Space Program
01-020
Town of Los Gatos, California
Space Program
Last Updated April 21, 2006
ANDERSONBRULÉARCHITECTS
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Section Page
A.Introduction.................................................................................................2
B.Space Program............................................................................................4
1.Introduction
2.Programming Assumptions
1.Space Allocation Strategies
2.Functional Relationships
3.Space Needs Assessment
4.Program Document Overview
C.Next Steps in the Planning Process...........................................................20
D.Appendix
1.Definition of Terms
2.Space Program Summary Report Core and Optional
3.Functional Relationship Diagrams for Individual Departments
4.Phone and Visitor Customer Counts
E.Space Program Data Sheets
(Recorded document at Town Managers Office)
1.Building Standard Assumptions and Functional Work Modes
2.Individual Space Data Sheets
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Context and 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 needs. This
planning 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 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).
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 improvements 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.
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?
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
how
services will be delivered. This Space Program document, in
where
conjunction with the site options to be developed, defines services
are provided. Each part of the process builds upon information developed
earlier. Concurrent to the effort described, above, are assessments and analysis
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Process Overview
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 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 for future growth were
used to develop the space program requirements included in this document.
Role 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 communitys voice regarding priorities for Civic
Center services. The seven key concepts that drive operational planning and
space requirements are:
1.Continue to provide personalized services to the community, including
small town service model
residents, businesses and visitors, through a .
coordinated and comprehensive access to information
2.Provide about
Town services
accessibility and convenience of services
3.Ensure
emerging technologiesto extend and enhance
4.Utilize available and
individual interaction
with the Town through options for self-service and
extended hours
space for community and staff
5.Provide meetings, dialogue, gathering,
celebration, learning and reflection
greater resources and opportunities for learning
6.Provide access to ,
development and entertainment for all ages through programs, services,
and materials
Partner with other public, private and non-profit
7. 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 managements leadership.
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Role and Vision of the Civic Center and Library
The implementation of these approaches will depend considerably on the use
of technology and must be coordinated with the Information Technology
Strategic Plan.
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Introduction
This section, and the information included in Appendix 2, 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 delivery 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 future growth and change in both service area
population and staff, as well as an evolution of current service delivery
approaches based on information gathered and developed in the Service
Assessment and Strategic Operational Plan have been factored into the space
program as well.
Space Allocation Strategies
Functional Work Modes Space allocation in organizations can be addressed through standards
developed around hierarchy, parity, or functionality. The Core Team 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 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 teaming areas.
Work modes have been developed for application to all departmental
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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
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 Planning Approach Staff offices and conference room 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 their intended use to another when planning
adjacencies, access and security.
Directors level private offices that require more intensive conferencing are in
a 12D x 20W 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 directors office
due to reorganization could become an additional conference space without
much structural change.
Managers level private offices with conferencing are in a 12D x 10W
module of 120 square feet. This footprint is also used for a small conference
room that seats 6. 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 share the footprint of 12D x 15W.
These spaces could be interchanged as the need arises. Large conference
rooms that seat 20 in a 24D x 20W module of 480 square feet could be
divided to create (2) directors offices or (4) managers offices.
Work modes that are 8D x 10W can be accommodated within a 12 module
allowing for 4 of circulation aisles.
Modular Planning approach:
Based on a 10 by 12 module (5 increments on X axis and 4
increments on Y axis)
Flexibility in spaces, for example larger conference spaces could be
subdivided into future offices
Workstations fit on module with 4 aisle widths
Support Space Ratios Industry standard ratio for a collaborative work scenario consisting of
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Space Allocation Strategies
1/3 private office to 2/3 open office is 1 conference room for every 15-
30 people (1:15-30)
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 Programs 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**)
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Functional Relationships
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 further 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 connecting 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:
PRIMARYPRIMARY
ADJACENCYADJACENCY
SECONDARYSECONDARY
ADJACENCYADJACENCY
PUBLIC
INTERACTION
PUBLIC
DEPARTMENTALOUTSIDE
ADJACENCYADJACENCY
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The Town of Los Gatos
TOWN OF
LOS GATOS
TOWN MANAGERS
ATTORNEYFINANCE
MIS DEPARTMENT
CLERK'S OFFICEPP&W
COMMUNITY
HUMAN COMMUNITY
DEVELOPMENT
RESOURCESSERVICES
ENGINEERING
CSC
P&PW
DEV
CTR
LOBBY
SERVICE CENTER
ELECTED
LIBRARYPOLICE
TOWN CLERK/
TREASURER
PUBLIC
COUNCIL CHAMBERS
MULITPURPOSE SPACES
PUBLIC MEETING SPACES
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Space Needs Assessment
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
external customers as internal interaction between departments was not logged.
The results of each departmental tally is included in Appendix 6.
Space Needs Assessment - Customer Service Center
Identified Gaps 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 online assistance for customers at
these reception areas
The Town Clerk Department is usually the first point of contact for
the Civic Center
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
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
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Space Needs Assessment - Centralized 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
Staff and Community Meeting and Event Spaces
206 employees with access to two enclosed staff meeting rooms at
Identified Gaps
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
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 room.
The ideal ratio for a collaborative work scenario consisting of both
private office and open office configuration is approximately 15
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 3 conference rooms at
the RJ Bryant Service Center.
There are currently no private conferencing areas in Human
Resources and Finance. Staff is limited to using Directors private
office space for this purpose.
Public meeting rooms consist of the Council Chambers, which is
primarily reserved for Town government functions involving the
public, and the Event Hall at the Neighborhood Center for large
functions both public and staff.
Currently the Library and the Police department have no enclosed
spaces for meetings or programs, to address employee issues and/or
conduct meetings with disgruntled customers or citizens.
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.
Current onsite space is challenging to support a computer training
class for staff or the public.
The Neighborhood Centers Room 214 is inadequate for current
training needs.
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Space Needs Assessment - Partnering to Provide Services
Identified Gaps 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 functional 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 - Parking at the Civic Center
One of the largest customer complaints identified in the community
Identified Gaps
outreach process was the unavailability of convenient and adequate
parking.
There are currently 109 spaces (5 accessible) designated for the
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
An issue that affects all staff is the limited availability of restrooms,
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 level, 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 Managers office is used for Closed Session meetings, in
which refreshments or dinner is often required.
There is no adjacent overflow meeting area for high attendance
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Space Needs Assessment - Departmental Operations
council or commission meetings or closed sessions.
This department functions as a the Customer Service Center and
Clerk Department
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
The department currently provides clerical and administrative
support for the Town Attorneys 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 programmatic requirements include 837 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.
Current storage of legal files is extremely constricted
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.
Town Manager There is no enclosed space for staff in this department to meet other
than the Town Manager or Assistant Town Managers private
offices when vacant.
Development, layout and assembly of council information must be
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 There is no Shipping/Receiving or Tech Support/Storage/Staging
areas within the Civic Center so all MIS equipment must be held at
an open workstation.
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Space Needs Assessment - Departmental Operations
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
Managers section above.
Auditing of Town Finances must be done in the Lobby of the
Finance and
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.
Current storage of records more recent than three years are held at
individual Finance staff workstations due to the lack of a central file
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
Human Resources
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.
Multipurpose 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.
CommunityDevelopmentDevelopment 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.
There is no room for a large format copier to assist in plan
duplication.
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Space Needs Assessment - Departmental Operations
The programmatic 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.
Most issues are due to space constraints or other facility issues
Police
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 might 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.
There is not enough room to have workstations for Department
interns or VIPs; or an undesignated formal workspace for partner
agency use.
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.
Dispatch Room is used as an impromptu coffee/break area due to the
lack of these facilities for staff. Distractions affect dispatch
procedure
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 support Patrol and
Traffic Officers. It does not have appropriate technology needs.
The CSO Evidence Technician must locate much of the stored
evidence at the RJ Bryant Service Center. The storage facility is
outdated and decrepit and does not have the appropriate climate
controlled storage needs. The workstation for this position is at the
Civic Center.
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Space Needs Assessment - Departmental Operations
There is no public access to the evidence function. Returned
property 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.
There is no touchdown space for Reserve Officers.
There is not an adequate processing area for suspects including a
weapons 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
staff, with the exception of the Briefing Area or Chiefs 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 entrydoes 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 officers, 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
Recently the Police Department has done some reconfiguration and
moved some of its staff to a Town owned residential home on the
Civic Center site. This alleviated some of the overcrowding
although added distance between members of the department,
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Space Needs Assessment - Departmental Operations
however the separation limits coordination..
The programmatic requirements include 18,268 square feet for staff
spaces in this department, current space is 5,275 square feet.
Touchdown spaces (shared workspaces for offsite employees) to
Parks and Public Works
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 department, the current space is 25,102
square feet within two buildings and other structures.
The lobby and reception for the Neighborhood Center is insufficient
Community Services
in size, unwelcoming and ineffective.
Two levels and the rectilinear nature of the building requires two
reception areas, one located at the first floor main entry and an
additional reception on the second floor above the main entry.
The Event Hall has inappropriate acoustical conditions for
presentations.
Of the Hall and five meeting spaces located in this department /
building, two rooms are reserved for Civic Center employees. The
other areas are offered for use to the public and staff on a first-come,
first-served basis.
Greater opportunities for Partner organizations to supply
programming, activities and events could be accomplished through
additional and more flexible spaces.
The programmatic requirements include 2,484 square feet for staff
spaces in this department, while current staff space is 1,400 square
feet.
LibraryA major weakness of the current building is the lack of a central,
obvious place for patrons entering the building to ask questions.
There are no spaces for staff or public meeting areas
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
this external space due to conflicts in times of use, as well as access
to the school campus, etc.
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Space Needs Assessment - Departmental Operations
Severely limited space for programs of any kind (childrens, book
clubs, etc.)
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
The lower level of the Library is unwelcoming, dark and difficult to
access.
The programmatic requirements include 38,205 square feet in this
department; current space is 12,125 square feet.
Civic Center/Library Site Components Gross Square Footage
Space Needs: Program 151,862
Existing Square Footage 79, 474
Summary
Difference 67,411
Please note that the gross square footage represents both core and optional
space requirements for the Town. Partner Organizations space needs represent
an additional 23,635 sq. ft.
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Space Program Documents
The Space Program documents contain the following:
Appendix 2: Space Program Summary (Core and Optional)
Appendix 3: Functional Relationship Diagrams for Individual Departments
Appendix 4a: Building Standard Assumptions and Functional Work Modes
Appendix 4b: Individual Space Data Sheets
Appendix 5: Phone and Visitor Customer Counts
The Space Program Summary designates the total sum of square footage by
Department, Functional Group, Staff or Support Area, and individual
workspace. This includes storage rooms, conference rooms, resource areas
and other non-workspace areas. The Summary contains current and projected
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 sum 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
01Staff or Support Space
01)Individual workspace or non-workspace area
Building Standard Assumptions and Functional Work Modes (WM-1, WM-2
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 requirements 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 in linear
feet) and any unique details that are necessary to properly design the space.
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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 functional 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
II.
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
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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 footages represent a mathematical exercise for planning
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 BOMAs (Building Owners and
Managers Association International) Standard Method for Measuring Floor
Area in Office Buildings, if required during the real estate search for any type
of comparison.
Unit Net Square Feet (NSF) The NSF is the square foot area assigned to an individual workstation, private
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 10x15 private office would be assigned 150 Unit Net Square Feet (NSF) in
the Space Program Report.
Departmental Net Square This Unit Net Square Footage (NSF) multiplied by the quantity of each staff or
Feetsupport area in the Space Program becomes the total Net Square Footage
(NSF) for the Department.
Departmental Gross Square The cumulative NSF area for a department, plus a Departmental Grossing
Feet factor (expressed typically as a percentage) 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 within a particular
department and therefore described as an intra-departmental one.
Example:
A department consisting mostly of 10x15 private offices (150 net square feet
each) would only require a department grossing factor of 35%, or 1.35 times
the NSF to account for the typical corridor outside the office. A department
consisting of mostly open plan workstations which are typically less square
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Definition of Terms
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 Gross Square The total Departmental Gross Square Footage, plus a Building Grossing
factor equals the Building Gross Square Footage. For a project of this type,
Footage
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,
janitor/electrical/telephone closets, thickness of exterior walls, etc. as well as
vertical circulation (stairs).
AdjacencyThere are three levels of adjacency:
Primary - these adjacencies are a requirement and must be met
Secondary - these adjacencies are not vital, but are important
None - there is no need for an adjacency
Functional Work Mode The Functional Work Mode is a method of creating the 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 teaming 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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Functional Relationships
The Functional Relationships of the Town of Los Gatos and its departments
are illustrated 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 form 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 connecting 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.
PRIMARYPRIMARY
ADJACENCYADJACENCY
SECONDARYSECONDARY
ADJACENCYADJACENCY
PUBLIC
INTERACTION
PUBLIC
DEPARTMENTALOUTSIDE
ADJACENCYADJACENCY
1
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The Town of Los Gatos
TOWN OF
LOS GATOS
TOWN MANAGERS
ATTORNEYMIS DEPARTMENTFINANCE
TREASURER
CLERK'S
PP&W
DEPT
COMMUNITY
HUMAN COMMUNITY
DEVELOPMENT
RESOURCESSERVICES
ENGINEERING
CSC
P&PW
DEV
CTR
LOBBY
SERVICE CENTER
LIBRARYPOLICE
PUBLIC
COUNCIL CHAMBERS
MULITPURPOSE SPACES
PUBLIC MEETING SPACES
2
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Town Managers Office
Town Attorney
3
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Town Clerk
Finance
4
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Human Resources
HUMAN
RESOURCES
STAFF TRAINING
AREA
TOWN
HR DIRECTOR
MANAGER
HR SPECIALISTS
PUBLIC
Community Development
COMMUNITY
BOARDS AND
DEVELOPMENT
COMMISSIONS
COMMUNITY
TOWN
DEVELOPMENT
MANAGER
DIRECTOR
ASSISTANT
COMMUNITY
DEVELOPMENT
DIRECTOR
ADMINISTRATIVE
SECRETARIES
INTERNS
PLANNERS
CODE
BUILDING
ENFORCEMENT
INSPECTORS
OFFICERS
COUNTER
TECHNICIANS
REDEVELOPMEN
PARKS AND
DEVELOPMENT
T MANAGER
PUBLIC WORKS
CENTER
ENGINEERING
PUBLIC
5
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Parks and Public Works
PARKS AND
PUBLIC WORKS
DEVELOPMENT
CENTER
PUBLIC
ADMINISTRATIVEADMINISTRATIVEPARKS AND PUBLIC
ENGINEERING
ANALYSTSECRETARYWORKS DIRECTOR
TOWN
MANAGER
SENIOR PARKS
ADMINISTRATIVEPUBLIC WORKSFACILITIESAND
SPECIALISTSPECIALISTSCOORDINATORMAINTENANCE
WORKER
LEAD PARKS AND
MAINTENANCE
WORKERS
PARK SERVICES
MAINTENANCE
OFFICER
SUPERINTENDENT
ASISTANTS
PARKS AND
MAINTENANCE
WORKERS
Public Interface:
CIP Projects
Tree Issues
Traffic Calming
Park Maintenance
Street Maintenance
Park Reservations
6
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Community Services
COMMUNITY
SERVICES
TOWN
VOLUNTEER
MANAGER
COORDINATOR
COMMUNITY
SERVICES
DIRECTOR
CS
ADMINISTRATIVE
COORDINATOR
ANALYST
SENIOR
CS ASSISTANT
COORDINATOR
EVENT HALL
FACILITY
ATTENDANTS
CRAFTS ROOM
SENIOR LOUNGE
PUBLIC
TRAINING ROOM
7
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Police Department
TOWN
POLICE
POLICE CAPTAINS
MANAGER
DEPARTMENT
SECRETARY TO
ADMINISTRATIVE
THE CHIEF
ANALYST
POLICE CAPTAINS
SUSPECT
PROCESSING
PERSONNEL
TRAFFICPATROLINVESTIGATIONS
AND COMMUNITY
SERGEANTSERGEANTSERGEANT
SERVICE
SERGEANT
POLICE
PARKING
RECORDS
COORDINATOR
MANAGER
SPECIAL UNIT
STORAGE
PARKING
CONTROL
POLICE AND
POLICE RECORDS
OFFICERS
COMMUNITY
SPECIALISTS
SERVICE OFFICERS
EVIDENCE
COMMUNICATIONS
INVESTIGATIVE
DISPATCH
OFFICERS
PUBLIC
8
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Library
PUBLIC
ADULT
LIBRARY
READING ROOM
FICTION
ADULT NON-
FICTION
PERIODICALS
ADULTENCLOSED
REFERENCESTUDY ROOMS
TECH
MEDIAYOUNG ADULT
ROOM
CHILDREN'S
NEW
AREA
BOOKS
SELF SERVICEINFO / CIRC
CHECK-OUTSERVICES
DIRECTOR /LIBRARIANS /
ASST. DIRSTAFF
WORK ROOM
LOBBYPROCESSING
RETURNS
COMMUNITY
CAT/ACQ.
ROOM
STAFF
SHIPPING/
FRIENDS
RECEIVING/
STORAGE
FRIENDS OF THE
AFTER HOURS
STORAGE
LIBRARY
PUBLIC
9
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