Introduction and Executive Summary
ðÍÉõÛÈÍÉùÓÆÓÙù×ÎÈ×ÊÛÎØðÓÚÊÛÊÃéÈÊÛÈ×ÕÓÙïÛÉÈ×ÊìÐÛÎ
èÍÅÎÍÖðÍÉõÛÈÍÉùÛÐÓÖÍÊÎÓÛ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
[[223,510,489,562][11][B,I,][Times New Roman]]Introduction
[[597,563,834,615][11][B,I,][Times New Roman]]Overview [[847,563,2337,616][11][,,][Times New Roman]]The Town of Los Gatos has developed a strategic plan that describes the long-
term needs of the community for municipal services, as well as defines the
facilities necessary to accommodate those needs. This planning effort, which
began in Spring, 2002, was completed in 2007. The Civic Center Master Plan
(CCMP) covers the existing Civic Center, Library, and Neighborhood Center.
While services provided in the R.J. Bryant Service Center (Town corporation
yard) were included in the review and analysis, the facility itself is not
incorporated into the CCMP.
The CCMP includes a Town service assessment, operational plan and space
program, as well as site options for configuration of space requirements, cost
models associated with improvements or new construction, if necessary to
meet the need, financing and funding strategies, and a phasing plan. With this
information, the Town Council will be able to make decisions regarding any
improvements to services or facilities to meet the needs of the community into
the future.
A Core Team, which included staff from the Town of Los Gatos and the
consultant team, was responsible for the design and management of the
strategic master planning process. A Community Advisory Committee,
comprised of representatives from Boards and Commissions, School Districts,
the Library and the community, advised the Core Team regarding the
community outreach process and in promoting community participation in the
planning process. Please refer to the appendix for process participants and an
outreach meeting schedule.
The CCMP development process focused on understanding the service
delivery needs of the community and customers now and in the future. Three
fundamental questions were asked:
What
services are needed?
How
will they be delivered?
Where
will they be provided?
The Town Service Assessment evolved from various public and staff outreach
what
efforts to address the services are needed question. The Strategic
how
Operational Plan defines services will be delivered. The Space
where
Program document, in conjunction with the site options, defines
services could be provided. Each part of the process built upon information
developed earlier. Concurrent to the effort described, above, were technical
analyses of the existing Civic Center facilities and site.
[[404,2724,823,2776][11][B,I,][Times New Roman]]Master Plan Vision [[847,2724,2296,2777][11][,,][Times New Roman]]The Master Plan Vision incorporates the most desirable qualities of
four site
options, including: The Plaza, The Great Green, The Boulevard and The New
Town Center. The Master Plan Vision accommodates Civic Center facilities
in a setting that optimizes green space and open plazas.
ðÍÉõÛÈÍÉùÓÆÓÙù×ÎÈ×ÊÛÎØðÓÚÊÛÊÃéÈÊÛÈ×ÕÓÙïÛÉÈ×ÊìÐÛÎ
èÍÅÎÍÖðÍÉõÛÈÍÉùÛÐÓÖÍÊÎÓÛ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
[[223,510,489,562][11][B,I,][Times New Roman]]Introduction
The vision for the master plan reflects the key principles established by the
Town Council and community, as well as integrating staff and consultant
professional expertise and analysis. The design seeks to serve the needs of the
community, while preserving and enhancing the heritage of the site.
The recommended phasing strategy aligns with priority needs and allows
[[456,827,822,880][11][,I,][Times New Roman]]Phasing Strategy
program elements to move from existing spaces into their permanent
constructed spaces without the need for interim facilities. The phasing strategy
also allows for maintenance of parking areas to accommodate the uses that still
need to be accessible during construction.
The basic phasing strategy begins with a new facility for the Police
department, followed by a new Library facility. It then continues with a new
Community Center facility, and finishes by renovating the existing Civic
Center buildings for Town administration and services.
Parking associated with each facility is included within the individual phase
footprints, allowing each facility and phase to be independent of the other
phases.
[[317,1617,822,1670][11][,I,][Times New Roman]]Interim Facility Strategy [[848,1617,2279,1670][11][,,][Times New Roman]]Due to the phasing approach, there is no need for additional
interim facility
planning. All phases of the work are planned to avoid the need to house
programs in off-site facilities. There may need to be some relocation of Town
Administration functions into temporary locations within the existing Civic
Center complex during the renovation of the Civic Center facility, but there is
no need for additional interim facilities.
[[246,1986,822,2038][11][B,I,][Times New Roman]]Conceptual Cost Model and [[847,1986,1622,2039][11][,,][Times New Roman]]The Conceptual Cost Model provides an [[1595,1986,2352,2039][11][,,][Times
New Roman]] overall conceptual cost to accomplish
[[314,2039,823,2091][11][B,I,][Times New Roman]]Financing and Funding [[846,2039,2352,2092][11][,,][Times New Roman]]the CCMP. Because the model is not based on actual buildings, the
estimates
[[616,2091,802,2143][11][B,I,][Times New Roman]]Strategy [[847,2091,1620,2144][11][,,][Times New Roman]]may change if and when any of the faci [[1583,2091,2352,2144][11][,,][Times New
Roman]]lities are designed for construction. It
is not envisioned that the CCMP will proceed in its entirety at any point;
however, a total conceptual cost based on square footage is provided. In
addition to construction and site work estimates, the conceptual cost model
includes a factor for soft costs, which are comprised of contractor and
consultant costs, soils and geotechnical reports, development process fees,
testing and inspection, and a contingency allowance. The model also includes
a building factor estimate that accounts for internal circulation and walls. The
model does not include estimates for Furniture, Fixtures, and Equipment
(FFE).
ðÍÉõÛÈÍÉùÓÆÓÙù×ÎÈ×ÊÛÎØðÓÚÊÛÊÃéÈÊÛÈ×ÕÓÙïÛÉÈ×ÊìÐÛÎ
èÍÅÎÍÖðÍÉõÛÈÍÉùÛÐÓÖÍÊÎÓÛ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
[[223,510,489,562][11][B,I,][Times New Roman]]Introduction
The conceptual cost model provides the following estimates for the entire
CCMP:
CONCEPTUAL COST MODEL ESTIMATES
Service Total Square Feet Total Cost Estimate
New Police Facility 18,369 s.f. (new) $11,267,137
Parking Garage 68 spaces $ 2,213,244
New Library 39,821 s.f. (new) $22,060,431
Parking Garage 69 spaces $ 7,712,820
New Community Ctr. 32,040 s.f. (new) $14,832,258
Parking Garage 136 spaces $ 13,972,500
Civic Ctr. Renovation 25,191 s.f. (existing) $ 9,128,708
Total $81,187,098
The development of a detailed financial strategy is a critical element in
achieving the vision for the CCMP. A financing strategy takes into account
available funding sources and their capacity over a projected period of time.
Available sources are paired with eligible elements of the CCMP. This
detailed financing strategy will need to be developed as part of implementation
of any facility in the CCMP.
A financing plan for construction of any of the facilities in the CCMP will
provide a framework that assesses financial requirements, financial
implications related to project implementation, anticipated infrastructure costs,
and project expenditure timelines. Development of the financing approach
will involve a detailed review and analysis of all available data and
information, including available cash reserves, alternative revenue streams,
and Town and Redevelopment Agency (RDA) debt capacity, and an
assessment of debt burden on Los Gatos property owners, if any.
[[242,2302,822,2354][11][B,I,][Times New Roman]]Description of the Outreach [[848,2302,2353,2355][11][,,][Times New Roman]]A Core Team, which included staff from the Town of Los Gatos
and the
[[429,2355,823,2407][11][B,I,][Times New Roman]]and Input Process [[848,2355,1588,2408][11][,,][Times New Roman]]consultant team, was responsible fo [[1560,2355,2353,2408][11][,,][Times
New Roman]]r the design and management of the
strategic master planning process. A Community Advisory Committee,
comprised of representatives from Boards and Commissions, School Districts,
the Library and the community, advised the Core Team regarding the
community outreach process and in promoting community participation in the
planning process. Please refer to the appendix for process participants and an
outreach meeting schedule.
Outreach included six focus groups, two community forums, and on-line and
counter questionnaires to receive input regarding Town services. Council
meetings over the course of CCMP development provided additional
opportunities for community input. More than 150 people participated in these
ðÍÉõÛÈÍÉùÓÆÓÙù×ÎÈ×ÊÛÎØðÓÚÊÛÊÃéÈÊÛÈ×ÕÓÙïÛÉÈ×ÊìÐÛÎ
èÍÅÎÍÖðÍÉõÛÈÍÉùÛÐÓÖÍÊÎÓÛ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
[[223,510,489,562][11][B,I,][Times New Roman]]Introduction
various outreach efforts, and more than 100 questionnaires were completed.
Town staff participated extensively in the development of the CCMP, as well.
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 work process and flow to implement the concepts in the
service assessment. A workshop was held with library staff to explore service
approaches and to identify how to evolve the role of the library in the
community.
The Community Advisory Committee and staff attended a daylong
benchmarking tour of regional Civic Center Facilities to obtain relevant
information regarding the planning process and the actual spaces that were
developed. Tour participants were able to ask staff from the cities visited to
share their lessons learned for applicability to this planning process. The
analysis of this benchmarking tour is included in the Appendix to the Strategic
Operational Plan.
The purpose of the Space Program is to define the space, technical and
[[480,1512,822,1564][11][B,I,][Times New Roman]]Space Program
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 key findings in the service assessment and the service delivery approaches
in the Strategic Operational Plan are foundational to the proposed space
program. Each department was assessed for its current space utilization, and
gaps were identified in service delivery or operational functions due to space
constraints. The proposed space program presents space requirements for core
service delivery, as well as for optional spaces that would provide
opportunities for enhanced efficiencies or services.
The Space Program provides the space needs and functional relationships of
the services and operations in the Civic Center, and was used to develop
options for accommodating the space on the Civic Center site. .
[[265,2460,823,2512][11][B,I,][Times New Roman]]Strategic Operational Plan [[848,2460,1660,2513][11][,,][Times New Roman]]The purpose of the Strategic Operational [[1625,2460,2353,2513][11][,,][Tim
es New Roman]]Plan is to describe how services can
be delivered to respond to the communitys needs identified in the Service
Assessment. The plan identifies both Town-wide and departmental service
delivery issues and opportunities. Service delivery options for consideration
include both process options (improving procedures, practices, standards,
technology, etc.) and physical options (reconfiguring or adding space). Town-
wide issues addressed in the plan include: customer service centers;
centralized information and referrals; staff and community meeting and event
spaces; and partnering to provide services. The Space Program addresses the
qualitative and quantitative spatial requirements for both the Town-wide and
ðÍÉõÛÈÍÉùÓÆÓÙù×ÎÈ×ÊÛÎØðÓÚÊÛÊÃéÈÊÛÈ×ÕÓÙïÛÉÈ×ÊìÐÛÎ
èÍÅÎÍÖðÍÉõÛÈÍÉùÛÐÓÖÍÊÎÓÛ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
[[223,510,489,562][11][B,I,][Times New Roman]]Introduction
departmental issues identified in the Strategic Operational Plan.
[[396,668,823,720][11][B,I,][Times New Roman]]Existing Conditions [[848,668,2353,721][11][,,][Times New Roman]]An Existing Conditions Analysis was prepared in conjunction with the CCMP
[[608,721,804,773][11][B,I,][Times New Roman]]Analysis [[848,721,1571,774][11][,,][Times New Roman]]planning process. The intent of th [[1544,721,2353,774][11][,,][Times New Roman]]is
report was to establish an overview
analysis of existing Civic Facilities located on two main sites. Analysis was
conducted by engineers in the following disciplines: building structure,
building systems, (mechanical, electrical, and plumbing) and site infrastructure
(civil engineering). Information was gathered through review of existing
documentation on the facility (when available) and visual observations during
a walkthrough of each structure.
Through the course of this analysis, a number of key issues were identified. In
some cases, a greater depth of analysis will be required to determine cost and
feasibility of different approaches to facility reconfiguration, adaptive re-use or
expansion.
The Town commissioned a more in-depth structural study of the existing
facility in July of 2003. A reference copy of this report is available for review
in the Town Managers Office. There were three levels of structural
renovation described within this report full building improvements required
by code, improvements at an elective level of Life Safety upgrades only and
improvements at an elective level of Life Safety upgrade plus additional
damage control during an event. If there is no change in use for the facility,
there is no structural remediation required by code so it was recommended that
the programming of these buildings would maintain the occupancy type
currently existing within these spaces. In addition, the structural study
indicated that a thorough review of the lateral systems of the buildings is still
required as part of the design for the renovation of the existing Civic Center
facility.
The current conceptual cost model included factors for Life Safety upgrades
only within the cost per square foot assigned to the renovation of the facility.
[[289,2302,823,2354][11][B,I,][Times New Roman]]Town Service Assessment [[847,2302,1620,2355][11][,,][Times New Roman]]The Town Service Assessment addres [[1589,2302,2353,2355][11][,,][Times
New Roman]]ses the question, What services are
needed? It lays the foundation for the strategic master planning effort and
was developed through an outreach effort that included stakeholders,
customers, community members and Town staff.
[[255,2566,823,2619][11][,I,][Times New Roman]]Role and Vision of the Civic [[847,2566,1636,2619][11][,,][Times New Roman]]Through outreach and analysis, key con [[1609,2566,2353,2619][11][,,][Times
New Roman]]cepts emerged regarding current and
future Civic Center and Library services. The role of the Civic Center within
[[416,2619,822,2672][11][,I,][Times New Roman]]Center and Library
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, and celebration. The Civic Center is seen as the
heart of the community and the Library as the center of learning.
ðÍÉõÛÈÍÉùÓÆÓÙù×ÎÈ×ÊÛÎØðÓÚÊÛÊÃéÈÊÛÈ×ÕÓÙïÛÉÈ×ÊìÐÛÎ
èÍÅÎÍÖðÍÉõÛÈÍÉùÛÐÓÖÍÊÎÓÛ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
óÎÈÊÍØÇÙÈÓÍÎÛÎØ÷Ä×ÙÇÈÓÆ×éÇÏÏÛÊÃ
[[223,510,489,562][11][B,I,][Times New Roman]]Introduction
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
Towns community and customers. Through analysis of all of the outreach
efforts, these seven key concepts rose to the top as the fundamental vision for
future service delivery in the Town of Los Gatos.
[[847,990,920,1043][11][,I,][Times New Roman]]1. [[922,990,1617,1043][11][,I,][Times New Roman]]Continue to provide personalized [[1589,990,2352,1043][11][,I,][Times New Roman]]services
to the community, including
[[922,1042,1783,1095][11][,I,][Times New Roman]]residents, businesses and visitors, through a [[1745,1042,2254,1094][11][B,I,][Times New Roman]]small town service model [[2217,1042,2267,1095][11][,I
,][Times New Roman]].
[[847,1095,920,1148][11][,I,][Times New Roman]]2. [[920,1095,1097,1148][11][,I,][Times New Roman]]Provide [[1092,1095,2198,1147][11][B,I,][Times New Roman]]coordinated and comprehensive
access to information [[2174,1095,2353,1148][11][,I,][Times New Roman]] about
[[922,1148,1233,1201][11][,I,][Times New Roman]]Town services
[[848,1200,921,1253][11][,I,][Times New Roman]]3. [[920,1200,1081,1253][11][,I,][Times New Roman]]Ensure [[1064,1200,1860,1252][11][B,I,][Times New Roman]]accessibility and convenience
of services
[[847,1253,920,1306][11][,I,][Times New Roman]]4. [[922,1253,1387,1306][11][,I,][Times New Roman]]Utilize available and [[1363,1253,1836,1305][11][B,I,][Times New Roman]]emerging technologies
[[1831,1253,2352,1305][11][B,I,][Times New Roman]]to extend and enhance
[[922,1306,1359,1358][11][B,I,][Times New Roman]]individual interaction [[1335,1306,2353,1359][11][,I,][Times New Roman]] with the Town through options for self-service and
[[922,1358,1251,1411][11][,I,][Times New Roman]]extended hours
[[847,1411,920,1464][11][,I,][Times New Roman]]5. [[920,1411,1097,1464][11][,I,][Times New Roman]]Provide [[1067,1411,1736,1463][11][B,I,][Times New Roman]] space for community and staff
[[1702,1411,2352,1464][11][,I,][Times New Roman]] meetings, dialogue, gathering,
[[922,1464,1627,1517][11][,I,][Times New Roman]]celebration, learning and reflection
[[847,1517,920,1570][11][,I,][Times New Roman]]6. [[920,1517,1326,1570][11][,I,][Times New Roman]]Provide access to [[1301,1517,1844,1569][11][B,I,][Times New Roman]]greater resources
and op [[1812,1517,2318,1569][11][B,I,][Times New Roman]]portunities for learning [[2291,1517,2341,1570][11][,I,][Times New Roman]],
[[922,1569,2352,1622][11][,I,][Times New Roman]]development and entertainment for all ages through programs, services,
[[922,1622,1225,1675][11][,I,][Times New Roman]]and materials
[[847,1675,920,1728][11][,I,][Times New Roman]]7. [[919,1675,1891,1727][11][B,I,][Times New Roman]]Partner with other public, private and non-profit [[1854,1675,2353,1728][11][,I,][Times
New Roman]] organizations to extend
[[922,1727,1803,1780][11][,I,][Times New Roman]]and leverage resources and enhance services
These key concepts subsequently influenced the Strategic Operational Plan,
Space Program and Master Site Vision. They are reflected throughout the
CCMP in service delivery, space and site recommendations.