funders and developers.
This would amount to approximately an eight- to ten-hour a week time commitment.
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4G - 44
Public Art Project Manager (contractor)
The Department of Community Services should retain a contract Public Art Project Manager to assist with
the management of City commissions, especially if the project is complex. The Project Manager should be
a professional art consultant who can bring special expertise in design, fabrication and installation
processes, and add to the overall capacity of the public art initiative. The Project Manager's scope could
include any aspect of the project from artist selection, contracting and approvals through fabrication and
installation. The Public Art Project Manager will have to work closely with the Program Manager in
matters related to contract, concept approval and payments.
Public Art Curator
The role of Public Art Curator could be played by public art staff and consultants described above. The
Public Art Program Manager should develop strong networking relationships with peer program managers,
and use them as a resource for vetting project concepts and reaching out to appropriate artists. The Public
Art Project Manager could provide this service, as well.
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3.8 Timeline / Workplan for Near -Term Commissions
Table 7: Proposed Workplan
Project
FY 2012
FY 2013-2015
FY 2016+
North Park
Approve concept
Complete design,
fabrication and
installation of project
Bicentennial Park, Phase II
Develop project plan
Complete design,
Issue call to artists
fabrication and installation
of project
Select artist
McPherson Park
Create planning
Present first exhibition
Continue evaluation and
committee
Evaluate exhibition
planning
Develop workplan
Plan for future exhibitions
Organize first exhibition
Town Square Streetscape
Develop project plan
Issue call to artists
Select artist
Complete design,
fabrication and installation
of project
Multipurpose Facility
Monitor planning
Develop project plan; incorporate into capital budget
Bicentennial Park Phase III
Issue call to artists
Continental Roundabouts
Select artist
Complete design, fabrication and installation of project
Bob Jones Nature Centers
Develop project plan;
Public Works Operations
incorporate into capital
Center
budget
Issue call to artists
Select artist
Complete design,
fabrication and installation
of project
Southlake Public Art Master Plan • Revised Draft 11/9/11 42
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APPENDICES
Southlake Public Art Master Plan • Revised Draft 11/9/11 43
4G - 47
2030
Vision, Goals & Objectives
Adopted by City Council on November 17, 2009
Ordinance No. 960
CITY ❑F
SQUTHLAKE
13,
Southlake Public Art Master Plan • Revised Draft 11/9/11 44
4G - 48
SOUTHLAKE 2030 VISION STATEMENT
son Yake wyYY continue ro enhance r& status as a desiral5Ye, a c6re, sue, hea
and Kscasound ccmmunii�r wry euaWvy, neighborhoods, whiVe maintaining a high
standard of Awing, Yearning, shopping, working, recreal on, and open spaces.
soutffiYake '"W continue to be a Vibrant communYo, diet epitomizes 606 economic
and env ronrnentaY susvainahiWvy,.
SOUTHLAKE 2030 GOALS & OBJECTIVES
Y k Qkfift ntnLywment
MOItc 9u2W f7 devcYopmentr mat~ is consrsitentr wrf tfe ]Ui ban Design Pyan, weYY
maintained, aka , safe, contriYbures to an overaYY sense of
piece andmeet tie needs ofa TiYbrant and terse communYt7.
Objective 1.1 Encourage the maintenance of existing neighborhoods, features and
amenities in order to preserve property values and a unique sense of
place.
Objective 1.2 Create and preserve attractive pedestrian -friendly streets and
pathways to encourage transportation alternatives to the automobile.
Objective 1.3 Encourage appropriately -scaled neighborhood design that
compliments existing development patterns while creating unique
places, recognizing that quality residential neighborhoods are the
cornerstone of our community.
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 1.6 Consider high -quality single-family residential uses as part of a
planned mixed -use development at appropriate transitional locations.
Objective 1.7 Explore and encourage opportunities for redevelopment when
appropriate.
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4G - 49
Objective 1.8 Ensure high -quality design and a heightened sensitivity towards the
integration of new development with the existing development and
urban design pattern.
Objective 1.9 Strengthen street and landscape design standards to enhance the
visual quality along major corridors.
Objective 1.10 Continue to promote a strong working relationship with the Texas
Department of Transportation to improve the appearance of bridges,
embankments and entryways into the City.
Objective 1.11 Ensure that city- and developer -provided infrastructure is functional,
aesthetically well -designed, and integrated with the natural
environment.
Objective 1.12 Continue to strengthen the City's regulations to encourage effective
signage that is appropriately designed and scaled to minimize adverse
impacts on community aesthetics.
Objective 1.13 Explore creating participation programs with home owner
associations and subdivision groups to enhance the long-term
viability of neighborhood features and amenities.
Maintain a baFanced approach to growth and development in der to preserve the
City's assets (schools, public safety, and comped ve edge in the re bn) and fiscal
heal.
Objective 2.1 Encourage a balance of uses, including retail, office, medical,
hospitality, entertainment, institutional, industrial and residential that
is both responsive to and sustainable within changing market
conditions and sustains growth in property values for the future.
Objective 2.2 Support appropriate public -private financial partnerships that will
help retain and enhance the City's economic base.
Objective 2.3 Ensure the City's built environment fosters a positive relationship
between the taxable value of real property and the corresponding
cost of municipal services.
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4G - 50
D�_veyop an Innovative W01611k> system fat provides for fe safe, Convenient,
efficient movement ofpeopfe ancYgoods, recces &ac congestion, promotes ener
and &-Ansportadon efficiency, and promotes expanded opportuni es for 66zens to
meet some rood ne reeds by, wakking orbicTcwng-
Objective 3.1 Provide a safe and efficient streets and pathways network that allows
travel to shopping areas, schools, parks and places of employment,
reducing the need to travel on the City's major arterials (FM 1709,
FM 1938, or SH 114) and minimizes cut -through traffic in residential
neighborhoods.
Objective 3.2 Implement and promote a mobility system that addresses safety,
design, comfort and aesthetic elements such as landscaping,
crosswalks, railing, lighting, traffic -calming and signage in order to
provide distinct character and functionality for the City.
Objective 3.3 In accordance with a need identified by the Citizen Survey, provide
and promote a continuous pedestrian pathways system that is user-
friendly, efficient, safe, economical, and connect parks, shopping,
schools, work and residential areas.
Objective 3.4 Pursue opportunities to link Southlake's pathways to systems in
adjacent cities and trails on the Corps of Engineers property.
Objective 3.5 Develop a program to encourage the dedication of easements for
pathway construction in accordance with the sidewalk priority plan
and Capital Improvements Plan.
Objective 3.6 Identify and prioritize the funding and construction of mobility
system capital improvements projects according to the impacts on
safety, system efficiency, costs, and maintaining acceptable levels of
service.
Objective 3.7 Increase safe bicycle mobility when reasonably possible.
Objective 3.8 Continue to promote a strong working relationship with the Texas
Department of Transportation to identify, design and implement
projects that prevent or relieve congestion in the area.
Objective 3.9 Continue to evaluate and improve upon the existing mobility system
within the City, maintaining existing infrastructure, making required
improvements and evaluating innovative ways to integrate
transportation and land use.
Southlake Public Art Master Plan • Revised Draft 11/9/11 47
4G - 51
Objective 3.10 Obtain adequate right-of-way for future roadway corridors and
improvements.
Gbay 4 Parks, Rena6dn and Q2en Space
SUPPO& a Comprehensive ihtrg=rUd Parks, recreadon and open space system 1br° aff
ages that creates T2YUe andpreserms od e CYO
Objective 4.1 Ensure that new development incorporates usable open space.
Objective 4.2 Ensure that parkland and open spaces include an integrated mix of
developed and natural areas with consideration of protecting the
City's ecosystem and wildlife corridors.
Objective 4.3 Promote water conservation and reuse in the design of parks and
open spaces.
Objective 4.4 Utilize partnerships to create open space and recreation facilities.
Objective 4.5 Ensure an even geographic distribution of park facilities and
recreation activities —both active and passive —for citizens of all
ages.
Objective 4.6 Provide a full range of park facilities and linear linkages that will
accommodate the current and future needs of the City's residents and
visitors.
Objective 4.7 Integrate passive recreational opportunities into preserved natural
and drainage areas.
Objective 4.8 Incorporate feedback received from the Parks and Recreation Citizen
Survey into recreation activities and park facilities.
Objective 4.9 Acknowledge the City's rich natural history, heritage and historical
landmarks.
Objective 4.10 Determine parkland desirable for dedication as part of the
development process based on classification, location and
maintenance cost.
Objective 4.11 Prioritize investments in existing and established parks understanding
that there will be strategic opportunities for land acquisition.
Objective 4.12 Incorporate educational and learning opportunities within parks and
related facilities.
Southlake Public Art Master Plan • Revised Draft 11/9/11 48
4G - 52
Objective 4.13 Pursue recreational and educational opportunities on Corps of
Engineers property compatible with the goal of protecting and
preserving the existing ecosystem for future generations.
G32F5-1 Safe
i'stabWsh and maintain prorec6ve measures and policies mat reduce danger, risk or
in*yy, to properq, and ire albs who lie, work orvisilt 6e City,.
Objective 5.1 Maintain a level of police, fire and ambulance services commensurate
with population and business needs.
Objective 5.2 Provide effective and efficient professional public safety services in
partnership with the citizens we serve, encouraging mutual respect
and innovative problem -solving, thereby improving the quality of life
in our community.
Objective 5.3 Ensure compliance with the stated standard of response coverage
and industry guidelines through the provision of facilities, equipment,
personnel and roadways.
Objective 5.4 Ensure that all buildings and public facilities are constructed in
compliance with all applicable federal, state, and local safety
regulations and standards.
Objective 5.5 Maintain the continued compliance with national standard of
excellence through the accreditation process.
Objective 5.6 Enhance and promote public safety through public -private
partnerships and utilization and training of volunteers.
Objective 5.7 Maintain a high level of community readiness through training and
communications among neighborhood and volunteer groups and
city, county, state, and federal entities.
Objective 5.8 Develop and implement safety education programs that enhance the
quality of life and safety in the community.
Objective 5.9 Promote security of public buildings and infrastructure.
Objective 5.10 Ensure safe and healthy working conditions for city staff, volunteers
and officials by providing security, facility, vehicular and equipment
maintenance, information, education and training.
Southlake Public Art Master Plan • Revised Draft 11/9/11 49
4G - 53
Gbay & Economic Utndywment
creaare a &Versified, Vibrant and susr2inabye economy Hugh fe attmcdon and
supper of business err&erprises and rourism meeting fe vision and starrcards
efesired by City yea efers.
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 6.3 Foster an environment that retains and supports existing businesses
to ensure the sustainability of our existing tax base.
Objective 6.4 Attract desired businesses to ensure economic growth as well as
continued employment 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 the tourism, convention and hotel
industry in the City.
Objective 6.6 Develop a clear and understandable incentive policy that
accomplishes the business attraction and retention goals of the City
and is based on factors such as job creation, investment, quality of
business, return on investment and overall value to the community.
Objective 6.7 Foster communication between the public and private sectors.
GAYSY 7 Susr aina aft
Encourage dhe conser va6an, protection, enhancement and proper management ®f
tfe naruray and buivt enviionment:
Objective 7.1 Maintain and implement policies to reduce the use of nonrenewable
resources, such as energy in the heating, cooling, and operation and
maintenance of city facilities.
Objective 7.2 Promote public awareness and education on such sustainability issues
as public health, energy and water conservation and overall
environmental stewardship.
Objective 7.3 Promote sustainable public and private development practices and
patterns, building design, water -use reduction and waste reduction
while maintaining the existing character of the city.
Southlake Public Art Master Plan • Revised Draft 11/9/11 50
4G - 54
Objective 7.4 Protect surface, storm, and groundwater quality from septic
discharge, impervious surface runoff, improper waste disposal and
other potential contaminant sources.
Objective 7.5 Conserve, restore and promote tree and plant cover that is native or
adaptive to the City and region while also protecting existing
significant vegetation and maintaining the existing character of the
City.
Objective 7.6 Protect and enhance air quality in coordination with federal, regional
and local agencies.
Objective 7.7 Recognize the importance of and protect the biological diversity for
the ecological and aesthetic benefits to the community.
Objective 7.8 Define, protect, and celebrate the local Cross Timbers Ecosystem as
a community asset for future generations.
Objective 7.9 Assess and minimize the ecological impact of any new trails provided
on Corps of Engineers property.
ZY N. Q0WW= F2CYW6es
Plea andprmde quaRty, cammunit�F Fadwdes and selvices fat efecfiVeYJ' meet the
seivce needs ct-ScutffiFkke's residents and businesses.
Objective 8.1 Provide a level of community facilities that meet the needs of both
the existing and projected population.
Objective 8.2 Encourage cooperation with the school districts in planning for and
financing community facilities to encourage the cost-effective
provision of resources.
Objective 8.3 Systematically evaluate City -owned buildings in terms of their quality
of service delivery and prioritize maintenance and renovation
accordingly.
Objective 8.4 Incorporate new computer and telecommunications technologies
into public buildings and designated areas in order to improve time
and cost efficiency of service delivery and to meet increasing
demands of information access and sharing.
Southlake Public Art Master Plan • Revised Draft 11/9/11 51
4G - 55
FUNY ut iwze and cooryinare wif fe CWS many parenm to address issues facing
the area, provide services and FaciWdes, promote vvyunteerism, support everts and
Programs and encourage economic
Objective 9.1 Partner with other government entities, non -governmental
organizations and the North Central Texas Council of Governments
to address regional and local issues.
Objective 9.2 Continue mutually beneficial partnerships between the City and local
school districts to explore the provision of facilities, services,
technology, and other opportunities through open communication
and close coordination.
Objective 9.3 Continue active partnerships with non-profit organizations, civic
groups and local businesses to create opportunities that benefit the
community.
Objective 9.4 Partner with local school districts to educate Southlake's youth in
their municipality and seek youth input when planning the future of
our community.
Ggay l& Infrastructure
' rough sound management and S&ategic pnvesmentt, develop, maintain, improve
and operate public infinstructurc that promotes heal, safes and are enhanced
quality- oflllfe for all members ofthe community,.
Objective 10.1 Ensure equitably -distributed and adequate services and facilities.
Objective 10.2 Plan and program land acquisition and the installation of all essential
public facilities to reasonably coincide with the need for such
facilities.
Objective 10.3 Identify and implement programs where costs may be shared by
multiple agencies and/or developers.
Objective 10.4 Provide for adequate public water and sewer services in appropriate
areas of the City.
Objective 10.5 Provide and maintain an effective stormwater management system
throughout the City.
Southlake Public Art Master Plan • Revised Draft 11/9/11 52
4G - 56
Objective 10.6 Maintain and enhance existing infrastructure and levels of service
through the provision of timely maintenance, repair and replacement
as needed.
Objective 10.7 Provide and maintain effective solid waste collection and recycling
programs for residents.
Objective 10.8 Provide a streetlight system for adequate illumination and a
wayfinding signage system for pedestrian and driver safety where
appropriate.
Southlake Public Art Master Plan • Revised Draft 11/9/11 53
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4G - 58
Appendix 3: Vision North Texas Principles
Vision North Texas is a public, private, non-profit and academic partnership headed by the North Central
Texas Council of Governments, the Urban Land Institute, and the University of Texas at Arlington. The
partnership was created to serve as a forum for discussion, research, and action on issues related to the
growth and development of North Central Texas. In addition, the partnership strives to increase public
awareness about important regional land use issues and to build support for initiatives that create a
successful and sustainable future for North Texas.
Over the last few years, Vision North Texas has invited stakeholders from across the region to participate
in a series of workshops to develop a vision for the region's future as well as an action plan to achieve that
vision. The result of these workshops is North Texas 2050, which describes the preferred future envisioned
by Vision North Texas participants. The document also provides guiding principles to help decision -makers
achieve the regional vision. The City of Southlake recognizes the importance of the regional vision and has
worked to align the Southlake 2030 Plan with North Texas 2050.
All Southlake 2030 recommendations are linked to at least one of the guiding principles. Additional
information on North Texas 2050 and Vision North Texas is available at www.visiormorthtexas.org.
• 1. Development Diversity — Meet the needs of changing markets by providing a mix of development
options and land use types in communities throughout the region.
• 2. Efficient Growth — Promote reinvestment and redevelopment in areas with existing infrastructure,
ensure that new infrastructure supports orderly and sustainable growth, and provide coordinated
regional systems of natural and built infrastructure.
• 3. Pedestrian Design— Create and connect pedestrian -(and bicyclist) oriented neighborhoods, centers
and places throughout the region.
• 4. Housing Choice — Sustain and facilitate a range of housing opportunities and choices that meet the
needs of residents of all economic levels and at all stages of life.
• 5. Activity Centers — Create mixed use developments that are centers of neighborhoods and
community activities and serve as hubs of non -automobile transportation systems.
• 6. Environmental Stewardship — Protect, retain or enhance the region's important natural assets
(including its air, water, land and forests) and integrate these natural features and systems into the
character of the region's communities and the experiences of its residents.
• 7. Quality Places — Strengthen the identities of the region's diverse communities through preservation
of significant historic structures and natural assets, creation of new landmarks and gathering spaces,
use of compatible architectural and landscape design, and support for the activities and institutions that
make each community unique.
• 8. Efficient Mobility Options — Invest in transportation systems, facilities and operations that provide
multi -modal choices for the efficient and sustainable movement of people, goods, and services.
• 9. Resource Efficiency — Design buildings, sites, communities and regional systems to use water,
energy, and renewable resources responsibly, effectively and efficiently, and to retain non-renewable
resources for the use of future generations.
• 10. Educational Opportunity — Provide opportunities for all North Texans to have access to the
schools, people and technology they need for success in learning throughout their lives.
• 11. Healthy Communities — Identify and support functional, sustainable infrastructure and institutions
that offer North Texans access to affordable, nutritious foods, opportunities for physical activity, and
access to wellness and primary care services.
• 12. Implementation — Achieve the region's vision by adoption of compatible comprehensive plans and
ordinances for cities and consistent investment plans for regional systems; involve citizens and
stakeholders in all aspects of these planning processes.
Southlake Public Art Master Plan • Revised Draft 11/9/11 55
4G - 59
Appendix 4: Public Art Context, Regional Benchmarking
Summary
There is a breadth of public art program management and commissioning experience to draw from in the
Dallas —Fort Worth Metroplex. Programs range from the well -established and well -funded (Dallas, Fort
Worth), to large programs embedded in regional infrastructure (DART, DFW), to smaller programs tailored
to meet the needs of individual suburban communities.
Our benchmarking documents information about the key programmatic components of eleven programs in
the region: City of Allen, City of Dallas, DFW International Airport, Dallas Area Rapid Transit, City of
Frisco, City of Grand Prairie, City of Grapevine, City of Keller, City of Mesquite, City of North Richland
Hills, City of Wylie.
Key Findings
This information provides a context for considering the recommendations made for Southlake's initiative.
These are the key findings:
Southlake is the smallest city in the Metroplex with a public art initiative.
• Most of Southlake's suburban peers established their public art initiatives before they entered
periods of major expansion and infrastructure development, and we able to link their programs
to the development of community facilities.
• Most of Southlake's suburban peers rely on a percent for art mechanism to fund new
commissions. The funding ranges from one to two percent of project costs; there is generally discretion
in what projects are considered eligible, and sometimes discretion on the actual percentage.
• Most cities add funds from other sources to reach desired project budgets and to fund
maintenance, which is often not an allowable expense for percent dollars.
• The funding rules for some programs allow specific amounts of that percent to be used
for administration.
• Among Southlake's suburban peers, only Frisco has a full-time public art administrator.
• Both Fort Worth and Mesquite partner with nonprofit arts agencies to administer their public
art programs.
• Most of Southlake's suburban peers have established a standing oversight committee, such as a public
art committee, usually appointed by Council. (Grand Prairie's program is managed by the Keep Grand
Prairie Beautiful Commission; Grapevine and North Richland Hills programs are overseen by
an internal staff committee).
• Most of Southlake's suburban peers establish independent panels for selecting artists, with review
by the standing committee, and final oversight by City Council.
• Most of Southlake's suburban peers have focused their art commissions on municipal, public
safety and sports facilities; parks and libraries. Mesquite is the only peer city with a rotating
sculptural exhibition program; Grapevine is the only peer city with a downtown sculpture walk.
Southlake Public Art Master Plan • Revised Draft 11/9/11 56
4G - 60
Appendix 5: Performing Arts Center: Findings and Recommendations
Introduction
Numerous suburban communities in the Dallas —Fort Worth Metroplex have established performing arts
centers, or similar venues. These facilities support the presentation of dance, music and theatre, and many
include ancillary functions such as meeting or event space and galleries.
This benchmarking study reviews the operations, funding and management of these facilities, to provide a
context for the evaluation of the feasibility of a performing arts facility in Southlake (which is not being
undertaken as part of this planning process).
The facilities benchmarked include: Addison Conference & Theatre Centre, Arlington Music Hall, The
Campus Theatre (Denton), Colleyville Center, Charles W. Eisemann Center for Performing Arts and
Corporate Presentations (Richardson), Frisco Black Box Theatre, Irving Arts Center, McKinney
Performing Arts Center at the Historic Collin County Courthouse, Medical Center of Lewisville Grand
Theater, Mesquite Arts Center, Palace Arts Center, Patty Granville Arts Center, Grapevine's Runway
Theatre, Theatre Arlington.
Findings
These are the key findings:
• Southlake is smaller (in population) than most of the cities that have performing arts centers. (Addison,
which is smaller, has a facility used for cultural activities and meetings. Colleyville, which is smaller,
maintains a facility that is primarily used for meetings or conferences, rarely for arts events.)
• The performing arts centers support a range of activities: rehearsal, performance and exhibitions;
meetings, conferences and corporate functions; sometimes even weddings. Many have resident
companies, which presumably assure a bigger block of space usage and revenue.
• We did not find many examples of these spaces being used for arts classes (Grapevine, McKinney,
Theatre Arlington, Mesquite Arts Center) or touring out-of-town arts productions.
• The factor that seems to have triggered public support of performing art centers in most of these
communities is a critical mass of local arts organizations (dance, music, theatre) who need space for
rehearsal and performances. This implies a need for a more careful census of these groups in Southlake
and evaluation of the demand they would generate for space.
• Richardson's Eisemann Center is the only city -owned performing arts center that produces its own
original events and performances. Theatre Arlington and Grapevine's Runway Theatre are owned,
managed and programmed by independent theatre companies, thus they produce their own original
events as well.
• Most of the companies that perform in these centers are very local to the city in which the center is
located; they generally do not draw companies from cities elsewhere in the Metroplex.
• A secondary factor driving investment in a performing arts center seems to be the need for meeting
space. In Southlake, this implies that further research is needed on the existing and potential demand
for meeting space.
• The smaller performing arts centers surveyed have a staff of about three, and larger centers had a staff
of six to twenty-five. Most of the smaller centers also had additional staff support, either fulltime
temporary, part-time permanent or temporary, contract, or shared with other city agencies.
• Operating budgets for city -owned centers ranges from $350,000 (Grapevine) upward (though
information was incomplete). In general, these centers receive a public subsidy for about half or more
of their operating budgets (ranging from 40 percent in Richardson to 88 percent in Garland).
Southlake Public Art Master Plan • Revised Draft 11/9/11 57
4G - 61
• Operating support comes from general fund, hotel tax fund, rental revenue, fundraising, corporate
sponsorships. Capital funds for acquisition, construction and renovation also included TIF funds.
• Rental fees, which generate direct revenues, are generally tiered based on whether an organization is
non-profit or for -profit, and/or local or non -local, and based on the duration or regularity of the rental
period.
• Information about bookings and attendance is incomplete, but even smaller facilities like Colleyville
and Grapevine can attract 250 to 300 bookings (events and meetings) a year. Attendance ranged from
27,400 (Lewisville) to 170,000 (Garland), for the facilities for which we could obtain data.
Further Research
The most important information for Southlake to gather relates to the potential demand for an facility in
Southlake. What organizations have space needs that could be fulfilled by an art center in Southlake? What
types of space would they use? How often? How would that translate into a revenue stream for an art
facility? Casual conversations with Southlake Arts Council, Public Art Advisory Committee and APEX
members indicates that there is ample anecdotal evidence of demand, but a more careful analysis is needed.
In particular:
• Consult with APEX, Arts Council Northeast, and other organizations currently presenting performing
arts programming in Southlake regarding what type and volume of programming they would organize
in the future if different spaces were available in Southlake and what types of space they would need.
• Consult with performing arts organizations in Southlake and nearby to determine to what degree they
would book space or use the space as a resident facility, what type of space they would need, and what
type of demand that would generate.
• Assess the space demand that would be generated by arts education organizations for classes, recitals,
etc.
• Develop a market study for conference and meeting space in Southlake, including what types of spaces
would be desired, considering the presence of a major hotel and the potential of building a second
hotel.
• Develop a projected program for the center, outlining its niche and the most useful types of spaces, and
potential revenue flow.
Southlake Public Art Master Plan • Revised Draft 11/9/11 58
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Appendix 7: Survey Results
The Southlake public and cultural arts survey was available for citizens to respond to online from June 14
to August 15. There were 119 responses to the survey. The following is a summary of the key findings.
Southlake is valued most because of its upscale quality of life. The features that make it most unique, in
people's minds, are Town Square and the schools, especially the high school (perhaps because it is a
consolidated school that serves the entire community, perhaps because of its football success).
Overwhelmingly, Town Square is regarded as the place that gives Southlake a unique identity, and would
be the place to "show off' to visitors; the town's low -density development is also regarded as important to
its character.
By far, people were most interested in seeing artworks in parks in the Town Square area (Central Park,
McPherson Park), in civic facilities, and at gateways to the city. There was not deep support for
incorporating public art in parks, trails or the nature center.
Survey respondents indicated preference, by a small margin, for two general goals for Southlake's public
art initiative. One is related to how the world sees Southlake: Art should create destinations for visitors,
elevate the profile of the city, communicate that Southlake values art and culture, create a look and feel that
distinguishes Southlake from other cities. The other is related to the relationship people in Southlake have
with the arts: heightening an awareness of and appreciation for art.
A wide majority of respondents felt that arts and culture had a large or moderate role to play in making the
city a premier community. Very few responded that arts and culture were not important, or that the city
could not afford to provide support, though there numerous comments that private support should be part of
the mix. Many respondents linked arts and culture to the town's overall visual quality, and quality of life.
There was a sense, though, that art investments should be limited, focused, and impactful on the sense of
quality and attractiveness of the town, and on encouraging people to visit.
A majority of respondents attended a performance within the past year, with many attending at least two or
more per year. Music was most popular with symphonic/classical, jazz/blues, and rock/pop/r&b/soul being
at the top of the list. Theater was second most popular, with musicals and dramas at the top. In addition to
catching performances in Southlake, many traveled to Forth Worth and Dallas, as well as other places in
the Mid -Cities area to catch shows. Respondents also indicated that these same types of performances, as
well as country/bluegrass/old time music and theatrical comedies, would find an audience in Southlake.
Southlake Public Art Master Plan • Revised Draft 11/9/11 62
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Appendix 9: Zoning Recommendations
Generally, public art will be a consideration only in the very largest developments in Southlake, which will
generally be found in the following districts and go through the following processes. We recommend the
following minor amendments to the zoning text to help clarify the consideration and approval of public art.
Districts
Section 22: C3 General Commercial District
Recommend: No recommendations
Section 23: C4 Arterial Mall Commercial District
• 23.51, 23.51:
Recommend: Public art should be listed as a feature that is permissible to include in a pedestrian mall.
Section 37: DT Downtown District
• 37.3:
Recommend: Add a definition for "public art" here or in Section 4.2, overall zoning code definitions.
Section 49: Employment Center Zoning (ECZ) District
• 49.3:
Recommend: Add a definition for "public art" here or in Section 4.2, overall zoning code definitions.
Recommend: Indicate in definitions for "plaza" and "square" that these are appropriate locations for public
art.
• 49.7.h.3:
Recommend: Add public art to criteria for evaluating the merits of proposed open spaces.
• 49.8.b.2.ii:
Recommend: The application should also demonstrate locations or concepts for public art.
Section 32: SP-2 Generalized Site Plan Districts (SP2)
Recommend: No recommendations
Section 30: "PUD" Planned Unit Development District
• 30.8.2.b.3 City/Developer Agreement
Recommend: City/developer agreements should address dedications of public art, if any are proposed.
Section 40: Development Plans and Site Plans
• 40.3:
Recommend: Require that the submission include information about the location of a public art
component, if there is one.
Section 41: "Concept Plans"
• 41.3.p "Content of a Concept Plan / Screening and Landscaping"
Recommend: Require that the Screening and Landscaping plan also include locations for public art, if it is
a component of the project.
Southlake Public Art Master Plan • Revised Draft 11/9/11 68
4G - 72
Appendix 10: Definitions
Artist: A practitioner in the visual arts generally recognized by critics and peers as a professional of serious
intent and recognized ability who produces artworks. The members of the architectural, engineering,
design, or landscaping firms retained for the design and construction of a development project covered by
this definition shall not be considered Artists for the purposes of this definition.
Artist Services: Professional services by artists to develop designs for artworks or other architectural
landscape or urban design elements either individually or as a member of a project design team
Artists Registry: A regional local national and international slide and digital collection of artists and
artworks used as a resource for art activities and for the public art selection process
Artwork: A work of visual art created by or under the direction of one or more artists including a painting
drawing print sculpture photographic image or multimedia work whether two- or three-dimensional
existing in a single copy or in a limited edition of 200 or fewer copies that are consecutively numbered by
the artist and bear the signature or other identifying mark of the artist.
Deaccessioning: The removal relocation selling or trading of artworks owned by the city
Donations and Gifts: Art donated to the city from a private individual or institution and/or other outside
sources
Loan: Artworks provided to the city for its use for a period of time and to be returned to the owner after the
loan period expires.
Public Art: Works of art in any media that have been planned and executed with the specific intention of
being sited or staged in the public domain, often outside and usually accessible to all.
Public Art Master Plan: The public art planning document endorsed by the Southlake Arts Council and
adopted by the City Council as part of the Southlake 2030 process.
Public Art Policy: The public art policy as adopted by the City Council including any future additions
deletions or revisions thereto.
Public Art Program Manager: A City of Southlake staff member designated as the lead staff to implement
the public art initiative, with a range of responsibilities in project planning, outreach and project
management.
Public Art Project: A commission, acquisition, loan or donation of artwork to the city pursuant to this
policy including the process by which such event is initiated developed evaluated conducted and completed
Southlake Arts Council An advisory board appointed by the city council to make recommendations to the
city council concerning matters pertaining to public art and art activities including but not limited to visual
arts performing art programs and art facilities.
Southlake Public Art Master Plan • Revised Draft 11/9/11 69
4G - 73
CITY OF SOUTHLAKE
PUBLIC ART MASTER PLAN
Revised Draft
Submitted: October 19, 2011
Revised 11/1
Final
Submitted: November 2, 2011
Meridith McKinley / Via Partnership
Todd W. Bressi / Urban Design • Place Planning • Public Art
Southlake Public Art Master Plan • Revised Draft 11/9/11
4G - 74
Table of Contents
Executive Summary
3
Background 6
• Introduction 7
• Context for Southlake's Public Art Initiative 7
• Recent and Ongoing Commissions 9
• Plan Development Process 9
• Relationship to Other Plans 11
Opportunities for New Public Art Commissions in Southlake 12
• Public Art in Southlake
13
• Opportunities for Public Art in Southlake
14
• Opportunities in City Capital Projects
15
• Opportunities in Existing Parks and Public Spaces
20
• Urban Design Framework for Public Art
23
• Opportunities in Private Development
25
Policy Recommendations 27
• Ongoing Project Monitoring and Annual Planning 28
• Project Development / Public Commissions 30
• Project Development / Public Art in Private Development 32
• Roles and Responsibilities of City and Other Stakeholders 35
• Artist Selection Approaches 37
• Sources of Funds, uses of Funds 38
• Staffing Requirements 40
• Timeline / Workplan for Near -Term Commissions 42
Tables
Table 1: Opportunities for Public Art in City Capital Projects 17
Table 2: Opportunities for Public Art in Existing Parks and Public Spaces 22
Table 3: Public art projects proposed for the Carillon development 26
Table 4: Proposed Ongoing and Annual Planning Process for New Art Commissions 29
Table 5: Proposed Project Planning and Review Process for City Commissions 31
Table 6: Proposed Review Process for Public Art in Private Development 34
Table 7: Proposed Timeline/Workplan 42
Appendices
1. Adopted Southlake 2030 Plan Vision, Goals and Objectives
44
2. Southlake Strategy Map
54
3. Vision North Texas Guiding Principles
55
4. Public Art Benchmarking: Regional Context
56
5. Performing Arts Center: Findings and Recommendations
57
6. Cross Reference Summary of Public Art Recommendations in Other Plans
59
7. Survey Results
62
8. Table of Recommendations
63
9. Recommended Zoning Text Changes
68
10. Definitions
69
Southlake Public Art Master Plan • Revised Draft 11/9/11
2
4G - 75
Executive Summary
This master plan provides the first cohesive vision and strategy for Southlake's public art initiative. It was
developed as a requirement of the revised public art policy that was adopted in 2007, and it is being
organized, reviewed and adopted as a component of the Southlake 2030 Comprehensive Plan.
The plan has the following objectives: set a long-term direction for city art commissions; identify, early on,
opportunities in capital projects; develop a concept and next steps for a sculpture exhibition in McPherson
Park; establish a timeline for City commissions; encourage public art in private development; identify
staffing needs; outline City Council and Southlake Arts Council responsibilities; and provide context for
the goal of opening a performing art center in Southlake.
Mission and Goals for Southlake's Public Art Initiative
The mission of Southlake's public art initiative is to create a better visual environment for Southlake
residents and for visitors to the city. The public art initiative accomplishes this by:
• Commissioning new artworks in conjunction with city capital projects, such as civic buildings and
parks.
• Commissioning new artworks in other visually prominent locations in the city.
• Organizing temporary exhibitions of sculpture in McPherson Park.
• Encouraging developers to incorporate public art into the architecture, landscape and open spaces of
their development projects.
New artworks commissioned by the City of Southlake, or by developers in fulfillment of a development
agreement, will support this mission by addressing the following goals: Explore Southlake's unique
community character; engage viewers and be thought provoking; support Southlake's economic
development goals; and support quality design in city construction and private development.
New Commissions and Exhibitions
The plan offers a long-term, 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.
The plan's recommendations include near -term and long-term projects, as well as criteria for identifying
and evaluating future opportunities in public and private development. In addition, the plan includes
recommendations for exhibiting sculpture in McPherson Park, as well as recommendations for
incorporating public art in private developments.
Principles for Evaluating Future Opportunities
• Projects should support Southlake's public art vision, including the goals or public art, and should
respond to recommendations in Southlake 2030.
• Projects should be located at sites that are superior locations for the presentation of artwork.
Viewsheds, surrounding visual character, landscaping, accessibility are important considerations.
• Projects should be subject to public review, following criteria set out in plan Staff review, Southlake
Arts Council review, Council approval.
Opportunities for Public Art in Capital Projects
The plan identifies the following opportunities for public art in capital projects over the next five years:
• Parks, Recreation, Open Space: Bicentennial Park, Bob Jones Nature Center, North Park,
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4G - 76
• Public Buildings: Multipurpose facility, North DPS, Public Works Operations
• Roundabouts: Continental / Peytonville, Continental / Byron Nelson
Opportunities for Public Art at Key Locations
Various Southlake 2030 plans include recommendations for public art, or for urban design features that
might include public art. These include Urban Design or Corridors Plan, the Wayfinding Plan and various
sector and area plans. These recommendations are catalogued in an appendix to the plan.
The plan recommends that these locations — key gateways, intersections, roundabouts, open spaces and key
destinations — should be considered opportunities for special design features, potentially public art. Focus
on implementation through private development when possible. Public art should be considered only if the
opportunity provides good conditions for the siting of art, and if the same goals would not be accomplished
by an urban design feature.
ODDortunitics in Existing Parks
In the long run, all of the City -owned parks in Town Square can be evaluated as possible locations for
permanent or temporary art installations. In the near term, the focus should be on McPherson Park, which
can be used for the display of permanent and temporary artworks by prominent regional and national
artists. The next steps would involve planning for an initial exhibition, which would establish processes and
partnerships, explore site and scale, and generate interest.
• Establish a Steering Committee, led by the Southlake Arts Council, expanded to include city staff,
Town Square managers, other stakeholders
• Establish an Exhibition Plan, which outlines a curatorial or thematic focus, location for works, budget,
staffing, partnerships, timeline, selection process, publicity
Opportunities for Public Art in Private Development
Although Southlake's residential and neighborhood commercial districts are largely considered built out,
Town Square will continue to expand significantly and major new mixed -use development is expected
along the SH114 corridor over the next few decades. These areas should have amenities such as open space
and public art should be woven through their fabric, and they should incorporate design features that
support the recommendations of the City's Urban Design Plan and other planning documents.
Private Development Tools
A number of new and existing policy and process tools will guide the effort to include public art in private
development. Sector and area plans will describe specific opportunities that the City can ask developers to
respond to. Principles will outline parameters for public art in private development. Guidelines will set
clear expectations for developers. Processes will establish procedures for review and approval. And zoning
will clarify the relationship of public art to project approval.
Private Development Principles
Developer agreements to provide public art as part of their developments should follow these principles:
• Projects must support Southlake's public art vision, including Southlake's overall goals for public art,
recommendations in Southlake 2030, and guidelines in public art master plan.
• Projects should be subject to public review, following criteria set out in plan. This includes staff
review, Southlake Arts Council review, and City Council approval.
• The developer is responsible for all cost, including site preparation, project management, maintenance,
and the artwork itself.
Southlake Public Art Master Plan • Revised Draft 11/9/11
4G - 77
• There should be a proportionality between the public benefit and the scale of private development.
Private development guidelines
Projects commissioned by developers must adhere to the following guidelines:
• Artworks must be created by an artist
• Artworks should be visible to the public, considering urban design context and surrounding sightlines
• Artworks should respond to recommendations in Southlake 2030 plans
• Artworks can be integrated into architecture, landscape or streetscape
• Indoor artworks do not fulfill a public benefit
• Commercial expression does not fulfill a public benefit
Implementing the Plan
Kev Administrative Tools
The public art initiative will require the following administrative tools to succeed:
• A Public Art Program Manager: Part time position in Community Services Dept
• Long -Range, Annual, Project Planning: Provide a cohesive vision connecting the long view, resource
allocation, and project management
• Ad -hoc Artist Selection Committees
• Southlake Arts Council leadership to provide guidance by reviewing the annual plan, Guidance
Reviews annual project plans, artist selection, and artist concepts.
• City Council oversight, approving the annual plan, project plans, and artist concepts
Staffing Sunnort
The plan recommends that the City support its public art initiative with a part-time Program Manager, who
would be a point -person for the initiative; a liaison with City departments, City Council, Southlake Arts
Council, and the community; and a project manager. The plan recommends that the City draw on a contract
Project Manager as necessary, to handle complex projects or high volume of project development work.
For curatorial and creative guidance, the City can draw on local and regional expertise, such as the
Southlake Arts Council, and the Dallas, Fort Worth, and Frisco public art programs
Performing Arts Next Steps
The benchmarking study and community survey provide a context for evaluating the potential for a
performing arts center in Southlake. The following research, recommended as a next step, would help
clarify the demand for a facility:
• Consult with APEX, Arts Council Northeast, and other organizations currently presenting performing
arts programs about future programming needs.
• Assess arts organizations in Southlake or nearby who would book space or use the space as a resident
facility, what type of space they would need, and the demand that would generate.
• Assess the space demand for arts education (classes, recitals, etc.)
• Assess market for conference and meeting space
Southlake Public Art Master Plan • Revised Draft 11/9/11
4G - 78
PART I: BACKGROUND
Southlake Public Art Master Plan • Revised Draft 11/9/11
4G - 79
Introduction
Since the late 1950s, several hundred cities throughout the U.S. have established and supported vigorous
programs to commission public artworks, usually in conjunction with major civic projects and
infrastructure, and with important private development projects. Cities adopt these policies to help
strengthen their sense of place, for both residents and visitors; to support their creative economies; and to
provide for the cultural enrichment of their communities.
Some of the most innovative programs in the U.S. can be found in Texas, especially the Dallas —Fort Worth
Metroplex. The cities of Dallas and Fort Worth, and the DART system and Dallas —Fort Worth Airport have
had long-standing commitments to public art, with diverse and high -quality collections. Numerous
suburban cities have adopted programs as well, notably Frisco, which has commissioned dozens of pieces
to anchor public facilities built during its recent years of rapid expansion. All of Texas' other major cities —
Austin, El Paso, Houston and San Antonio — have notable programs.
Southlake joined that list of communities a decade ago when it established its first public art policy. Since
then, that policy has been updated and expanded, the Southlake Arts Council has been formed, and the City
has commissioned half a dozen artworks.
This master plan provides the first cohesive vision and strategy for Southlake's public art initiative. It was
developed as a requirement of the revised public art policy that was adopted in 2007, and it is being
organized, reviewed and adopted as a component of the Southlake 2030 Comprehensive Plan.
Context for Southlake's Public Art Initiative
The City of Southlake has built a foundation for its public art initiative by establishing a public art policy,
which includes a mechanism for funding public art in civic capital projects, and by creating the Southlake
Arts Council. In a broader sense, Southlake's overall commitment to quality design in public and private
development also sets the stage for a visual arts program.
The Southlake Arts Council
The Southlake Arts Council serves as an advisory board to the City Council on all matters relating to public
art, including visual art and performing art programs and facilities, the use of city funds for art projects and
facilities, and the creation of a performing arts facility. It was established in 2007 and consists of seven
members (each appointed by a council member), three alternates and three ex officio members.
The Southlake Arts Council directly supports several art -related programs in the community each
year. These programs include Art in the Square, exhibitions in Town Hall, and calls to artists for new
public art commissions.
Southlake's Public Art Policy
Southlake's public art policy was also established in 2007.' The policy outlines the purpose, goals, funding
sources and processes for administering Southlake's public art initiative.
Purpose
The purpose of Southlake's public art initiative is to incorporate artist services and artworks in the design
of civic spaces and facilities. The initiative is charged with developing programs, policies and guidelines
for acquiring and commissioning art that meets the highest standards, and which will enrich the quality of
life for all residents and visitors of the city.2 It is also charged with developing an open public process in
planning its new projects.
t The 2007 policy revised a policy originally established in September, 2001.
2 Public Art Policy, Sec. 2-451. (Ordinance No. 803-A, §1)
Southlake Public Art Master Plan • Revised Draft 11/9/11
4G - 80
Goals
The overarching goal of Southlake's public art initiative is to create a better visual environment for the
City's residents and visitors, and to integrate the design of work of artists into the development of eligible
City projects, as identified in this public art master plan. More specifically, the public art initiative seeks to:
• Encourage the selection of artists at the beginning stages of each project who can work successfully as
members of the project design team and who can collaborate successfully with all arts and building
disciplines
• Foster quality design and the creation of an array of artworks in all media, materials and disciplines
that best respond to the distinctive characteristics of each project site and the community that it serves
• Select experienced artists who can represent the cultural landscape of the City
• Encourage the selection of artworks that are accessible to the public and respect the historical resources
and mobility of the citizenry
• Encourage artists artworks and programs for open spaces parks and facilities that enhance the quality
and pride of neighborhoods in the City
• Encourage the participation by citizens in the process of acquiring and commissioning of public art
• Encourage the role of public art in enhancing economic development and cultural tourism
• Encourage the role of artists and public art in the functional design of eligible projects and
• Exhibit art in designated facilities for the enjoyment of the public and to heighten awareness and
appreciation for art.'
Funding for Public Art
Southlake's public art policy indicates several sources of funding for public art projects. These include the
Capital Improvement Program (which itself receives funding from a cross-section of City funds), the Hotel
Occupancy Tax (HOT), grants, gifts and donations.
Currently, HOT funds, grants gifts and donations are transferred to the Public Art Fund. This Fund was
established to account for funding that is available for the promotion, creation and/or installation of public
art throughout Southlake. The funds must be used for the selection, acquisition, installation and substantive
structural repair and maintenance of art and art projects commissioned and/or purchased through the
initiative. The City Council must authorize all disbursement from the Fund.
The Public Art Fund was first established when the Southlake Stampede! program was initiated in 2006, as
the proceeds from the sale of the artist -decorated steers and calves were designated for the Fund. At the
beginning of FY2012, the Fund had a balance of more than $220,000.
Anex Art League
The Apex Art League was founded in 2006 with the mission of enhancing the appreciation of and
participation in the performing and visual arts in the region, and to advance efforts to create a regional
home for the arts in Southlake. Though based in Southlake, Apex regards itself as a regional organization,
serving the communities in the "apex" or the north -central area of the Metroplex.
Since its founding, Apex has presented numerous arts events — music, theatre, dance, visual arts lectures —
in venues throughout the city. Apex has played a leadership role in planning for a performing arts center in
the city, and in organizing exhibitions in Town Hall. Each year, the City of Southlake contributes part of its
HOT revenues to Apex.
3 Public Art Policy, Sec. 2-451. (Ordinance No. 803-A, §1)
Southlake Public Art Master Plan • Revised Draft 11/9/11
4G - 81
Southlake's Design Initiatives
As Southlake matures, the community is placing a stronger emphasis on the quality of civic design.
Southlake's Town Square, developed by Cooper and Stebbins and managed by Inland, builds on the
tradition of New Urbanist town planning; its architecture includes echoes of both Southern courthouse
towns and French colonial settlements like New Orleans. More recently, Southlake's Urban Design Plan
and Wayfinding Plan outline a coordinated approach to signage and street enhancements along the city's
major corridors, which are places that communicate the City's identity most strongly.
Plans like these create a positive context for public art. A successful public art project requires a
thoughtfully designed and prepared site, and a successful public art initiative requires a city that
understands the value of well -designed places.
Recent and Ongoing Commissions
Public Safety Headquarters
Southlake's Public Safety Headquarters, which opened in January, 2010, features three original art
commissions. Artist Archie St. Clair created two sculptures known as The Sentinel and Man's Best Friend,
which are located respectively in front of the Police Services and Fire Services entrances to the Department
of Public Safety headquarters. Inside the building, artist Janet Hart Melito created a mural on the Police
Services side.
Roundabouts
Southlake is constructing four roundabouts throughout the City. They are located at the intersections of
Continental and Carroll (Brumlow), Continental and White Chapel, White Chapel and Dove, and Dove and
North Carroll. Within the CIP the Council approved $440,000 to place public art within each roundabout.
In December, 2010, the City Council approved three artists and their concepts for these sites.
• At Continental and White Chapel, Jane DeDecker will create a sculpture called On the Count of Three.
• At White Chapel and Dove, Jane DeDecker will create a sculpture called Lessons We Have Learned.
• At Dove and North Carroll, Darrell Davis will create a sculpture called Morning.
• At Continental and Carroll, Seth Vandable will create a sculpture called Taking Flight.
Southlake Stampede!
The Southlake Stampede, on exhibit in 2006, consisted of more than 40 sculptures of Longhorn cattle and
calves that were painted by a variety of artists and schoolchildren, and were located in public spaces and at
businesses throughout the city. The sculptures were auctioned, with proceeds going to the Public Art Fund.
Recent and ongoing commissions are mapped at Map 1.
Plan Development Process
This master plan provides the first cohesive vision and strategy for Southlake's public art initiative. It was
developed as a requirement of the revised public art policy that was adopted in 2007, and it is being
organized, reviewed and adopted as a component of the Southlake 2030 Comprehensive Plan. The master
planning process was managed by the Community Services Department, overseen by an advisory
committee, and reviewed as a component of the Southlake 2030 process.
This plan includes several key elements: a review of the context for public art in Southlake,
recommendations for projects, and recommendations for policies to support the implementation of those
projects.
Southlake Public Art Master Plan • Revised Draft 11/9/11
4G - 82
Why Plan Now?
Over the past five years, the Southlake Arts Council and the Apex Arts League have made the presence of
the arts — from performances to arts fairs to exhibitions in Town Hall — more vibrant in the City. There is a
renewed interest in Southlake in commissioning or acquiring public art, and several mechanisms for adding
new art to the City's collection. Also, the Southlake 2030 process provides an opportunity to coordinate
public art planning with other aspects of the city's planning for new development and infrastructure. With
this momentum in place, and these opportunities at hand, there is a need to:
• Develop an agreed upon vision and goals for public art,
• Identify specific opportunities for new art commissions and sculpture exhibitions,
• Clarify the mechanisms for planning for, funding and budgeting for public art,
• Clarify the goals and process for artworks commissioned by developers, and
• Outline roles for the Southlake Arts Council, the City Council and the Community Services
Department in managing the public art initiative.
Components of the Plan
The master plan includes the following:
• A vision and goals for public art commissions and exhibitions in Southlake.
• Criteria for identifying which CIP projects should include public art.
• Specific opportunities for permanent and temporary art in public places, including locations, goals,
approaches, timeframe and budget.
• Artist selection methods, including criteria for evaluating artists and art proposals.
• The roles and responsibilities of the City, including elected officials and staff; the Southlake Arts
Council; and private developers in realizing this vision.
• Recommendations for next research steps related to a performing arts center.
How Will it Come Together?
The process for this master plan included the following steps:
• Getting the lay of the land.- The consulting team toured the city, reviewed City plans and policies, and
interviewed met with key stakeholders in City agencies, other City design consultants, the private
sector, and arts non -profits.
• Community engagement: The broader public engagement process included an internet survey, an
Imagine Art Here! workshop in May, 2011, several meetings with an advisory committee, and a SPIN
meeting (forthcoming).
• Review vision and key opportunities: The team presented core ideas regarding a vision for public art
and key opportunities to its Advisory Committee in July, 2011.
• Focus on administrative tools: The team presented revised ideas regarding a vision and opportunities,
and a full set of recommendations regarding policies and procedures, to both its Advisory Committee
and the Southlake Arts Council in October, 2011.
Arts Master Plan Committee
The Arts Master Plan Committee consisted of members of the Southlake Arts Council, the Southlake City
Council, and other stakeholders. The committee played the following roles in this process:
• Serve as a sounding board to the consulting team and City regarding the development of the plan.
Southlake Public Art Master Plan • Revised Draft 11/9/11 10
4G - 83
• Provide connections to important constituencies throughout the planning process.
• Advocate for and help promote the plan and public art in the community.
Survey and Workshop
The Southlake public and cultural arts survey was available for citizens to respond to online from June 14
to August 15. There were 119 responses to the survey. Results are summarized in Appendix 6.
The Southlake "Imagine Art Here!" workshop took place on May 19, 2011, with more than 25 stakeholders
attending the public meeting. The workshop provided important input a public art vision for Southlake and
identifying priorities for and goals for public art projects throughout the community.
Relationship to Other Plans
Southlake 2030
This Public Art Master Plan is a component of Southlake 2030, a comprehensive plan update that will chart
the city's direction, in terms of development and infrastructure, over the next two decades. Southlake 2030
and the city's Capital Improvement Program, which is renewed each year as part of the city budget, set the
long-range context for the Public Art Master Plan, and the recommendations of the PAMP should be
developed integrally with the recommendations of those plans.
Vision, Values, Goals
Southlake 2030 is guided by key values and the goals that support those values (the entire Southlake 2030
Vision, Values and Goals can be found in Appendix 1). The value that most closely relates to the public art
initiative is Quality Development, which includes the following goals:
• Promote unique community character ... by emphasizing urban design detail ...
• Encourage features and amenities that preserve property values and a unique sense of place.
• Emphasize creativity in the design of all development and public infrastructure.
• Ensure that city- and developer -provided infrastructure is functional and aesthetically well -designed.
• Improve the appearance of bridges, embankments and entryways into the City.
Plan Components
Southlake 2030 includes "sector plans" that provide specific direction for every section of the city, as
defined by geographic context, well as general elements that function at a citywide level or across sector
boundaries. In addition, "small area plans" provide detailed, property -by -property recommendations at the
neighborhood level.
As of this writing, sector plans for all areas of the city except the FM1709 and FM1738 (Southlake
Boulevard / Davis Boulevard) sector and the SR114 sector have been completed (the FM1709/FM1738
plan is in draft form). Several elements have been completed: Economic Development and Tourism,
Wayfinding, and Urban Design/Corridors. The Parks, Recreation, and Open Space/Community Facilities
element is underway. Future elements include: Community; Mobility; Sustainability; Water, Sewer and
Stormwater; and Youth, with completion targeted for 2012-13. Two small area plans, the "Crooked
Kimball Small Area Plan" and the "Carroll/1709 Small Area Plan' are nearing approval, and a specific plan
for the Bob Jones Nature Center has been completed.
Coordination
All of these plans were carefully reviewed as part of the public art master planning process. Relevant
recommendations from those plans are cross-referenced in Appendix 6. As this Master Plan will be adopted
as part of the Southlake 2030 process, all final public art recommendations are outlined in Appendix 8.
Southlake Public Art Master Plan • Revised Draft 11/9/11 11
4G - 84
PART IL OPPORTUNITIES FOR NEW PUBLIC ART
COMMI SSIONS IN SOUTHLAKE
Southlake Public Art Master Plan • Revised Draft 11/9/11 12
4G - 85
2.1 Public Art in Southlake
The mission of Southlake's public art initiative is to create a better visual environment for Southlake
residents and for visitors to the City.
The public art initiative accomplishes this by:
• Commissioning new artworks in conjunction with city capital projects, such as civic buildings and
parks.
• Commissioning new artworks in other visually prominent locations in the city.
• Organizing temporary exhibitions of sculpture in McPherson Park.
• Encouraging developers to incorporate public art into the architecture, landscape and open spaces of
their development projects.
Goals for Public Art in Southlake
New artworks commissioned by the City of Southlake, or by developers in fulfillment of a development
agreement, will support this mission by addressing the following goals. These should be considered every
time a new project is being commissioned by the city or negotiated with developers.
Explore Southlake's unique community character
• Create a distinctive look and feel for the city.
• Encourage features and amenities that preserve property values and a unique sense of place.
• Respond to the characteristics of each site.
Engage viewers and be thought -provoking
• Heighten awareness, appreciation and enjoyment of art.
• Add a sense of playfulness, spirit and hands-on engagement to public spaces.
• Encourage people to take stewardship of community resources.
Support the City's economic development goals
• Create destinations for visitors.
• Elevate the profile of the City.
• Communicate that Southlake values creativity, art and culture.
Support quality design
• Emphasize creativity in the design of public infrastructure.
• Encourage the role of artists in the design of functional projects.
Southlake Public Art Master Plan • Revised Draft 11/9/11 13
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2.2 Opportunities for Public Art in Southlake
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, as demonstrated in developments like Town Square and Carillon. The City's own plans for corridor
design and wayfinding envision a cohesive network of urban design features, landscaping and signage that
accent major pathways, gateways and intersections.
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. Even though each artwork will be unique, they will not be isolated events, and will be
recognized as part of the fabric and the spirit of the City.
This plan offers a long-term, 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. The recommendations include near -
term and long-term projects, as well as criteria for identifying and evaluating future opportunities in public
and private development. This section also includes recommendations for exhibiting sculpture in
McPherson Park, as well as recommendations for incorporating public art in private developments.
Southlake Public Art Master Plan • Revised Draft 11/9/11 14
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2.2.1 Opportunities in City Capital Projects
Southlake's public art policy 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 every year, and outlines recommendations for funding specific
capital projects five years into the future. The CIP includes funding from a variety of City and external
funding sources, most notably, the General Fund, utility funds and impact fees, the Southlake Parks
Development Corporation and the Park Dedication Fund.
In the near future, the City will also commission a Facilities Master Plan as part of its Southlake 2030
Comprehensive Plan update, and this could identify further needs for capital projects beyond those
identified in the CIP, and further opportunities for public art commissions.
Criteria for Selecting Public Projects
Each city capital project should be evaluated, at the master planning, programming or concept design
phase, to determine whether it is an appropriate opportunity for a public art investment, and what the best
approach to public art should be. The evaluation should address the following questions:
• Does the location have a high degree of public visibility, accessibility and use? Will it ordinarily be
experienced by a cross-section of the Southlake community, not just one neighborhood? Does the site
allow for substantive user engagement?
• Are the issues at the site able to be addressed by superior architecture, landscape design and urban
design? Or, is this a singular opportunity for the unique contributions an artist can make?
• Does the overall site design or area urban designs create an appropriate setting for public art?
• If so, is there sufficient budget, through a percent for art allocation, supplemental HOT funds, or other
sources, to commission or purchase a work of art that is of an appropriate scale and quality for the site?
Opportunities for Public Art in Capital Projects, FY 2012-2016
Currently, Southlake has identified potential capital projects through FY 2016. Based on the above criteria,
the following city capital projects should be considered opportunities for new public art commissions:
Opportunities in Parks, Recreation and Open Space
Bicentennial Park, Bob Jones Nature Center, North Park, McPherson Park
Opportunities in Public Buildings
Multipurpose Facility, North DPS Facility, Public Works Operations Center, Town Hall
Opportunities in Public Roadway Construction
Continental / Peytonville Roundabout, Continental / Byron Nelson Parkway Roundabout
Goals. Budgets and Time Frames for Public Art in Capital Projects, FY 2012-2016
The following table (Table 1: Opportunities for Public Art in City Capital Projects) outlines goals, budgets
and time frames for public art in capital projects. The budgets are "order of magnitude" estimates that
4 McPherson Park is a suitable location for both permanent commissions and temporary exhibitions, in a
sculpture garden setting.
Southlake Public Art Master Plan • Revised Draft 11/9/11 15
4G - 88
should be re-evaluated as the capital project plans more forward and specific approaches to public art
become clear.
Southlake Public Art Master Plan • Revised Draft 11/9/11 16
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2.2.2 Opportunities in Existing Parks and Public Spaces
McPherson Park
McPherson Park is a City -owned space on the north end of Town Square, between the rear of the Hyatt
Hotel and the DPS Headquarters. It is a quiet space, featuring a pond and a walkway that circumnavigates
the space. It is not actively programmed, though it can be expected to become a busier place as more
residential, office and retail development surrounds it.
McPherson Park is recommended as a location for the display of sculptural artworks, through loans and
occasional new commissions. The goals should be to:
• Create a local, regional and statewide draw to the park.
• Create visual interest for pedestrians using the park's trail.
• Create an amenity for adjacent uses (hotel).
• Tie into the overall experience of Town Square.
To establish McPherson Park as a destination for temporary and permanent exhibitions, the City of
Southlake should, as a first step, initiate an inaugural temporary art exhibition. The goals for this first
exhibition should be to:
• Set the standard. The first year of an annual exhibition program should demonstrate Southlake's
commitment to quality art experiences by bringing in artwork that will draw visitors and generate
excitement.
• Establish processes. The inaugural exhibition will be a chance to develop a process how artwork will
be juried, exhibited, etc. and to evaluate that process at the end of the exhibition.
• Establish partnerships. There is an opportunity to establish partnerships with the Town Square
developers, management, Art in the Square, the CISD and others to help support or play a role in the
exhibition program.
• Explore site and scale. The first exhibition will allow the City to test and evaluate sites in the park as
settings for sculpture, and the appropriate scale that work needs to be in those settings. A successful
site or sites could be established as regular locations for rotating installations, and have the
infrastructure (concrete pad, lighting, etc.) built in to support work. Or, over time, the City may decide
that some of these sites are appropriate for a permanent artwork.
• Create buzz. The success of the inaugural exhibition will be dependent on getting the word out. Efforts
should be made to market and brand the exhibition.
To establish the inaugural exhibition, the Southlake Arts Council should develop an exhibition plan that
outlines the following considerations. The plan should be developed with the oversight of a special com-
mittee of the Arts Council, expanded to include city staff, Town Square managers, and other stakeholders.
• The curatorial or thematic focus of the exhibition.
• Possible locations and the number of works desired.
• The staffing/management of the program.
• The budget and funding sources.
• Partnerships.
• The desired timeline, including time and duration of exhibition.
• The method for selecting artwork, including the role of outside curatorial assistance, the Southlake
Arts Council, and City Council.
Southlake Public Art Master Plan • Revised Draft 11/9/11 20
4G - 93
• Collateral programming (i.e.: a website, brochures, marketing, school curriculum, etc.)
Town Square Streetscape
The streetscapes in Town Square are owned by the City. They are designed, landscaped and lighted to
create a comfortable and connective pedestrian environment, without competing with the architecture for
the viewer's attention. The sidewalks are almost always busy with pedestrian traffic.
The Town Square Streetscape is a possible location for public art enhancements. Rather than building a
collection of individual, unique pieces, commissioned or acquired over time, Southlake should consider
commissioning an artist or artists to create an ensemble of works that can be found throughout the
sidewalks of Town Square. This will create a sense of continuity, respect the quiet artfulness that permeates
the architecture and the streetscape, and reinforce the notion that the most unique artworks in Town Square
are to be found in public spaces.
Rustin Park, Summit Park
Rustin Park and Summit Park are also in Southlake Town Square, and are also already owned by the City.
Rustin Park is Town Square's central park. One block includes a gazebo and a pond, and the other block is
designed and operates like a formal square. Both spaces are heavily programmed, and they are busy even
when they are not programmed. Events include the annual Art in the Square, Southlake's July 4 Stars &
Stripes celebration, Octoberfest, Home for the Holidays, and perhaps a dozen concerts a year sponsored by
the Northeast Arts Council and by Apex.
Summit Park is on the eastern end of Town Square. It features a gentle hill and a pastoral setting, with a
countryside ambiance compared to McPherson Park's urban ambiance. It faces onto a residential block, and
is not programmed.
Both of these spaces are possible locations for permanent or temporary artworks, or for extensions of any
strategy that begins in McPherson Square. However, McPherson Park is the first priority for Southlake's
public art initiative, and these spaces should be considered for major art investments after the McPherson
Park art program is launched.
Southlake Public Art Master Plan • Revised Draft 11/9/11 21
4G - 94
Table 2: Opportunities for Public Art in Existing Parks and Public Spaces
Location
Art Budget
Timeframe
Goals/Strategies/Next Steps
McPherson Park
To be
Begin planning
Goals:
determined
in FY2012,
Create a local, regional and statewide draw to the park.
initial exhibition
in FY2013
Create visual interest for pedestrians using the park's
trail.
Create an amenity for adjacent uses (hotel).
Tie into the overall experience of Town Square.
Strategy:
Develop an exhibition plan that outlines the following
considerations. The plan should be developed with the
oversight of a special com-mittee of the Arts Council,
expanded to include city staff, Town Square managers,
and other stakeholders.
Next steps:
Establish committee; develop scope of work and
timeline.
Town Square
Recommended
Begin planning
Goals:
Streetscape
budget:
in FY2012,
Create visual interest for pedestrians.
Minimum
budget in
FY2013, issue
Add to the distinctiveness of Town Square.
of $200,000
call and
Add to the connectivity of the pedestrian environment.
commission
Add distinctive, contemporary design that complements
work in FY2013
artworks in McPherson Park.
Strategy:
Commission artwork through a typical city commission
process.
Next steps:
Develop aProject Plan
Rustin Park
To be
Future, TBD
Goals:
Summit Park
determined
Create visual interest for pedestrians using the park's
trail.
Create an amenity for adjacent uses (hotel).
Tie into the overall experience of Town Square.
Strategy:
Future project.
Next steps:
Await outcome of McPherson Park exhibition.
Southlake Public Art Master Plan • Revised Draft 11/9/11 22
4G - 95
2.3 Urban Design Framework for Public Art
Southlake has learned the value of good civic design through the exemplary urban design, architecture and
streetscape of its Town Square District. Southlake now seeks to extend that attention to the quality of its
public realm to the redesign of major streetscapes (Southlake Boulevard, roundabouts) and the
implementation of a wayfinding system (as well as to the redesign of some of its signature parks, such as
Bicentennial Park and the Bob Jones Nature Center).
These plans, as well as sector and area plans that are also components of Southlake 2030, contain many
recommendations for urban design features and enhancements to the public realm. While these
recommendations should be regard first and foremost as opportunities for enhanced design, as well as a
cohesive design strategy throughout the city, they should also be considered in terms of their
appropriateness as public art opportunities.
Major Corridors
The Major Corridors Urban Design Plan sets a strong context of streetscape elements, landscape elements
and intersection design for Southlake Boulevard, the City's main east -west artery. It identifies a number of
"pulse points," or important visual moments along the route, that could serve as locations for special design
features or artwork. Basic streetscape improvements are being undertaken by TXDOT.
The Major Corridors Urban Design Plan also calls for special treatments (bridge and embankment
enhancements) at entryways into the City from SH114, and at three points along SH114 and Southlake
Boulevard where road inflections result in particularly long views. The entrance to Southlake from Keller
on FM 1938 is also called out as a location for special urban feature.
Carroll / FM 1709 Small Area Plan
The Carroll / FM 1709 Small Area Plan proposes a small retail —office node at the Southwest corner of that
intersection, as well as roundabout to handle traffic at an intersection on a proposed extension of Zena
Rucker Road where retail, commercial and medium -density residential converge.
Wayfinding
Southlake's Wayfinding Sign System Plan details how a vehicular wayfinding system can be implemented
over the next few years. The system is designed to direct people to twenty destinations throughout the City,
from Town Square to Carroll High School. The system elements use the same vocabulary of materials and
graphics as the proposals in the Major Corridors Urban Design Plan do, which will result in a consistency
in the appearance of the urban elements throughout the City.
Roundabouts
Though not officially part of the City's wayfinding system, the artworks planned for three roundabouts will
help to improve people's ability to navigate around the City by creating memorable reference points.
Again, the overall design of the roundabouts, including streetscape and landscape elements, establish a
context to which an artist can respond successfully. There is a recommendation for a roundabout in the
Carroll / FM 1709 Area Plan that could continue this approach to public art.
Opportunities for Public Art Related to the City's Urban Design Strategies
Usually, it is difficult for public art to bear the primary responsibility for improving the visual appearance
or character of a community, particularly in road environments. But where there is a strong commitment to
quality civic design, public art can flourish, because artists will be able to create unique projects that
explore thoughtful relationships to the surrounding architecture, landscape and infrastructure. Southlake's
public art initiative can support — and benefit from — the City's overall attention to civic design and
infrastructure design, and its other goals for planning, development, and economic development / tourism.
Southlake Public Art Master Plan • Revised Draft 11/9/11 23
4G - 96
Southlake's planning documents call out numerous opportunities for art and design features at significant
locations in the city. In most of those cases, enhanced design features will accomplish the city's goals. Of
those opportunities, the following should be considered as long-term possibilities for public art, primarily
when surrounding site improvements create the best conditions for incorporating new artworks:
• Place an artwork in the vicinity of the FM1709 and FM1938 node, visible from the intersection,
incorporated into future development that occurs there.
• Place an artwork in the vicinity of the White Chapel Road and SH 114 node, incorporated into future
development that occurs there.
• Place an artwork in the vicinity of the proposed retail, office and residential development at the
southwest corner of the FM1709 / Carroll Avenue intersection, incorporated into future development
that occurs there.
• Review the major Southlake destinations in the wayfinding plan. Some, such as Town Square and Bob
Jones Nature Center, are already covered by recommendations in this plan. Others, such as Dragon
Stadium or the CISD aquatics facility, could receive consideration in the future. Many would require
partnerships with other government agencies or private property owners.
Southlake Public Art Master Plan • Revised Draft 11/9/11 24
4G - 97
2.4 Opportunities for Public Art in Private Development
Over the next few decades, new development in Southlake is expected to be concentrated in a few key
areas. There are long-term plans for Town Square to expand significantly; major new mixed -use
development is expected along the SH114 corridor; and smaller mixed -use and residential developments
are expected along FM1709.
All of these areas should have amenities such as open space and design features — including public art --
that support the recommendations of the City's Urban Design Plan and other planning documents. In
addition, the city should consider a policy that requires the very largest developments to include public art
in their projects.
Current Policv Context for Public Art In Private Develonment
Southlake's long-term development framework is outlined in its comprehensive plan. Southlake 2030
includes "sector plans" that provide specific direction for every section of the City, as defined by general
context, well as special topic plans that function at a Citywide level or across sector boundaries — the Urban
Design / Corridors plan, Wayfinding Plan and Public Art Plan. In addition, "small area plans" provide
detailed, property -by -property recommendations at the neighborhood level. Together, these plans establish
a policy basis for managing development in the city, including its visual character. Many of these plans
already include specific recommendations that are related to public arts
Specific development projects are regulated through the City's zoning code. Currently, the zoning code
currently does not include any requirements for public art. Rather, when developers approach the city for
zoning changes or for discretionary development approvals, they are asked to consider providing public
amenities such as urban design features or public art. These requests follow the guidance and specific
recommendations that can be found in area or sector plans.
Projected Development Outlook
Citywide
Generally, the comprehensive plan considers most of Southlake to be "built out," which means that it
anticipates incremental development that will largely be in the context of existing development, or slight
upgrades in development intensity.
It is anticipated that major new development will be focused along the SR114 Corridor and in Town
Center. Medium -scale nodes of retail, or mixed retail and office, are expected along the FM1938 corridor
(particularly at the FM1709 intersection) and at the intersection of SR114 and White Chapel Road. A
smaller node is anticipated at the intersection of FM 1709 and Carroll Avenue.
Town Square
Town Square is in midst of a long-term build out that will include, in the future, several possible scenarios:
more blocks of mixed -use retail, office and residential; residential blocks; larger -scale retail (a department
store) and office; and interior -block parking garages. It is not clear whether future phases will include new
public spaces; the current phase of town home development will include common spaces owned by a
condominium association and managed for the benefit of the condominium owners.
Recommendations for Public Art in Private Develonment
Several factors should be considered when framing recommendations for public art in the future
development of Southlake.
5 These recommendations are inventoried in Appendix 5.
Southlake Public Art Master Plan • Revised Draft 11/9/11 25
4G - 98
• Outside Town Square and the SR114 Corridor, most commercial (retail, office, mixed -use)
development in Southlake is not of a density or scale that will allow — in terms of visual environment
or resources -- for significant developer contributions for public art.
• Residential development in Southlake is also relatively low -scale. The best opportunities for public art
will be in any public spaces that are developed in associated with large-scale, residential developments.
Based on this analysis, these are the key long-term strategies and opportunities for building Southlake's
overall civic identity and enhancing the texture of small pedestrian spaces with public art.
• Require the incorporation of public art into the public areas of the largest new developments in the
city, particularly along the SH 114 corridor. The threshold above which this requirement would apply
would be determined in consultation with the Planning and Development Services.
• Require an artwork in the vicinity of the FM1709 and FM1938 node, visible from the intersection,
incorporated into future development that occurs there.
• Require an artwork in the vicinity of the White Chapel Road and SH 114 node, incorporated into future
development that occurs there.
• Require an artwork in the vicinity of the proposed retail, office and residential development at the
southwest corner of the FM1709 / Carroll Avenue intersection, incorporated into future development
that occurs there.
Inventory of Upcoming Private Development Projects
Carillon
Carillon is a 245-acre mixed -use development currently under development by Hines. Carillon is bounded
by Carroll Avenue on the west, SH 114 on the South, and White Chapel Blvd on the east. The development
includes a Retail or Plaza District, a Chateau District and a Village District. There are also 68 acres of parks
and open spaces, for which public art has been designated as an amenity in the 380 agreement that Hines
has with the City of Southlake.
Table 3: Public art projects proposed for the Carillon development
Park
Art Location
Estimated
Art Budget
Notes
Completion Date
Village Green
$148,000
Also budgeted
$750,000 for a
signature fountain.
Neighborhood
$45,000
Also budgeted
Park
$100,000 for a
trailhead feature and
$200,000 for a
bridge.
Lake Park
$74,000
Corporate Park
$74,000
Northwest Enclave
Sculpture plinth
Phase IA.
$54,000
Not currently on
designed for NW
Carillon web page.
corner of park, at
terrace overlooking
lake (corner of St.
Tropez and Monte
Carlo).
Southlake Public Art Master Plan • Revised Draft 11/9/11 26
4G - 99
PART III: POLICY RECOMMENDATIONS
Southlake Public Art Master Plan • Revised Draft 11/9/11 27
4G - 100
3 Administrative and Policy Recommendations
This section of Southlake's Public Art Master Plan includes recommendations about processes and policies
the City should follow to manage and fund its public art initiative successfully. The key components
include overall planning for the program, managing public commissions, reviewing projects created
through private development, roles and responsibilities, staffing, funding and other administrative policies.
3.1 Ongoing Project Monitoring and Annual Planning
New Art Commissions
Southlake's public art policy requires that "the Arts Council shall make periodic reviews at least annually
of all CIP projects and other city construction projects ... for the purposes of making recommendations to
the city council regarding appropriations for works of art and art projects.,,6
The City should identify and track opportunities for public art commissions in capital projects on an
ongoing basis. This will allow for the strongest possible coordination between the design and construction
of capital projects, and the commissioning and installation of art, particularly when the artwork is
integrated into the design. This will also provide time for appropriate budgeting, if funds beyond capital
funds are required; community engagement; artist selection; and concept development processes.
See "Table 4: Proposed Ongoing and Annual Planning Process for New Art Commissions " on next page
6. ARTICLE XI PUBLIC ART POLICY, Sec 2457 (a) (2)
Southlake Public Art Master Plan • Revised Draft 11/9/11 28
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Table 4: Proposed Ongoing and Annual Planning Process for New Art Commissions
Step
Who is responsible
When
Baseline: Master Planning
Review Southlake 2030 documents and
Master plan team / Community
Currently ongoing
CIP to develop list of City capital
services staff / Arts Council
projects to track as potential public art
opportunities
Ongoing: Project Tracking Annual
Planning
Meet with appropriate City department
Community Services staff
Ongoing
directors to gather/update details of
(Public Art Program Manager)
capital project, public art opportunities,
project budgets, and timelines.7
Monitor development of Southlake
Community Services staff
Ongoing
2030 plans.
(Public Art Program Manager)
Annual: Developing a Workplan
Meet with appropriate City department
Community Services staff
Spring and summer, as City
directors to gather/confirm details of
(Public Art Program Manager)
budget and CIP for next fiscal
capital project, public art opportunities,
year are being developed
project budgets, and timelines.
internally
Review other projected funding that
Community Services staff
Spring and summer, as City
could be used for public art, i.e. HOT.
(Public Art Program Manager)
budget and CIP for next fiscal
year are being developed
internally
Present project list and estimates of
City Manager, Community Services
Summer, when the draft City
other available funds to Arts Council
staff
budget and CIP are being
for review and discussion.
(Public Art Program Manager)
reviewed
Review capital projects and prioritize
Arts Council
Summer, when the draft City
which should become public art
budget and CIP are being
projects. Discuss how HOT and other
reviewed
discretionary funds should be spent (if
at all) on public art projects.
Based upon Arts Council discussion,
Community Services staff
Summer, before release of draft
draft a Public Art Annual Workplan
(Public Art Program Manager)
City budget and CIP
that outlines projected and ongoing
projects, budgets, and timelines for the
coming year. Present to Arts Council
and City Manager for approval.
Approve Public Art Annual Workplan
City Manager
August
Arts Council
(Concurrent with release of draft
City budget and CIP)
Approve Public Art Annual Workplan
City Council
September
(Concurrent with approval of City
budget and CIP approval)
Public art component is incorporated
Community Services staff
Upon approval of CIP
into relevant CIP and project
(Public Art Program Manager);
management tracking systems.
capital project management staff
7 DCS staff should "maintain an inventory of publicly accessible spaces which are potential sites for placing artworks
and/or incorporating art into the design of projects.
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3.2 Project Development / Public Commissions
Principles
The City of Southlake's process for commissioning new artworks in conjunction with City capital projects,
or on city -owned sites, should be guided by the following principles.
• Projects should be linked to overall goals for public art in Southlake, as expressed in this plan and in
the Public Art Policy.
• Projects should be linked to public goals for the design and appearance of the city overall, and the area
of the city where the development is located, as expressed in relevant, approved Southlake 2030
documents, including this Public Art Master plan.
Process for Planning and Implementing Projects
These are the key features of the City's process for commissioning new artworks:
• Project management should be staffed by the Community Services department, through a Public Art
Program Manager, reviewed by and overseen by the City Manager's Office.
• Discussions about the focus of public art in a city capital project should begin early in the project
development process (see Table 4: Proposed Ongoing and Annual Planning Process for New Art
Commissions).
• Each project should be guided by a unique "Project Plan" that outlines each aspect of the project,
including the goals, artist selection process, community engagement process, budget and timeline. The
staff should develop this Project Plan, which should be approved by the City Manager's Office and
then approved by Arts Council and the City Council.
• An ad hoc "Artist Selection Committee" made up of representation from the Arts Council, local artists,
arts professionals, and community stakeholders should be created for each project. This group would
review artist qualifications, recommend finalists, review concept proposals/interview artists, and make
recommendations to the Arts Council.
• The City Council should approve projects at two major milestones: the Project Plan and the Artist
Concept.
The full process is outlined on "Table 4: Proposed Project Planning and Review Process for City
Commissions," on the next page.
Criteria for Reviewing Projects
The Arts Council and City Council should use the following general criteria in evaluating Artist Concepts.
• Aesthetic Excellence. The art projects shall strive to be of the highest aesthetic and enduring value.
• Site Specificity. The relationship of art and site shall be considered in terms of integration of art and
architecture, art and landscape, surrounding urban and community context.
• Durability of Design and Materials. Art projects shall be designed with consideration of minimum
maintenance requirements and maximum resistance to vandalism.
In addition, the Arts Council and City Council shall consider project -specific criteria developed and
incorporated into the project's Project Plan.
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Table 5: Proposed Project Planning and Review Process for City Commissions
Step AL
Who is responsible
Preliminary Planning
Review relevant plans for capital project or public art site (if not associated
Community Services staff
with a capital project) with City project manager and project architect/
(Public Art Program Manager)
designer. Discuss possibilities for the incorporation of art into the project,
Approval by the City Manager's Office
potential goals, timeline, budget,
Discuss scope for artist involvement, goals for public art project, and
Arts Council
preferred method for artist selection.
Project Plan
Draft Project Plan that includes a description of the capital project or
Community Services staff
description of the site (if not associated with a capital project), the scope of
(Public Art Program Manager)
artist involvement, the goals for the public art project, the recommended
artist selection method, the budget and timeline. Articulate how the project
and goals relate to the overall vision for public art in Southlake.
If project is not on City property, secure necessary agreements.
Community Services staff
(Public Art Program Manager)
Review and approve Project Plan.
Arts Council
City Council
Artist Selection / Concept Development
Retain artist selection consultant if necessary
Arts Council, Community Services
Identify artists to contact through Arts Council, networking with regional
Community Services staff (Public Art
arts administrators and curators
Program Manager) or Consultant
Draft and issue call to artists.
Community Services staff (Public Art
Program Manager) or Consultant
Review artist qualifications and recommend finalists to Arts Council.
Ad hoc committee of Arts Council
(project -specific artist selection committee)
Approve finalist selection.
Arts Council
Draft and issue proposal materials to finalists (proposal -based selection) and
Community Services staff (Public Art
arrange finalist presentations and/or interviews. Check references.
Program Manager) or Consultant
Review finalist proposals and/or interview finalists. Recommend final
Ad hoc committee of Arts Council
selection to Arts Council.
(project -specific artist selection committee)
Review and affirm recommendation of selection committee.
Arts Council
Final approval of artist selection and artist concept.
City Council
Design, Fabrication, Installation
Retain Public Art Project Manager consultant if necessary
Arts Council, Community Services
Monitor final design and fabrication
Community Services staff (Public Art
Program Manager) or Public Art Project
Manager (consultant), with support from City
project managers, design team and
construction manager
Oversee installation
Community Services staff (Public Art
Program Manager) or Public Art Project
Manager (consultant), with support from City
project managers, design team and
construction manager
Promote the project
Community Services staff
(Public Art Program Manager)
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3.3 Project Development / Public Art in Private Development
Principles
The City of Southlake's process for asking private developers to commission public art as a public amenity
or benefit related to their developments should be guided by the following principles.
• Projects should be linked to overall goals for public art in Southlake, and guidelines for public art in
private development, as expressed in this plan.
• Projects should be linked to public goals for the design and appearance of the city overall, and the area
of the city where the development is located, as expressed in relevant, approved Southlake 2030
documents, including this Public Art Master Plan.
• Projects should be in an appropriate setting. Their locations should have a high degree of public
visibility, accessibility and use, so that the artworks can ordinarily be experienced by a cross-section of
the Southlake community. The overall site design or area urban design create an appropriate visual
environment for public art.
• Project Plans, Artist Selection and Artist Concepts should be subject to staff review, Arts Council
review, and City Manager approval, following the criteria expressed below.
• The developer is responsible for all costs related to the commissioning of the artwork, including the
cost of consultants, site preparation and maintenance.
• The City should maintain a sense of proportionality between the public benefit sought, and the private
value conferred by any particular entitlement.
Process for Planning and Implementing Projects
Refer to "Table 6: Proposed Review Process for Public Art in Private Development," below.
Guidelines for Public Art in Private Development
The following considerations articulate the City of Southlake's expectations regarding public art projects
commissioned by private developers on their development site to provide a public benefit or amenity.
1. Artist -Created. The artworks must be created by an artist, which is defined as a practitioner in the visual
arts generally recognized by critics and peers as a professional of serious intent and recognized ability who
produces artworks. The members of the architectural, engineering, design, or landscaping firms retained for
the design and construction of a development project covered by this definition shall not be considered
Artists for the purposes of this definition.
2. Quality. Public art created as part of a development project should have a clear, positive impact on the
quality of public places. The artist should, whether working independently or collaboratively with other
designers, help conceptualize and produce a project of artistic and visual distinction.
3. Duration. Public art created as a part of a development project should be permanent. Conversely, a
developer can create a permanent location for changing art, and endow or provide ongoing funding to a
cultural institution to program that location with changing artworks.
4. Architectural Integration. Public art can be integrated into the architectural design or ornamentation of a
building. In all cases, architecturally integrated art should be visible to the public, generally by
incorporation into facades visible from major streets or public spaces, or at public entryways.
5. Landscape or Plaza Integration. In the event that a development project includes a publicly accessible
outdoor space, public art can be incorporated into the design of that space. The goal should be to integrate
the public spaces (visually, functionally, or through programming) into the broader public realm, and for
Southlake Public Art Master Plan • Revised Draft 11/9/11 32
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the public art to support that. The art project must be visible and easily accessible from a public street not
behind or between buildings or in semi -private areas like courtyards or upper -level spaces. The space, and
the art, must be designed to provide full benefit to the entire community, not just the users of the property.
6. Streetscape Integration. Public art integrated with streetscape design should be encouraged only to the
extent that it supports the goals and recommendations of area -wide planning efforts that relate to that
section of the city.
7. Siting and Visibility. Artwork should be on the ground -level of a site or fagade of a building. Artwork on
the top of a building is discouraged, except for sites designed in the Urban Design Plan as locations for
major visual elements, particularly to be viewed from SH114. The location of the artwork should consider
important sightlines, such as those created by the intersection of major arterials, or areas recommended in
various city plans for urban design features.
8. Indoor Art. Interior art in private buildings, even in semi-public gathering places like atria or lobbies,
should not be construed as fulfilling any agreement for providing public art as a benefit or amenity.
9. Commercial Expression. Projects that seek to promote the private nature of a development, by promoting
commercial expression or creating a signature marking element, including projects that include icons or
color schemes that are part of a company's or a development's branding, should not be construed as
fulfilling any agreement for providing public art as a benefit or amenity.
Criteria for Evaluating Artist Qualifications
The Southlake Arts Council should use the following criteria to approve the artist selected for a private
development public art project:
• Meets the definition of Artist, as defined in this Public Art Master Plan.
• Demonstrates artistic excellence, innovation and originality as represented in past work.
• Demonstrates capacity for working in media and with concepts appropriate to the project goals and site.
• Demonstrates experience in successfully completing works of similar scope, scale, budget and
complexity, or ability to articulate how he or she would be able to bring the necessary artistic and
technical skills to this project.
Criteria for Evaluating Artist Concepts
The Southlake Arts Council should use the following criteria to approve the Artist Concept for a private
development public art project:
• Follows the principles and guidelines articulated above.
• Demonstrates excellence in aesthetic quality, workmanship, innovation and creativity.
• Demonstrates appropriateness in scale, form and is of materials/media suitable for the site.
Miscellaneous Policies for Developer -Commissioned Public Art
The following provisions should be incorporated into any agreement by which a developer provides public
art as a public benefit or amenity.
1. The property owner retains title to artworks that are placed on their property; the City retains title to
artworks placed in public right of way.
2. The property owner is responsible for maintenance of artworks that they own. The artist should supply
the property owner with a materials list and maintenance protocol.
3. If a property is sold after an entitlement is approved, and the new owner develops under that
entitlement, the public art agreement shall be binding on the new owner. This provision should be
recorded in any development approval concerning public art.
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4. If a property owner removes from view an artwork provided as a public amenity, the property owner
must make a payment equal to the amount of the original artwork into the Public Art Fund.
5. If a property is sold after the artwork is installed, the obligations regarding public art must be
transferred to the subsequent property owner.
Table 6: Proposed Review Process for Public Art in Private Development
Step
Who is responsible
Review project with developer (preferably before developer has
agreement with City) to explore options for incorporating public art.
Community Services staff (Public Art
Program Manager), with Planning staff
Incorporate public art commitment into developer agreement.
DPS staff, with Community Services staff
Develop a project plan that includes goals, artist scope, selection
method, budget and timeline.
Developer
Review and approve developer project plan.
Community Services staff (Public Art
Program Manager), Southlake Arts Council
Initiate artist selection according to approved project plan. Present
recommended artist to Arts Council.
Developer
Approve selection.
Southlake Arts Council
Selected artist develops concept proposal.
Artist
Review and approve concept. Submit for review to Arts Council.
Developer
Review and recommend concept.
Southlake Arts Council
Review and approve concept.
City Council to approve at time of zoning
case
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3.4 Roles and Responsibilities of the City and Other Stakeholders
Following are the roles and responsibilities of key players in Southlake's public art initiative.
City Council
"The City Council shall have ultimate authority to review, evaluate, accept, reject and oversee all phases
of public art projects, except as otherwise provided. " s
• Approve the Public Art Annual Workplan.
• Approve budget allocations for public art projects from the CIP and other sources
• Approve Project Plans
• Approve artist contracts when required
• Approve Artist Concepts for public commissions
• Approve gifts or donations of artworks
• Approve developer agreements that include the provision of public art
• Approve Artist Concepts for public art in private development.
Southlake Arts Council
"The Southlake Arts Council ... shall ... make recommendations to the City Council concerning matters
relating to public art. "9
• Review and recommend the Public Art Annual Workplan.
• Review and recommend budget allocations for public art projects from the CIP and other sources
• Review and recommend Project Plans
• Review and approve artist selections
• Review and recommend Artist Concepts for public commissions and developer projects
• Review and recommend gifts or donations of artworks
• Accept donations within the monetary limits provided in the City Code.10
• Advise the City Council on other matters related to public art, art activities and art facilities.
City Manager
• Approve public art Workplan for inclusion in proposed City Budget and CIP.
Department of Community Services / Public Art Program Manager
• Develop and maintain an inventory of potential public art locations through analysis of CIP, Southlake
2030 plans, and other city planning documents.
• Prepare draft Public Art Annual Workplan and project budgets.
8 These recommendations supplement the roles and responsibilities outlined in Article IX, Section 2-455.
9 Article IX, Section 2-455.
10 Chapter 2, Article V, Division 6.
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• Prepare Project Plans.
• Prepare Calls to Artists and manage artist selection process.
• Prepare artist contracts and manage concept development process.
• Oversee fabrication and installation process.
• Inform the Arts Council and/or City Council of any departmental activity related to the development
and implementation of artworks and artist services, and of planning for targeted improvement areas
that could potentially incorporate an art project.
Art Selection Panel
An ad hoc panel of the Southlake Arts Council, City Council and project stakeholders that reviews artist
qualifications and artist concept proposals and makes recommendations to regarding artist selection.
• Reviews artist qualifications and selects finalists.
• Reviews artist concepts/interviews artists and recommends final selection.
• Reviews and recommends approval of artist concept.
Department of Planning and Development Services
• Ensure that public art recommendations in Southlake 2030 plans (Sector, Area, Public Art, Urban
Design and others) are carried forward when relevant sites are being developed.
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3.5 Artist Selection Approaches
The City of Southlake should select an approach to recruiting and selecting artists for each that reflects the
specific goals and offers the greatest chance of finding the best artist. All selection processes should be
competitive, except in situations where public art staff and Council determine there are extraordinary
circumstances, as expressed in the approved Project Plan.
Open Competition
In an Open Competition, any artist may submit his or her qualifications, subject to any requirements
established in the Call to Artists. The call should be sufficiently detailed to allow artists to determine
whether their work is appropriate for consideration.
An Open Competition allows for the broadest range of possibilities and can bring in new, otherwise
unknown, and emerging artists. However, Open Competitions can consume a large amount of staff
resources, and sometimes discourage established artists who prefer to respond to limited competitions or to
be directly selected for projects.
Limited Competition or Invitational
In a Limited Competition or Invitational process, several pre -selected artists are invited to submit their
qualifications and/or proposals. This method may be appropriate when the City looking for a small group of
experienced artists, when there is a limited time frame, or if the project requirements are so specialized that
only a limited number of already identified artists would be eligible. It is possible that this list of artists
would come from a pre -qualified list or roster.
Artist Roster / Registry
The Public Art Program Manager may decide to develop a pre -qualified pool of artists, or Artist Roster,
from which it can choose artists for Limited Competition/Invitational or Direct Selection. This Roster
would be developed based on a comprehensive review of qualifications from artists who responded to an
Open Call to Artists. This list could be focused on a specific set of opportunities, or be used broadly for a
range of commissions. If the Roster is meant to be used for several years, it should be updated annually or
bi-annually to allow new artist to be considered, and for Roster artists to update their materials.
A roster requires upfront work and ongoing management, but it allows for artist selection for specific
projects to proceed much more quickly. This would be a viable strategy if Southlake were anticipating a
large number of commissions over a short period of time. This may also be an approach that Southlake can
collaborate on with a neighboring city, such as Fort Worth, which maintains a registry.
Direct Selection
On occasion, the Arts Council may choose to directly recommend an artist for a project. Direct selection
may be useful on projects where there is an urgent timeline, low budget, or when very specific project
requirements exist. It is possible that this artist would come from a pre -qualified list or roster. Such
selection would need to be consistent with City procurement procedures and be approved as part of the
overall Project Plan.
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3.6 Sources of Funds, Uses of Funds
Current Sources of Funding for Public Art
Capital Improvement Program (CIP)
The City Council has the discretion to designate, in the budget for any CIP project, an amount for public art
that does not exceed one percent of the project's original estimated construction cost. This funding would
be allocated through the City's CIP budget, and the sources of that money would be various city funds,
such as the Crime Control and Prevention District Fund, the Park Dedication Fee Fund, and the Southlake
Parks Development Corporation Fund.
Hotel Occupancy Tax
The state law that allows Southlake to levy a Hotel Occupancy Tax permits up to 15 percent of that funding
to be allocated for the encouragement and promotion of the arts, including public art, providing the projects
promote tourism and the convention and hotel industry. For FY2012, that transfer is estimated to be more
than $110,000.
The city's Economic Development and Tourism Strategy includes the following questions that should be
addressed when considering a grant from this fund for public art: Is the artwork being installed in a location
frequented by tourists? Does the immediate location have a variety of convenient and appealing
opportunities for tourists to spend money? How will the artwork be experienced by visitors staying
overnight at the Hilton? What steps are being taken to ensure that the artwork does not have a negative
impact on merchants in the area where the art is being installed?"
Grants
The City shall actively pursue any state grant monies for public art for which it may be eligible. In addition,
all City grant applications for federal, state or county support of eligible construction projects shall include
a request for funds for the purpose of public art projects Additionally the city shall actively seek to
encourage its partners in all joint public —private ventures to participate in public art projects
Donations and Gifts
The City can accept donations and gifts of money for the purpose of supporting the public art initiative.
Potential Sources of Public Art Funding
Strategic Initiative Fund
The Strategic Initiative Fund consists of excess revenue and unspent appropriations that become part of the
city's fund balance or reserves. A certain amount remains in the General Fund, as a "rainy day fund," but
funds in excess of that can be used for needed projects.. It is often used for "high impact" projects.
Improvement Districts
The City can petition to create improvement districts for purposes that may include the provision of public
art. Improvement districts are financed by tax -increment financing (TIF), which captures revenues from
property tax increases the district for use specifically in that new district. At the time a district is created, a
list of projects that will be funded by the district is developed. Should the city establish a new district, the
potential for public art projects in that district should be examined as part of the list of projects that will be
supported by the TIF revenue.
11 TIP Strategies, Southlake Economic Development and Tourism Strategy, nd., p. 68
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Public Art Fund
The Public Art Fund was established to account for funding that is available for the promotion, creation
and/or installation of public art throughout Southlake. Funds from the account must be used for the
selection, acquisition, installation and substantive structural repair and maintenance of art and art projects
commissioned and/or purchased through the initiative. The City Council must authorize all disbursement
from the Fund.
The Fund was first established when the Southlake Stampede program was initiated, as the proceeds from
the sale of the artist -decorated steers and calves was designated for public art. At the beginning of FY2012,
the Public Art Fund had a balance of more than $220,000.
Recommendations
• Revise the considerations for allocating Hotel Tax Fund to incorporate a wider sense of how public art
can impact tourism in Southlake.
• Transfer funds approved for public art projects into the Public Art Fund, as soon as they are
designated. This will improve budgeting and tracking, and will ensure that public art allocations are
not absorbed back into the capital budget.
• Consider using proceeds from new TIF districts for public art, if public art is part of the vision for that
TIF district.
• Consider using monies in the Special Enterprise Fund for high impact public art projects.
• Consider developing financial partnerships for the McPherson Park sculpture program, particularly for
"soft costs" such as organizing and public outreach / marketing.
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3.7 Staffing Requirements
Southlake's public art initiative will require several types of professional expertise — planning, advocacy,
curatorial and project management. These different types of expertise can be fulfilled in a combination of
ways — by an in-house program manager, professional art consultants, regional networking with staff in
peer public art programs, or some combination.
Types of Staffing Needs
Planning / Advocacy
Southlake's public art initiative will be closely intertwined with both city capital projects and private
development projects, so it will be important for a public art program manager to develop strong
relationships with department directors and capital project managers across the board. The program
manager will have to follow capital projects through the earliest stages, and communicate between the city
departments and the Arts Council about the potential for public art.
Similarly, the public art initiative will require external outreach with stakeholder organizations throughout
the city (including developers and funders) and the citizens at large. The program manager will ensure that
the program keeps a visible and positive profile, and that developers, fenders and other stakeholders are
aware of the role they can play in making the initiative a success. When projects are being commissioned,
the program manager will need to ensure that proper community engagement takes place.
Curatorial
When it is time to select an artist, a successful public art initiative should be able to draw from the best
public art practitioners, at the regional and national level. No matter what the artist recruitment and
selection processes are, it is useful to have professional knowledge of what artists might be best suited for
the assignment.
Larger public art programs tend to develop this expertise in-house, dedicating staff time to research and
regional gallery visits. In Southlake, it would be most efficient for public art staff to network with regional
resources, such as the many public art programs in neighboring cities, for curatorial advice.
Project Management
Once an artist has been selected, there should be a project manager responsible for coordinating all aspects
of implementing the project, including contracting and payments, approvals and permitting, and
fabrication, installation and dedication. This person will serve as both the "owner's representative" on the
project, ensuring that the City's interests are fulfilled, and the primary liaison to the artist, ensuring that
arrangements are made so the artist can work most creatively and productively.
A Staffing Strategy
With the small volume of projects that can be expected, perhaps two a year, Southlake should look to a
combination of in-house staff, consultant assistance, and peer networking to fulfill these needs.
Public Art Program Manager (staff)
The Department of Community Services should designate one of its staff as Public Art Program Manager.
The manager would serve as day-to-day point person for Southlake's public art initiative. The Program
Manager would also focus on planning and advocacy roles, managing both project -specific and long-term
relationships within City departments and with external stakeholders, including funders and developers.
This would amount to approximately an eight- to ten-hour a week time commitment.
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4G - 113
Public Art Project Manager (contractor)
The Department of Community Services should retain a contract Public Art Project Manager to assist with
the management of City commissions, especially if the project is complex. The Project Manager should be
a professional art consultant who can bring special expertise in design, fabrication and installation
processes, and add to the overall capacity of the public art initiative. The Project Manager's scope could
include any aspect of the project from artist selection, contracting and approvals through fabrication and
installation. The Public Art Project Manager will have to work closely with the Program Manager in
matters related to contract, concept approval and payments.
Public Art Curator
The role of Public Art Curator could be played by public art staff and consultants described above. The
Public Art Program Manager should develop strong networking relationships with peer program managers,
and use them as a resource for vetting project concepts and reaching out to appropriate artists. The Public
Art Project Manager could provide this service, as well.
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3.8 Timeline / Workplan for Near -Term Commissions
Table 7: Proposed Workplan
Project
FY 2012
FY 2013-2015
FY 2016+
North Park
Approve concept
Complete design,
fabrication and
installation of project
Bicentennial Park, Phase II
Develop project plan
Complete design,
Issue call to artists
fabrication and installation
of project
Select artist
McPherson Park
Create planning
Present first exhibition
Continue evaluation and
committee
Evaluate exhibition
planning
Develop workplan
Plan for future exhibitions
Organize first exhibition
Town Square Streetscape
Develop project plan
Issue call to artists
Select artist
Complete design,
fabrication and installation
of project
Multipurpose Facility
Monitor planning
Develop project plan; incorporate into capital budget
Bicentennial Park Phase III
Issue call to artists
Continental Roundabouts
Select artist
Complete design, fabrication and installation of project
Bob Jones Nature Centers
Develop project plan;
Public Works Operations
incorporate into capital
Center
budget
Issue call to artists
Select artist
Complete design,
fabrication and installation
of project
Southlake Public Art Master Plan • Revised Draft 11/9/11 42
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APPENDICES
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2030
Vision, Goals & Objectives
Adopted by City Council on November 17, 2009
Ordinance No. 960
CITY ❑F
SQUTHLAKE
13,
Southlake Public Art Master Plan • Revised Draft 11/9/11 44
4G - 117
SOUTHLAKE 2030 VISION STATEMENT
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MOItc 9u2W f7 devcYopmentr mat~ is consrsitentr wrf tfe ]Ui ban Design Pyan, weYY
maintained, aka , safe, contriYbures to an overaYY sense of
piece andmeet tie needs ofa TiYbrant and terse communYt7.
Objective 1.1 Encourage the maintenance of existing neighborhoods, features and
amenities in order to preserve property values and a unique sense of
place.
Objective 1.2 Create and preserve attractive pedestrian -friendly streets and
pathways to encourage transportation alternatives to the automobile.
Objective 1.3 Encourage appropriately -scaled neighborhood design that
compliments existing development patterns while creating unique
places, recognizing that quality residential neighborhoods are the
cornerstone of our community.
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 1.6 Consider high -quality single-family residential uses as part of a
planned mixed -use development at appropriate transitional locations.
Objective 1.7 Explore and encourage opportunities for redevelopment when
appropriate.
Southlake Public Art Master Plan • Revised Draft 11/9/11 45
4G - 118
Objective 1.8 Ensure high -quality design and a heightened sensitivity towards the
integration of new development with the existing development and
urban design pattern.
Objective 1.9 Strengthen street and landscape design standards to enhance the
visual quality along major corridors.
Objective 1.10 Continue to promote a strong working relationship with the Texas
Department of Transportation to improve the appearance of bridges,
embankments and entryways into the City.
Objective 1.11 Ensure that city- and developer -provided infrastructure is functional,
aesthetically well -designed, and integrated with the natural
environment.
Objective 1.12 Continue to strengthen the City's regulations to encourage effective
signage that is appropriately designed and scaled to minimize adverse
impacts on community aesthetics.
Objective 1.13 Explore creating participation programs with home owner
associations and subdivision groups to enhance the long-term
viability of neighborhood features and amenities.
Maintain a baFanced approach to growth and development in der to preserve the
City's assets (schooFs, public safety, and compeddw edge in the re bn) and fiscall
fieal .
Objective 2.1 Encourage a balance of uses, including retail, office, medical,
hospitality, entertainment, institutional, industrial and residential that
is both responsive to and sustainable within changing market
conditions and sustains growth in property values for the future.
Objective 2.2 Support appropriate public -private financial partnerships that will
help retain and enhance the City's economic base.
Objective 2.3 Ensure the City's built environment fosters a positive relationship
between the taxable value of real property and the corresponding
cost of municipal services.
Southlake Public Art Master Plan • Revised Draft 11/9/11 46
4G - 119
D�_reyop an Innovative W01611k> sp em fat provides for fe safe, Convenient,
efficient movement ofpeopfe andgoods, recces ft-Ac congestion, promotes ever
and ft-Anspor a on a ciencc7 and promotes expanded opportunities for 66zens to
meet some rood ne creeds b7w-gkking orbicYcWng-
Objective 3.1 Provide a safe and efficient streets and pathways network that allows
travel to shopping areas, schools, parks and places of employment,
reducing the need to travel on the City's major arterials (FM 1709,
FM 1938, or SH 114) and minimizes cut -through traffic in residential
neighborhoods.
Objective 3.2 Implement and promote a mobility system that addresses safety,
design, comfort and aesthetic elements such as landscaping,
crosswalks, railing, lighting, traffic -calming and signage in order to
provide distinct character and functionality for the City.
Objective 3.3 In accordance with a need identified by the Citizen Survey, provide
and promote a continuous pedestrian pathways system that is user-
friendly, efficient, safe, economical, and connect parks, shopping,
schools, work and residential areas.
Objective 3.4 Pursue opportunities to link Southlake's pathways to systems in
adjacent cities and trails on the Corps of Engineers property.
Objective 3.5 Develop a program to encourage the dedication of easements for
pathway construction in accordance with the sidewalk priority plan
and Capital Improvements Plan.
Objective 3.6 Identify and prioritize the funding and construction of mobility
system capital improvements projects according to the impacts on
safety, system efficiency, costs, and maintaining acceptable levels of
service.
Objective 3.7 Increase safe bicycle mobility when reasonably possible.
Objective 3.8 Continue to promote a strong working relationship with the Texas
Department of Transportation to identify, design and implement
projects that prevent or relieve congestion in the area.
Objective 3.9 Continue to evaluate and improve upon the existing mobility system
within the City, maintaining existing infrastructure, making required
improvements and evaluating innovative ways to integrate
transportation and land use.
Southlake Public Art Master Plan • Revised Draft 11/9/11 47
4G - 120
Objective 3.10 Obtain adequate right-of-way for future roadway corridors and
improvements.
Gbay 4 Parks, Recreation and Q2en Space
Supper a comprehensive ihtrg=rUd Parks, recreadon and open space system 1br° aff
ages that creates va1Ue andpreserms od e Cif
Objective 4.1 Ensure that new development incorporates usable open space.
Objective 4.2 Ensure that parkland and open spaces include an integrated mix of
developed and natural areas with consideration of protecting the
City's ecosystem and wildlife corridors.
Objective 4.3 Promote water conservation and reuse in the design of parks and
open spaces.
Objective 4.4 Utilize partnerships to create open space and recreation facilities.
Objective 4.5 Ensure an even geographic distribution of park facilities and
recreation activities —both active and passive —for citizens of all
ages.
Objective 4.6 Provide a full range of park facilities and linear linkages that will
accommodate the current and future needs of the City's residents and
visitors.
Objective 4.7 Integrate passive recreational opportunities into preserved natural
and drainage areas.
Objective 4.8 Incorporate feedback received from the Parks and Recreation Citizen
Survey into recreation activities and park facilities.
Objective 4.9 Acknowledge the City's rich natural history, heritage and historical
landmarks.
Objective 4.10 Determine parkland desirable for dedication as part of the
development process based on classification, location and
maintenance cost.
Objective 4.11 Prioritize investments in existing and established parks understanding
that there will be strategic opportunities for land acquisition.
Objective 4.12 Incorporate educational and learning opportunities within parks and
related facilities.
Southlake Public Art Master Plan • Revised Draft 11/9/11 48
4G - 121
Objective 4.13 Pursue recreational and educational opportunities on Corps of
Engineers property compatible with the goal of protecting and
preserving the existing ecosystem for future generations.
G32F 5- PUB& Safe
i'stabWsh and maintain prutuc6ve measures andpolicies mat redifce danger, Yisk or
in*yy, ruproperq, and ire albs who lie, work orvisit 6e City,
Objective 5.1 Maintain a level of police, fire and ambulance services commensurate
with population and business needs.
Objective 5.2 Provide effective and efficient professional public safety services in
partnership with the citizens we serve, encouraging mutual respect
and innovative problem -solving, thereby improving the quality of life
in our community.
Objective 5.3 Ensure compliance with the stated standard of response coverage
and industry guidelines through the provision of facilities, equipment,
personnel and roadways.
Objective 5.4 Ensure that all buildings and public facilities are constructed in
compliance with all applicable federal, state, and local safety
regulations and standards.
Objective 5.5 Maintain the continued compliance with national standard of
excellence through the accreditation process.
Objective 5.6 Enhance and promote public safety through public -private
partnerships and utilization and training of volunteers.
Objective 5.7 Maintain a high level of community readiness through training and
communications among neighborhood and volunteer groups and
city, county, state, and federal entities.
Objective 5.8 Develop and implement safety education programs that enhance the
quality of life and safety in the community.
Objective 5.9 Promote security of public buildings and infrastructure.
Objective 5.10 Ensure safe and healthy working conditions for city staff, volunteers
and officials by providing security, facility, vehicular and equipment
maintenance, information, education and training.
Southlake Public Art Master Plan • Revised Draft 11/9/11 49
4G - 122
Gbay & Economic Utndywment
creaare a &Versified, vibrant and susr2inabye economy Hugh fe attmcdon and
supper of business err&erprises and rourism meeting fe vision and stancYards
efesired by City yea efer S.
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 6.3 Foster an environment that retains and supports existing businesses
to ensure the sustainability of our existing tax base.
Objective 6.4 Attract desired businesses to ensure economic growth as well as
continued employment 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 the tourism, convention and hotel
industry in the City.
Objective 6.6 Develop a clear and understandable incentive policy that
accomplishes the business attraction and retention goals of the City
and is based on factors such as job creation, investment, quality of
business, return on investment and overall value to the community.
Objective 6.7 Foster communication between the public and private sectors.
GAYSY 7 Susrainahft
Encourage dhe conser va6an, protection, enhancement and proper management ®f
tfe naruraYand buivt enviinninent:
Objective 7.1 Maintain and implement policies to reduce the use of nonrenewable
resources, such as energy in the heating, cooling, and operation and
maintenance of city facilities.
Objective 7.2 Promote public awareness and education on such sustainability issues
as public health, energy and water conservation and overall
environmental stewardship.
Objective 7.3 Promote sustainable public and private development practices and
patterns, building design, water -use reduction and waste reduction
while maintaining the existing character of the city.
Southlake Public Art Master Plan • Revised Draft 11/9/11 50
4G - 123
Objective 7.4 Protect surface, storm, and groundwater quality from septic
discharge, impervious surface runoff, improper waste disposal and
other potential contaminant sources.
Objective 7.5 Conserve, restore and promote tree and plant cover that is native or
adaptive to the City and region while also protecting existing
significant vegetation and maintaining the existing character of the
City.
Objective 7.6 Protect and enhance air quality in coordination with federal, regional
and local agencies.
Objective 7.7 Recognize the importance of and protect the biological diversity for
the ecological and aesthetic benefits to the community.
Objective 7.8 Define, protect, and celebrate the local Cross Timbers Ecosystem as
a community asset for future generations.
Objective 7.9 Assess and minimize the ecological impact of any new trails provided
on Corps of Engineers property.
ZY N. Q0WW= F2CYW6es
Plea andprmde quaRty, cammunit�F Fadwdes and selvices fat efecfiVeYJ' meet the
seivce needs ct-ScutffiFkke's residents and businesses.
Objective 8.1 Provide a level of community facilities that meet the needs of both
the existing and projected population.
Objective 8.2 Encourage cooperation with the school districts in planning for and
financing community facilities to encourage the cost-effective
provision of resources.
Objective 8.3 Systematically evaluate City -owned buildings in terms of their quality
of service delivery and prioritize maintenance and renovation
accordingly.
Objective 8.4 Incorporate new computer and telecommunications technologies
into public buildings and designated areas in order to improve time
and cost efficiency of service delivery and to meet increasing
demands of information access and sharing.
Southlake Public Art Master Plan • Revised Draft 11/9/11 51
4G - 124
FUNY ut iwze and cooryinare wYf fe CWS many partners to address issues facing
the area, provide services and FaciWdes, promote vvyunteerism, support everts and
progums and encourage economic
Objective 9.1 Partner with other government entities, non -governmental
organizations and the North Central Texas Council of Governments
to address regional and local issues.
Objective 9.2 Continue mutually beneficial partnerships between the City and local
school districts to explore the provision of facilities, services,
technology, and other opportunities through open communication
and close coordination.
Objective 9.3 Continue active partnerships with non-profit organizations, civic
groups and local businesses to create opportunities that benefit the
community.
Objective 9.4 Partner with local school districts to educate Southlake's youth in
their municipality and seek youth input when planning the future of
our community.
Ggay l& rn structure
' rough sound management and sttztegic investment, dleveYcp, maintain, improve
and operate public infiastructure that promotes heaYf, safes and are enhanced
quality- of�YYfe for aff members ofthe community,.
Objective 10.1 Ensure equitably -distributed and adequate services and facilities.
Objective 10.2 Plan and program land acquisition and the installation of all essential
public facilities to reasonably coincide with the need for such
facilities.
Objective 10.3 Identify and implement programs where costs may be shared by
multiple agencies and/or developers.
Objective 10.4 Provide for adequate public water and sewer services in appropriate
areas of the City.
Objective 10.5 Provide and maintain an effective stormwater management system
throughout the City.
Southlake Public Art Master Plan • Revised Draft 11/9/11 52
4G - 125
Objective 10.6 Maintain and enhance existing infrastructure and levels of service
through the provision of timely maintenance, repair and replacement
as needed.
Objective 10.7 Provide and maintain effective solid waste collection and recycling
programs for residents.
Objective 10.8 Provide a streetlight system for adequate illumination and a
wayfinding signage system for pedestrian and driver safety where
appropriate.
Southlake Public Art Master Plan • Revised Draft 11/9/11 53
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4G - 127
Appendix 3: Vision North Texas Principles
Vision North Texas is a public, private, non-profit and academic partnership headed by the North Central
Texas Council of Governments, the Urban Land Institute, and the University of Texas at Arlington. The
partnership was created to serve as a forum for discussion, research, and action on issues related to the
growth and development of North Central Texas. In addition, the partnership strives to increase public
awareness about important regional land use issues and to build support for initiatives that create a
successful and sustainable future for North Texas.
Over the last few years, Vision North Texas has invited stakeholders from across the region to participate
in a series of workshops to develop a vision for the region's future as well as an action plan to achieve that
vision. The result of these workshops is North Texas 2050, which describes the preferred future envisioned
by Vision North Texas participants. The document also provides guiding principles to help decision -makers
achieve the regional vision. The City of Southlake recognizes the importance of the regional vision and has
worked to align the Southlake 2030 Plan with North Texas 2050.
All Southlake 2030 recommendations are linked to at least one of the guiding principles. Additional
information on North Texas 2050 and Vision North Texas is available at www.visiormorthtexas.org.
• 1. Development Diversity — Meet the needs of changing markets by providing a mix of development
options and land use types in communities throughout the region.
• 2. Efficient Growth — Promote reinvestment and redevelopment in areas with existing infrastructure,
ensure that new infrastructure supports orderly and sustainable growth, and provide coordinated
regional systems of natural and built infrastructure.
• 3. Pedestrian Design— Create and connect pedestrian -(and bicyclist) oriented neighborhoods, centers
and places throughout the region.
• 4. Housing Choice — Sustain and facilitate a range of housing opportunities and choices that meet the
needs of residents of all economic levels and at all stages of life.
• 5. Activity Centers — Create mixed use developments that are centers of neighborhoods and
community activities and serve as hubs of non -automobile transportation systems.
• 6. Environmental Stewardship — Protect, retain or enhance the region's important natural assets
(including its air, water, land and forests) and integrate these natural features and systems into the
character of the region's communities and the experiences of its residents.
• 7. Quality Places — Strengthen the identities of the region's diverse communities through preservation
of significant historic structures and natural assets, creation of new landmarks and gathering spaces,
use of compatible architectural and landscape design, and support for the activities and institutions that
make each community unique.
• 8. Efficient Mobility Options — Invest in transportation systems, facilities and operations that provide
multi -modal choices for the efficient and sustainable movement of people, goods, and services.
• 9. Resource Efficiency — Design buildings, sites, communities and regional systems to use water,
energy, and renewable resources responsibly, effectively and efficiently, and to retain non-renewable
resources for the use of future generations.
• 10. Educational Opportunity — Provide opportunities for all North Texans to have access to the
schools, people and technology they need for success in learning throughout their lives.
• 11. Healthy Communities — Identify and support functional, sustainable infrastructure and institutions
that offer North Texans access to affordable, nutritious foods, opportunities for physical activity, and
access to wellness and primary care services.
• 12. Implementation — Achieve the region's vision by adoption of compatible comprehensive plans and
ordinances for cities and consistent investment plans for regional systems; involve citizens and
stakeholders in all aspects of these planning processes.
Southlake Public Art Master Plan • Revised Draft 11/9/11 55
4G - 128
Appendix 4: Public Art Context, Regional Benchmarking
Summary
There is a breadth of public art program management and commissioning experience to draw from in the
Dallas —Fort Worth Metroplex. Programs range from the well -established and well -funded (Dallas, Fort
Worth), to large programs embedded in regional infrastructure (DART, DFW), to smaller programs tailored
to meet the needs of individual suburban communities.
Our benchmarking documents information about the key programmatic components of eleven programs in
the region: City of Allen, City of Dallas, DFW International Airport, Dallas Area Rapid Transit, City of
Frisco, City of Grand Prairie, City of Grapevine, City of Keller, City of Mesquite, City of North Richland
Hills, City of Wylie.
Key Findings
This information provides a context for considering the recommendations made for Southlake's initiative.
These are the key findings:
Southlake is the smallest city in the Metroplex with a public art initiative.
• Most of Southlake's suburban peers established their public art initiatives before they entered
periods of major expansion and infrastructure development, and we able to link their programs
to the development of community facilities.
• Most of Southlake's suburban peers rely on a percent for art mechanism to fund new
commissions. The funding ranges from one to two percent of project costs; there is generally discretion
in what projects are considered eligible, and sometimes discretion on the actual percentage.
• Most cities add funds from other sources to reach desired project budgets and to fund
maintenance, which is often not an allowable expense for percent dollars.
• The funding rules for some programs allow specific amounts of that percent to be used
for administration.
• Among Southlake's suburban peers, only Frisco has a full-time public art administrator.
• Both Fort Worth and Mesquite partner with nonprofit arts agencies to administer their public
art programs.
• Most of Southlake's suburban peers have established a standing oversight committee, such as a public
art committee, usually appointed by Council. (Grand Prairie's program is managed by the Keep Grand
Prairie Beautiful Commission; Grapevine and North Richland Hills programs are overseen by
an internal staff committee).
• Most of Southlake's suburban peers establish independent panels for selecting artists, with review
by the standing committee, and final oversight by City Council.
• Most of Southlake's suburban peers have focused their art commissions on municipal, public
safety and sports facilities; parks and libraries. Mesquite is the only peer city with a rotating
sculptural exhibition program; Grapevine is the only peer city with a downtown sculpture walk.
Southlake Public Art Master Plan • Revised Draft 11/9/11 56
4G - 129
Appendix 5: Performing Arts Center: Findings and Recommendations
Introduction
Numerous suburban communities in the Dallas —Fort Worth Metroplex have established performing arts
centers, or similar venues. These facilities support the presentation of dance, music and theatre, and many
include ancillary functions such as meeting or event space and galleries.
This benchmarking study reviews the operations, funding and management of these facilities, to provide a
context for the evaluation of the feasibility of a performing arts facility in Southlake (which is not being
undertaken as part of this planning process).
The facilities benchmarked include: Addison Conference & Theatre Centre, Arlington Music Hall, The
Campus Theatre (Denton), Colleyville Center, Charles W. Eisemann Center for Performing Arts and
Corporate Presentations (Richardson), Frisco Black Box Theatre, Irving Arts Center, McKinney
Performing Arts Center at the Historic Collin County Courthouse, Medical Center of Lewisville Grand
Theater, Mesquite Arts Center, Palace Arts Center, Patty Granville Arts Center, Grapevine's Runway
Theatre, Theatre Arlington.
Findings
These are the key findings:
• Southlake is smaller (in population) than most of the cities that have performing arts centers. (Addison,
which is smaller, has a facility used for cultural activities and meetings. Colleyville, which is smaller,
maintains a facility that is primarily used for meetings or conferences, rarely for arts events.)
• The performing arts centers support a range of activities: rehearsal, performance and exhibitions;
meetings, conferences and corporate functions; sometimes even weddings. Many have resident
companies, which presumably assure a bigger block of space usage and revenue.
• We did not find many examples of these spaces being used for arts classes (Grapevine, McKinney,
Theatre Arlington, Mesquite Arts Center) or touring out-of-town arts productions.
• The factor that seems to have triggered public support of performing art centers in most of these
communities is a critical mass of local arts organizations (dance, music, theatre) who need space for
rehearsal and performances. This implies a need for a more careful census of these groups in Southlake
and evaluation of the demand they would generate for space.
• Richardson's Eisemann Center is the only city -owned performing arts center that produces its own
original events and performances. Theatre Arlington and Grapevine's Runway Theatre are owned,
managed and programmed by independent theatre companies, thus they produce their own original
events as well.
• Most of the companies that perform in these centers are very local to the city in which the center is
located; they generally do not draw companies from cities elsewhere in the Metroplex.
• A secondary factor driving investment in a performing arts center seems to be the need for meeting
space. In Southlake, this implies that further research is needed on the existing and potential demand
for meeting space.
• The smaller performing arts centers surveyed have a staff of about three, and larger centers had a staff
of six to twenty-five. Most of the smaller centers also had additional staff support, either fulltime
temporary, part-time permanent or temporary, contract, or shared with other city agencies.
• Operating budgets for city -owned centers ranges from $350,000 (Grapevine) upward (though
information was incomplete). In general, these centers receive a public subsidy for about half or more
of their operating budgets (ranging from 40 percent in Richardson to 88 percent in Garland).
Southlake Public Art Master Plan • Revised Draft 11/9/11 57
4G - 130
• Operating support comes from general fund, hotel tax fund, rental revenue, fundraising, corporate
sponsorships. Capital funds for acquisition, construction and renovation also included TIF funds.
• Rental fees, which generate direct revenues, are generally tiered based on whether an organization is
non-profit or for -profit, and/or local or non -local, and based on the duration or regularity of the rental
period.
• Information about bookings and attendance is incomplete, but even smaller facilities like Colleyville
and Grapevine can attract 250 to 300 bookings (events and meetings) a year. Attendance ranged from
27,400 (Lewisville) to 170,000 (Garland), for the facilities for which we could obtain data.
Further Research
The most important information for Southlake to gather relates to the potential demand for an facility in
Southlake. What organizations have space needs that could be fulfilled by an art center in Southlake? What
types of space would they use? How often? How would that translate into a revenue stream for an art
facility? Casual conversations with Southlake Arts Council, Public Art Advisory Committee and APEX
members indicates that there is ample anecdotal evidence of demand, but a more careful analysis is needed.
In particular:
• Consult with APEX, Arts Council Northeast, and other organizations currently presenting performing
arts programming in Southlake regarding what type and volume of programming they would organize
in the future if different spaces were available in Southlake and what types of space they would need.
• Consult with performing arts organizations in Southlake and nearby to determine to what degree they
would book space or use the space as a resident facility, what type of space they would need, and what
type of demand that would generate.
• Assess the space demand that would be generated by arts education organizations for classes, recitals,
etc.
• Develop a market study for conference and meeting space in Southlake, including what types of spaces
would be desired, considering the presence of a major hotel and the potential of building a second
hotel.
• Develop a projected program for the center, outlining its niche and the most useful types of spaces, and
potential revenue flow.
Southlake Public Art Master Plan • Revised Draft 11/9/11 58
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4G - 134
Appendix 7: Survey Results
The Southlake public and cultural arts survey was available for citizens to respond to online from June 14
to August 15. There were 119 responses to the survey. The following is a summary of the key findings.
Southlake is valued most because of its upscale quality of life. The features that make it most unique, in
people's minds, are Town Square and the schools, especially the high school (perhaps because it is a
consolidated school that serves the entire community, perhaps because of its football success).
Overwhelmingly, Town Square is regarded as the place that gives Southlake a unique identity, and would
be the place to "show off' to visitors; the town's low -density development is also regarded as important to
its character.
By far, people were most interested in seeing artworks in parks in the Town Square area (Central Park,
McPherson Park), in civic facilities, and at gateways to the city. There was not deep support for
incorporating public art in parks, trails or the nature center.
Survey respondents indicated preference, by a small margin, for two general goals for Southlake's public
art initiative. One is related to how the world sees Southlake: Art should create destinations for visitors,
elevate the profile of the city, communicate that Southlake values art and culture, create a look and feel that
distinguishes Southlake from other cities. The other is related to the relationship people in Southlake have
with the arts: heightening an awareness of and appreciation for art.
A wide majority of respondents felt that arts and culture had a large or moderate role to play in making the
city a premier community. Very few responded that arts and culture were not important, or that the city
could not afford to provide support, though there numerous comments that private support should be part of
the mix. Many respondents linked arts and culture to the town's overall visual quality, and quality of life.
There was a sense, though, that art investments should be limited, focused, and impactful on the sense of
quality and attractiveness of the town, and on encouraging people to visit.
A majority of respondents attended a performance within the past year, with many attending at least two or
more per year. Music was most popular with symphonic/classical, jazz/blues, and rock/pop/r&b/soul being
at the top of the list. Theater was second most popular, with musicals and dramas at the top. In addition to
catching performances in Southlake, many traveled to Forth Worth and Dallas, as well as other places in
the Mid -Cities area to catch shows. Respondents also indicated that these same types of performances, as
well as country/bluegrass/old time music and theatrical comedies, would find an audience in Southlake.
Southlake Public Art Master Plan • Revised Draft 11/9/11 62
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4G - 140
Appendix 9: Zoning Recommendations
Generally, public art will be a consideration only in the very largest developments in Southlake, which will
generally be found in the following districts and go through the following processes. We recommend the
following minor amendments to the zoning text to help clarify the consideration and approval of public art.
Districts
Section 22: C3 General Commercial District
Recommend: No recommendations
Section 23: C4 Arterial Mall Commercial District
• 23.51, 23.51:
Recommend: Public art should be listed as a feature that is permissible to include in a pedestrian mall.
Section 37: DT Downtown District
• 37.3:
Recommend: Add a definition for "public art" here or in Section 4.2, overall zoning code definitions.
Section 49: Employment Center Zoning (ECZ) District
• 49.3:
Recommend: Add a definition for "public art" here or in Section 4.2, overall zoning code definitions.
Recommend: Indicate in definitions for "plaza" and "square" that these are appropriate locations for public
art.
• 49.7.h.3:
Recommend: Add public art to criteria for evaluating the merits of proposed open spaces.
• 49.8.b.2.ii:
Recommend: The application should also demonstrate locations or concepts for public art.
Section 32: SP-2 Generalized Site Plan Districts (SP2)
Recommend: No recommendations
Section 30: "PUD" Planned Unit Development District
• 30.8.2.b.3 City/Developer Agreement
Recommend: City/developer agreements should address dedications of public art, if any are proposed.
Section 40: Development Plans and Site Plans
• 40.3:
Recommend: Require that the submission include information about the location of a public art
component, if there is one.
Section 41: "Concept Plans"
• 41.3.p "Content of a Concept Plan / Screening and Landscaping"
Recommend: Require that the Screening and Landscaping plan also include locations for public art, if it is
a component of the project.
Southlake Public Art Master Plan • Revised Draft 11/9/11 68
4G - 141
Appendix 10: Definitions
Artist: A practitioner in the visual arts generally recognized by critics and peers as a professional of serious
intent and recognized ability who produces artworks. The members of the architectural, engineering,
design, or landscaping firms retained for the design and construction of a development project covered by
this definition shall not be considered Artists for the purposes of this definition.
Artist Services: Professional services by artists to develop designs for artworks or other architectural
landscape or urban design elements either individually or as a member of a project design team
Artists Registry: A regional local national and international slide and digital collection of artists and
artworks used as a resource for art activities and for the public art selection process
Artwork: A work of visual art created by or under the direction of one or more artists including a painting
drawing print sculpture photographic image or multimedia work whether two- or three-dimensional
existing in a single copy or in a limited edition of 200 or fewer copies that are consecutively numbered by
the artist and bear the signature or other identifying mark of the artist.
Deaccessioning: The removal relocation selling or trading of artworks owned by the City
Donations and Gifts: Art donated to the City from a private individual or institution and/or other outside
sources.
Loan: Artworks provided to the city for its use for a period of time and to be returned to the owner after the
loan period expires.
Public Art: Works of art in any media that have been planned and executed with the specific intention of
being sited or staged in the public domain, often outside and usually accessible to all.
Public Art Master Plan: The public art planning document endorsed by the Southlake Arts Council and
adopted by the City Council as part of the Southlake 2030 process.
Public Art Policy: The public art policy as adopted by the City Council including any future additions
deletions or revisions thereto.
Public Art Program Manager: A City of Southlake staff member designated as the lead staff to implement
the public art initiative, with a range of responsibilities in project planning, outreach and project
management.
Public Art Project: A commission, acquisition, loan or donation of artwork to the city pursuant to this
policy including the process by which such event is initiated developed evaluated conducted and
completed.
Southlake Arts Council An advisory board appointed by the city council to make recommendations to the
city council concerning matters pertaining to public art and art activities including but not limited to visual
arts performing art programs and art facilities.
Southlake Public Art Master Plan • Revised Draft 11/9/11 69