Town Service AssessmentTown of Los Gatos, California
Town Service Assessment
Town of Los Gatos, California
Town Service Assessment
Draft Working Document
October 2, 2002
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A N D E R S O N B R U L E A R C H I T E C T S
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Town of Los Gatos, California
Town Service Assessment
Section
A. Executive Summary
B. Introduction
1. Context and Key Concepts
2. Purpose of the Document
3. Process Overview
C. Role and Vision of the Civic Center and Library
D. Summary of Community Outreach
E. Key Issues and Findings
1. Small Town Service Model
2. Coordinated and Comprehensive Access to Information
3. Accessibility and Convenience of Services
a. Parking and Circulation
b. Physical Accessibility and Special Needs
c. Departmental and Service Adjacencies
4. Emerging Technologies
5. Space for Community and Staff
a. Dialog, Gathering, Celebration, Learning and Reflection
6. Greater Resources and Opportunities for Learning
7. Partnership with other Public, Private and Non-Profit Organizations
F. Current and Future Actions
1. Interim Actions to Improve Services
2. Next Steps in the Planning Process
G. Appendix
1. Historical Timeline of Civic Center and Library
2. Community Profile
3. Questionnaire Responses
4. Process Participants and Outreach Meeting Schedule
5. Resources and Reference Information
Page 1 October 2, 2002
Town Service Assessment
Town of Los Gatos, California
Introduction
Context and Key Concepts
The Town of Los Gatos is currently in the process of developing a strategic
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 Town Service Assessment outlines current and future
service needs. It is intended to serve as a working guide for the rest of the
strategic master planning effort.
A Core Team, which includes staff from the Town of Los Gatos and the
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
promoting community participation in the planning process. Please refer to the
appendix for process participants and an outreach meeting schedule.
Highlights of this report and summary findings are provided below.
Role and Vision of the Civic Center and Library
The role of the Civic Center and Library within the Town is seen as much
greater than its physical presence as a point of interaction with Town
government for Town business, library and community services. The desire,
beyond these services, is for a place that strengthens the fabric of the
community by providing a means for the community to come together for
learning, debate, reflection, and celebration. The Civic Center is seen as the
heart of the community and the Library as the center of learning.
A strong desire was expressed to see that the Town maintains its stewardship
of character, culture, and personal interaction with regard to how services can
be enhanced or improved.
Not surprisingly, the vision for the future service delivery within the Town of
Los Gatos is deeply rooted in its past as a friendly small town place. At the
same time, the vision looks to the future use of technology to enhance
connectivity to the Town's community and customers. Through analysis of all
of the outreach efforts that are recorded in this study, these seven key concepts
rose to the top as the fundamental vision for future service delivery in the
Town of Los Gatos.
1. 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
Town services
3. Ensure accessibility and convenience of services, physically, culturally,
and experientially
4. Utilize available and emerging technologies to extend and enhance
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Town Service Assessment
Role and Vision of the Civic Center and Lihrary
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 entertainment for all ages through programs, services,
and materials
7. Partner with other public, private and non profit organizations to extend
and leverage resources and enhance services
Sumtnar~7 of Community Outreach
A Community Advisory Committee, comprised of Board and Commission,
School District, Library and Community representatives (see appendix for
CAC roster), is working with the Core Team at an advisory level and in
promoting community participation in the planning process.
Key Issues and Findings
Small Town Service Model
Coordinated and
Comprehensive Access to
Information
Accessibility and
Convenience of Services
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A community and staff outreach program for this phase of the master planning
process included meetings and workshops with the stakeholders, community,
customers, and staff to develop an understanding of existing services and
future service needs, a Community Forum to engage the community in
discussions about Civic Center and Library needs and Questionnaires, both
online, and at Town facilities have been utilized.
A Small Town Service Model should be maintained
As the need for services increase, it will become increasingly more do7cult
to deliver personalized services at the same level
Prioritizing responses to service requests and leveraging resources will be
key to delivering service in a cohesive and cost-effective manner
Managing expectations and educating the community about how they can
best access information and services are critical to leveraging resources
Drastic change is not a goal of the community or Town staff- incremental
changes that improve or enhance services, but do not diminish access to
personable, friendly staff, is a guiding principle
Both a physical and virtual central point for information is needed
o Improved on-line access for all city services as well as a more accessible
and user-friendly website is desirable
Information collection, access and dissemination is key to improved
service delivery
Greater promotion and marketing of existing services available to the
community is needed
Currentparking, access and circulation to Civic Center is not satisfactory
o Traffic congestion must be addressed as part any future development of
the site
October 2, 2002
Town Service Assessment
Town of Los Gatos, California
Key Issues and Findings
o Alternative means of transportation need to be explored and promoted
o The Civic Center and Library need to be accessible, welcoming and
convenient to all customers
Accessibility to services and spaces need to be enhanced for individuals
with special needs within the community
An increased level of services, programs and spaces for a wide variety of
age groups is needed
Departmental adjacencies and service groupings should be developed
based upon the most efficient and convenient customer service
o Access to information and services should be made available in a manner
that produces a sense of a cohesive Town
o Operational issues such as confidentiality, security, public and staff safety
and oversight need to be addressed
Emerging Technologies
Input collected for the Civic Center/Library Master Plan should be
integrated into the Information Technology Master Plan.
o Online services need to be expanded.
o Council Chambers must have increased technology available for those
who are not able to be there in person. Watching the meetings live online
as well as on KCAT TV is desirable, with the option to participate online.
o Interactive information needs to be available as an adjunct to the Civic
Center. Possible use of kiosks outside, with interactive features.
o Staff should further utilize available technologies and incorporate new
technologies that allow them to communicate, access information and
knowledge bases and ultimately deliver services in a more efficient
manner.
Support Space for
o Central reception area that is easy to find and welcoming is desired.
Community and Staff
o Lecture, conference and meeting rooms which are flexible, have a variety
of sizes and are accessible to the public day and evening are lacking.
o Interior and exterior spaces for performances and special events should be
considered.
o Specific spaces for diverse ages, needs and activities should be available
in the library and civic center, such as group study, quiet reading rooms,
teen activities and children's story time, and spaces that are designed
specifically for seniors
More space for training and education with an emphasis on technology
training in some of the spaces is desired.
Staff work and meeting areas that support collaborative and inclusive
work processes and individual productivity should be considered integral
to efficient and effective delivery of service
Greater Resources and
o Additional computers with expanded access time available is desired.
Opportunities for Learning
m Technology for previewing audio books, video, DVDs and CDs is desired.
o Expansion of programs for teens and a special program room for children
should be considered.
Partner with other Public,
o Partnering with other organizations, including public, private and non-
Private and Non-Profit
profits, is a means to leverage resources, extend access to services and
Organizations
improve the quality and quantity ofservice delivered.
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Town of Los Gatos, California
Key Issues and Findings
Current and Future Actions
Town Service Assessment
Need to explore partnering opportunities fully, ranging from programs to
joint-use facilities
o Coordinated education and publicizing the availability of services and
programs to customers and the community reaches a wider audience
Benchmarking other governmental organizations to discover and apply
lessons learned is a partnering opportunity that directly affects resource
allocation
The next phase of the strategic master planning process will address how
services are provided, as well as the space requirements necessary to support
their delivery. Subject to funding availability, the Town may pursue
enhancements to services as described in this document in the interim, and
independent of changes to physical organization of staff or physical changes to
the existing buildings.
Appendix
Included in the Appendix to this document are: An Historical Timeline of the
Civic Center and Library, a Community Profile to include demographic
information, Process Participants and a Schedule of Outreach Meetings, the
Questionnaire Responses, as well as Resource and Reference Information.
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Town Service Assessment
Town of Los Gatos, California
Context awl Key Concepts
The Town of Los Gatos seeks to develop a strategic 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 February
2003, includes the review of the existing Civic Center, Library, Neighborhood
Center, and the R.J. Bryant Service Center.
Purpose of this Document - The Service Assessment
Service Assessment The purpose of this document is to outline current and future service needs,
developed through an outreach effort that included stakeholders, customers,
community members and Town staff, for the Town of Los Gatos Civic Center
and Library. This document will serve as a working guide for the remaining
strategic master planning effort.
Master Plan At completion, the master plan will include this service plan, operational plan
and space programs, as well as site options for configuration of space
requirements, cost models associated with improvements or new construction
(if necessary to meet the needs), financing and funding strategies and a phasing
plan. 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 the
community and customers now and in the future. Three fundamental questions
are asked:
What services are needed?
How will they be delivered?
o Where will they be provided?
This Town Service Assessment evolved from various public and staff outreach
efforts to define the "what services are needed" question. The operational
plan will define the "how services will be delivered" and the program and
conceptual site and building plans will define the "where the service will be
provided."
Once these key concepts are understood, future decisions about service,
facilities and site improvements can be made. This study and the ensuing
master plan are not about architecture or urban planning. It is not about
creating unrealistic wish lists or raising expectations beyond what can be
accomplished within fiscal parameters. It is, however, a process designed to
understand the community's needs, and evaluate the spaces that will be
necessary to meet those needs, now and in the future. It is about responsibly
preparing for the future of the community by asking what it needs from the
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Town of Los Gatos, California
Process Overview
"Town. Whatever the findings and outcome of the master plan, it should
provide an excellent foundation for sound decision-making in the future.
A Core Team, which includes staff from the Town of Los Gatos and the
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
promoting community participation in the planning process. Please refer to the
appendix for process participants and an outreach meeting schedule.
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October 2, 2002
Town Service Assessment
Town of Los Gatos, California
Role and Vision of the Civic Center and Library
The role of the Civic Center and Library within the Town is greater than its
physical presence as merely a point of interaction with Town government for
Town business, library and community services. The desire, beyond these
services, is for a place that strengthens the fabric of the community by
providing a means for the community to come together for learning, debate,
reflection, celebration, etc. The role of the Civic Center is as the heart of the
community and the Library as the center of learning.
Through outreach and analysis, key concepts have emerged regarding current
and future Civic Center and Library services in the Town of Los Gatos. An
overriding theme in all discussions regarding how services can be enhanced or
improved is the desire to maintain the Town's stewardship of character,
culture, and personal interaction. Enhancements, whether through new
services and programs, or improvements to existing services, are desired - but
the personal service and relationships, valued by residents and staff alike,
should continue and be strengthened by any other effort.
Not surprisingly, the vision for the future service delivery within the Town of
Los Gatos is deeply rooted in its past as a friendly small town place. At the
same time, the vision looks to the future use of technology to enhance
connectivity to the Town's community and customers. Through analysis of all
of the outreach efforts that are recorded in this study, these seven key concepts
rose to the top as the fundamental vision for future service delivery in the
Town of Los Gatos.
1. 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
Town services
3. Ensure accessibility and convenience of services, physically, culturally,
and experientially
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 entertainment for all ages through programs, services,
and materials
7. Partner with other public, private and non-profit organizations to extend
and leverage resources and enhance services
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Community Outreach and Analysis
A community and staff outreach program for this phase of the master planning
process included meetings and workshops with the community, stakeholders,
customers, and staff to develop an understanding of existing services and
future service needs. A questionnaire has been available, both online, and at
Town facilities, for the community to provide input. Six stakeholder focus
group meetings, of approximately 10 to 12 participants each, were held. A
Community Forum was held September 5, 2002 in Town Council Chambers to
engage the community in conversation about Civic Center and Library needs.
Staff workshops were held with each department in the Town. Each
subsequent phase of the civic center and library master planning process will
also include a variety of outreach methods to encourage the input and feedback
of the community, stakeholders, and staff. An outreach meeting schedule is
included in the Appendix.
These methods for outreach focused on seeking qualitative information from
customers, key stakeholders, the community and staff. Through engaging in
conversation and providing opportunities for input, a number of key issues
surfaced. Many comments and issues were repeated in multiple forums,
reinforcing their importance as issues. The questionnaire was not intended to
be statistically significant, but does represent the opinions of those who
participated and is indicative of the community's perspective. The focus
groups and community forum were not exhaustive, representing a small
percentage of all residents, but issues similar to those in other forums for input
emerged, underscoring their relevance and importance. A statistically sound
survey will be utilized later in the master planning process as more concrete
direction and options are developed.
A community profile, including demographic information, is included in the
appendix to this document. Important and relevant statistics regarding the Los
Gatos community include:
66.7% of adult Los Gatos Residents hold a Graduate or Professional,
Bachelor's or Associate degree
Los Gatos will experience a 10% increase in both population and number
of households from 2000 to 2025.
o Los Gatos will experience a 12% increase in employed residents from
2000 to 2025.
Los Gatos will experience:
o a 27% increase in retail jobs from 2000 to 2025.
a 25% increase in service jobs from 2000 to 2025
a 37% increase in other jobs from 2000 to 2025 (Construction,
Transportation, Communication and Utilities, Fire Protection
Services., and Government)
a 34.4% of residents are age 30 - 49, and 35% are 50 years or older
86.7% of Los Gatos residents are White
17.4% of residents 5 or older speak a language other than English;
5.3% of those do not speak English "very well"
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Town of Los Gatos, California
Small Town Service Model
The Town of Los Gatos has managed over the years to retain many of the
qualities that have made it a wonderful place in which to live and work.
Repeatedly within the outreach effort the participants expressed appreciation
for the "Small Town Service Model" that Los Gatos has been built upon and
they defined it by these three critical components:
13 Personal Attention
Rapid Response
Excellent Customer Service
The Town's customers stated very strongly that the staff of the Town of Los
Gatos and the Library is extremely customer-focused. It was felt by many that
staff make every effort to provide services upon request immediately. This is
extremely appreciated by the community, and almost unanimously, the one
thing the community does not want to lose or change is the staff and their
friendly service delivery methods.
During staff workshops, this concept was reinforced. The staff stated they
make every effort to respond as quickly as possible to all issues and this is
usually done in a one-on-one manner, so that they are personally closing the
loop on a customer issue. Although this is their tendency, the staff expressed
that there are some inherent inefficiency in this "rapid response" method. As
the service needs of the community expand and change, it will be important to
prioritize service responses to enhance both efficiency and effectiveness.
The staff enjoys their work experience and providing personal attention, but
several departments are providing similar services, most specifically response
to information requests. The Clerk's Office, the Police Department,
Community Development, Community Services and the Library are all key
contacts for the community requesting similar information and assistance via
the telephone and in person. Often the requests are made to one department,
which requires the staff person to seek information from another department,
and then respond personally back to the caller. From the staff's perspective,
without a centralized means to filter the information, it is often difficult to
prioritize and leverage resources in a cohesive and cost effective manner,
making sure that the most critical issues are taking priority. Through
conversations with both staff and customers, each group suggests that
managing expectations and educating the community about how they can best
access information and services would benefit customers, as well as create
greater capacity for the Town to deliver service.
Volunteers are very active in town government, and are appreciated greatly by
staff, who believe volunteers are integral to the high level of service the Town
is able to deliver. Volunteers contribute to the sense of small-town and
personalized friendly service.
A guiding principle expressed by many, including customers, stakeholders and
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Town of Los Gatos, California
Small Town Service Model
Town Service Assessment
the community, was that a drastic change is not desirable in the way that staff
is currently delivering services. Many people saw incremental improvements
over the next 10 years and beyond, all within the context of preserving the
current culture and intimate character of the Town, reflected in how the Town
personally interacts with the community.
Key Findings
A Small Town Service Model should be maintained
As the need for services increase, it will become increasingly more difficult
to deliver personalized services at the same level
Prioritizing responses to service requests and leveraging resources will be
key to delivering service in a cohesive and cost-effective manner
Managing expectations and educating the community about how they can
best access information and services are critical to leveraging resources
Drastic change is not a goal of the community or Town staff- incremental
changes that improve or enhance services, but do not diminish access to
personable, friendly staff, is a guiding principle
Coordinated and Comprehensive Access to Information
Both a physical and virtual central point for information is important to create
efficiencies, increase access to services and provide greater levels of customer
satisfaction. It was thought that an initial welcoming point at a clearly defined
entry could be created to triage a customer's needs and then direct them to the
appropriate service point. At the same time, a majority of customers felt that a
website could also function as a point of triage and information.
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A desire for the Town to be a central source of information regarding Town
services was expressed by Civic Center and Library customers regarding town
services. Consistency in information and documented processes are seen as
key to efficient and effective services, as well as education of both customers
and staff. Information for the public needs to be continually collected and
organized to improve access to accurate and timely information. Better and
more extensive online services were requested by both community and staff.
In addition, the use of the online services offsets the need to physically go to
the facility, thus potentially alleviating some of the parking frustration.
In addition to centralized information available at the Civic Center and online,
"information kiosks" or "substations" were mentioned in stakeholder focus
groups and staff workshops as a mechanism to increase access to information
to areas in the Town that are farther away from the Civic Center. Information
kiosks or coordinated efforts with other public and non-profit organizations, or
private businesses, that already supply information, may be a means to extend
the reach of the Civic Center. This may help increase the Town-wide
awareness of services and events, and, in essence, help to bring government to
the people. Kiosks and information centers need not be staffed, but may also
October 2, 2002
Town Service Assessment
Town of Los Gatos, California
Coordinated and Comprehensii-
e Access to Information
provide a drop-in space for staff that work in the field (i.e., Police and Parks &
Public Works) reinforcing their presence in the community and providing
remote access for those staff to the Civic Center. This topic is also addressed
in "Departmental and Service Adjacencies" within the section Accessibility
and Convenience of Services.
Staff would like to see greater promotion and marketing to the community
about services available at the Civic Center and Library, and the community
requested this as well. Many community members are unaware of the services
they could be receiving and find it challenging to locate this information. The
Town already provides several of the services requested but community
members were unaware of their availability. An example is that the library
offers access to materials from other libraries, a service that was requested
during outreach.
Key Findings
Both a physical and virtual central point for information is needed
Improved on-line access for all city services as well as a more accessible
and user ftiendly website is desirable
Information collection, access and dissemination is key to improved
service delivery
Greater promotion and marketing of existing services available to the
community is needed
4ccessibilitt' and Convenience of Services
The citizens and customers of Los Gatos feel that the accessibility of staff is
the Town's greatest strength. This helps to define the Town's culture. The
civic center location and setting also make it inherently accessible. The
connection to the outdoors, the open space and views, make visitors to the
civic center feel comfortable. Los Gatos remains friendly, intimate and
welcoming both as a physical place and in the way it delivers service.
However, the issue of accessibility to services within the Town is a critical
one. The three primary areas that were discussed as important to the citizens
and customers of Los Gatos were:
Parking and Circulation / Vehicular Access
Physical Accessibility and Special Needs Access and Service
Departmental and Service Adjacencies
Parking and Circulation / The first issue of accessibility, parking, circulation and vehicular access at the
Vehicular Access Civic Center and the Library is a frustration for nearly all, primarily the limited
amount of parking available, the lack of short-term parking and the limited
amount of handicap parking. It was also noted that the circulation in and
around the parking area is difficult to maneuver. The traffic around the
location is very congested, and entry to and exit from the civic center are
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difficult during high volume periods. Even with these existing issues,
customers generally feel positive about the location itself.
Accessibility and Convenience of Services
Some feel that there should be a Town shuttle to allow citizens to circulate
through the Town without the use of a car. Customers also desire easy drop-
off and pick up areas. The book-drop directly into the library is appreciated.
One that can protect the books and tapes from damage, would be desired.
Easy access for pedestrian and safe and convenient bicycle parking would also
encourage alternative transportation.
Key Findings
13 Current parking, access and circulation to Civic Center is not satisfactory
11 Traffic congestion must be addressed as part any future development of
the site
Alternative means of transportation need to be explored and promoted
Physical Accessibility and Both the difficulty in the physical access to the site, buildings and services, as
Special Needs Access and well as the availability of services for customers with special needs, were
Service mentioned. Key stakeholders and customers felt that the level and variety of
services for all ages could be expanded.
For the first time customer of the Civic Center and Library, merely finding the
entry can be a challenge. With multiple front doors to the facility, there is a
strong desire to create a central and welcoming entry point, with easy "way-
finding," clear signage and circulation for customers. Concerns about too
much signage, creating clutter and confusion, emphasize the need for intuitive
way-finding.
The many levels to the current site and buildings make access very difficult.
Building amenities such as restrooms, drinking fountains etc. are limited,
difficult to find and very difficult to access. The council chambers, which
should be the heart of government with easy access for all citizens, is
extremely difficult to find and use, and is inaccessible for citizens with special
needs unless special assistance is offered. Accessibility to spaces for
individuals with special needs need to be enhanced as part of the future
expansion of city services and integrated into all civic buildings, with special
consideration in the library.
Customers noted that services and spaces for a wide variety of age groups is
lacking in the civic center and library. In particular, it was noted in several
stakeholder focus groups that pre-teens and young adults between the ages of 9
and 18 have limited access to programs and spaces that are specially designed
to meet their requirements. It was also felt that there was a need to increase
programs, services and space for toddlers. A current accessibility issue in the
children's area of the library is a concern about not being able to use the
children's materials and space during programs without interrupting those
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Town of Los Gatos, California
Accessibility and Convenience of Services
participating. When children's programs are in progress, patrons are not able
to walk behind the presenter easily to access materials that they made need.
Many suggested that a separate room for programs, so as not to disturb normal
use of the library, is needed.
Discussions touched on the desire for separation of "Children's" and "Adult"
libraries, but more in-depth dialogue and comments from the questionnaire
reflect a deeper desire to provide a zoning of activities within the library and
civic center, with designated spaces that respect the need for quiet, group study
and interaction, programs and individual and group learning.
The seniors feel that their services are being compromised by a lack of space
and the use of the Neighborhood Center by competing interest groups. They
also feel that there are not enough in-home services provided and that there
should be more access to service for those who cannot physically come to the
civic center.
Key Findings
The Civic Center and Library need to be accessible, welcoming and
convenient to all customers
Accessibility to services and spaces need to be enhanced for individuals
with special needs within the community
An increased level of services, programs and spaces for a wide variety of
age groups is needed
Departmental and Service The concept of centralized service is very appealing to the Town's residents
Adjacencies and customers. Ideally, all services should be located together. In lieu of a
completely centralized facility, some participants suggested alternative forms
of service groupings, such as the library, recreation center and neighborhood
center. Others thought that the accessibility of community development
services, some of which are located in the Corporation Yard , has
compromised convenience due to their location. It was felt by some that if
services were organized in logical groupings, they would not necessarily need
to be located at the current site. Others feel that that all services should remain
consolidated and centralized at the current site.
Customers that use the Town's services for property development, which
ranges from a homeowner doing small renovations to a developer or architect
planning a project, felt that a "One-stop Permit Center" would be desirable.
They noted that the cities of Sunnyvale, Santa Clara, Mountain View and Los
Altos currently have this service. Included in the service should be the ability
to pay for any fees at the same location. Services such as "express plan check"
were also requested; however, this is another example of a service the Town
already provides.
There are also two distinct feelings about the location of the Police Department
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Accessibility and Convenience c
f Services
on site. Some feel that it is important that the Police Department be present
and accessible on site, and others feel that this function could be moved to an
off site location without a decrease in services to the citizenry of Los Gatos. In
either case, it was felt that the look and feel of the current facility make it
unapproachable and unfriendly.
For those that do not live near the downtown area, there is a perception that
they feel disconnected from the same level of access to services that the
downtown residents enjoy. They would like to explore ways to increase
access. They believe they must travel to the civic center to access services,
which adds to congestion and traffic. This issue is also addressed in the
section Coordinated and Comprehensive Access to Information.
Accessibility to a variety of spaces that meet the operational needs of both the
Town service customers and the staff came into question. The location,
adjacency, configuration and limited amount of space within the civic center
and the library have had an impact in three distinct operational areas:
13 Confidentiality
13 Security and public safety
13 Oversight
When customers visit the Town for services of a confidential nature, whether it
is researching a private medical issue in the library, discussing their taxes,
paying for fees, etc., there is a limit to the types of spaces available to meet
their need. Internal Town departments that require confidentiality, such as
Human Resources and Finance, also feel compromised in their ability to have a
private conversation with staff, who are their direct customers, when it is
appropriate and important to do so.
The location of service counters, in both the civic center and the library make
security an issue for staff and some customers. With little delineation between
staff and public spaces, it is challenging for staff to be aware of the public's
use of non-public spaces. Hallways, circulation areas, and access to restrooms
are outside the viewing range of staff. Areas of the facilities need to be locked
in order to control access when they are not in use, which in fact limits their
use. One area of concern for the customers of the library is the lower floor.
To many it feels like a cave, with no access to light and limited oversight by
staff.
Key Findings
Departmental adjacencies and service groupings should be developed
based upon the most efficient and convenient customer service
Access to information and services should be made available in a manner
that produces a sense of a cohesive Town
Operational issues such as confidentiality, security, public and staff safety
and oversight need to be addressed
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Emergin- Technologies
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An Information Technology Master Plan (ITMP) is currently being developed
for the Town, which will prioritize technology needs and solutions. Input
collected for the Civic Center/Library Master Plan and discussed below should
be integrated into the ITMP.
Technology is a tool to be used to free people from routine tasks, allowing
them to provide a higher level of service, develop a deeper sense of
knowledge, have more access to information, and use their time for more
valuable endeavors. The community and staff felt that technology should be
interwoven throughout all services, utilizing state of the art communication,
information access and innovative computer services as an integral part of
service delivery. Technology should be used to complement service delivery,
however, not to supplant the "small town" service delivery model.
Greater use of online services is a theme that runs through many of the service
issues. Many online services that were requested are: ordinances, building
permits, maps, AP and N numbers, zoning, GPS, aerial photos and payment
online. Improved on-line access for all Town services as well as a more
accessible and user-friendly website is desirable. Technology, in general,
provides an opportunity to support and enhance service delivery, but requires
an investment in staff and customer training for successful implementation.
With multiple service points within the civic center, customers would like the
ability to pay at multiple cashier locations. This would give customers the
convenience of not having to go to a cashier location elsewhere, but to conduct
all parts of a transaction at one time. Credit cards, smart cards and other forms
of cashless payment were mentioned as desirable.
Library services are increasingly dependent upon emerging technologies to
serve library customers. Many individuals who do not use the library cite
information availability on the internet as the reason. However, as more and
more information is available, the role of the reference librarian becomes
increasingly important to navigation of the vast amount of information
available, as well as validating the integrity of the source. Many older
individuals expressed appreciation for the concept of forging relationships with
the library in their youth that has served them through life, and continues to
support their survival in the "Information Age."
In the library, customers would like to see more computers available with
longer access times. Customers have stressed that 30 minutes is not long
enough to find what they need on the internet. Additionally, they would like to
have a network jack and power plug to the internet, at every public desk /
workstation, as well as possible wireless capabilities.
The Council Chambers is a space where additional technology is needed in
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Town Service Assessment
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order to present Town government in a professional and current manner.
Townspeople expressed their desire to have the Council Meetings available to
watch on the Town's KCAT channel as well as viewing it online, and in real-
time. In addition to viewing, they would like the ability to participate online,
supplying comments and questions.
Several customers mentioned the idea of a kiosk outside the Civic Center, and
in other locations, which would provide interactive features, informing
customers of ongoing Town meetings, where to go for information, and
answers to frequently asked questions, as well as a map of the Civic Center,
local trails, parks, etc.
Staff could use technology to a greater degree for internal communication as
well as communication with customers and the community. Not all staff have
access to computers and email; a gap exists between staff that use technology
more internally and those that do not integrate technology to a great degree
into their communication and knowledge management efforts.
The use of technology in tandem with and not in lieu of personal service was
stressed greatly. While both community and staff would like to see a more
"technology-savvy" Town Hall and Library, they do not want to lose the face-
to-face service delivery.
Key Findings
o Input collected for the Civic Center/Library Master Plan should be
integrated into the Information Technology Master Plan.
Online services need to be expanded.
Council Chambers must have increased technology available for those
who are notable to be there in person. Watching the meetings live online
as well as on KCAT TV is desirable, with the option to participate online.
Interactive information needs to be available as an adjunct to the Civic
Center. Possible use of kiosks outside, with interactive features.
Staff should further utilize available technologies and incorporate new
technologies that allow them to communicate, access information and
knowledge bases and ultimately deliver services in a more efficient
manner.
Many feel that the civic center and library should provide the experience of a
community working together through social interaction celebrations,
learning and activity, art and culture, and contemplation and relaxation. Both
indoor and outdoor spaces contribute to meeting the need for gathering spaces.
The flexibility and adaptability of these spaces are an important consideration.
Spaces should meet the needs of a wide variety of customers from pre-school
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Space for Conrnumity and Staff
to retirement. Larger, multi-use spaces, such as a lecture hall for presentations,
discussion groups, small musical performances, and video screenings are
desired. Small spaces for gatherings of like-minded individuals with common
interests in art, history, poetry, etc., are desired for less formal meetings.
Conference/meeting rooms that are accessible to the public are needed in a
variety of sizes from groups of 6 to 8 individuals to larger gatherings.
Sufficient reception areas are also lacking in the Civic Center, both for
individual department/counter areas and for the facility as a whole.
As a venue for the recent Farmers Market and Music in the Park series, the
Civic Center location received positive comments from many community
members, who also noted the parking shortage as a possible negative. The
community expressed a desired to maintain and possibly expand outdoor
performance areas for special events such as music, performances and lectures.
Customers also mentioned a desire for a cafe with food service to be available
on-site, with the possibility of local vendor space for special events.
Within the Library, patrons expressed a specific need for "quiet space" as well
as group work areas and activity rooms for teens. Current library customers
desire quiet reading areas, expressing that access to a fireplace and views of
nature would be a plus. In addition, patrons also expressed a desire to be able
to preview audio and video items at the library, requiring a designated space or
special equipment.
Specific space needs for seniors surfaced as an ongoing issue for the
community. There is a feeling that the Senior Center does not feel like "their"
center, and that there should be areas of the library created to meet the special
needs of seniors. The seniors also feel that there needs to be a greater level of
program space for seniors, with enough room for administrative offices for
staff.
Both the community and the staff focused on a need for more training classes
and well-equipped training spaces. Internal departments feel the staff could
benefit from more training, in particular computer-related classes. Training
and educational spaces are needed that have the technology to support current
and future equipment, with a specific need for a computer lab, and expanded
use of the internet. These spaces need to be user-friendly and oriented towards
a variety of age groups.
Staff have workspace constraints that have resulted in the re-use of meeting
and conferencing areas to accommodate staff and operations, which affects the
ability to conduct interdepartmental meetings as well as meetings with
customers, stakeholders and consultants. The concern is that the absence of
these spaces directly contributes to miscommunication and delays in progress
associated with not being able to meet, interact and work collaboratively. An
unintended result may be that decisions are made departmentally and within
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Space for Community and Staff
small groups, without an understanding of the impact to other departments and
the town as a whole. These issues may cause rework or problems to arise,
caused by the solutions to another problem developed in isolation.
In addition to the loss of meeting space to accommodate work space, in many
cases, the basic work space available for staff is inadequate. Employees are
occupying work spaces that are not sufficient for the number of employees.
The limited space affects productivity, as well as confidentiality as noted
earlier.
Key Findings
Central reception area that is easy to find and welcoming is desired.
o Lecture, conference and meeting rooms which are flexible, have a variety
of sizes and are accessible to the public day and evening are lacking.
13 Interior and exterior spaces for performances and special events should be
considered.
Specific spaces for diverse ages, needs and activities should be available
in the library and civic center, such as group study, quiet reading rooms,
teen activities and children's story time, and spaces that are designed
specifically for seniors
13 More space for training and education with an emphasis on technology
training in some of the spaces is desired.
Staff work and meeting areas that support collaborative and inclusive
work processes and individual productivity should be considered integral
to efficient and effective delivery of service
Greater Resources and Opportunities for Learning
Library customers overwhelmingly feel that library service is currently
excellent. They emphasized the competence of research staff and the friendly
nature of the service.
Specific library service delivery issues include the availability of technology
and classes/training on this technology. Specific needs mentioned were more
computers, deeper and broader collections and a greater number of online ports
for access, as well as more advanced and color copy machines. The ability to
do work and research at the library was expressed as a desire by the
community. With the addition of a greater variety of Audio books, Video,
DVDs and CDs, customers would prefer the ability to preview the items before
checking them out.
To accelerate the process of checking out books, customers have requested a
self check machine in the adults section. One is currently available in the
Children's section.
Customers have mentioned the issue of the need for more programs for teens,
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Greater Resources and Opportunities for Learning
and engaging youth from ages 9-18. They feel this is a critical time to develop
not only a love of the library but to provide educational support to local
schools. This is connected to the need for study and group project space for
teens as well as internet access. Homework centers, tutoring support and study
spaces were discussed.
Others felt that there are not enough programs for pre-school age children.
More story-time programs and related activities would be welcomed by
parents.
Views on the new Library website format, ranged from frustration with the
format to some users finding it improved. The ability to view books checked
out and request holds/renew online was desired by most Library customers.
Key Findings
Additional computers with expanded access time available is desired.
13 Technology for previewing audio books, video, DVDs and CDs is desired.
13 Expansion of programs for teens and a special program room for children
should be considered.
Partnerships with other Public, Private and Non-Profit Organizations
The Town currently practices collaborative service with a variety of partner
organizations, such as the Los Gatos-Saratoga Community Education &
Recreation Department. In a Small Town Service Model, there is less of a
sense of competition among public and private service providers; rather, there
is a close and helpful effort by all to serve the whole community in the best
possible way. Many partner organizations already work closely with the Town
to increase opportunities to provide Los Gatos with comprehensive services.
Partnering opportunities emerged in multiple forums as a means to extend
services, leverage resources and improve the quality and quantity of service
delivered for both the Town and the partner organizations. Partnerships were
discussed in a range of ways, from a program level to joint-use facilities.
Many requests for new services, as well as enhancements or improvements to
existing services, could be accomplished through collaborating with
organizations either directly involved in the service, or offering
complementary services and programs. Both external and greater
interdepartmental possibilities should be explored in development of
operational plans. Public-public and public-private or non-profit partnerships,
and grants and other funding opportunities should be researched.
At multiple points in the outreach effort, the concept of looking to the larger
region for information, lessons learned and solutions was identified as another
aspect of partnering, improving and expanding services while potentially
expending fewer resources.
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Partnerships fvith other Public, Private and Non-Profit Organizations
Potential partners identified through outreach include:
o Los Gatos-Saratoga Community Education & Recreation Department
Museums and History Organizations
School Districts
Key Findings
Partnering with other organizations, including public, private and non-
profits, is a means to leverage resources, extend access to services and
improve the quality and quantity of service delivered.
Need to explore partnering opportunities fully, ranging from programs to
joint-use facilities
Coordinated education andpublicizing the availability ofservices and
programs to customers and the community reaches a wider audience
Benchmarking other governmental organizations to discover and apply
lessons learned is a partnering opportunity that directly affects resource
allocation
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Town of Los Gatos, California
Current and Future Actions Toward Implementation
The next phase of the strategic master planning process will address how
services are provided, as well as the space requirements necessary to support
their delivery. Subject to funding availability, the Town may pursue
enhancements to services as described in this document in the interim, and
independent of changes to physical organization of staff or physical changes to
the existing buildings.
Further operational planning will allow staff to understand more fully how
changes to work process and flow, interdepartmental and external partnering,
and communication can result in service improvements that may not require
changes to physical conditions.
Next Steps in the Master Planning Process
The next steps in the planning process focus on the "how" and "where" to
deliver the services described in this document. This document represents the
culmination of Phase 1 of the strategic master planning process. Phase 2 work
builds upon this document. Phase 2 exploration, discovery and solutions may
impact the service needs described in this document through opportunities and
challenges associated with operations and space program, thus the Town
Service Assessment should be considered a dynamic document.
1. Town Council to review Town Service Assessment - Working
Document and provide feedback on issues and findings
II. Core Team to begin Strategic Operational Planning and Space
Programming for the services described in this service needs
assessment.
A. Develop Library Operational Plan and Space Program
B. Develop Civic Center Strategic Operational Plan and Space
Program for all other Town Departments
1. Town Council
2. Town Clerk
3. Town Treasurer
4. Town Attorney
5. Town Manager
a) Town Manager
b) Human Resources
C) Finance and Administrative Services
d) Information Technology
6. Community Development
7. Police Department
8. Parks and Public Works
9. Community Services
C. Coordinate Operational Plans and Space Programs with
parallel planning processes:
1. Information Technology Master Plan
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Next Steps in the Master Planning Process
2. Records Management Plan
3. Cable TV Franchise Renewal
4. General Plan Implementation and Strategies
5. Infrastructure Needs Assessment
6. Downtown Parking Study
7. Traffic Calming
8. Strategic Plan Implementation
9. Human Needs Assessment
D. Develop Building Re-Organization and Adaptive Re-use
Opportunities and Constraints
E. 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
F. Develop Site Analysis Studies on the Civic Center site, to
include adjacent parcels owned by the Town (homes,
Neighborhood Center, Parks and Recreation Building) and the
R. J. Bryant Service Center site.
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