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Item 6ECITY OF SOUTHLAKE MEMORANDUM November 17, 2011 To: Shana Yelverton, City Manager From: Jim Blagg, Assistant City Manager /Director of Public Safety 6E -1 Subject: Ordinance No. 1016, 2n Reading, Southlake Public Art Master Plan, a component of the Southlake 2030 Plan. PUBLIC HEARING Action Requested: City Council approval of Ordinance No. 1016, 2n Reading and public hearing, 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 Shana Yelverton, City Manager Meeting Date — December 6, 2011 Page 2 of 3 • Oct 6, 2011 • Oct 24, 2011 • Oct 25, 2011 • Nov 3, 2011 • Nov 15, 2011 6E -2 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) City Council approved (5 -0) 1S Reading Second Reading and public hearing of Ordinance No. 1016, adopting the Plan, will be considered by City Council on 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 City of Southlake Values: Integrity ♦ Innovation ♦ Accountability ♦ Commitment to Excellence ♦ Teamwork Shana Yelverton, City Manager Meeting Date — December 6, 2011 Page 3 of 3 6E -3 October 25, 2011 Southlake Arts Council Approved Public Art Master Plan (7 -0) 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 Approved (5 -0) 1s' Reading, Ordinance No. 1016 December 6, 2011 City Council to consider Ordinance No. 1016, 2 nd 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 6E -4 CITY OF SOUTHLAKE PUBLIC ART MASTER PLAN DRAFT PLAN Revised Draft Submitted November 28, 2011 Meridith McKinley / Via Partnership Todd W. Bressi / Urban Design • Place Planning • Public Art Southlake Public Art Master Plan • Revised Draft 11/29/11 6E -5 Table of Contents Executive Summary 3 Background 7 • Introduction 8 • Context for Southlake's Public Art Initiative 8 • Recent and Ongoing Commissions 10 • Plan Development Process 10 • Relationship to Other Plans 12 Opportunities for New Public Art Commissions in Southlake 13 • Public Art in Southlake 14 • Opportunities for Public Art in Southlake 15 • Opportunities in City Capital Projects 16 • 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 53 3. Vision North Texas Guiding Principles 54 4. Public Art Benchmarking: Regional Context 55 5. Performing Arts Center: Findings and Recommendations 56 6. Cross Reference Summary of Public Art Recommendations in Other Plans 58 7. Survey Results 61 8. Table of Recommendations 62 9. Recommended Zoning Text Changes 67 10. Definitions 68 Southlake Public Art Master Plan • Revised Draft 11/29/11 2 6E -6 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 continued investigation 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. PrinciDles for Evaluating Future ODDortunities • Projects should support Southlake's public art vision, including the goals for 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, and accessibility are important considerations. Avoid projects at sites where there are underlying design issues that can be addressed by superior architecture, landscape design or urban design. • Projects should be in locations where there is a high degree of public visibility, accessibility and use. • Projects should be undertaken only if there is sufficient to commission or purchase a work of art that is of an appropriate scale and quality for the site. Southlake Public Art Master Plan • Revised Draft 11/29/11 3 6E -7 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, • 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 the 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 sitting of art, and if the same goals would not be accomplished by an urban design feature. Opportunities 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 temporary 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 6E -8 • Projects should be subject to public review, following criteria set out in plan. This includes staff review, Southlake Arts Council review, and city manager approval. • The developer is responsible for all costs, including site preparation, project management, maintenance, and the artwork itself. • There should be 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 Key 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 Support The plan recommends that the City support its public art initiative with a part-time Program Manager, who would have three major roles: (a) a point - person for the initiative; (b) a liaison with City departments, City Council, Southlake Arts Council, and the community; and (c) a project manager. The plan also 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 background information that will serve as context for ongoing discussions about 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, Southlake 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 5 6E -9 • Assess the space demand for arts education (classes, recitals, etc.) • Assess market for conference and meeting space Southlake Public Art Master Plan • Revised Draft 11/29/11 6E -10 PART I: BACKGROUND Southlake Public Art Master Plan • Revised Draft 11/29/11 6E -11 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, 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 by City Council 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 most recently revised 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. It is also charged with developing an open public process in planning its new projects. 1 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 11/29/11 6E -12 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.' Fundine 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 disbursements from the Fund. The Public Art Fund was 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. ' Public Art Policy, Sec. 2 -451. (Ordinance No. 803 -A, §1) Southlake Public Art Master Plan • Revised Draft 11/29/11 6E -13 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 New Urbanism town planning movement; 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 (Bnmilow), 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, recom- mendations for projects, and recommendations for policies to support the implementation of those projects. Southlake Public Art Master Plan • Revised Draft 11/29/11 10 6E -14 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 This 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. Planning Process 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, a workshop in May, 2011, several meetings with an advisory committee, a SPIN meeting, and review at the Planning and Zoning Commission. • 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: • It served as a sounding boardd to the consulting team and City regarding the development of the plan. Southlake Public Art Master Plan • Revised Draft 11/29/11 11 6E -15 • It provided connections to important constituencies throughout the planning process. • It advocated for and helped to 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, 2011, to August 15, 2011. There were 119 responses to the survey. Results are summarized in Appendix 6. A public workshop took place on May 19, 2011, with more than 25 stakeholders attending. 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 October, 2011, sector plans for all areas of the city except the FM1709 and FM1938 ( Southlake Boulevard / Davis Boulevard) sector and the SRI 14 sector have been completed (the FM1709/FM1938 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 11/29/11 12 6E -16 PART IL OPPORTUNITIES FOR NEW PUBLIC ART COMMISSIONS IN SOUTHLAKE Southlake Public Art Master Plan • Revised Draft 11/29/11 13 6E -17 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 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. 4 These goals should be incorporated into the city's public art policy to replace the existing goals. They are based on the existing goals, the Southlake 2030 vision statement, and discussions at public meetings. Southlake Public Art Master Plan • Revised Draft 11/29/11 14 6E -18 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 - tern and long -tern 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 11/29/11 15 6E -19 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 design 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 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 5 McPherson Park is a suitable location for both permanent commissions and temporary exhibitions, in a sculpture garden setting. 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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, occasional new commissions, and occasional purchases. 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 Southlake 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 21 6E - 25 • The method for selecting artwork, including the role of outside curatorial assistance, the Southlake Arts Council, and City Council. • Collateral progr (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. 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 celebration Stars & Stripes, Oktoberfest, Home for the Holidays, and perhaps a dozen concerts a year sponsored by the Northeast Southlake 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 11/29/11 22 6E - 26 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 Southlake 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 a Project 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 11/29/11 23 6E - 27 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. Wayfmding Southlake's Wayfznding 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 Citv'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 11/29/11 24 6E - 28 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 FM 1709 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 multifamily development at the southwest corner of the FM 1709 / 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 11/29/11 25 6E - 29 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 Policy Context for Public Art In Private Development 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 art. 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 SRI 14 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 SRI 14 and White Chapel Road. A smaller node is anticipated at the intersection of FM1709 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 townhome 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 Development Several factors should be considered when framing recommendations for public art in the future development of Southlake. 6 These recommendations are inventoried in Appendix 5. Southlake Public Art Master Plan • Revised Draft 11/29/11 26 6E - 30 • Outside Town Square and the SRI 14 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 multifamily development at the southwest corner of the FM 1709 / 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 east, SH 114 on the South, and White Chapel Blvd on the west. 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. comer of park, at terrace overlooking lake (comer of St. Tropez and Monte Carlo). Southlake Public Art Master Plan • Revised Draft 11/29/11 27 6E - 31 PART III: POLICY RECOMMENDATIONS Southlake Public Art Master Plan • Revised Draft 11/29/11 28 6E - 32 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 Southlake 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. "' 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 7. ARTICLE XI PUBLIC ART POLICY, Sec 2457 (a) (2) Southlake Public Art Master Plan • Revised Draft 11/29/11 29 6E - 33 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 / Southlake 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. 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 Community Services staff Summer, when the draft City other available funds to Southlake Arts (Public Art Program Manager) budget and CIP are being Council for review and discussion. reviewed Review capital projects and prioritize Southlake 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 Southlake Arts Council Community Services staff Summer, before release of draft discussion, draft a Public Art Annual (Public Art Program Manager) City budget and CIP Workplan that outlines projected and ongoing projects, budgets, and timelines for the coming year. Present to Southlake Arts Council and City Manager for approval. Approve Public Art Annual Workplan City Manager August Southlake 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 8 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 11/29/11 30 6E - 34 3.2 Project Development i t 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, and overseen by the Southlake Arts Council. • 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 Southlake Arts Council and the City Council. • An ad hoc "Artist Selection Committee" made up of representation from the Southlake 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 Southlake 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 Southlake 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 Southlake Arts Council and City Council shall consider project - specific criteria developed and incorporated into the project's Project Plan. Southlake Public Art Master Plan • Revised Draft 11/29/11 31 6E - 35 Table 5: Proposed Project Planning and Review Process for City Commissions Step 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, potential goals, timeline, budget, Discuss scope for artist involvement, goals for public art project, and Southlake 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. Southlake Arts Council City Council Artist Selection / Concept Development Retain artist selection consultant if necessary Southlake Arts Council, Community Services Identify artists to contact through Southlake Arts Council, networking with Community Services staff (Public Art regional 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 Southlake Arts Ad hoc committee of Southlake Arts Council Council. (project - specific artist selection committee) Approve finalist selection. Southlake 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 Southlake Arts Council selection to Southlake Arts Council. (project - specific artist selection committee) Review and affirm recommendation of selection committee. Southlake Arts Council Final approval of artist selection and artist concept. City Council Design, Fabrication, Installation Retain Public Art Project Manager consultant if necessary Southlake 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) Southlake Public Art Master Plan • Revised Draft 11/29/11 32 6E - 36 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, Southlake Arts Council review, and City Council 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 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 33 6E - 37 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 facade 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. I . 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. 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 34 6E - 38 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 DPS 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 Southlake Arts Council. Developer Approve selection. Southlake Arts Council Selected artist develops concept proposal. Artist Review and approve concept. Submit for review to Southlake Arts Council. Developer Review and recommend concept. Southlake Arts Council Review and approve concept. City Council Southlake Public Art Master Plan • Revised Draft 11/29/11 35 6E - 39 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. " 9 • 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 Artist Concepts for public art in private development • Approve gifts or donations of artworks • Approve developer agreements that include the provision of public art Southlake Arts Council "The Southlake Arts Council ... shall_ _. make recommendations to the City Council concerning matters relating to public art. "' • 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" • Advise the City Council on other matters related to public ark, 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 9 These recommendations supplement the roles and responsibilities outlined in Article IX, Section 2 -455. 10 Article IX, Section 2 -455. 11 Chapter 2, Article V, Division 6. Southlake Public Art Master Plan • Revised Draft 11/29/11 36 6E -40 • 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 Southlake 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 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 37 6E - 41 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 Southlake 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 38 6E -42 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? 12 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. 12 TIP Strategies, Southlake Economic Development and Tourism Strategy, nd., p. 68 Southlake Public Art Master Plan • Revised Draft 11/29/11 39 6E -43 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 40 6E - 44 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 Southlake 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 41 6E -45 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 42 6E -46 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 11/29/11 43 6E -47 APPENDICES Southlake Public Art Master Plan • Revised Draft 11/29/11 44 6E - 48 W ls� Q J H O V) • 2030 Vision, Goals &Objectives Adopted by City Council on November 17, 2009 Ordinance No. 960 CITY bf SOUTH'LAKE L9 Southlake Public Art Master Plan • Revised Draft 11/29/11 45 6E -49 SOUTHLAKE 2030 VISION STATEMENT sonlffiyake WAY continue to enhance Yes starus as a desirabye, a cme, safe, heaYfy and fis sound communiv7 wiiffi quaM7 neighborhoods, whyVe maintaining a high standard of Ywng, Yearning, shopping, working, recreation, and open spaces. Son6Y2ke '"W continue tO 15e 2 vyYbrAnt communY mgt epitomizes Yaotffi economic and env ronrnentaY sustapnab t?y. SOUTHLAKE 2030 GOALS & OBJECTIVES Gba k QkfiYY)�: ntnLymment Prornove gu 2Wf7 deveYopment Iffi2t is consrsitent wry Iffie ]Uib2n Design Py2n, weff maintained, atftc6ve, pedestriixnFend, safe, cownbures to an overakY sense of pike and meet the needs ofs TYbrant and terse communYtF. 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 11/29/11 46 6E - 50 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 balanced approach to growth and deveY®pment in order to preserve Iffie (CitF'9s 29se& (SchOOFS, Publyc s2 ems, and ccmpe6t ve edge in Iffie re On) and frs "Y 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. Southlake Public Art Master Plan • Revised Draft 11/29/11 47 6E - 51 D�_­VeYop an iinnovative mo Wq system dhat provides for dhe safe, convenient, elffcient movement ofpeopYe andgoods, rediEces traffic congestion, promo& -s ever and transporta6bn elrciencp and promotes expanded opportunities for cidiens to meet some fOudne reeds 67Wa iing Or biic7cYrng- 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 minimi 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 11/29/11 48 6E - 52 Objective 3.10 Obtain adequate right -of -way for future roadway corridors and improvements. Gbay 4 Parks, ReoreatVan and Q2en 54aoe Support a eomprehensroe integrarrcf parks, recreatVon and open space system for aff ages that creates V2Yue and preserves naturayassets ofiffie 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 11/29/11 49 6E - 53 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. Golly 5: PUB& Sife � EstmMsh and maintain pratec&ve measures andpolicies Est reduce danger, risk or ih*i , to properq and rn duals wfio lam, 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 11/29/11 50 6E - 54 GbaY 6 Economic Utndftment Creaee a dliversified, vibrant and susrzinabYe economy through fe ateracdon and support of business en&- rprpses and tourism meeting the vision and standarYs desired by City Yea tiers. 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. GmY Z Sust ainab fYY Encourage dhe eonserm6an, protec6bn, enhancement and proper management of Iffie na ruraY and buivt environment 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 11/29/11 51 6E - 55 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. Nan andprmde quaWty c®mmunit�F facN66es and seivices bat ef&&iYuk meet the seivce needs cfScutffiYake'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 11/29/11 52 6E - 56 FuW7 utvYize and coor yin2te wig the Cily�s W2PY P "Wens to 2ddress issues f2cing the area, Provide services and Faci des, proynote ' MyUntrerpsm, support events and progu and encourage economic growffi. 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. ' rough sound management and strategic investment, dlevelop, r,P ainrain, improve and operate pub c infrastructure that praynotes heal, safety and are enhanced qu ality- ofwfe for aly 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 11/29/11 53 6E - 57 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 11/29/11 54 Qo q W w A n 2 O % � � / � � 0 � � � � c g A A �. � � > � � � � mw U) � � � � � � 0 U) 4 — 0 � � � OLL $i �$ B} �a & ■ &� E: §� &} a} \qL qL f k k£ {� k\ \\ ƒ§ I` n LL \ « [ ro � � k ? LU } k K E } \ 3 �\ � J s § « § \ § � � � \ _ p = acnk ° 22 J f3 X2 41 6�2 e - 6E - 59 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.visiomorthtexas.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 11/29/11 56 6E - 60 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 11/29/11 57 6E - 61 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 11/29/11 58 6E - 62 • 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, Southlake 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 11/29/11 59 M W w y a i. O U 'C O 0 W y O �I ��� VII O U 0 .E2 0 N x Q Q O H � O >H a x a �-I cz cz cz > I� dw dw dw � cz Ct C/� d . . O y cz cz P. p �I I� N N W O u y O S"y r' Y CC �r Sti cz i a 22 y z r 7 0 V] W O � y cz O S u N cct O p C71 zz H I'D ct 40 cz 0 x U ct 'o 9 ct cz cz cz N g N cC ,c^Cr 0 c O cz O u P, W u o a> 5 °�' � z N � U � �� O W cC 0 N x Q Q O H � x a a �-I I� n � � cz Ct C/� d . . O y cz P. p �I I� N N W O u y O i a 22 y z It 0 V] W O � y cz O S u N cct O p C71 zz H 0 N \V , W W ^C �U y O CC E O U ICI w � Y O cz w A Jy U LL L� O / O l./ i.4 L � L L� cz V i.4 r U cz U by N � 0 N vi ' cz O > M 00 Y O O U 7-r u u 7j 4r 7 U 0 � b b ^ O Y 7� y 5 Q-I W ct u 0 cz ct � F�1 N C N �r cC O n N 0 O 0 ct L bQ �bD cz cz c b CZ U �-+ U ct bb Q �� �'^ 0 - ct .U+ U CZ cz �. � � O oc cz Q Y yZ O cq z o�� a 0 zo-cz�o Y T O z xz� zz 3 �U y O 4 � VII O U I ..�..yy lV a . 0 �a y 0 i. O U O cz cz x 0 w A Jy U LL L� O i.4 L � L L� �.y i.4 U U 7 U bb bb bb u 0 ct � F�1 cC O n N O' ct L bQ �bD CC U N O U �-+ U > y N U w .U+ U CZ cz �. z o�� a 0 zo-cz�o Y z xz� y o cz cz x 0 m W w cz cz PH N ,1 O SAP, U E� O C7 x a x a U U S. U O A O r� 4-y cC G' O CC O ct U .� N cz o P. V 15 y D O N p� cC P. s v U V U � w Py Py cz cz PH N ,1 O 6E - 66 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 11/29/11 63 ti W w H O O ^ V w ^ O W W Q N cz cz . ni N O H O x cz cz cz cz d d d d cz cz > cz y z> cz v� dQ dQ dQ dQ I cz 5 U C Q 0 O Sti S cz 0 y� 3 4. U cz �, Y U U U u cz N ~ O N CZ N N cz 2 A U N U N O 0 � � � � N bb u { i - � - -� { i - � - -� 4r { i - � - -� { i - � - -� }ice- C �! -� O Z cz cz by a �--� Ct H H H O H H - --i N U Li O y s' O O ' O � .�'r O � cC cz bb � . 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Y cz P. bq L ' V] CC N U CC O O {-y c cz ni U �I Q tG W w v� v� v� v� Q Q ✓� c c C� d O' U U U U U cC cC cC cC cC d Q a Q a Q d Q a Q r0 U ,si ¢� cC C r ° S a o 3 U ° cz ct F3 bD ct cz l u ct I o P° c t ° U -a U a c u t U a y cz � z ct a a w o° u cz ct U 4r . IS N w ct Q ° cz P, U c ct ni U cz cz �I 0 0 ti w w Q 4� 4� � � � c c c c cz a a a a a cC> cC > cC > cC > cC > a a a a a 7j cz cz cz O O O O b Pr j Pr Pr Pr bb N cz 4 . � . . . � cC " � U r' a cd cz cz P° a ° U'�3 ° U' ° ' Ct Puo °- Cu cz ct y, G' 0 Py O '�= m O CZ u o cz cz "a U bq 4 N cz � cz c z cz ct ON 0 U O cz cz a4 > �� o�� u4°. v5 w c7 w w w w N TMI ti LU w o0 w H .a cc N x 0 U I I vi C d a O . RS N C U Q a) U E E N O U r� O � cz VI C (6 U O O Q d RS N � s +� cz E ° a O c a) II o cz d Q -a a� Y E.o N "—' O > 75 a� aUi *' 0 P� a � O 0 c C p nz O a) m E O a) a 41 r ca 0 U 4� O Q +' C7 RS CL 0 E c U 3 c O bD ° o o cz > - a �Z U 4-i cz - P 0� o m o o C vii — (6 s N X - U � a) U c .4-J .— F __ s U Q Sti Sti O �--� U vi cC 7 U U O bo E' U ,O21r c L O O C 4 �, O L O a � W c6 .N O t w E s~ W L s O O U 4-+ 7 O CZ cz ct O a) E E a U- !? U _ ' C E O OU Q 11 E . C > - Q '-+ 11 C CL i + CA a) O L U II }' (n C� U p a) - a O U 4 � s U t II 'a O O CA 4- eC U (D a) N • � � H O' A � o0 w H .a cc N x 0 I I vi C a O . RS N C a) U E E O U O � VI C (6 U O O Q RS N � s +� cz E ° a O c a) II o a� E.o N "—' O > a� aUi *' 0 P� a � O 0 c C p nz O a) m E a) a 41 r ca U 4� O Q +' C7 RS CL 0 E O m O O > C N ED f �� OM - a +- +' O U ON a) c% N O vii — (6 s N X - U � a) U c .4-J .— F __ s U Q U O bo E' $ E z - a c L O O C 4 �, O L O a � W c6 .N O c E s~ W L s O O U 4-+ 7 O CZ s a) E E a U- !? U _ ' C E O OU Q 11 E . C > - Q '-+ 11 C CL i + CA a) O L U II }' (n C� U p a) - a O U c O ,n O s U t II 'a O O CA 4- eC U (D a) N • � � H O' A � R Q O Z E E 'to ,O QJ W J a _ T O U a OC '� ar OC Z (7 of > > a o0 w H .a cc N x 0 6E - 72 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 11/29/11 69 6E - 73 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 11/29/11 70