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Study Session - Next Steps for Civic Center/Library Master Plan" a~ MEETING DATE: 05-0I-06 STUDY SESSION t !as cA~~y COUNCIL AGENDA REPORT DATE: APRIL 27, 2006 TO: MAYOR AND TOWN COUNCIL FROM: DEBRA J. FIGONE, TOWN MANAGER SUBJECT: STUDY SESSION ON OPERATIONAL PLAN, SPACE PROGRAM, AND NEXT STEPS FOR CIVIC CENTER/LIBRARY MASTER PLAN RECOMMENDATION: 1. Provide feedback on the Operational Plan and Space Program and accept Operational Plan and Space Program as warking documents to continue' developing the Civic Center/Library Master Plan. 2. Provide feedback on the proposed next steps for completing the Civic Center/Library Master Plan. BACKGROUND: On April 15, 2002, the Town Council adopted a resolution authorizing the Town Manager to execute an agreement with Anderson Brule Architects (ABA) to serve as consultants in the development of a strategic Master Plan for the Los Gatos Civic Center and Library. The Council also approved the services and deliverables to be provided by ABA in three phases. A Council sub-committee, currently comprised of Mayor McNutt and Vice Mayor Pirzynski, has been in place throughout the inaster plarining process. The sub-committee has provided input and feedback to staff on process steps, coiumunity involvement, and milestones and schedule. The first phase was the development of the Master Plan process and the development of a Town Service Assessment, which the Council accepted on October 7, 2002 as a working document to continue developing the Master Plan. The second phase includes an Operational Plan and a Space Program, which are the presented for discussion as part of this study session. The third phase is the development of Site Options and Master Plan Concepts, including cost models, financing and finding strategies, and a phasing plan.. PREPARED BY: PAMELA S. JACOBS , ~ -4 ASSISTANT TOWN MANAGER Reviewed by: Assistant Town Manager own Attorney .......W, Clerk Administrator~Finance Community Development PAGE 2 MAYOR AND 'I"OWN COUNCIL SUBJECT: STUDY SESSION ON OPERATIONAL PLAN, SPACE PROGRAM AND NEXT STEPS FOR CIVIC CENTERI1,II3RARY MASTER PLAN APRIL 27, 2006 An analysis of the existing conditions of Civic Center facilities, comprised of Town Hall, the Neighborhood Center, and the corporation yard, was also a part of the Master Plan process. Council discussed the existing conditions analysis on January 6,200' . Based on the findings in the analysis of existing conditions, Council directed that a preliminary structural investigation be conducted to gain further information regarding Civic Center facilities. On March 3, 2003, the Council approved an amendment to the agreement with ABA to conduct the preliminary structural investigation. The investigation provided baseline information about the structural condition of the facilities which will be used in the development of conceptual cost estimates for any necessary structural upgrades associated with the Master Plan. In the fall of 2003, the Master Plan project was put on bold dire to the fiscal situation associated with the local economy and the actions of the State goverrunent, requiring staff to focus on meeting the budget challenge over the next two years. In .February, 2005, the Council approved proceeding with the development of the Master Plan. High priority projects and issizes delayed progress on the Master Plan until early this year, when work on phase Il resumed. This study session presents the products of phase II, the Operational Plan and Space Program, for Council feedback and acceptance. It also presents for Council feedback the proposed next steps to complete phase 111, the Site Options and Master Plan concepts. DISCUSSION: Phase H: Operational Plan and Space Program PgMose of the Operational Plan and Proorgm The Operational Plan and Space Program are the second mad third building blocks for the Civic CenterlLibrary Master Plan (Master Plan). This phase builds upon the Town Service Asscssinent, which describes the vision for service delivery for the Civic Center and library based on input of the Council, customers, the community, employees and other stakeholders. The Service Assessment identified key themes and service issues for achieving the vision for these facilities. The following diagram positions the three building blocks of the master plan process in context of one another: WHAT services we deliver - HOW we deliver services WHERE we deliver services Town Service Assessment Operational Plan Space Program PAGE 3 MAYOR A D TWA' COL_ CIT_ SUBJECT: STUDY SESSION ON OPERATIONAL PLAN, SPACE PROGRAM A_-N-D NEXT STEPS FOR CIVIC CENTEPULIBR _RY TXLNSTER PLAN APRIL 27. 2006 As the diagram notes, the Operational Plan describes how we can deliver services to achieve the vision set forth in the Town Service Assessment. The Space Program identifies the space needs to deliver services to meet the vision. These building blocks inform the Site Options and Master Plan concepts yet to be developed. It is important to note that the product of this process is a plan for locating, ftu€ding and phasing services that meet the need of the conimunity. The product will not provide architecture or building design. Further design detail and architecture would be undertaken as a result of the Master Plan process as Council direction is given and next steps are funded. HipyWiQhts of the Operational Plan The Operational Plan identifies operational issues and opportunities associated with deliverin,a the Tmvri's core sen~ices to achieve the Vision. specifically addressing the key themes and service issues discussed in the Serf' ice Assessment. 1'o~xn staff played a principal role in identifying the operational issues and options associated with the key themes. The majority of issues identified are related to space constraints which are addressed by the Space Program: however, organizational issues and options emerged in the following town-wide and departmental /service areas, which are discussed in more detail in the Operational Plan: Provide an easily identifiable and accessible central point of access to knowledgeable staff and adjacent access to on-line services, pliones and meeting area. ■ Provide decentralized service points where needed, such as a one-stop development services center, library information center, and other points as necessary pursuant to site configuration in the final Master Plan_ Integrate information across departments/services and centralize management of this information to provide a comprehensive knowledge base regarding To- n services and referral system. ■ Provide accessible, flexible and teclinologie.ally-equipped spaces for communit' and staff to meet. celebrate, and learn. This issue needs to be addressed primarily through the space program due to limited existing space. ■ Continue to partner tiizth other organizations to leverage resources, enhance or expand sen ices. and connect to the broader community. 31 Address operational issues in individual departments through these to An-w-ide approaches, the Space Program, and process improvement as needed. Highlights of the Space Program The Space Program defines the space, technical and functional requirements for the Civic Center based upon the Operational Plan. The current space for each department/service PAGE 4 MAYOR AND TOW\ COUNCIL SUBJECT: STUDY SESSION ONN OPERATIONAL PLAN, SPACE PROGRAiA .~\_D NEXT STEPS FOR CHIC CENTER/LIBRARY MASTER PLAN APRIL 27. 2006 was assessed, and gaps were identified in the ability to deliver service due to space constraints. Interviews 1AIth staff, as well as onsite tours; contributed to the development of the proposed space requirements. The consultants used their expertise to translate the operational needs into work modes (workspace square footage and configuration necessary to accoir4iiodate different functions and tasks); strategies for space flexibility;_adjacency diagrains (the required location of functions relative to each other); support space ratios; and future growth requirements. In addition to "core" space., "optional" space is identified. Optional space is space that is not necessary for immediate functions, but may provide enhanced efficiency or services that may be desirable at the time the Master plan is implemented. The space program summary includes the recommended square feet for each - department/service area, as well as for shared services and public space such as meeting spaces. The space configuration and square footage appearing in the space program summary are backed by very detailed information related to industry standard, work modes, and specific space requirements. This information is not included in the attachment due to the large voliune and detailed nature of the document, which does not need to be reviewed at this time. It is important to note that the space program is a dynamic document that will change over time as services, staff size, and priorities change. Ultimately, site capacity and availability, costs and funduig will drive the specific space program to be undertaken. Given this, the overall guiding principles are snore critical than the specific details of the space program at this time. Next Steps: Phase [[I Following Council feedback on and acceptance of the operational plan and space program, the Town is positioned to proceed to Phase III, the development of site options and Master Plan concepts, which is the "creative" and exciting part of this process. `1 he Council sub-committee has provided input into the next steps and into the proposed site planning scenarios discussed below. The first step recommended is a "design charrette" which develops options for situating the spaces on the Ci\7c Center site. Design Charret€e A charrette is a collaborative planning process that brings together the ideas of stakeholders to create a feasible plan- Staff recommends including the Executive Team and select program staff, and community members (one representative from each of the Town's key commissions and a representative from Los Gatos-Saratoga Recreation and the Chamber of Commerce) in the charrette. PAGE 5 MAYOR AND TOWN COUNCIL. SUBJECT: STUDY SESSION ON OPERATIONAL PLAN, SPACE PROGR _%,1 AND NTEXT STEPS FOR CIVIC CENTER/LIBRARY MASTER PLAN APRIL 27.2005 The charrette wou''d be held on-site- over a six-hour period, using the following approach: Small teams would develop ideas, opportunities and constraints for one of four site planning scenarios A facilitated dialogue with the entire group would follow to generate shared understanding and alignment toward the more viable scenarios Small teams would refine the viable scenarios to provide the information necessary to determine which scenarios should be further explored by the consultant team and then shared with the Council and community All teams would operate within the following initial parameters: 1. A key principle of the Master Plan is that the Civic Center becomes the heart of the community 2. Pageant grounds are protected 3. Heritage trees are protected 4. A complete demolition of the existing Town Hall is not anticipated Each team would develop a site option according to one of the following four scenarios: Scenario 1 Re-use all three existing pods and the Neighborhood Center Do not site uses on the Recreation property across Main, but incorporate all other property adjacent to the site that is owned by the Town (not necessary to re-use the homes) Assume that all current departments will stay on site Assume that new structures can be added (a fourth pod, etc.) in order to accommodate additional program Scenario 2 Same as above but assume Police services are located off-site PAGE 6 MAYOR AND TOWN COUNCIL SUBJECT: STUDY SESSION ON OPERATIONAL PLAN, SPACE PROGRAM AND NEXT STEPS FOR CIVIC CENTER/LIBRARY MASTER PLAN APRIL 27, 2006 Scenario 3 Use all property adjacent to the site that is owned by the Town, including the Recreation property Assume that all current departments will stay on site Assume that the Neighborhood Center is not reused and the property is available to the Town for development Assume that at least two pods are reused Assume that new structures can be added in order to accommodate additional program Scenario 4 Same as above but assume Police services are off site Council and ComLn ty Tnpiat Based on the information generated in the design charrette, staff and the consultants will bring forward up to four site options for Council and community input. These will be presented first in a Council study session, followed by a second "community forum" to enable more members of the community to provide input. The consultants will facilitate a dialogue, first among Council members in the study session and then among community members in the forum, for the purpose of narrowing site options to one preferred option. The consultants will refine the preferred site option to bring forward to the Council along with preliminary cost information. With Council concurrence on the site option, the consultants will develop the Master Plan concepts iinciuding cost models, fiscal analysis, financing and funding strategies, and a phasing plan. The targeted tirneframe for bringing forward the Master Plan is Fall, 2006. CONCLUSION. The purpose of the May 1, 2006 Study Session is for Council. to become re-oriented to the Master Plan process and to provide feedback on and accept the Operational Plan and Space Program, completing Phase 11 of the Civic CentcrlLibrary Master Plan. Staff is also seeking Council feedback and concurrence on the next steps for completing Phase III of the Master Plan, which includes the implementation of a design charrette, Council and community input, and development of master plan concepts. Staff will continue to consult with the sub-cornrnittee prior to bringing forward information for Council feedback and direction. PAGE 7 MAYOR AND TOWN COUNCIL SUBJECT: STUDY SESSION ON OPERATIONAI. PLAN, SPACE PROGRAM 4ND NEXT STEPS FOR CIVIC CENNTERILIBRARY MASTER PLAN APRIL 27, 2006 ENVIRON-MENTAL ASSESSMENT: Is not a project defined under CEQA, and no further action is required. FISCAL VYIPACT: Funds for completion of Phase III of the Civic CenterlLibran, Master Plan as originally proposed and scoped are included in the FY 2005-10 Capital Improvement Plan. Any additional work which may be needed during or as a result of the Master Plan process will require additional funding. Attaclunents: 1. Strategic Operational Plan for Civic Center/Library Master Plan 2. Space Program for Civic Ccnter,rLibrary Master Plan Less Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Strategic Operational Plan. Y y y; Town of Los Gatos California Strategic Operational Plan Review Draft - Working Document April 21, 2006 000 A N, D h R S 0 1 S R U L, t A R C H S r 6 C T S ATTACHMENT I Page 1 DRAFT April 21, 2306 Los Gatos Civic --en?er and Library Strategic Master Plan Town et Los Gatos, California Strategic C~pra`ional Plan ' Section Pagc A. Introduction.. 2 I . Context and Key Concepts 2. Purpose of the Document 3. Process Overview 4. Role and Vision of the Civic Center and Library B. Operational Plan..... - 1. Framework a. Service Population Projection b. Staffing Projections 2. Interdepartmental Town-Wide Service Delivery Approaches a. Customer Service Centers b. Centralized Information and Referral c. Staff and Community Meeting and Event Spaces d. Partnering to Provide Services 3. Departmental Services and Operations C. Next Steps in the Planning Process .......25 D. Appendix 1. B nchmarking Analysis .......26 2. Potential Partner Information .......31 ?oge l DRAFT Ap~i! 21, 2X6 Los Gatos Civic Center and Ubrory Strategic Master Plan Town of Los Gatos, California Strategic Operational Plan .Context:aad Key Concepts The Town of Los Gatos seeks to develop a strategic master plan that will describe the long-term needs of the community for civic and library services, as well as define the facilities necessary to accommodate those creeds. This plamling effort, which began in Spring, 2002, is scheduled for completion in 2006. The strategic master plan includes the review of the existing Civic Center, Library, Neighborhood Center, and the R.J. Bryant Service Center. Purpose of this Doicvrnent -Strategic Operational Plan: Strategic Operational Plan The purpose of this document is to illustrate a strategic operational plan, which describes hove services can be delivered to achieve the role and vision identified in the Service Assessment. Factors affecting current and future operations include projections for future growth and change in both service area population and staff. The operational plan presents service delivery approaches based on information gathered in the Service Assessment. This document will serve as a working guide for the remaining strategic master planning effort. These concepts are specifically relevant to development of the space program, which will define the qualitative and quantitative spatial requirements for implementation of the strategic operational plan. Master Plan At completion, the master plan will include the service assessment, operational plan and space programs, as well as site options for configuration of space requirements, cast models associated with improvements or new construction (if necessary to meet the needs), financing and funding strategies, and a phasing plan. These options could include current or fixture new or improved facilities, or may simply identify more effective use of the existing facilities. With this information, the Town Council will be able to make the necessary decisions regarding any improvements to services or facilities that will serve the Town today and in the future. Process Overview. This process focuses on understanding the service delivery needs of t1-ie community and customers now and in the future. Three fundamental questions are asked: a What services are needed? d How will they be delivered? p Where will they be provided? The Town Service Assessment (current Working Document dated October 2, 2002) evolved from various public and staff outreach efforts to define the "what services are needed" question. This Strategic Operational Plan will define "how services will be delivered." The next steps in the process, beyond this operational planning and space programming effort, includes development Page 2 DRAFT Aprd 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan _ Town o Los Gatos, California Strategic Operational Plan Process Overview of site building options, which will define "where the service will be provided." Each part of the process builds upon information developed earlier. Concurrent to the effort described, above, are assessments and analysis of the existing facilities and sites. A Core Team_ which includes staff from the Town of Los Gatos and the consultant team, is responsible for the design and maoagement of the s-irategic master planning process. Community Advisory Committee. comprised cf Board and Commission, School District, Libral and Community representatives, is working with the Core Team at an advisory level and in advocating community participation in the planning process. Please refer to the appendix for process participants and an outreach-meeting schedule. Three focus Groups were held with customers and stakeholders to explore the:r perception of how services could be delivered in a manner that most met their needs. A community forum was held to engage the community in dialogue about their service needs and their concepts for interaction with Town government. Five cross-functional workshops were held with staff representatives of all departments, as well as the executive team, to explore ideas and solutions regarding changes in wort: process and flow to implement the concepts in the service assessment. A workshop was held with library staff to explore service approaches based upon community input and evolving the role of the library in the community, The Community Advisory Com:riittee and staff attended a day long benchmarking tour of regional Civic Center Facilities that would provide relevant information regarding the planning piocess and the actual spaces that were developed. Teur participants were able to ask staff frorn the cities visited to share their lessons learned for applicability to this planning process. The analysis of this benchmarking tour is included in Appendix 1. Role and Vision of the Civic Center and Library The Service Assessment describes a service-oriented role and vision for the Civic Center and Library developed through ortreac--h to the community and staff; and represents the community's voice regarding priorities for Civic Center ser ices. The seven key concepts that drive operational planning are- 1. Continue to provide personalized services to the community, including residents; businesses and visitors, through a small towill service model. 2. Provide coordinated and comprehensive access to information about Town services 3. Ensure accessibility' and convenience of services 1. Utilize available and emerging technologies to extend and enhance individual interaction ith the Town through options for self-service and extended hours ?aye 3 DAFT April 2i, 2-X6 Los Gatos Civ;c Center and Library Strategic Master Plan Tcwn of Los Gatos, Californ a Strategic Daeratior-al plan re i Role and Vision of the Civic Center and Library 5. Provide space for community and staff meetings, dialogue, gathering celebration, learning and reflection b. Provide access to greater resources and opportunities for learning, development and entwainment for all ages through programs, services, and materials 7. Partner with other public, private and non-profit organizations to j extend and leverage resources and enhance services The key Findings in the service assessment are foundational to the service approaches and strategic operational plans proposed within this document. The service delivery approaches and strategic operational plans are desiamd to enhance or improve customer service at a to' n-wide level, and can only, be accomplished through interdepartmental coordination and town managernent's leadership. The implementation of these approaches will depend considerable on the use of technology and must he coordinated with the information Technolo5- Strategic Planning effort. G Ogee 4 DAFT April 21. 2006 Los Gatos Civic Center and Library Strategic. Master Plan Town of Los Gatos, California 'ter L° t \w? ~ ~ F Strategic Operational Plan Tiitroductnoli This section focuses on operational parameters that are factors affecting curretrt and future operations. These include projections for future groAIlh and change in both service area population and staff, as well as an evolution of current service delivery approaches based on inforrnatiorh gathered in the Service Assessment. A service population projection is included, based on demographic information acid an analysis of the community from dialogue within forums, focus groups and staff workshops. Current core services are described, as well as potential new services and operational issues that are not associated with information technology or current space constraints. Information technology issues are being addressed iii the Information Technology Strategic, Planning process; and operational issues caused by current space constraints and utilization are addressed in the space programming process. Staffing projections are estimated, based upon a series of assumptions regarding service population and services, as well as the potential for evolution of service delivery approaches focused on achieving greater efficiency and effectiveness in work processes. Four interdepartmental service delivery approaches are identified. Each includes an outline that defines process and physical strategies for development and implementation of the service delivery approach. Oftrational T+rapiewori Service Population Projection The Service Population projection includes both quantitative and qualitative overviews of the community being served today, as well as how it may change in the future. This information is foundational to growth and adaptive re use strategies - services, operations (and space) focused now and in the near future at current target audiences may need to shift their focus or rase over time. The Town of Los Gatos will experience an approximate 10% increase in both population and number of households through the year 2025, to 32,500 and 13,360, respectively. Planning, development and infrastructure-oriented services will continue to be a focus for the Town, which strives to maintain its culture and character. Community and library services are increasing in demand, with coordination and partnering with other service providers a key issue. Marketing the services available currently, as well as enhancing or expanding programs and resources will be critical to meeting the community needs and desires. Factors affecting P41ice services will include ongoing community policing efforts as well as the regional, national and international collaborations that are placing more demands on local police. Page 5 DRAFT APO 2!, 2006 Los Gatos Civic Cenfer and Library Strategic Master Plan Town of Los Gatos, California r Strategic Operational Finn Operational Tramewor . From staff workshops and community outreach, it is clear that service expectations vary amongst the residents of the Town. Diverse expectations exist, and continue to change over tirne, and operational approaches need to evolve to both manage expectations and create conditions for more effective efficient service delivery. As these approaches. are developed and implemented, the town will heed to continue to ensure that all parrs of the cornnYUnity feel supported. The Association of Bay Area Governments, in their publication Projections 2002, has generated a regional perspective of the future that should be applicable to Los Gatos. Their key findings: A large number of women will pass tlzrough their childbearing years during the forecast period through 2025. ABAG expects to see an increase in the number of school-age children until about 2020. By 2025, the number of school-age children will have declined from its peak, although the total will still exceed the number in 2000 by 8, 8%. u Moderate population growth and higher labor force participation on the part of both men and women will contribute to an additional 1.1 million persons added to the labor force between 2000 and 2025 in the Bay Area. Additionaily, an increase is expected in the oven-65 age group. The expected increase in job participation by older individuals is primarily due to the high cost of living in this region, long-term improvements in the health of the population, mid changes in occupations that will reduce the physical demands of work. Los Gatos may or may not experience the average for the Bay Area, but the indicators are that the younger generations will increase, the middle generation will decline in number, and the older generations will (regionally) increase significantly. The potential impact to Civic CeLater and Library services and operations could include: A continued demand for youth services, to melt€de programs, activities and resources through 2020 A continued focus oil adult services and parenting, with a marginal decrease in this population through 2020 j Continued demand for senior services, which should address the potential that people may be working at jobs longer than is the current norm 'I'he population distribution across age groups for Los Gatos may or may not reflect the larger region for a nu3nber of reasons: Currently, some longer term residents are taking advantage of the current housing market to "cash in" and leave the area Younger adults and families are purchasing this available housing stock and clanging the demographic dynamic of neighborhoods Tliese families are less likely to exhibit the tendencies of aul- current geareratians to stay in one place, causing a greater degree of churn in the demographics of the community Page 6 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Strategic Operational plan m;i ! ~_;E k ' Y i.Z M5 „.Operational Framework Staffing Projections Tice 2005/2006 full time equivalent employees (FTE) for all town departments are 160.50 PTE. Please refer to the Town of Los Gatos Operating and Capital Budget for Fiscal Year July 1, 2005 to June 34, 2006 for classifications and departmental staff allocations. It would be prudent, for planning efforts, to assume that staff may increase relative to population and number of households at 10% through 2025. The total FTE that should be accommodated within this strategic operational plan should be 176.60 FTE, The space program document should identify for and provide this potential friture growth ii staff. Many of the Town departments utilize hourlyltemporary staffi ng to accomplish work throughout the fiscal year, although not all temporary staff is on-site at the same time. in 2005106, hourly/temporary staffing was budget at 24,530 hours for an approximate 11.79 FTE. A 14 % increase through 2025 would require strategic plan accommodation for hourly/temporary staffing of 12.99 FTE. The following table will be updated along with the proposed _2006i 2007 Proposed Budget. Temporary Staff Hours Town Council.... .............................175 Town Manager .............................325 Police .......2,600 Parks & Pubiic Works ....7,332 Community Services ..........................2,502 Library ..11,596 24,530 The space programming process will address the deployment of hourly/temporary staff across departments and the time-periods over which they work, culminating in an understanding of the type and number of workspaces necessary to accommodate these staff. Page 7 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Moster Plan Town of Los Gatos, California 5trcategic Operationai Plan Service Delivery Approaches - Interdepartmental Town-ride Services and Operations Service delivery approaches have been identified to position the Town to achieve the community's vision for Civic Center services. Beyond the services provided by any individual department, there are town- 'Wide service delivery approaches that may serve to meet the needs defined in the assessment- These approaches affect ail depamnents at one level or another, and can serve to create the perception of one cohesive organization to customers and the community. Four interdepartmental service delivery approaches are defined in this section: Customer Service Centers Centralized Information and Referral Staff and Community Meeting and Event Spaces Partnering to Provide Services An introduction to each of the proposed approaches is provided below, which includes how the service approach will support the role and vision of the Civic Center. Goals for design, development and implementation of each approach are included, which directly relate to the information developed within the service assessment. An outline of both process and physical options or strategies for realizing each approach is also included. Process Options focus on providing improvements through actions such as the development of new policies and pt-ocedures, standards, techniques or tools, and the reallocation of existing; Staff or new staff to improve services, etc. Physical Options focus on providing improvements through physical changes such as reconfiguration of workspace, the addition of needed space or elements, or the reconfiguration or addition of infrastructure to improve services, either interior or exterior. The future desired services of the community have been identified in the Town Service Assessment, and the Strategic Operational Plan defines "how" the Town could deliver those services to respond to both the community's needs and other key findings. It is essential to develop an understanding of the Town's priorities for service, balanced with the available resources to accomplish the necessary improvements or enhancements. This plan serves as a longterm strategic plain to provide the Town with a road neap or action plan to meet the future needs of the community. These decisions will then guide the development of the Space Program document and the N•laster Plan Concepts- Customer Service Centers Introduction ?ace 3 As established in the Service Assessment, the Civic Center and Library need to be accessible. ~Nrelcotnine and convenient to all customers. Customers would like to have easy access to a central reception area where assistance and DRA=T April 21, 2X6 I_as Gatos Civic Center and Ubrary Strategic Master Plan Town of Los Goos, California S#:'jL~I Customibr Service Centers directions are available at the first point of contact- Strategic Operational Plan There are many aspects of the current design of the, Civic Center and Library that are very appealing to the Town's community, but two consistent issues have been the lack of clarity of where to go and how to get there, and lack of physical accessibility when the customer is seeking the Town's services The original design of the Civic Center, which included the Library, focused on several key concepts that create its architectural layout. a One of the concepts was to create the appearance of physically separate facilities and entries for each of the departmentshuses, with a subterranean departmental connection tl-uough hallways that are not visible when approaching the building, In essence, a sirigle larger building appears to be many smaller buildings. A second was to build a majority of the building below grade, to lower its height and reduce its mass, which was effective in making the building feel intimate and subordinate to its beautiful surroundings. A third concept was to create an external and internal central point of connection for each of the architectural "pods." From the exterior, the plaza, with the large central fountain, connects the pods and internally below grade, it is the council charnbers. The access to each of these areas is from split-level stairs that either take you from natural grade to a half level up or down, depending on your destination. Architecture has always affected the degree to which spaces support the operations of an organization.. One of the operational effects of the design is decentralized customer service counters, where departrrrents are in separate architectural pods and have separate access and entry From the exterior. Each department has an individual customer seivice counter with a reception/waiting area, or IFr the Library's case a circulation desk- The Council Chamber is designed on the same principle, with a separate entry and lobby, but does not have access to staff or a customer service desk, which inay confuse visitors and provides little staff oversight of public use of the space. As the Town's staff has grown, internal spaces have been reconfigured and spaces that were once for public circulation are used for staff areas. Some of the spaces originally designed for reception and waiting are smaller, less pleasant and less fiinctional than in the original layout. If customers go to the wrong counter or building for their service needs, they are directed to the right j department, but the only way to access the department is by going back nutside. Depending on where they are going; this might mean across the plaza., or down the stairs, or across the parking lot or in some cases to another location (if they need services that are currently at the R. J, Bryant Service Center). Page 9 - DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Galos, Californio Strategic Operational Plan C~stvxnex Ser~+ice'Ceziters Witi the existing split-level architecture, physical access is very challe'rging. Elevators located at the Neighborhood Center and the Library are difficult to find and challenging to use. The main lobby of rite council chambers is often locked and inaccessible because there is -to staff oversight of this area and no way to control it securely. Therefore, another operational effect of the design is customer frustration, since it is not clear where and how to access Town services and access is challenging, especially for those with special creeds. Conclusion r A cer.rtralind customer service center is desirable to meet the creeds of the Civic Center customer. Space allocation, internal circulation, service points arid counters areas will need to be programmed to support both central reception and decentralized service points The first point of contact for the customer must be able to uncover and defmc the key question(s) or service need(s) of the customer, therefore the staff person(s) who provides this function must have a high degree of knowledge of services on an organizational level to be effective U'ff site services could be represented at the Custoiraer Service Center but would require training an-site staff for these departments/services Greater interdepartmental knowledge of process and methodology needs to be established to ensure that the interaction with clip- cornmurrity is consistent and efficient Shared knowledge-bases designed to capture issues and their resolution for later reference and retrieval by staff and potentially the cornrnunity will provide opportunities for staff and the public to resolve issues more quickly Educating the customer and community about the services available, as well as the processes associated with doing business with the town government, should be a high priority. This will require documentation of processes, which will also contribute to consistency in ir~splerr€erttatian and service delivery trcethodologies Current access, signage and way finding within the existing Civic Center must be significantly improved to meet customers' needs. Vision The vision for Custorner Service Centers for the Town of Los Gatos is to provide an easily identifiable and accessible central point of access to personal, friendly, and knowledgeable staff, so that an individual's interaction with the Town Bove -nment will be positive, effective and thorough. Goals Easily identifiable central entry that is accessible Reflection of the culture and character of a the "small town service mode'" described in the Service Assessment j Central reception area that is welcoming and comfortable, where visitors and customers can be directed to decentralized service points. This should be the physical service point at winch the service delivery approach "Centralized Information and Referral" is located Page 10 - - DRAFT Aprii 21, 2006 Los Gotcs Civic Center and L'I✓rary Strategic Master Plar.. Town of Los Ga os. Cal;lornia 4 St-o'egic Operctioncl F'a^ Customer Service Centers n E Immediate access to personal service through friendly, knevyIed;eable staff Assistance in defining service need(s) with response or referral to an appropriate staff person(s) ° Access to community wide irtformatioll, programs and events Adjacent access to on-line services or phonies Decentralized service points with knowledgeable staff and. access to information a One-stop development services center Adjacent access to a meeting area if transactions are more in- depth or confidential - Library, Police, Community' Services; erc. as necessary sn development of site options Strategic Operational Plan The following actions should be considered in development of customer service centers for the Town of Los Gatos. Decisions will need to be made in both the space programming and site options development of the Civic Centcr and Library Strategic Master Plan to ensure chat the goals, outlined above, are achieved relative to a cost-benefit analysis associated with investment in i mprovements. °age 11 C. Process Options A. Develop a Customer Service Plan, which may include the following steps: I. "frank and analyze customer service needs at current point of contact with staff (face-to-face, phone, on-line) 2. Continue development of customer service goals and principles 3. Identify methods for customer self-service 4. Develop stafng model to meet Customer Service Plan including central customer service as provided now by Clerk Department, one-stop development shop and decentralized customer service options 5. Continue implementation of CLISWmer Service training prooram to meet Customer Service Plan b. Integrate Centralized Information and Referral services for both staff and the public. H. Physical Options or Strategies A. Develop space requirements for appropriate areas that nlay be included in the Program document and site options: 1. A single point of entry with a ,velconning and comfortab:e central receptionAvaiting, area 2. A Central Customer Service Center, with a counter space Easily accessible to the public, that provides access to customer service staff DRA.F Api; 21. 2)06 Los Gatos Civic Center and Library Strategic Master P':ar: Town of Los Gatos, California 5trategic Operational Plan Custo'Mer. Service Centers - I Meeting rooms/areas for privatelcoifidential conversations with staff/public that is accessible from reception area. 4. An area adjacent to the Customer Service Center for computer(s) acid phone(s) that would allow t11e cristoaer access to on-line Town services a) Create public computer terminals for self-service within Civic Center and strategically located within the Library b} Create public phone access to direct link to Town services, both on site and off accessible from Central Service Center 5. A community bulletin board/screen that provides timely, accurate and coordinated community wide information, programs and events a) Provide exterior area for community bulletin board or electronic information kiosk(s) that is coordinated with Central Service Center and are visible froni lot and/or public street(s) parkin, 5. Exterior ramps and/or liftlelevatcr to access Customer Service Center and other Civic Center functions 7. Create internal access to public restroonis S. Create internal access to departmail#slservices whenever possible that are logical and intuitive to the customers/Staff. 9, Decentralized Service Centers a) A Development Services Center, -where GLl5toi71Er5 Have access to development oriented information and staff in one location b) A separate Library space program will be developed to meet the specific customer service needs of the Library c) Community Services, Police, etc. may need their own service paints dependent upon their physical relationship to the Central Service Center. B. Cre atehin prove signage program for exterior and interior of the Town facilities Centralized lrzf4r.m.ation aud-Referral.. Introduction Excellent customer service has always been a cornmitment of the Town of Los Gatos' staff. Key to developing an operational plan that is forward thinking, and able to expand with the changing demands of the community , will be tine developineiit of a clear, easily accessible and effective central source of information for staff and customers who visit the town in person, call by phone or search on-line. This would include an enhanced ability for the Town to provide referral services to other information, services, programs and events Page 12 DRAFT Apni' 21. 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California strategic Operational Plan oa (;eiitralrz~cl ItrforirrYatinn a~cl=Referral that are available in the Town through other service providers and pat-bier organizations. The Service Assessment identified personalized service as an important gLlahty of the way that the Town currently delivers service. This is b ighly valued aiad appreciated by the community. In order to maintain a high level of custoixrer service, while expanding services, it will be important to develop ways to leverage staff resources to provide these services. Key concepts for achieving this are to: increase access to information; increase use of shared databases; improve ability for customers to use self-service concepts; strearnfine processes; develop more efficient adjacencies to resources needed when accomplishing tasks; and to establish policies and procedures to assist in the prioritization of service responses. The Town will need to continue to provide training and education to staff in "best practice" approaches to service delivery. Processes that are adopted to create and maintain a Centralized hiforinatioia and Referral resource will be driven by the Information Technology Strategic Plan. Access to information should be developed in such a way that it is user- friendly and does not conflict with a "small town service model" as defined in the Service Assessment. Whatever technologies are used to enable the access to information, they need to be smart, but they also need to support risers of all generations and educational backgrounds. Conclusion The Central Customer Service Center may be the physical location at which Centralizes! Information and Referral is available to the public, but development of the operational plan will require broad integration of i information across departments and centralized management of this information. This may by supported by staff at the Central Customer Service Center, by staff distributed within the departments, or a combination of bath. Integration with the Information Technology Strategic Plan is very important to ensure efficiency and effectiveness. d As the quantity of information available accelerates and as the demand for easy access to this information i2acreases, the ilaaportance of a centralized information service delivery approach becomes paraaaaaunt to quality service delivery. The gap between current systems, methods, policies and procedures and the definition of expectations will need to be identified to understand the resources necessary to fill the gap. Customers are currently not fully aware of Town services. Ouse processes are in place to better disseminate information, there would be an opportunity to create a public awareness campaign that makes existing l services more accessible to the public. This program could be continued t as new services are added. 4 J Page: 13 - DRAFT Ap i{ 21, 2006 i Los Gatos Civic Center and Library Strategic Mosier Plan _ Town of Los Gatos, California Strategic Operational Plan Centi4HzW..InforMafiuu and Referral Vision The vision for Centralized Information and Referral for the Town of Los Gatos is to provide coordinated and comprehensive access to Tower information in a timely, accurate and user-friendly inanner that leverages staff resources and increases customers' awareness and access to Town services and resources. Goals Utilize web-based technologies to provide information and services 2417. Provide staff with a central source of information that assists in the accurate and bineiy delivery of services, process documentation, and prioritization of responses and the leveraging of staff resources. j Increase community awareness of the availability of Town services, promote the use of those services as well as self service, and manage customer expectations for service delivery Provide multiple options for access to information a Coordinate both virtual and central points of informati0 at the Customer Service Center and other service points for both public and staff, including interactive information access at community bulletin boards and/or kiosk(s) Refine a methodology for collection, access and dissemination Df information to staff and public. Provide information and referral to other- service providers and partner organizations to expand access by the community to those services. Provide a sense of cohesiveness in Town services for the customer Address issues of confidentiality, security and saFety of information Inte;rate into Information Technology Strategic Plan and interface with new and available technologies Strategic Operational The Town currently has an Information Technology Strategic Plan, which Planning prioritizes teclnrology improvements. The following strategic operational plan for centralized information and referral includes actions that should lie considered within that plan to achieve the goals outlined above. 1. Process Options A. Coordinate design, development and implementation of a centralized information resource I _ Review and document current process for information collection, access, and dissemination of information 2. Identify and prioritize information that should be located in the centralized inforinatiorr resources 3. Coordinate with Inforination Technology Strategic Plan to select appropriate hardware and software applications to supporta Town wade information system 4. Develop information collection, maintenance and dissemination policies and procedures 5. Identify ongoing resource steeds including staff person(s) Page 14 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan _ Town of Los Gatos, California strategic Operctionai Pian ~tivi.r `s Lfl - Centralized Information and Referral: to design, lead and manage the information process S. Develop a methodologY for information access to other sev ice prop iders and partner organizations 1. Identi& key strategic partners for collaboration and referral 2. Refine partners methods for updating and providrnQ, information and develop operating procedure fcr information collection, access and dissemination C. Develop a public awareness campaign regarding informatio: availability II. Physical Options ' Strategies A. Develop concepts for methods and tools to support information access and dissemination 1. Computer stations available to the public Information kiosk{si 3. Available reference materials, etc. Staff and Community Meeting:and Event Spaces Introduction The Service Assessment clearly demonstrated a need within the Town government and community for spaces that support work, meetings, learning, dialogue, gathering, celebration and reflection. Operationally, the Town should determine the number and types of these spaces it can provide, and support their use for the activities stated. A determination of si3ztilar spaces that exist within the community that can fill these needs will be necessary prior to finalizing space program regUiremeats for the Civic Center and Library. However, the outreach process has established that the community seeks the Civic Center and Library to be a gathering place, and point of connection - meeting and event spaces will support that desire. In addition, staff is constrained in collaborative work efforts by the lack of space in which to meet. Currently, many staff meetings must be scheduled offsite, at expense, because meeting spaces are not available at the Civic Center and Library. Although recent operational policies have been enacted to support Town Staff use of Room 214 in the Neighborhood Center. meeting spaces continue to be in IIigh demand. The Council Chamber is utilized as meeting space by staff when it is not scheduled for other activities, and even the Chamber lobliv, area has been pressed into service as a meeting room. Spaces to meet and Rather are not the only issue - infrastructure and equipment must be designed into the spaces to alloN collaborative and interactive work to take place, as Nvell as support programs and activities. Training; education and instruction require specific attention to the desimi of learning environments, but these spaces %vill also be used for other activities The design, configuration, infrastructure, furniture and equipment %5111 greatly affect the flexibility of these types of space- Faye 1~ DRAF7A. . 21.2:C6 Los Gatos Civic Center and Library Strategic Master Plan _ Town of Los Gatos, Cd;jfornia Strategic Olaerationaf Plan .StaTand Community Meeting and gent Spaces: Conclusion Meeting spaces should be a priority for space allocation within the space programming and site options process In this climate, consider use of exterior spaces for meetings to occur, and provide technotogy and equipment to facilitate interaction Operational efficiencies can facilitate impromptu Meetings and discussions, create spaces designed to foster this type of interaction Conferencing, and meeting spaces should be distributed to be more accessible and in closer proximity to staff' Consolidated or centralized conferencE and meeting spaces reflect a conference center concept and support shared catering and storage space. Centralized conferencing allows shared use of setup spaces, but I congregates meeting and conferencing activity in one location. A balance of sonic distributed and some centralized conferencing may be the best approach to both accommodate staff needs and minimize duplication of support space Vision The vision for Staff and Community Meeting and Event Spaces for the Town of Los Gatos is to provide accessible and equipped spaces for the corral UDity and staff to meet, dialogue, gather, celebrate, learn and reflect. Goals The goals for this service delivery approach include: Plexihle and well-equipped spaces that support both a variety and scale of activities Specific spaces that address the diverse needs in age and activities Interior and exterior opportunities for naeetitigs, gatherings, reflection and events Learning environments that support the needs of training, education and instruction Staff areas that support collaborative work efforts Strategic Operational Plan 1. Process Options A. Work with partners to identify existing community-oriented spaces and their availability foi- use B. Define meeting and event spaces that should be included in the Civic Center and Library to conaplernent available spaces in the community C. Develop Centralized Resource Scheduling 1. Coordinate training, for staff and partners in use of collaborative resource scheduling tools, and policies and procedures for use of resources IT. Physical Options / Strategies A. Within the space progranuning process; define the types and number of spaces (interiorlexterior, formal/informal, within the civic center and library) that will support the following activities: Poge 16 DRAFT April 21, 2006 t os Gc'os Civic Center and Library Strategic Masfer p.an Town of Los Gatos, California St,o-egic Ogerc'iona! Dian yi Staff and Community Meeting and Event Spaces 1. Meetings, Conferencing and Interactive Work 2. Training and Instruction 3. Events and Performances 4. Art Exhibits 5. Storytelling / Storytime 6. Lectures 7. Community Forums 8. Council Meetings B_ Develo p a Strategy for Distribution of Space 1. Centralized and Distributed 'Meeting Spaces a) Support Spaces to include Storage, Catering, etc. b) Accessibility to Staff and Community' C) Hours of Access to Staff and Public 2. Adjacency to Collections and other Resources that would support activities within the spaces 3. Establish Parking Requirements generated by these activities C. Identify Infrastructure, Technology, Equipment and Furniture Needs 1. - Within the space programming process, develop the needs for each type of meeting or event oriented Partnering to ProNide Services space. a) Ideatly, develop a series of standards for technology and equipment packages that will be utilized in similar spaces b) Identify the training and education requirements to ensure the technology can be utilized by those who in the spaces c) Coardinaw with the IT Strategic Planning Process to ensure that support services are available Introduction The Town of Los Gatos currently coliabo_ates with a number of organizations, through coordinated programs and services. the provision of space for programs, and grants for Human Services, Art it Education and Community organizations. There may be opportunities for increased partnering. and those should be explored, However; existing partnerships can be leveraged to increase at least the awareness in the community of the services available to them. For example, the Police Department's School Resource Officers are at the schools in the community, and could offer information regarding the availability of library and community services to students. Development of collateral material or information sources that can be shared in these types of Page 17 DRAFT Apri. 21. 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Strategic Operational Plan Partnering to Provide Services r1 k" interactions will broaden the commtmitv's knowledge of the services and programs available through the Town or its partners. Parttterino can be defined along a spectrum from information sharing and referral to integated services and programs. Collocation refers to resources and potentially staff collocated within space, whether interdepartmentally or with other organizations. Partnering refers to enhanced services, referrals and information. and sharing of resources (collections, materials, and space), etc. All opportunities for pampering should be evaluated for their required resources (staffing, Funding, facilities, etc.) and potential return on investment, to include service enhancements and opportunities for more efficient service delivery. Conclusion o Collocation of partners offer the community Greater access to complementary services in one location and may mitigate duplication of space 0 Partnering facilitates greater access to complementary services within the community that are relevant to target audiences Vision The vision for Partnering to Provide Services for the Town of Los Gatos is to leverage resources, enhance or expand services, programs and resources, and connect the community to the services provided by partner organisations. Goals The goals for this service approach include: Leverage resources and extend access to services Improve or enhance the quality of services delivered to the coinmunity Partner in the delivery of programs and joint or shared use of space Coordinate education and promotion of available services and programs to the community to reach a larger audience Strategic Operational Plan I. Process Options A. Identify opportunities for partnering to enhance services in areas such as Community Services, Library Services, and Police Outreach and Crime Prevertion B. Establish Partnering Agreements as needed C_ Develop C.ontmtinication Plan Integrate inforniatio3i about, delivery of and outreach for services and programs inter-deparmientally 2. Utilize the Centralized Information and Referral service model to make this information available to the community 3. Create promotion and information material regarding available resources 11. Physical Options Strategies A- Define the available spatial resources of all partners; and Pcge 15 CRA APO 2'. 2'106 Las Gatos Civic Center and i_ibm-y St_mteglc Master Plan Town o` l..os Gc;os. Cclifol 5troteg7c Cperct crcl Plcn Partnering to Provide Services analyze their potential for shared or joint-use B. Identify locations for service and program delivery that make them accessible to the ereater number within the targeted audience C. Within the space programming process, define the types and number of spaces, both interior and exterior, within the Civic Center and Library that will support the partnering activities: 1. Meetings, Conferencing and Interactive Work 2. Programs and Activities 3. Training and Instruction 4. Events and Performances 5. Art Exhibits D. Identify opportunities for display of art, artifacts and hisrory within the projected civic center and library spaces The partners that have surfaced through the outreach process, and expressed a desire to explore greater opportunities for partnering. include: I . Los Gatos 5aratoaa Community Education Recreation 2. Museums y 3- Art Docents of Los Gatos 4. School Districts 5. Non-profits A brief overview of these organizations is included in the appendix of this document. Departmental Services and Operations The core services currently provided by each department are listed within this section, as well as issues associated with current and potential services and operations that have been identified by the departments. Those issues that apply to mare departments, town-wide, are detailed in the previous section: Service Delivery :approaches - Interdepartmental Town-wide Sersices and Operations. Operational issues caused by space constraints (adjacencies and staff location. collaborative and interactive ~yori~. resource and sroraze requirements. etc.), as well as technology oriented issues, are addressed in tF:e space programming and IT planning processes. Current and projected services seem to be within the operational capacity of each department, which have managed to both increase and chance in services aver time. However, space allocation and utilization, as well as information technology strategies and implementation, will be critical to future service demands and delivery. f pogo 19 DRAT. April 21. 2:506 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Strategic Operational Plan Departmental Services and Operations Current operational issues are largely attributed to overcrowding of staff, fragmentation of staff due to space constraints, and information technology needs. Current departmental operational deficiencies are caused mostly by space constraints and utilization, rather than operational or organizational issues. Most operational conditions discovered through this process exist because of growth in staff and services not anticipated in the original facility, and reallocation or reutilization of space over time. They may be resolved through the strategic master planning effort, where space needs will be identified and site options to meet those needs will be developed. For further information about services, programs, staffing and funding, refer to the Town of Los Gatos Operating and Capital Budget for the current Fiscal Year. Core Services are identified for each department, below. Additionally, any service or operational issues that should be addressed in the strategic master planning process are identified. Town Council Core Services Citizen Representation Public Policy And Legislation Boards And Commission Oversight Elected Town Clerk Elected Town Treasurer Service and Operational Issues Currently, the Council Chamber is the only available space, other than staff offices, for the Council to conduct work. Core Services Custodian of Towu records Core Services Funds Custodian Investment Management Town Signatory Town Attorney Core Services Litigation Services Legal Advice Liability and Risk Management Town Manager Core Services Town Government Management Town Council Support Council and Customer Referrals Agenda Process Management Page 20 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Strategic Operational Plan Departmental Services and Operations Web Management Economic Vitality 13 Public Information Service and Operational Issues Most issues regarding centralized access to information and processing of forms, etc., are information systems issues. Information technology needs, for both the public and staff, are being addressed as part of the Information Technology Strategic Plan.. The information developed through the Civic Center and Library Strategic Planning process will be coordinated with that effort. There is a need to enhance the capacity for providing public information services Tracking of customer issues is necessary to ensure that issues are resolved Agenda process management includes immediate, short term and long term agenda planning, and should provide for generation of workplans and timely notifications to ensure that staff can prepare effectively Clerk Department Core Services 13 Document Management And Records Retention Governmental Compliance and Official Filings Elections Official and Support Services Customer Service Center Service and Operational Issues This department administers the Town Customer Service Center due to their location at the front door and presence of a transaction counter As a result of administrative restructuring, this department provides clerical, legislative and risk management administrative support for the Town Attorney's office. Records Management is an issue that is being currently addressed, and the outcome will need to be coordinated with space programming and site options Human Resources Core Services Employee Health, Safety and Well Being Employee Recruitment, Retention, Orientation and Training Employee Benefits Program Employee Records and Document Management Service and Operational Issues HR staff require a high level of privacy, to interact with town staff on confidential issues Need to enhance use of Intranet to provide information to employees Page 21 DRAFT April 21, 2006 Los Gatos Civic Center and Lsbrary Strategic Master Plan Town of Las Gatos, California _ 5trateg c Operational Plan Bepartdielital Services and Operations,. Finance and Adi-n inistrative Core Services Services a Financial Management and Repotting M Budget Development acid Monitoring 0 Accounts Payable, and Receivable o Business License Processing o Administrative Mail and Supplies Mariageineut U Payroll Service and Operational Issues Current mail service and supplies issues - need to define role and function of staff and department New services to be explored include credit carol acceptance and web-based transactions (invoicing, payment, and procurement) Most issues regarding centralized access to information and processing of forms, etc., are information systems issues and will need to be addressed as part of the hiformation Technology Strategic Plan. Management Information Core Services Services - Infrastructure and Systems Maintenance and Support C Technology Solutions Service and Operational Issues a Issues are identified through the Information Technology Strategic Plan document. o A key issue is limited staff support for IT Community Development Core Services Development Plan Review i Code Compliance Inspection Services ` Advanced Planning: General and Specific Plans k a Redevelopment Service and Operational Issues Online permitting is a service requested by customers and staff a Routing building plans to inspeetors located in Neighborhood Center 15 a challenge a Development customers must travel between Town Hall and PPW (located at R. J. Bryant Service Center) to secure approvals. i Coianunity Services Core Services a Senior Services a Housing Programs n Arts and Culture Programs k i E Volunteer Services Pogo 22 I - DRAFT Apri' 21, 2006 Las Gatos Civic Center and Library 51rategic Master Plan Town of Los Gatos, California _ Strategic Operational Plan F Departmental, Services ari'd:Opei-ations a Solid Waste Managemeat Grants Management Service and Operational Issues Consider whether to continue -to provide long-term leased space in the Neighborhood Center 7 Expansion of senior services is dependent upon availability of space for programs, as well as partner opportunities Security of the Neighborhood Center facility is ail issue for staff and the public j Expairsiou of volunteer training is dependent upon availability of space, as well as staff coordination efforts Police Core Services Patrol Investigations Personnel and Community Services Records Management and Communication a Traffic and Parking Management Service and Operational Issues c Most, issues are due to space constraints or other facility issues Safety and security of staff and the public are a concern, especially upon entrance or exit to police facilities and when appropriate spaces are not available to segregate suspects and witnesses A potentially greater diversity of access within the community is desired, to include walking; ATV(s), cars; bicycles, etc. Emergency Operations Center has facility and technology limitations Parks and Public Works Core Services Parks and Open Spaces Maintenance and Conservation Engineering and Capital Projects Administration Facilities 1 Vehicle / Sewer/ Storm Drain Maintenance Streets and Signals Maintenance Service and Operational Issues U Need to document processes to streamline operations and ensure consistency in service delivery Development customers must travel between Town Hall and PPW to obtain approvals, although interim solutions are being explored Need to continue to refine use of asset management system, to include the ability to track and provide history for service and maintenance requests Page 23 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Mosler Pion Town of Los Gatos, California Library section Core Services r Adult Services I Reference a Youth Services Technical Services Circulation 1 Systems Administration Strategic Operational Plan Service and Operational Issues p Integrate greater options for ctistciner self-service Smartcard cashless payments for fines 1 fees Customer Awareness marketing the library within the community Customers entering the Library on the "adult side" have no easy access to staff. Circulation staff is checking out books, often with a line of people waiting. No one is available to answer directional questions or provide reference services (which are now iccated on the lower level). t Most issues are due to space constraints Conclusion The operational plaraiing and space programming process will prioritize support for core services through space allocation and utilization. The development of space prod ain and site options may also provide appoitunities to resolve the service and operational issues identified above. Page 24 DRAT April 21, 2006 Las Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Strategic Operational Plan 1 1~t Steps`in the planning Process The next steps in the planning process focus on the development of space program requirements and site concepts that will physically realize the operational requirements described in this report. Exploration, discovery and solutions developed in Phase 3 may affect the Service Assessment and Strategic Operational Plan. Opportunities and challenges associated with existing site and building reconfigurations, as well as adaptive reuse, may j require changes to the information in the Stz-ategic Operational Plan. Therefore, it should he considered a dynamic document. I. Core Team to begin development of Space Program for the operations, described in this document. A. Develop Space Programs for each site component, which delineates the space, tachnical and functional requirements based upon the Strategic Operational Plans. The Space Programs will define Site and Building Criteria, Site Relationships, Space Allocation and Functional Relationships (adjacencies and stacking). Lt. Develop BaildingRe-Organization and Adaptive Re-use Opportmiities and Constraints M. Develop Preliminary Conceptual Cost Model based upon a range of construction costs associated with quality of materials and complexity of construction, the Strategic Operational Plans and Space Program Page 2,5 ORAF APO 21, 2606 Los Gatos Civic Center and Library Strategic Mosier Plan Town of Los Gatos. California Strategic Dperaiional Plan Regional Civic Cenier and Library Examples of Service Approaches The following "lilies are operating nevi civic center and library facilities Nv'thin the region, with comparable service delivery approaches to those proposed «ithin this document. These benchmarks are of a different scope, scale a-id character than that of Los Gatos. However; there are important lessons to be learned from their planning, implementation and operational processes. Redwood City The City: Located in the Bay Area 25 miles south of San Francis"-, R"d«-ood ~;n~~v.ci.red~so-dcit<.ca.u5 City is home to approximately 7-5.400 people and ?9,000 households. It is the oldest bayside city in San Mateo County. incorporated in 1867, and has been the County Seat since 1856. Redwood City combines residential- industrial- and commercial elements in a largely urban environntent. City Hall Complex: The Redwood City. City Hall offices occupy about 1.6 acres between two main streets, the same site as the oria-inal City Hall dating back to 1929. There are several old "heritage" redwood trees on the site and the design of the new offices required that the integrity of these features remain. The octagonal Council Chambers are located in the most prominent position, ernphasizin- its inage as a public me:ctlllg Bail. Ail open design for both floors of the city offices and the "=open and transparent" lobby ensures the inter workings are visible and accessible. A "one-stop" customer service area is featured within the space, with a long service counter that supports individual departments with which the public may need to interact. The public lobby includes a civic garden. Materials used include two tones of rose-colored bricks and green tinted glass that ties in the library opposite. Flamed and polished granite floors connect the landscaping and concrete approaches. The 42,000 square foot complex was begun in May 1996 and completed in August 1997 at a total cost of $11.1 trillion. The Library: Designed within a former historic firehouse the library acts as a catalyst for downtown revitalization. The 5,000 square foot firchouse holds circulation services, a history collection and a large public meeting room. Behind the fire station, a complementary 40,000 square foot addition houses the collection and most library services. A staircase, lit from above connects the ne'w and historic environments. Website References Demographics - http:!1«ww,redwoodcit- .org!about deznom-aphics.Irtinl Economic Profile - lam: 's~~~ ~.red~rcodcitvchaEtiber.co~rt index.html Main Librarti - hrtp_I~ti~«~v.ci.redwood-cit, .ca.tis+`lihran-ircnl.htmi '.Mountain Vic", The City: Located 35 miles south of San Francisco and 10 miles north of San Nk-W-W.ci.mtnView-ca.tts Jose, Mountain Vicw is home to 72,200 residents and many nationally and internationally known corporations. Mountain Vie%{ covers 12 square miles. The Civic Center: The Mountain Vies' Civic Center comprises approximately DRAFT .April 2 i . 22-06 Los Gatos Civic Center and Library Strategic Master Plan _ Fawn of Los Gatos, Ca]ifornia Strategic Gperationol Plan Regional Civic Center and Library ExaMples of.Service Approaches seven acres and includes a City Hail, Center for the Performing Arts (including a 609 seat Main Stake and 200 seat Second Stage, cafe and visual arts lobby library and passive use park space. The City Hall and Center for the Performing Arts create a public plaza with a fountain facing Castro Street, a public friendly promenade of retail shops and restaurants. The City Hall includes a reception area and one-stop development oriented center. Other departments have separate reception areas. All of the buildings are within walking distance of each other. Parking for the office, theater and library is hidden in Underground structures. The City Hall and theaters were completed in 1990 .at a total cost of $td million, the 'Library at a cost of $20 rnilliolr. The Library: The City of Mountain View Public Library at 63,000 sq. ft. houses a collection of close to 300,000 books, as well as other collections, including video cassettes, magazines, andio cassettes, large print books, busilless reference and general reference books, books on tape, pamphlets, snaps, newspapers, college catalogs and local history publications. Services provided by the Library include reference services for adults. and children, children's prop arcs, a delivery service for homebound customers within City limits, interlibrary loans, self-service photocopying and a dial-a-story service. The Mountain View Library is located at 585 Franklin Street between Church and Mercy streets. Website References: Demographics http:llww~v,ci.rntnview.ca.uslcitydeptsicdledlden~o~ apl~ics.htm Economic Profile - hr p./lwww.ch mbermv.arg Library - lM://library._cL.mtny ew.ca.us/ Center far Pei-forming Arts - hitI~Iwww.ci.nitrrview,ca.rlslrrrvcpahrzvcna.htrnl Hayward Hayward is a community of 123,000 residents. The City of Hayward Civic www.ci.iravward.ca.us Center was completed in 1998 at a cost of $29 million, encompassing a two- acre site. The site was selected as part of the city's plan to revitalize the downtown. The modern building design includes a large rotunda entrance with large windows. There is a fountain and open space on the adjoining plaza. The City Council Chambers is a state-of-the-art design with audio-visual equipment for the public to observe ineetings. There is also space for artwork displays and close proximity to retail a public library, residences and the Hayward BART station. Website References The Hayward Community. http:llwww.ci..havward.ca.uslcoin rn un itv/tlr isi slr avwat-d.litnr l Historical vluseurn & Sun Gallery: httn:Ilyvww.c.i.hawsrard.ca.rrslcom.rtrunitvlr.~auseE~r33.s.lrtrnl Hayward Public Library: DRAFF April 21, 2006 Los Gatos Civic Center and Library Strategic Master Flan Town of Los Gatos, California Strategic Operational plar. d .v it P~ FE _ t. Regip:nal 'Ci*ic'Cento And Library Examples of Service Approaches http;I/l braru c. ry_c?ffward.cc~ i.l~tin1. Hayward Community Profile (statistics and demographics). httpl/wtivw. haves ard. or;f profile. htm] encrear ing ..our Comments.:. Introduction [The Community Advisory Committee and members of the Core Team plan to take a benchrnarkiiig tour on December 13, 2042. Upon completion, information will be included within this section]. [insert comment summary] Redwood City Library The renovation of an existing firehouse gave the building a warm historic feel. Warm woods and a burning fireplace created a comfortable environment that made people want to settle in. However, the front lobby seemed congested by the circulation desk, and it was unclear where one would initially receive service. The smaller front lobby created a cramped feeling although it could be perceived as "home-like". Progressing further into the space, the library was open and airy. Signage was clear and it was easy to navigate through the space. Art was displayed within the library and the community room was available for local groups. The litght levels and acoustics seemed good. Visitors were pleased with the traditional feel of the furniture and the stacks. Communication centers within the library seemed easy to access and visible, but the furniture seefned so static that it did not encourage intimate customer service. Bulletin boards located near the entrance and the Friend's of the Library Bookstore displayed information postings; the one by the bookstore being less visible. Resources seein fragmented and there are multiple points of service throughout. The public spaces are grouped by function, which seemed to create an inflexible plan and inhibited-future growth. Positive aspects of the separation of spaces were noise control and easy way finding for users. The Community Room seemed to be the only shared space. Having the after hours access separate from the library entrance as well as the dedicated elevator, extended the tunes of use for this space. Separation of Staff and Public areas seems adequate; the majority of staff spaces are located at the top of the building. The space for staff seems adequate with the exception of storage and internal meeting areas. i Overall, the library was seem as a good use of existing space. The separation of spaces worked for functional segregation but the lack of flexibility ire the floor plan and static furniture was noted. Redwood City Civic Center The initial impression of the Redwood City Civic Center was that it was open I • DRAFT Aprd 21, 2006 Los Gatos Civic Center and Library Strategic Master Flan Town of Los Gatos, CalifornirW - Strategic Operational flan $encl rifarizinb,To,ur..Com:ments and light. Some visitors found the open space cold and the use of hard materials "unfriendly" or sterile; while others found the space comfortable and easy to navigate. Several people equated the Customer Service Area to a bank. Communication Centers were not easily recogiiixed throughout the budding- The lrifonnation Desk and the access of people at the Customer Service Center served as personal one-on-one information point but privacy was an issue. The c€rstorner spaces seemed to be accessible and visible; it was easy for people to find what they were looking for despite the multiple entrw)ces. The "one- stop-shop" approach seems to be executed successfully here. Signage for the Customer Service Area was clear and effective. The staff spaces seemed very open, some visitors felt "too open" like being "in a fishbowl". The configuration of the tipper floor "looking down" on the Customer Service Center was also noted as a negative aspect. There was no visual or acoustical j privacy when speaking at the counter. Staff space felt very public, delineation between public and staff was evident in some spaces but not in all. Shared public and staff spaces seemed lacking. There was no large co€-arnunity 1`001 i. only the Council Chambers and adjacent conference roorris. The room was located off the entrance lobby but was not obvious to locate. The chairs within the chambers were ganged and could not be moved easily, so there was little flexibility in configurations. The Civic Centel has a small gallery of artwork on the second floor and the conference rooms are used for sortie cfl€7imimity activities. Overall, the space was appreciated for its open. layout and amount of natural light. Some visitors thought it was a bit too spacious with space that was not j fully utilized. The high noise levels/ and lack of privacy was noted as a negative point, as well as the tacking of a community room Mountain View Library The Mountain View Library was open, clean and well lit but it was directionally challenging to navigate through the space. Sianage that was available used a very small type and it was difficult to read- There was even difficulty getting into the building frairi the parking area due to a lack of sig€lage. The adjacency to the park was nice but this was seen ants from the back entrance. The main lobby space was large and loud, the location of the desk seemed out of the visual line of site, the dieing rails served as a children's "jungle gym", The self-check stations were across the lobby from the circulation desks making staff assistance difficult. The elevator was also difficult to locate. The rest of the library spaces seemed to have a clear but subtle definition between public and staff space. The staff space see€ned inadequate, especially the Children's staff areas, and they were located on the ground floor. DRAFT Aprl 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan _ Town of Los Gatos, California Strategic Operational Plan Bench marking. Tour.Comments. The reading rooms seemed like they were "missingg something" but the open space upstairs by the Reference Desk was open and comfortable. The colors of the finishes and furniture were warm, especially in the Children's Section, and the fireplaces added a warm and friendly touch. The acoustics were good with the exception of the lobby, lighting was effective and the beautif I views to the outside were greatly appreciated. The communication centers within the library were not obvious tc visitors. No central information point was recognized and the reference and circulation desks seemed impersonal. The signaae and way finding to all areas was generally poor. There seemed to be little flexibility in certain areas like the Children's area, which was separated from the rest of the spaces. There was clear delineation between functions and collection types. The space also houses a History Room, a display are for Children's Art, and has a community room located off the main lobby. A nice feature of this room was the ability far it to be used after hours when the library was closers due to a separate. entrance. Two other conference rooms were also available for public use. Overall, the library had a nice light quality and good views, but sorne spaces felt cramped while some seemed underutilized, It was noted that the layout was "maze-like". Mountain View Civic The Civic Center in Mountain View was largo and impressive with a formal Center feeling. Not at ail "hoinetown" setting; this was clearly a place of business. There seemed to be some confusion upon entering the space on which direction to go for information. The grand and impressive feel also appeared a bit sterile and unwelcorning, the entrance and central stairwell hall seemed like a "waste of space" Central Desk and the Customer Service Center seemed well placed and accessible. It was noted that both of these features might be successfil in a setting like Los Gatos. There was not mach siguage displayed for way finding. The space had a museum-like quality, which was appreciated for its beauty but noted that it was a bit intimidating and had a "don't-touch" feel. Tlie noise level was acceptable and the amount of natural light through the skylights seemed good. The obviously identified communication center was the main information desk. The desk secured smali but accessible. There was no posting of informationz observed, and the single source. seemed to be the information desk staff member. The technology was noted to be "behind the times". DRAF? April 21, 2006 Los Gatos Civic Confer and Library Strategic Mosier Plan Town of Los Gatos, California Beachmarking,,T:aur: Canmrneiits Strategic Operational Pfa> > There was a definitive separation between staff and public spaces resulting in very private staff spaces. Some visitors felt the separation was too formal, others that it was better for staff. The office spaces seemed flexible and well planned for future growth; although the nuznerarIs stories created a definite hierarchical feel. The "one.--stop" center for Development worked well but sceined small to some visitors. The proximity of the building to the central business district in Mountain View was very positive. Internal adjacencies seemed to work well, however, there were several departments located at othe3- sites. Only one third of City employees are located at this site. The space was very well designed to serve as a public gathering space after hours. The front entry and information desk are easily isolated and adapted for event use. The entire building serves as a veMle for public art. The majority of other meeting spaces seemed internal to the building and more for public than staff use. Overall, the space was Unpressive and beautiful but seemed too formal and hierarchical for I.os Gatos visitors. The main sources of customer interaction such as the information desk and the Development Center seemed small by comparison of the rest of the spaces. It was also noted that there might be too such wasted space in the stairwell feature. -11 DRAFT April 21. 2006 Los Gatos Civic Center and Library Strategic Master Plan Town at Los Gatos, Calilarnia Strategic Ope,aticna' "Ion Appendix 2 Potentials Partner Organizations Los Gatos Saratoga This is a joint powers agency of three school districts: Saratoga Union, Los Community Education Gatos Union and Los Gatos-Saratoga Union High School, Employees of the Recreation agency are employed by Los Gatos-Saratoga Community Education and Recreation. They have no affiliation with the Town of Los Gatos or the City of Saratoga. The agency is 100% self-supporting and governed by a 7 member Board. Three school superintendents affiliated with the JPA are members by virtue; other four members are representatives from the communities in the district: one member from both Los Gatos Union School District and Saratoga Union School District and 2 members from Los Gatos-Saratoga Union HSD. Full tune staff of 15 plus approximately 300 part time hourly or. contractual employees provides services to the customers. Activities divided into three categories: Youth and Teen activities, Community Items and Adult Resources Youth and Teen Activities- Camps Cooking Dance, Drama, Music Discoverv Flementary Summer School High School Summer School Holiday Activities Parent and Child SAT Seminars Soccer/Gymnastics Sports and Fitness Special Events Swimming Lessons Community Items. A Place for Teens Facility Rentals Kumon Math and Reading Readin; Development Scholarships Adult Resources: Aerobics Art and Design Business Culinary Arts Dance Environment and Nature Equestrian Fitness Golf Gym Drop-In "age 32 DRAFT April 21. 2006 Las Gatos Civic Center cnd bbrory Strategic Master Plan Town of Los Gatos, California Potential Partner Organizations Strategic Ooerctioncl Plon Industrial Arts Language Parenting Issues Personal Growth Physical Enhancement Potpourri Special Events Sports Tennis Day Care is provided at all seven locations, and the department also administers the Los Gatos-Saratoga Adul: Education Program in conjunction with the Los Gatos-Saratoga High School District. Museum Association The HistorT Museum formerly the Forbes Mill INIuseum Established by Alexander Forbes as a gristmill to --rind flour in 1854. Forbes dill is recognized as the first commercial building in Los Gatos. -loday Forbes Mill is a history museum located of Church Street by East Main Street. The Art and Natural History Museum- The building was originally constructed in 1927 and used as the first fire station, until 1966 when fire station operations moved to its current location on University Avenue. The Dire engine at Oak Meadow was stationed here. Today the museum offers natural history and ail displays and is located at the corner of Vilest Main Street and Tait Avenue. School Districts [Los Gatos] Saratoga Union Elementary (grades K - 8) Vision: We, the district team will create an environment- which excites and inspires all our children with a passion for learning both now and in the future- Purpose- We educate students to the fullest potential, engaging their hearts and minds in learninc, The Saratoga anion 5cheol District consists of three Kindergarten though nth grade schools and one middle school for 6th throuch Sth trrades. Schools: Argonaut Elementary School Saratoga Elementary School Foothill Elementary School Redwood Middle Schools Pcge 33 DRA=r Apr! 21, 200 6 Los Gatos Civic Center and Library Strategic Master plan fawn of Los Gatos, California - W Strategic Operational plan . rM ' Potential'l'artner»Car aniiatinns Los Gatos - Saratoga Joint Union (grades 9 -12) Schools: Los Gatos High School Saratoga High School NOVA Alternatiw Program Los Gatos Union Elementary (grades K 8) Mission: The mission of the Los Gatos tinien School District is to motivate and assist each child to develop the skills, attitudes and values needed to realize his/her personal potential as an effective citizen- To achieve this mission, the district is committed to building partnerships between parents, teachers, students and commtmity members for the purpose of developing and rnai»taii 1 schools, which foster academic excellence within a caring, secure and creative school onviroaunent that promotes the development of self=worth and respect for others. Schools: Blossom Hill School Van Meter School Daves Avenue School Lexington School K.J. Fishe3- Middle School i s i i Page 34 DRAFT Apii 21, 2006 Los Gatos Civic Center and Libro~y Strategic Master Plan Town of Los Gatos, California Space Program Town of Los Gatos. California Space Program Review Draft - Working Document April 21, 2005 A N D E R S O N B R is L E A R C H I T E C T S ATTACHMENT 2 Page ' :)RA~- Ap, 211. 2006 i os Gatos Civic Center rand Library Strategic Master Plon Town of Los Gatos, California Page 1 Space Progrcm Section Page A. Introduction B. Space Progam • .•..4 1. Introduction Programming Assumptions a_ Space Allocation Stratcnies b_ Functioual Relationships 3. Space'Needs Assessment 1. Program Document Oven,iesti C. Next Steps in the Planning Process.. 2 0 ...............D. Appendix 1. Definition of Terms 2. Space Program Summary Report Core and Optional 3. Functional Relationship Diagrams for Indiv=idual Departments 4. Space Program Data Sheets (Not included at this time) a. Building Standard Assumptions and Functional Work Modes b. Individual Space Data Sheets 5. Phone and Visitor Custotner Counts CP,Ai i Acv. 2'!. 2C5 Los Gatos Civic Center and Library Straleglc Master Plan Town of Los Gatos, California Space Program Context and Key: Concepts. ,Putpose._of this Document -Space Program Space Program The purpose of this document is to define the space, technical and functional requirements of the Civic Center based upon the Strategic Operational Plan. The Space Program defines Site and Building Criteria, Site Relationships, Space Allocation and Functional Relationships (adjacencies and stacking). The Town of Los Gatos seeks to develop a strategic master plan that will describe the long-term needs of the community for civic and library services, as well as define the facilities necessary to accommodate those needs. This planning effort, which began in Spring, 2002, is scheduled for completion in 2406. The strategic master plan includes the review of the existing Civic Center, Library, Neighborhood Center, and the R.J. Bryant Service Center, This document will serve as a working guide for the remaining strategic. master planning effort. This information will provide the space needs and functional relationships of the services and operations of the Civic Center. Site options can then be developed to diagram solutions that address these needs. Master Plan At completion, the master plan will include the service assessment, operational plan and space programs, as well as site options for configuration of space requirements, cost models associated with iinproveiYients or new construction (if necessary to meet the needs), financing and funding strategies, and a phasing plan. These options could include current or future new or improved facilities, or may simply identify more effective use of the existing facilities. With this information, the Town Council will be able to make the necessary decisions regarding any improvements to services or facilities that will serve the Town today and in the future. rocess Overview This process focuses on understanding the service delivery needs of the community and customers now and in the future. Three fundamental questions are asked: U What services are needed? M Haw will they be delivered? Where will they be provided? The Town Service Assessment (current Working Document dated October 2, 2002) evolved from various public and staff outreach efforts to define the "what services are needed" question, The Strategic Operational Plan defines "haw services will be delivered." This Space Program document, in conjunction with the site options to be developed, defines "where' services ..are provided. Each part of the process builds upon in.fannation developed earlier- Concurrent to the effort described, above are assessments and analysis Page 2 DRAFT April 23. 2006 Los Gatos Civic Center cfnd Library Strategic Master Plan Town of Los Gatos, California „ 1 P:rocess.Ower~re~'y . of the existing facilities and sites. Space Program A Core Team, which includes staff from the Town of Los Gatos and the j consultant team, is responsible 'for the design and management of the strategic master planning process. A Community Advisory Committee, comprised of Board and Commission, School District, Library and Community representatives, is working with the Core Team at an advisory level. and in advocating community participation in the planning process. In addition to the community and staff outreach used to develop the Strategic Operational Plan, the consultant team documented existing space utilization and interviewed staff to develop an assessment of space needs. Specific needs, generally accepted planning principles and allocations far future a owth were used to develop the space program requirements included in this document. Rbl and Vision of the Civic Center and Library The Service Assessment contains a service-oriented role and vision for the Civic Center and Library developed through outreach to the community and staff, and represents the community's voice regarding priorities for Civic Center services. The seven key concepts that drive operational planning aild space requirements are: I. Continue tO provide personalized services to the community, including residents, businesses and visitors, through a small town service model. 2. Provide coordinated and comprehensive access to information about To-an services 3. Ensure accessibility and convenience of services 4. Utilize available and emerging technologies to extend and enhance individual interaction with the Town through options for self-service and extended hours 5. Provide space for community and staff meetings, dialogue, gathering, celebration, learning and reflection 6. Provide access to greater resources and opportunities for learning, development and en#eainment for all ages through programs, services, rt and materials 7. Partner with other public, private and non-profit organizations to extend and leverage resources and enhance services The key findings in the service assessment are foundational to the space program requirements proposed within this document. The service delivery approaches within the Strategic Operational Plan are designed to enhance or improve customer service at a town-wide level, and can only be accomplished through interdepartmental coordination and town management's leadership. Pace 3 DRAFT Apr?t 23, 2006 Los Gatos Civic Center and Library Strategic Master Plan 1 Town of Los Gatos. California 5pace Program Role and Vision of the.0vic Center: and Library The implementation of these approaches will depend considerably on the use of tectmology and must be coordinated with the Information Technology Strategic Plan_ Page 4 DRAFrAffl 2?, 2006 Los Gatos Civic Center and Librarv 5tratenic Master Plan Town of Los Gatos, California Space Program Introrlluction. This section, and the information included in Appendix Z, 3, 4a, 4b, and 5 focus on the factors affecting development of space program requirements, as well as the proposed space program for the Civic Center. The proposed space program reflects the minimum space necessary to support the service approaches defined in the Strategic Operational Plan. Each department was assessed for its current space utilization, and gaps were identified in service del ivery or operational functions due to space constraints. Interviews with staff and the Executive Team, as well as onsite tours, contributed to the development of the proposed space requirements. Spaces that were identified as not necessary to delivery core services, but which would provide opportunities for enhanced efficiencies or services, are included in Appendix 3 as additional, optional space program components. Through development of site options, these spaces may be accommodated where opportunities exist. Factors also include strategies for development of standardized work modes, which identify the amount of space required to perform functions, as well as strategies for modularity, which provide for future flexibility in adaptive reuse of space. Projections for fixture growth and change in both service area population and staff, as well as an evolution of current service delivery I approaches based on information gathered and developed in the Service Assessment and Strategic Operational Plan have been factored into the space program as well. I Space Allocation Strategies Functional Work Modes Space allocation in organizations can be addressed through standards developed around hierarchy, parity, or functionality. The Core Tearrr and consultant team have developed a series of workspace prototypes that support the different functional requirements of staff in the organization. These prototypes are defined as Work Modes, and are used in space programming to identify the square feet necessary to accommodate the different functions and specific tasks of staff. This can refer to the actual inventory and size of furnishings and equipment needed in a particular space. The Functional Work Mode determines the actual net square feet (NSF) necessary for an individual workspace, but does not identify hierarchical organizational structure, actual final furniture selections or partition material (hard wail vs. panel system)_ (Work Modes are also used as a way of calculating other spaces such as conference rooms storage and resource areas.) Worlc Modes are shown as individual workspaces, however these spaces can be clustered together to create collaborative teaming areas. Work modes have been developed for application to all departmental Page 5 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Space Program -Ice P- Space Allocation Strategies workspaces. Not every site component will utilize each work mode. The full set of work modes that are applicable to all site components are included in Appendix 4a. Please note that the work modes are conceptual representations of the workspace `footprint' necessary to accommodate functional I requirements and generate space allocation. The work modes do not represent actual furniture, which will be addressed later in the design phase. Please see Appendix 4a., Building Standard Assumptions and Functional Work Modes, for fixtures, furniture and equipment, as well as space allocation projections. Storage. in excess of that for each Work Mode is accommodated in storage areas, file rooms or other spaces as required. Modular Platming Approach Staff offices and conference roam spaces have been designed within 10 foot by 12 foot modules to create flexibility in spaces and easier transformation of space from one use to another. Spaces developed as hard wall areas should consider the future adaptation of theb- intended use to another when planning adjacencies, access and security. Director's level private offices that require more intensive conferencing are in a 12'D x 20'W module of 240 square feet. This footprint is also used for- a medium conference room that seats 10. In the future, the medium conference room could accommodate an additional director or a vacant director's office due to reorganization could become an additional conference space without much structural change. Manager's level -private offices with conferencing are in a 12'D x 10'1'V module of 120 square feet. This footprint is also used for a small conference room that seats d. Offices and conference spaces could be changed out dependent on spatial and staffing needs. Work Modes M-2, P-3. T-1 and T-2 all sharc the footprint of 12'D x 1-5'W. These spaces could be interchanged as the need arises. Large conference rooms that seat 24 in a 24'D x 20'W module of 480 square feet could be divided to create (2) director's offices or (4) Manager's offices. Work modes that are 8'D x 10'W can be accommodated within a 12' module allowing for 4' of circulation aisles. Modular, Planning approach; o Based on a 10' by 12' module (5' increments on X axis and 4' increments on Y axis) a Flexibility in spaces, for example larger conference spaces could be subdivided into future offices Q Workstations fit on module with 4' aisle widths Support Space Ratios Industry standard ratio fox a collaborative work scenario consisting of Page 6 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos. California Space Program ::Space Allocation Strategies 113 private office to 213 open office is 1 conference roam for every 15- 30 people (1:15-30) a Industry standard ratio for shared printer/fax stations is 1:15 Future Growth Future growth is identified as an optional requirement in the space program, reflecting a priority in space allocation for support of core services and service delivery approaches in the strategic operational plan. While incorporating future growth would be prudent, the designation of this type of space as optional provides the Town with options in the decision-making process. Additional Optional Space The Space Program reflects spatial, functional, and technical requirements to Program Components meet the needs of the Town in delivery of core services. Additional, optional space program components were identified in the space programming process, which consider spaces that are not necessary for immediate function, but may provide enhances efficiency or services. The Space Program Summary is included as Appendix 2. Library Planning Principles Although adopted standards for space allocation in public libraries do not exist in California, generally accepted library planning principles were used to identify future space needs associated with current and envisioned services delivered in Los Gatos. Those applicable to the space program include: This is a Main Branch Library responsible for processing all books The Program's Collection Development is based on population growth, 32,500 in 2025 (4 items/capita) Program includes 33 Technology stations based on 1:1,000 Service ❑ Population 130 Seats based on 4:100 Service Population Based on 2025 projections, the program provides 2 s.f. per capita (Service Population") Page 7 DRAFT April 21. 2006 Los Gatos Civic Canter and Library Strategic Master Plan Town of Los Gatos, California Space Program f fl' f Functional Relationsbips The future desired functional relationships of the Town of Los Gatos and its departments are illustrated below. Diagrams which illustrate the spatial relationships of projected space requirements within each department are included in Appendix 3. The function and square footage of each space represented in the diagrams is located in summary form in Appendix 3, Space Program Summary and in fiuther detail in Appendix 4b., Individual Space Data Sheets. Departments or areas that have a primary adjacency are indicated with a solid connecting line. These departments or areas have frequent contact with each other and require a close physical adjacency. Departments or areas that have a secondary adjacency are indicated with a dotted eonucetiizg line. These departments or areas have less frequent contact with each other but do require a relatively close physical adjacency or the aid of excellent communication technology for connection. Legend: PRIMARY PRIMARY ADJACENC>' ADJACENCY PYY I SECONo"Y ADJACENCY (ADJACENCY PUBLIC `I,'VTERACTION . - - PUBLIC DEPARTMENTAL , OUT5JDT ADJACENCY ADJACENCY Page 8 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Space Program The Town of Los Gatos CL 0"OP S GATOS I Page 9 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Space Program Space Needs Assessrnent r~ The purpose of this section is to identify the current state of the Town of Los Gatos operations compared to the desired future state as is documented in the Town Service Assessment, Strategic Operational Plan and Space Program. The identified gaps between current service, operations and space may be resolved through development of site options that accommodate the space and functional requirements. The eventual design of any reorganized or new spaces will need to address these gaps. Visitor and Customer Staff with first point of contact duties at the Town of Los Gatos Phone Tallies recorded the number, time, and reason for incoming phone calls and visitors for a period of two work weeks (ten, days). It was also indicated whether the incoming call or visitor had to be redirected to another department or entity for service. The purpose of these tallies was to develop a better understanding of how, when and why customers contact the Town of Los Gatos. The counts are largely representative of exiertlal customers as internal interaction between departments vas not logged. The results of each departmental tally is included in Appendix 6. Space Needs. Assessment - Customer Service Center Identifed Gaps o Visitors to the Civic Center have the choice of five reception areas, 2 buildings and 2 levels at which to access information' There is no area for confidential meetings immediately adjacent to any of these reception areas (There is no access to phone or ottlitae assistance for customers at these reception areas The Town Clerk Department is usually the first point of contact for the Civic Center I L3 Current signage is difficult to read on the outside of the buildings and from parking. There is no direct visual connection to the parking lot from the various reception areas With the exception of the Neighborhood Center reception area, visitors must ascend up or down one level from the Parking lot to receive service I I Space Needs Assessment- Centralized Information and Referral. Identified Gaps There is no central source of information for staff questions and customers call whichever staff they have a relationship with in the Page 10 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Space Program F ' ITC`' [-n B o-alined Information and Referral Town to ask a variety of questions. Additionally, information requests come through walk-ins and web based requests. • The majority of questions are asked by telephone • Security of confidential information is often compromised with a lacking of confidential meeting places Sta` ::.an.d;L'om. muni Meeting and 'vents aces. Identiied Galas o 205 employees with access to two enclosed staff meeting rooms at the Civic Center supports a conference ratio of 95 employees for every conference room. The size of these available conference rooms limits the types of meetings supported, and many meetings must be scheduled off site at expense o The RJ Bryant Service Center has two meeting rooms for its 49 Parks and Public Works employees and supports a conference ratio of 25 employees for every conference rooxri. The ideal ratio for a collaborative work scenario consisting of both private office and open office configuration is approximately IS employees for every conference room. This industry standard would dictate the need for a total of between 7 and 13 conference rooms at the Civic Center, and between 2 and ~ conference rooms at the Rl Bryant Service Center. There are currently no private conferencing areas in Human Resources and Finance. Staff is limited to using Director's private office space for this purpose, o Public meeting rooms consist of the Council Chambers, which is primarily reserved for Town goveriunent functions involving the public, and the Event Hall at the Neighborhood Center for large functions both public and staff. u Currently the Library and the Policc department have no enclosed spaces for meetings or programs, to address employee issues and/or conduct meetings with disgruntled customers or citizens. j o The kitchen intended for use with the Event Hall does not meet - current California Building Codes The Event Hall cannot adequately support the acoustic and technological needs of public and council presentations. o Current onsite space is challenging to support a computer training class for staff or the public. o The Neighborhood Center's Room 214 is inadequate for current i training needs. Page 11 DRAFT April 21, 2006 dos Gatos Civic Center and Literary Strategic Master Plan Town of Los Gatos. California Space Program Space Needs Assessment:- Partnering to Provide Services Identified Gaps a There is currently no partnering between the Library and the Museum Association although both house archival Town material The Recreation Department does not currently have enough spaces to support its program need. The museum has meeting space that often goes unutilized due to a limited time of operation; although it is not fiuactional meeting space. Partnering between the Library and Museums of Los Gatos has increased in the last few years, mostly through a large, joint local history digitization project. _ Space Needs Assessment -iParkin - at.th'e Civic Center Identified Gaps o One of the largest customer complaints identified in the community outreach process was the unavailability of convenient and adequate parking. There are currently 109 spaces (S accessible) designated for the I Civic Center including Police and Library Based on the programmatic needs for the Civic Center, 484 parking spaces would be required and 110 parking spaces would be required for the Library; however, these amounts may be altered as the plan progresses. There are currently 24 spaces (1 accessible) designated for the Neighborhood Center, 12 less than the Town Code requires for off- street parking Space Needs Assessment_ Departmental Operations Am issue that affects all staff is the limited availability of restroo>ns, their dual use by public and staff, and their location relevant to staff workspaces. Town Council The Council Chamber is adequate in size, and has recently been improved to accommodate televised meetings and audiovisual presentations. However, the space still has limitations and does not fully support presentations at a professional lcvcl, due to technological, visual, and acoustical reasons. The Council Chamber is the only available space, other than staff offices, for the Council to conduct work. The Town Manager's office is used for Closed Session meetings; in J Page 12 DRAFT April 21. 2006 `_os Gatos Cmc: Center and Library Strategic Master Pion -own a! Los Gatos, CoFfornic Space Progrom SpaceNeeds Assessment - Departmental Operations which refreshments or dinner is often required. There is no adjacent overflow meeting area for high attendance council or commission meetings or closed sessions. Clerk Department o This department functions as a the "Customer Sen-ice Center" and as a default receptionist (and shipping and receiving) for the departments located in this building due to their location at the front door and presence of a transaction counter Current Vault space is not fire-proof due to an air vent cut through the wall of the vault into the main office area U The departirtent currently provides clerical and administrative support for the Town Attorney's office. There is no area out of the public eye for staff to have meetings or make private phone calls other than the current private office when it is vacant The prograrrirnatic requirements include 83" square feet for this department, while their current space is 1060 square feet including a service counter. Town Attorney = This department has inadequate teleconferencing technology for the large amount of teleconferencing that must occur. Cutrent storage of legal files is extremely constricted u The Town Attorney relies upon the Clerk Department for clerical and administrative support. The programmatic requirements include. 729 square feet for this department; current space is 750 square feet. Totivrr 11 Tanager There is no enclosed space for staff in this department to meet other than the "l'o%~n '`Manager or :assistant Town Manager's private offices when vacant. Deti=elopmeni, layout and assembly of council information must he done in open areas and within the staff break room due to the lack of layout space. The Administrative Program Manager must hold sometimes confidential meetings in an overcrowded and inadequately sized workstation. The Economic Vitality Manager must hold the majority of meetings with clients off-site. The programmatic requirements include 2943 square feet for this department, current space is 900 square feet. Information Systems J Where is no ShippinarReceiving or Tech Support,"StorageiStaging ?cge 13 CRAFT AoO 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California C' Space Program Space Needs Assessment -,Departmental Operations areas within the Civic Center so all MIS equipment must be held at an open workstation. Although staff have identified central location of MIS workstations to serve as a Help Desk, the Town is moving toward more capability for remote support which would make this less necessary. The programmatic requirements are indicated within the Town Manager's section above. Finance and Auditing of Town Finances must be done in the Lobby of the Administrative Services Council Chambers due to the lack of an adjacent conference area to the Finance Department; this department needs space for consultants, and/or temporary audit staff. Finance staff with payroll responsibilities do not have an adjacent area for confidential conversations with staff. 13 Current storage of records more recent than three years are held at individual Finance staff workstations due to the lack of a central file 6 Ia Human Resources 0 I Community Development 0 I~ area. Finance staff need space for document assembly and meetings with other staff Checks and other printing supplies should be located adjacent to/ within Finance areas for security purposes and use. The programmatic requirements include 1,620 square feet for this department, current space is 1,825 square feet. Majority of conversations are confidential, however there are no areas for Human Resource Specialists to have private conversations with staff. Currently available conference and meeting spaces are inadequate for staff testing or training, offsite venues must be used at expense. Multiputl3ose spaces, designed to support training and learning, could be utilized for this purpose Human Resource reference material is currently scattered among workstations due to the lack of a central reference area The programmatic requirements include 945 square feet for this department, current space is 355 square feet. Development Engineering staff is located at the RJ Bryant Service Center. Due to space constraints, Town of Los Gatos Building Inspectors are located at the Neighborhood Center. Confidential customer meetings must be held in the Council Chambers or other offices due to an absence of meeting space. Page 14 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California J Space Program Space Needs Assessment - Departmental Operations j - There is no room for a large format copier to assist in plan, duplication. 0 The progrannnatic requirements include 3,983 square feet for this department with an additional 664 square feet for a Development Center, while existing space is 3,375 square feet. Police o Most issues are due to space constraints or other facility issues Safety and security of staff and the public are a concern, especially upon entrance or exit to police facilities and when appropriate spaces are not available to segregate suspects and witnesses The current reception area is inappropriately small and unwelcoming; there is no convenient private interview area near the lobby which it ight accommodate public interviews or children, ' There is no access to restrooms in public areas. There is only one room for both interrogations of suspects and interview of witnesses and it lacks acoustical privacy for confidential meetings. There is no dedicated space for monitoring ongoing interviews. R There is not enough room to have workstations for Departrztent interns or VIPs; or an undesignated formal workspace for partner agency use. a There is no designated storage area for Parking Control officers to have belongings storage or touchdown space. Touchdown space is defined as shared workstation space utilized by individuals who perform most of their daily tasks in the field or at another location. j Dispatch Room is used as an impromptu coffee/break area due to the lack of these facilities for staff. Distractions affect dispatch procedure tl Designated Dispatch restroom is used by all due to the lack of these facilities for staff. Distractions affect dispatch procedure There is not enough room within Dispatch for an additional dispatch station to be set up in case of an emergency. Police Captains must share an office and do not have access to another space for confidential meetings, There is not adequate space for Patrol Sergeants, all six share one space and do not have access to another space for confidential meetings. The Report Writing Room is inadequate to suipport Patrol and Traffic Officers. It does not have appropriate techaiology needs. a The CSO Evidence Technician must locate much of the stored evidence at the RT Bryant Service Center. The storage facility is outdated and decrepit and does not have the appropriate climate Page 15 DRAFT April 21. 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Las Gatos, California Space Program . ' {nn Space Needs Assessment -.Departmental Operations controlled storage needs. The workstation for this position is at the Civic Center. ° There is no public access to the evidence function_ Returned pxoperty must be carried to the front counter or taken to the rear exit (restricted public access). The Evidence Prep Room is not able to be secured as it also serves as the patrol flashlight and radio charging station as well as vehicle key storage. The space and area configuration is inefficient and limiting. i There is no touchdown space for Reserve Officers. ° There is not an adequate processing area for suspects including a weapon's locker for handguns, adjacency to fingerprinting and photo identification area, separation from staff area and access to restrooms. ° Suspects must use staff restrooms. Holding cells do not meet Title 24 California Code of Regulations Minimum Standards for Local Adult Detention Facilities. Separation of adult and juveniles is required, and not currently available. There is no conference or training space within the department for j staff, with the exception of the Briefing Area or Chief's office. ° The patrol briefing area is too small and not correctly configured. It serves as a conference, break and interview/processing space. ° The female locker room entry does not meet ADA requirements. Both male and female locker rooms have lockers that are too small and lack power and ventilation, rooms are crowded and do not have benches. ° There is no break room area for staff. There is not space for an officer to rest after a shift, There is no space for personnel to exercise. There is no space for quiet counseling (i.e. peer support) No space exists to properly store ammunition ° There is no support space for K-9 ' offtcers, or any other specialty unit. ° Emergency Operations Center has facility and technology limitations; the shared Neighborhood Center space is not efficient or optimum. There is no Departmental Operations Center (DOC) to support the EOC and serve as an investigative coordination center. There is very limited storage space for all operations, general supplies and specialized equipment p Recently the Police Department has dote some reconfiguration and moved some of its staff to a Town owned residential home on the Page 16 DRAFT April 21, 2006 Los Gatos Civic Cen er or:! I iiDrary Stra=egic U.oster 1I-cir Town of Los Gatos. Cal ern'o Space Progro-n Space Needs Assessment-- Departmental Qperations Civic Center site, This alleviated some of the overcrowding although added distance between members of the department, however the separation limits coordination.. The programmatic requirements include 18,268 square feet for staff spaces in this department, current space is 5,27 square feet. Parks and Public R'orks = Touchdown spaces (shared workspaces for offsite employees) to access online information databases and employment related material are required. Development customers must travel between Town Hall and PPW to obtain approvals. Offsite employee break rooms, showers, restrooms and locker areas are undersized and extremely outdated [Sam to confirm if these have been renovated] _ The programmatic requirements include 31,405 square feet for staff and support spaces in this depamnent, the current space is ?5; l U? square feet within two buildings and other structures. Community Services The lobby and reception for the Neighborhood Center is Insufficient in size, unwelcoming and ineffective. Two levels and the rectilinear nature of the buildu-lg requites two, reception areas, one located at the first floor main entry and an additional reception on the second floor above the main entry. L The Event Hall has inappropriate acoustical conditions for presentations. Of the Hall and five meeting spaces located in this department I building, ttivQ rooms are reserved for Civic Center employees. The other areas are offered for use to the public and staff on a first-conk-', first-served basis. Greater opportunities for Partner organizations to supply pro ramming. activities and events could be accomplished through additional and more flexible spaces. A The programmatic requirements include 2,484 square feet for staff spaces in this department, while current staff space is 1,400 square feet. Library ° A major weakness of the current building is the lack of a central, obvious place fur patrons entering the building to ask questions. There are no spaces for staff or public meeting areas a No adequate area for computer instruction for the public. The new Computer Lab at the High School may provide some opportunities for shared use of space: although it may not be realistic to rely on Page 17 DRAT April 21, 2006 Los Gatos Civic Certer and Librcry St,afegic Mas+e, Flar: _ Town of Los Gatos. Califorrla Space Progr= Space Needs Assessment - Departmental Operations this external space due to conflicts in times of use, as well as access to the school campus, etc. Severely limited space for programs of any kind (children's, book clubs. etc.) C Need quiet reading area and study areas, collection space, technology space, better restroom locations, Friends Book Sale area, and general ADA accessibility Space constraints create collection restrictions Staff spaces are very overcrowded I] The lower level of the Library is unwelcoming, dark and difficult to access. The programmatic requirements include 38.2-05 square feet in this department; current space is 12,12-5 square feet. Space .Deeds- Program Civic Center(Libran, Site Components Gross Square Footage I51,862 Summaru Existing Square Footage 79, X174 Difference T 67,4 1 1 Please note that the grass square footage represents bath core and optional space requirements for the Town. Partner Organizations space needs represent an additional 23,63 sq. ft. Page i 8 GPA=T Apr.; 2 i • 2006 Los Gatos Civic Center and Library Strategic Ulaster Plan i-own of Los Gains, California Space Prograrn Space' Program DQcumeuts... I The Space Program documents contain the following. Appendix 2: Space Program Summary (Core and Optional) Appendix 33: Functional Relationship Diagrams for Individual Departments Appendix Ala: Building Standard Assumptions and Functional Work Modes Appendix 4b: Individual Space Data Sheets Appendix 5: Phone and Visitor Customer Counts i The Space Program Summary designates the total sum of square footage by Department, Functional Group, Staff or Support Area, and individual workspace. 'T'his includes storage rooms, conference rowns, resource areas and other non-workspace areas. The Suammary contains current and projected I staffing, quantity, and unit net Square footage per space, use designation and brief comments to explain the space, as well as identifies the space program requirement designation of either core or optional and provides a total suit of both core and optional square footage requirements A numbering scheme was created and each space was assigned a unique Index Number for reporting purposes. The scheme is organized as follows: 1. Department A. Functional Group dl Staff or Support Space 01) Individual workspace or non-workspace area Building Standard Assumptions and Functional Work Modes (Wibl-T, WNI- etc_) are provided in Appendix 4a. The Building Standard Assumptions describe the technical quality of all spaces. The Work Mode examples provide a diagram and specific functional regllirenaents for each workspace. Individual Space Data Sheets are provided for each space in the Summary and are located in Appendix 4b. The Space Data Sheets define each individual area and include the function and quality of each space, and provide any technical requirements atypical of Building Standard Assumptions. The Space Data Sheets include equipment, furniture, storage space (expressed iii linear feet) and any unique details that are necessary to properly design the space. Page 19 BRUT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, Colifornia Space Program I Next Steps in the Planning Process The next steps in the planning process focus on the development of site concepts that provide options for accommodating the space requirements and functional relationships described in this report. Exploration, discovery and solutions developed in Phase 3 may impact the Service Assessment, Strategic Operational Plan and Space Program documents through identification of opportunities and challenges associated with existing site and building reconfigurations and adaptive reuse, thus all Strategic Master Plan documents should be considered dynamic in nature, I. Core Team, select staff and community members to begin development of Site Options for the operations, space requirements and frinctional relationships described in this document. A- Develop four site alternatives through design charrette B. Conduct community forum to solicit input and feedback on alternatives C.. Develop one concept, informed by community dialogue D. Present one concept to Town Council, and receive direction on development of the preferred concept H. Revisit Service Assessment document based upon Strategic Operational Planning and Space Programming Process III. Develop Building Re-Organization and Adaptive Re-use Opportunities and Constraints IV. Develop Preliminary Conceptual Cost Model based upon a range of construction costs associated with quality of materials and complexity of construction, the Strategic Operational Plans and Space Program Page 20 DRAF April 21. 2006 Los Gatos Civic Center and Library Strategic Master Plor _ Town of Los Gatos, California 5pcce program. 3 F"Z v 3 rte. ~r ~ 7' S Definition of Terms General Information For the purpose of this document, a standard definition of terms has been used to describe space. These have been classified into three (3) categories: Net Square. Footage (NSF) Departmental Net Square Footage Departmental Gross Square Footage Building Gross Square Footage All of these square footaaes represent a mathematical exercise for lannin~ purposes and should not necessarily be considered the exact square footage that is required. Ultimately, it will be the approved space plans that will be the physical confirmation of the Space Program requirements and square footage requirements for final planning and/or leasing negotiations. These square footages are easily converted to BOMA's (Buildutg Owners and Managers Association International) "Standard Method forlJeasurin- . Floor Area its Office Buildings," if required during the real estate search for any type of comparison. Unit Aet Square Feet 0,7SF) The \SF is the square foot area assigned to an individual workstation, pF itiate office, or to a support function such as filing; conferencing, break rooms, etc The Space Program Report is first assigned and computed in net square footage for workstations and support areas. Example: A 10'x15' private office would be assigned 150 Unit Net Square Feet (NSF) in the Space Program Report. Departmental Net Square This Licit Net Square Footage (NSF) multiplied by the quantity of each staff or Feet support area in the Space Program becomes the total Net Square Footage (NN SF) for the Department. Departmental Gross Square 1-11e cumulative NSF area for a department, plits a Departmental Grossir.g Feet -'factor" (expressed typically as a percentaael equals the Departmental Gross Square Footage. This assignable factor accounts for primary and secondary circulation and corridors necessary to access workstations, offices, support areas, etc. This factor can vary from department to department but is usually in a range of 30%-40% and is based on the utilization of space witiln a particular department and therefore described as an intra-departmental one. Example: A department consisting mostly of 107x15' pri))ate offices (150 net square feet each) -would only require a department grossing factor of 35' o, or 1.35 times the NSF to account for the typical corridor outside /lie office. A department consisting of mostly open plats workstations whicli are typically less square J Poge 21 DRAFT April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos. California Space Program r' ndb,, Definition ofTerins footage than private offices, would require a higher factor of say 40%, or 1.40 times the NSF to account for the multiple corridors required around the workstations. Building Grass Square The total Departmental Gross Square Footage, plies a Building Grossing Footage "factor" equals the Building Gross Square Footage. For a project of this type, this factor is defined as 15% or 1.15 to include the area occupied in the building core by toilet rooms, elevator lobbies, fan rooms, janitorlelectricalltelephone closets, thickness of exterior walls, etc. as well as vertical circulation (stairs). Adjacency There are three levels of adjacency: Primary _ these adjacencies are a requirement and must be met Secondary - these adjacencies are not vital, but are important Norte - there is no need for an adjacency Functional Work Mode The Functional Work Mode is a method of creating tite necessary individual work area needed for specific job tasks. This can refer to the actual inventory and size of furnishings and equipment needed in a particular space. The Functional Work Mode determines the actual NSF for an individual workspace, but does not identify hierarchical organizational structure, actual final furniture selections or partition material (hard wall vs. panel system). Work Modes are also used as a way of calculating other spaces such as conference rooms, storage and resource areas. Work Modes are shown as individual workspaces, however these spaces can be clustered together to create collaborative learning areas. Linear Feet Storage capacity is represented in linear feet (LF). The total LF includes filing (lateral and pedestal), open shelving, overhead shelving (in work spaces) and bookcases. A special type of filing such as plan storage is represented in total square feet of space for the storage unit. This storage unit can vary in height and that will determine total capacity. 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O 0 o a :L :b a N C. ch o 1~ G7 C1 sX] G4 Cq q c+s c•i r+i ' ri hi ; . of N d C Q L c 0 p' C e~ A Q a i~ C Q 6 L +`5 h O Ch L2 C Q ~i u C O d C S'1 Ni 4 ti a V V b G rrw~w _J Ct C w `h U h C Q o" u C G ~ I o ' ~ G ~ I ~ ~ 1 ti y in LL. yn n ~ a 1 y y y ti i 'w " fi 1 c ~ U V V C n w tj c ~ C i p ~ N Vl Ln .y In M Cam} N N ~ .y L V ❑ C GIB C u ti~ V l 4 U ~A 00 U i ~ C v' o ZZ: . C] a cs ~ ea ~ 6 kDt c L b1 ~ U . C) 2 p 6 L L N x r4 t° c c ] `Y y v, O ~ v i 4 ~ i i q T ~ U M d V Z a R a C' C T` V L1 fV a Los Gatos Civic Center c n d Library StraFegic Master P4an Town of Los Gatos, California Space Program n Functionial Relationships' . The Functional Relationships of the 'l'awn of Los Gatos and its departments are illilstrated below. These diagrams illustrate the spatial relationships of projected space requirements for each department, and represent departmental and program adjacencies rather than individual positions. The function and square footage of each space represented in the diagrams is located in summary fens in Appendix 3, Space Program Summary and in further detail in Appendix 5b., Individual Space Data Sheets. Departments or areas that have a primary adjacency are indicated with a solid connecting line. These departments or areas have frequent contact with each other and require a close physical adjacency. Departments or areas that have a secondary adjacency are indicated with a dotted cQrucectin line. These departments or areas have less frequent contact with each other but do require a. relatively close physical adjacency or the aid of excellent communication technology for connection. PRIl4SAI2Y Pitli4iAI2Y _ ADJACENCY ?1''; ADJACENCY ,F a ' - C SECO M` 12 SECQhnARY n~~J ,C]EN Y - T Anr~c> ~ c PUBLIC INTERACTION,,' PUELIC AR TM RN'rAL OUTIir tAO JACEP]CY iLDJACIICY Page i Review ❑ra`.t April 21, 2006 l Los Gatos Civic Centcr and Libra y 5trcteg~c Master °lan Town of Las Gatos, California - - Spoce 'roc-am The Town of Los Gatos TOWN Or LOS GATOS Poge 2 - - - Peview OrCH Aoril 21. 2W6 I Los Gatos Civic Center and Library Strategic Master Dian _ Town of Los Gatos, California Space Program 01 R 'l'awn Manager's Office ~ - OWN AGI?It'S CM nRINISTRAT FFICC MAYOR AND COUNCIL INFORMATION I 7kCIiNOI,f)GY I'IiOGILA:115 , MGR, ` and ECONONIIC 4iIYYt1Y 55 t0l7 5 r`~ VITALITY , lL4A 11F6 C_L'k , TQWN i TOWN -9TAFF~+ i ~TTURNEY SUFriURI J MAYOR AND COU CIL Rage 3 Review Draft Aprii 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Las Gatos, California Space Progrom Cterk Depaa-tment CLERIC'S DYPT. CLl$RI{ ADMINISTRATOR il VAU1,T CIDEPUTY CLERK 4' . INTERNSI ASSISTANT DEFUTY CLERKS ACCOUNTfNG N MNAGER 7 4-. S$'ti`C©Ct SEINIOIL ICCC3[S ET CLE17K ACCOUPVT ACCOU YAMAMT ~•rcllNxcz~~' ~ ACC-UNT -kCCOLINT ACCOUNT TECH 'T'ECHNICIAN: TECHNICIA; : BUS. LICENSE ACCOUNTS i - ACCOUNTS . PAYABLE RECEIVABLE Pal ~ Page 4 Review ~)'qft April 21, 2006 Los Gatos Civic Center and Liiarary Strategic Master Flan Town of Las Gatos, California R-vi Space Program E Human Resources J HUMAN RE50URCES STAFI='Cf~tAENgVG _ AREA I I I I I L - HR DIRECTOR TOWN I MANAGER I I- - _ _ - ~HR SPECIALISTS ;PUBLIC I CDTC muIl4 DeVeio2ment °$o-AJ DD b COMMitNITY (DEVELOPMENT) Cu11'MISSI« ONiAI iJN ITl Iti1;4ET [3P?VIENf - - CTOWN 4NAGER UIRUCTOR ASSiSTA" i COMMUNITY . DEVELOP14IFNT - - ^ ^ T ^ ^ I DiRECTOli, _ 'A DNLN ISTRATIV E SECRETARIM I E I iN'1'RR,'~5 I PLANNERS DL ~ SUILDIhG C INSPECT RNrg0l FU EMENT CLRS COUNTER TLCHNI IANS ' - - - - - C REDEVELOI~NIEN - : DEVELOPIME NT PARK$AND T NIANAGER - CENTER PUBLIC WORKS ENGINEERING • PUBLIC Page 5 Review DrofP Apr:1 2l. 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos. California Space Program 'Rel Parks and Public Works AND MAINTENANCE s- WORKER . ENGENEFRUNG TOWN MANAGER AI711IIlI5TRAT'IVE I'U3iLIC'+'F'OR16 FACILITIES SPECIALISTS f COORDINATOR SPECIALIST SUPERINTENDENT Public Interface; CIP Projects Tree Issues Traffic Calming j a Park Maintenance Street Maintenance a Park Reservations MAIN'T'ENANCE ASJSTAN rS PARK SERVICES OFFICER Pt IRKS AND 1 BLIC rvORKS EAD PARIS AN] MAMTENANCE WORKERS PARKSAND HA UNTENANCE WORKERS Page 6 Review profs April 2', 2uC6 Los Galos Civic Center and Library Strategic Master Plan Town of Los Ga?os, California Space Program C;ommunit} Services C MNIUNIT-Y SERVICES ~'OLU`TF.ER , - - - - TOW ~ COORDINATOR f ~ MANAGER i COMmUNITY SERVICES DIRECFOR CS - ADS ~tI~ISTRa"fll COORDINATOR ANALYST I Pcge 7 Review "r)r~ft Arri 21 , 2006 Las Gatos Civic Center and Library Strategic Master Plan Town, of Los Gatos, California Space Program L Police Department (;~LlCE APTAINS - - , W ' C Pf7IICE ( F NUN1,GL Tt tiT ; DCPAR~.Mi ST'ILiTI~"L SECRETARYTO ALYST THE CHIFF CA " POLICE. CAPTAINS I SUSPECT I PROCESSING, TRAFFIC PATROL ESTIGATIO.N AND CO 1EV3NITY SERVICE SERGEANT SERGEANT SI RGEANT SERGEANJ • POLICE PARIUN'G RECORDS - COORDINATOR) ' MANAGER 5PECIAI. I1NiT PARMN13 PAGE POLICE I2ECARI7S POLICE kNI1 t:U1vTTt47L COivIKUNITY OFFICERS SPEC ALISTS i E - FRVICE OFFICERS' EVIDENCE p~ CONINVIINMCATIONS`. f INVESTIGA'T'IVE DISPATCH OFFICERS IBLIC P It: Page 8 i Review Draik April 21, 2006 Los Gatos Civic Center and Library Strategic Master Plan Town of Los Gatos, California Space Program ' r s _ Library Y -V t -131 It I C: ADULT FICTION READING ROOM LrsRARY i ADULT NON- FICTION J _ PERIODICALS r ; ADULT / NCLOSEC] REFERENCE . STUDY ROOMS f ` r'_ 1 MEDIA TECH ~ YOUNG ADULT ROOM ` r: CHILDREN'S EW - AREA BOOKS v/IS»LFSERVICC ` INFO ICIRC `r CHECK-OUT 1 SERVICES r y - - - - - - - IDIRECTOR 1 LIBRARIANS 1 .f ASST, pIR STAFF ORIS PROCESSING ~ LOBBY ~ PROCESSING COMMUNITY RETURNS / CA3lACQ. ROO[V! 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