Strategic Operational Plan
01-020
Town of Los Gatos, California
Strategic Operational Plan
Last Updated April 21, 2006
ANDERSONBRULÉARCHITECTS
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Section Page
A.Introduction.................................................................................................2
1.Context and Key Concepts
2.Purpose of the Document
3.Process Overview
4.Role and Vision of the Civic Center and Library
B.Operational Plan.........................................................................................5
1.Framework
a.Service Population Projection
b.Staffing Projections
2.Interdepartmental Town-Wide Service Delivery Approaches
a.Customer Service Centers
b.Centralized Information and Referral
c.Staff and Community Meeting and Event Spaces
d.Partnering to Provide Services
3.Departmental Services and Operations
C.Next Steps in the Planning Process...........................................................25
D.Appendix
1.Benchmarking Analysis....................................................................26
2.Potential Partner Information............................................................32
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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 Strategic Operational Plan
Strategic Operational Plan The purpose of this document is to illustrate a strategic operational plan, which
describes how services can be delivered to achieve the role and vision
identified in the Service Assessment. Factors affecting current and future
operations include projections for future growth and change in both service
area population and staff. The operational plan presents service delivery
approaches based on information gathered in the Service Assessment.
This document will serve as a working guide for the remaining strategic master
planning effort. These concepts are specifically relevant to development of the
space program, which will define the qualitative and quantitative spatial
requirements for implementation of the strategic operational plan.
Master Plan At completion, the master plan will include the service assessment, operational
plan and space programs, as well as site options for configuration of space
requirements, 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. This Strategic Operational Plan will
how
define services will be delivered. The next steps in the process, beyond
this operational planning and space programming effort, includes development
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Process Overview
where
of site building options, which will define the service will be
provided. Each part of the process builds upon information developed earlier.
Concurrent to the effort described, above, are assessments and analysis of the
existing facilities and sites.
A Core Team, which includes staff from the Town of Los Gatos and the
consultant team, is responsible for the design and 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. Please refer to
the appendix for process participants and an outreach-meeting schedule.
Three focus groups were held with customers and stakeholders to explore their
perception of how services could be delivered in a manner that most met their
needs. A community forum was held to engage the community in dialogue
about their service needs and their concepts for interaction with Town
government. Five cross-functional workshops were held with staff
representatives of all departments, as well as the executive team, to explore
ideas and solutions regarding changes in work process and flow to implement
the concepts in the service assessment. A workshop was held with library staff
to explore service approaches based upon community input and evolving the
role of the library in the community.
The Community Advisory Committee and staff attended a day long
benchmarking tour of regional Civic Center Facilities that would provide
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 Appendix 1.
Role and Vision of the Civic Center and Library
The Service Assessment describes a service-oriented role and vision for the
Civic Center and Library developed through 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 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
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Role and Vision of the Civic Center and Library
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 service
approaches and strategic operational plans proposed within this document.
The service delivery approaches and strategic operational plans 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. The implementation of these approaches will depend considerably
on the use of technology and must be coordinated with the Information
Technology Strategic Planning effort.
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Introduction
This section focuses on operational parameters that are factors affecting
current and future operations. These include 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 in the
Service Assessment.
A service population projection is included, based on demographic information
and an analysis of the community from dialogue within forums, focus groups
and staff workshops. Current core services are described, as well as potential
new services and operational issues that are not associated with information
technology or current space constraints. Information technology issues are
being addressed in the Information Technology Strategic Planning process,
and operational issues caused by current space constraints and utilization are
addressed in the space programming process.
Staffing projections are estimated, based upon a series of assumptions
regarding service population and services, as well as the potential for evolution
of service delivery approaches focused on achieving greater efficiency and
effectiveness in work processes.
Four interdepartmental service delivery approaches are identified. Each
includes an outline that defines process and physical strategies for
development and implementation of the service delivery approach.
Operational Framework
Service Population Projection The Service Population projection includes both quantitative and qualitative
overviews of the community being served today, as well as how it may change
in the future. This information is foundational to growth and adaptive re-use
strategies services, operations (and space) focused now and in the near future
at current target audiences may need to shift their focus or use over time.
The Town of Los Gatos will experience an approximate 10% increase in both
population and number of households through the year 2025, to 32,500 and
13,360, respectively. Planning, development and infrastructure-oriented
services will continue to be a focus for the Town, which strives to maintain its
culture and character. Community and library services are increasing in
demand, with coordination and partnering with other service providers a key
issue. Marketing the services available currently, as well as enhancing or
expanding programs and resources will be critical to meeting the community
needs and desires. Factors affecting Police services will include ongoing
community policing efforts as well as the regional, national and international
collaborations that are placing more demands on local police.
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Operational Framework
From staff workshops and community outreach, it is clear that service
expectations vary amongst the residents of the Town. Diverse expectations
exist, and continue to change over time, and operational approaches need to
evolve to both manage expectations and create conditions for more effective,
efficient service delivery. As these approaches are developed and
implemented, the town will need to continue to ensure that all parts of the
community feel supported.
The Association of Bay Area Governments, in their publication Projections
regional perspective
2002, has generated a of the future that should be
applicable to Los Gatos. Their key findings:
A large number of women will pass through their childbearing years
during the forecast period through 2025. ABAG expects to see an increase
in the number of school-age children until about 2020. By 2025, the
number of school-age children will have declined from its peak, although
the total will still exceed the number in 2000 by 8.8%.
Moderate population growth and higher labor force participation on the
part of both men and women will contribute to an additional 1.1 million
persons added to the labor force between 2000 and 2025 in the BayArea.
Additionally, an increase is expected in the over-65 age group. The
expected increase in job participation by older individuals is primarily due
to the high cost of living in this region, long-term improvements in the
health of the population, and changes in occupations that will reduce the
physical demands of work.
Los Gatos may or may not experience the average for the Bay Area, but the
indicators are that the younger generations will increase, the middle generation
will decline in number, and the older generations will (regionally) increase
significantly. The potential impact to Civic Center and Library services and
operations could include:
A continued demand for youth services, to include programs, activities and
resources through 2020
A continued focus on adult services and parenting, with a marginal
decrease in this population through 2020
Continued demand for senior services, which should address the potential
that people may be working at jobs longer than is the current norm
The population distribution across age groups for Los Gatos may or may
not reflect the larger region for a number of reasons:
Currently, some longer term residents are taking advantage of the
current housing market to cash in and leave the area
Younger adults and families are purchasing this available housing
stock and changing the demographic dynamic of neighborhoods
These families are less likely to exhibit the tendencies of our current
generations to stay in one place, causing a greater degree of churn in
the demographics of the community
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Operational Framework
Staffing ProjectionsThe 2005/2006 full time equivalent employees (FTE) for all town departments
are 160.60 FTE. Please refer to the Town of Los Gatos Operating and Capital
Budget for Fiscal Year July 1, 2005 to June 30, 2006 for classifications and
departmental staff allocations.
It would be prudent, for planning efforts, to assume that staff may increase
relative to population and number of households at 10% through 2025. The
total FTE that should be accommodated within this strategic operational plan
should be 176.60 FTE. The space program document should identify for and
provide this potential future growth in staff.
Many of the Town departments utilize hourly/temporary staffing to accomplish
work throughout the fiscal year, although not all temporary staff is on-site at
the same time. In 2005/06, hourly/temporary staffing was budget at 24,530
hours for an approximate 11.79 FTE. A 10 % increase through 2025 would
require strategic plan accommodation for hourly/temporary staffing of 12.99
FTE. The following table will be updated along with the proposed 2006/2007
Proposed Budget.
Temporary Staff Hours
Town Council................................................................................................175
Town Manager..............................................................................................325
Police..........................................................................................................2,600
Parks & Public Works................................................................................7,332
Community Services..................................................................................2,502
Library......................................................................................................11,596
24,530
The space programming process will address the deployment of
hourly/temporary staff across departments and the time-periods over which
they work, culminating in an understanding of the type and number of
workspaces necessary to accommodate these staff.
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Service Delivery Approaches -Interdepartmental Town-wide Services and Operations
Service delivery approaches have been identified to position the Town to
achieve the communitys vision for Civic Center services.
Beyond the services provided by any individual department, there are town-
wide service delivery approaches that may serve to meet the needs defined in
the assessment. These approaches affect all departments at one level or
another, and can serve to create the perception of one cohesive organization to
customers and the community. Four interdepartmental service delivery
approaches are defined in this section:
Customer Service Centers
Centralized Information and Referral
Staff and Community Meeting and Event Spaces
Partnering to Provide Services
An introduction to each of the proposed approaches is provided below, which
includes how the service approach will support the role and vision of the Civic
Center. Goals for design, development and implementation of each approach
are included, which directly relate to the information developed within the
service assessment. An outline of both process and physical options or
strategies for realizing each approach is also included.
Process Options
focus on providing improvements through actions such as the
development of new policies and procedures, standards, techniques or tools,
and the reallocation of existing staff or new staff to improve services,etc.
Physical Options
focus on providing improvements through physical changes
such as reconfiguration of workspace, the addition of needed space or
elements, or the reconfiguration or addition of infrastructure to improve
services, either interior or exterior.
The future desired services of the community have been identified in the Town
Service Assessment, and the Strategic Operational Plan defines how the
Town could deliver those services to respond to both the communitys needs
and other key findings. It is essential to develop an understanding of the
Towns priorities for service, balanced with the available resources to
accomplish the necessary improvements or enhancements. This plan serves as
a long-term strategic plan to provide the Town with a road map or action plan
to meet the future needs of the community. These decisions will then guide
the development of the Space Program document and the Master Plan
Concepts.
Customer Service Centers
Introduction As established in the Service Assessment, the Civic Center and Library need to
be accessible, welcoming and convenient to all customers. Customers would
like to have easy access to a central reception area where assistance and
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Customer Service Centers
directions are available at the first point of contact.
There are many aspects of the current design of the Civic Center and Library
that are very appealing to the Towns community, but two consistent issues
have been the lack of clarity of where to go and how to get there, and lack of
physical accessibility when the customer is seeking the Towns services
The original design of the Civic Center, which included the Library, focused
on several key concepts that create its architectural layout.
One of the concepts was to create the appearance of physically
separate facilities and entries for each of the departments/uses, with a
subterranean departmental connection through hallways that are not
visible when approaching the building. In essence, a single larger
building appears to be many smaller buildings.
A second was to build a majority of the building below grade, to lower
its height and reduce its mass, which was effective in making the
building feel intimate and subordinate to its beautiful surroundings.
A third concept was to create an external and internal central point of
connection for each of the architectural pods. From the exterior, the
plaza, with the large central fountain, connects the pods and internally
below grade, it is the council chambers. The access to each of these
areas is from split-level stairs that either take you from natural grade to
a half-level up or down, depending on your destination.
Architecture has always affected the degree to which spaces support the
operations of an organization. One of the operational effects of the design is
decentralized customer service counters, where departments are in separate
architectural pods and have separate access and entry from the exterior. Each
department has an individual customer service counter with a
reception/waiting area, or in the Librarys case a circulation desk. The Council
Chamber is designed on the same principle, with a separate entry and lobby,
but does not have access to staff or a customer service desk, which may
confuse visitors and provides little staff oversight of public use of the space.
As the Towns staff has grown, internal spaces have been reconfigured and
spaces that were once for public circulation are used for staff areas. Some of
the spaces originally designed for reception and waiting are smaller, less
pleasant and less functional than in the original layout. If customers go to the
wrong counter or building for their service needs, they are directed to the right
department, but the only way to access the department is by going back
outside. Depending on where they are going, this might mean across the plaza,
or down the stairs, or across the parking lot or in some cases to another
location (if they need services that are currently at the R. J. Bryant Service
Center).
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Customer Service Centers
With the existing split-level architecture, physical access is very challenging.
Elevators located at the Neighborhood Center and the Library are difficult to
find and challenging to use. The main lobby of the council chambers is often
locked and inaccessible because there is no staff oversight of this area and no
way to control it securely. Therefore, another operational effect of the design
is customer frustration, since it is not clear where and how to access Town
services and access is challenging, especially for those with special needs.
ConclusionA centralized customer service center is desirable to meet the needs of the
Civic Center customer. Space allocation, internal circulation, service
points and counters areas will need to be programmed to support both
central reception and decentralized service points
The first point of contact for the customer must be able to uncover and
define the key question(s) or service need(s) of the customer, therefore the
staff person(s) who provides this function must have a high degree of
knowledge of services on an organizational level to be effective
Off-site services could be represented at the Customer Service Center but
would require training on-site staff for these departments/services
Greater interdepartmental knowledge of process and methodology needs to
be established to ensure that the interaction with the community is
consistent and efficient
Shared knowledge-bases designed to capture issues and their resolution for
later reference and retrieval by staff and potentially the community will
provide opportunities for staff and the public to resolve issues more
quickly
Educating the customer and community about the services available, as
well as the processes associated with doing business with the town
government, should be a high priority. This will require documentation of
processes, which will also contribute to consistency in implementation and
service delivery methodologies
Current access, signage and way finding within the existing Civic Center
must be significantly improved to meet customers needs.
Vision The vision for Customer Service Centers for the Town of Los Gatos is to
provide an easily identifiable and accessible central point of access to personal,
friendly, and knowledgeable staff, so that an individuals interaction with the
Town government will be positive, effective and thorough.
GoalsEasily identifiable central entry that is accessible
Reflection of the culture and character of a the small town service model
described in the Service Assessment
Central reception area that is welcoming and comfortable, where visitors
and customers can be directed to decentralized service points. This should
be the physical service point at which the service delivery approach
Centralized Information and Referral is located
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Customer Service Centers
Immediate access to personal service through friendly, knowledgeable
staff
Assistance in defining service need(s) with response or referral to an
appropriate staff person(s)
Access to community wide information, programs and events
Adjacent access to on-line services or phones
Decentralized service points with knowledgeable staff and access to
information
One-stop development services center
Adjacent access to a meeting area if transactions are more in-
depth or confidential
Library, Police, Community Services, etc. as necessary in
development of site options
Strategic Operational Plan The following actions should be considered in development of customer
service centers for the Town of Los Gatos. Decisions will need to be made in
both the space programming and site options development of the Civic Center
and Library Strategic Master Plan to ensure that the goals, outlined above, are
achieved relative to a cost-benefit analysis associated with investment in
improvements.
I.
Process Options
A.Develop a Customer Service Plan, which may include the
following steps:
1.Track and analyze customer service needs at current point
of contact with staff (face-to-face, phone, on-line)
2.Continue development of customer service goals and
principles
3.Identify methods for customer self-service
4.Develop staffing model to meet Customer Service Plan
including central customer service as provided now by
Clerk Department, one-stop development shop and
decentralized customer service options
5.Continue implementation of Customer Service training
program to meet Customer Service Plan
6.Integrate Centralized Information and Referral services for
both staff and the public.
II.
Physical Options or Strategies
A.Develop space requirements for appropriate areas that may be
included in the Program document and site options:
1.A single point of entry with a welcoming and comfortable
central reception/waiting area
2.A Central Customer Service Center, with a counter space
easily accessible to the public, that provides access to
customer service staff
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Customer Service Centers
3.Meeting rooms/areas for private/confidential conversations
with staff/public that is accessible from reception area.
4.An area adjacent to the Customer Service Center for
computer(s) and phone(s) that would allow the customer
access to on-line Town services
a)Create public computer terminals for self-service
within Civic Center and strategically located within
the Library
b)Create public phone access to direct link to Town
services, both on site and off accessible from Central
Service Center
5.A community bulletin board/screen that provides timely,
accurate and coordinated community wide information,
programs and events
a)Provide exterior area for community bulletin board or
electronic information kiosk(s) that is coordinated
with Central Service Center and are visible from
parking lot and/or public street(s)
6.Exterior ramps and/or lift/elevator to access Customer
Service Center and other Civic Center functions
7.Create internal access to public restrooms
8.Create internal access to departments/services whenever
possible that are logical and intuitive to the customers/staff.
9.Decentralized Service Centers
a)A Development Services Center, where customers
have access to development oriented information and
staff in one location
b)A separate Library space program will be developed
to meet the specific customer service needs of the
Library
c)Community Services, Police, etc. may need their own
service points dependent upon their physical
relationship to the Central Service Center.
B.Create/improve signage program for exterior and interior of the
Town facilities
Centralized Information and Referral
Introduction Excellent customer service has always been a commitment of the Town of Los
Gatos staff. Key to developing an operational plan that is forward thinking,
and able to expand with the changing demands of the community, will be the
development of a clear, easily accessible and effective central source of
information for staff and customers who visit the town in person, call by phone
or search on-line. This would include an enhanced ability for the Town to
provide referral services to other information, services, programs and events
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èÍÅÎ ÍÖ ðÍÉ õÛÈÍÉ ùÛÐÓÖÍÊÎÓÛ éÈÊÛÈ×ÕÓÙ íÌ×ÊÛÈÓÍÎÛÐ ìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
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Centralized Information and Referral
that are available in the Town through other service providers and partner
organizations.
The Service Assessment identified personalized service as an important quality
of the way that the Town currently delivers service. This is highly valued and
appreciated by the community. In order to maintain a high level of customer
service, while expanding services, it will be important to develop ways to
leverage staff resources to provide these services. Key concepts for achieving
this are to: increase access to information; increase use of shared databases;
improve ability for customers to use self-service concepts; streamline
processes; develop more efficient adjacencies to resources needed when
accomplishing tasks; and to establish policies and procedures to assist in the
prioritization of service responses. The Town will need to continue to provide
training and education to staff in best practice approaches to service
delivery.
Processes that are adopted to create and maintain a Centralized Information
and Referral resource will be driven by the Information Technology Strategic
Plan. Access to information should be developed in such a way that it is user-
friendly and does not conflict with a small town service model as defined in
the Service Assessment. Whatever technologies are used to enable the access
to information, they need to be smart, but they also need to support users of all
generations and educational backgrounds.
ConclusionThe Central Customer Service Center may be the physical location at
which Centralized Information and Referral is available to the public, but
development of the operational plan will require broad integration of
information across departments and centralized management of this
information. This may by supported by staff at the Central Customer
Service Center, by staff distributed within the departments, or a
combination of both.
Integration with the Information Technology Strategic Plan is very
important to ensure efficiency and effectiveness.
As the quantity of information available accelerates and as the demand for
easy access to this information increases, the importance of a centralized
information service delivery approach becomes paramount to quality
service delivery.
The gap between current systems, methods, policies and procedures and
the definition of expectations will need to be identified to understand the
resources necessary to fill the gap.
Customers are currently not fully aware of Town services. Once processes
are in place to better disseminate information, there would be an
opportunity to create a public awareness campaign that makes existing
services more accessible to the public. This program could be continued
as new services are added.
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Centralized Information and Referral
VisionThe vision for Centralized Information and Referral for the Town of Los Gatos
is to provide coordinated and comprehensive access to Town information in a
timely, accurate and user-friendly manner that leverages staff resources and
increases customers awareness and access to Town services and resources.
GoalsUtilize web-based technologies to provide information and services 24/7.
Provide staff with a central source of information that assists in the
accurate and timely delivery of services, process documentation, and
prioritization of responses and the leveraging of staff resources.
Increase community awareness of the availability of Town services,
promote the use of those services as well as self-service, and manage
customer expectations for service delivery
Provide multiple options for access to information
Coordinate both virtual and central points of information at the Customer
Service Center and other service points for both public and staff, including
interactive information access at community bulletin boards and/or
kiosk(s)
Refine a methodology for collection, access and dissemination of
information to staff and public.
Provide information and referral to other service providers and partner
organizations to expand access by the community to those services.
Provide a sense of cohesiveness in Town services for the customer
Address issues of confidentiality, security and safety of information
Integrate into Information Technology Strategic Plan and interface with
new and available technologies
Strategic Operational The Town currently has an Information Technology Strategic Plan, which
Planningprioritizes technology improvements. The following strategic operational plan
for centralized information and referral includes actions that should be
considered within that plan to achieve the goals outlined above.
I.
Process Options
A.Coordinate design, development and implementation of a
centralized information resource
1.Review and document current process for information
collection, access, and dissemination of information
2.Identify and prioritize information that should be located in
the centralized information resources
3.Coordinate with Information Technology Strategic Plan to
select appropriate hardware and software applications to
support a Town wide information system
4.Develop information collection, maintenance and
dissemination policies and procedures
5.Identify ongoing resource needs including staff person(s)
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èÍÅÎ ÍÖ ðÍÉ õÛÈÍÉ ùÛÐÓÖÍÊÎÓÛ éÈÊÛÈ×ÕÓÙ íÌ×ÊÛÈÓÍÎÛÐ ìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
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Centralized Information and Referral
to design, lead and manage the information process
B.Develop a methodology for information access to other service
providers and partner organizations
1.Identify key strategic partners for collaboration and referral
2.Define partners methods for updating and providing
information and develop operating procedure for
information collection, access and dissemination
C.Develop a public awareness campaign regarding information
availability
II.
Physical Options / Strategies
A.Develop concepts for methods and tools to support information
access and dissemination
1.Computer stations available to the public
2.Information kiosk(s)
3.Available reference materials, etc.
Staff and Community Meeting and Event Spaces
Introduction The Service Assessment clearly demonstrated a need within the Town
government and community for spaces that support work, meetings, learning,
dialogue, gathering, celebration and reflection. Operationally, the Town
should determine the number and types of these spaces it can provide, and
support their use for the activities stated. A determination of similar spaces
that exist within the community that can fill these needs will be necessary prior
to finalizing space program requirements for the Civic Center and Library.
However, the outreach process has established that the community seeks the
Civic Center and Library to be a gathering place, and point of connection
meeting and event spaces will support that desire. In addition, staff is
constrained in collaborative work efforts by the lack of space in which to meet.
Currently, many staff meetings must be scheduled offsite, at expense, because
meeting spaces are not available at the Civic Center and Library. Although
recent operational policies have been enacted to support Town Staff use of
Room 214 in the Neighborhood Center, meeting spaces continue to be in high
demand. The Council Chamber is utilized as meeting space by staff when it is
not scheduled for other activities, and even the Chamber lobby area has been
pressed into service as a meeting room.
Spaces to meet and gather are not the only issue infrastructure and equipment
must be designed into the spaces to allow collaborative and interactive work to
take place, as well as support programs and activities. Training, education and
instruction require specific attention to the design of learning environments,
but these spaces will also be used for other activities. The design,
configuration, infrastructure, furniture and equipment will greatly affect the
flexibility of these types of space.
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èÍÅÎ ÍÖ ðÍÉ õÛÈÍÉ ùÛÐÓÖÍÊÎÓÛ éÈÊÛÈ×ÕÓÙ íÌ×ÊÛÈÓÍÎÛÐ ìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
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Staff and Community Meeting and Event Spaces
ConclusionMeeting spaces should be a priority for space allocation within the space
programming and site options process
In this climate, consider use of exterior spaces for meetings to occur, and
provide technology and equipment to facilitate interaction
Operational efficiencies can facilitate impromptu meetings and
discussions; create spaces designed to foster this type of interaction
Conferencing and meeting spaces should be distributed to be more
accessible and in closer proximity to staff
Consolidated or centralized conference and meeting spaces reflect a
conference center concept and support shared catering and storage space.
Centralized conferencing allows shared use of setup spaces, but
congregates meeting and conferencing activity in one location.
A balance of some distributed and some centralized conferencing may be
the best approach to both accommodate staff needs and minimize
duplication of support space
Vision The vision for Staff and Community Meeting and Event Spaces for the Town
of Los Gatos is to provide accessible and equipped spaces for the community
and staff to meet, dialogue, gather, celebrate, learn and reflect.
Goals The goals for this service delivery approach include:
Flexible and well-equipped spaces that support both a variety and scale of
activities
Specific spaces that address the diverse needs in age and activities
Interior and exterior opportunities for meetings, gatherings, reflection and
events
Learning environments that support the needs of training, education and
instruction
Staff areas that support collaborative work efforts
I.
Strategic Operational Plan Process Options
A.Work with partners to identify existing community-oriented
spaces and their availability for use
B.Define meeting and event spaces that should be included in
the Civic Center and Library to complement available spaces
in the community
C.Develop Centralized Resource Scheduling
1.Coordinate training for staff and partners in use of
collaborative resource scheduling tools, and policies
and procedures for use of resources
II.
Physical Options / Strategies
A.Within the space programming process, define the types and
number of spaces (interior/exterior, formal/informal, within
the civic center and library) that will support the following
activities:
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èÍÅÎ ÍÖ ðÍÉ õÛÈÍÉ ùÛÐÓÖÍÊÎÓÛ éÈÊÛÈ×ÕÓÙ íÌ×ÊÛÈÓÍÎÛÐ ìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
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Staff and Community Meeting and Event Spaces
1.Meetings, Conferencing and Interactive Work
2.Training and Instruction
3.Events and Performances
4.Art Exhibits
5.Storytelling / Storytime
6.Lectures
7.Community Forums
8.Council Meetings
B.Develop a Strategy for Distribution of Space
1.Centralized and Distributed Meeting Spaces
a)Support Spaces to include Storage, Catering,
etc.
b)Accessibility to Staff and Community
c)Hours of Access to Staff and Public
2.Adjacency to Collections and other Resources that
would support activities within the spaces
3.Establish Parking Requirements generated by these
activities
C.Identify Infrastructure, Technology, Equipment and Furniture
Needs
1.Within the space programming process, develop the
needs for each type of meeting or event oriented
space.
a)Ideally, develop a series of standards for
technology and equipment packages that will
be utilized in similar spaces
b)Identify the training and education
requirements to ensure the technology can be
utilized by those who in the spaces
c)Coordinate with the IT Strategic Planning
Process to ensure that support services are
available
Partnering to Provide Services
Introduction The Town of Los Gatos currently collaborates with a number of organizations,
through coordinated programs and services, the provision of space for
programs, and grants for Human Services, Art / Education and Community
organizations. There may be opportunities for increased partnering, and those
should be explored. However, existing partnerships can be leveraged to
increase at least the awareness in the community of the services available to
them. For example, the Police Departments School Resource Officers are at
the schools in the community, and could offer information regarding the
availability of library and community services to students. Development of
collateral material or information sources that can be shared in these types of
ðÍÉ õÛÈÍÉ ùÓÆÓÙ ù×ÎÈ×Ê ÛÎØ ðÓÚÊÛÊà éÈÊÛÈ×ÕÓÙ ïÛÉÈ×Ê ìÐÛÎ
èÍÅÎ ÍÖ ðÍÉ õÛÈÍÉ ùÛÐÓÖÍÊÎÓÛ éÈÊÛÈ×ÕÓÙ íÌ×ÊÛÈÓÍÎÛÐ ìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
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Partnering to Provide Services
interactions will broaden the communitys knowledge of the services and
programs available through the Town or its partners.
Partnering can be defined along a spectrum from information sharing and
referral to integrated services and programs. Collocation refers to resources
and potentially staff collocated within space, whether interdepartmentally or
with other organizations. Partnering refers to enhanced services, referrals and
information, and sharing of resources (collections, materials, and space), etc.
All opportunities for partnering should be evaluated for their required
resources (staffing, funding, facilities, etc.) and potential return on investment,
to include service enhancements and opportunities for more efficient service
delivery.
ConclusionCollocation of partners offer the community greater access to
complementary services in one location and may mitigate duplication of
space
Partnering facilitates greater access to complementary services within the
community that are relevant to target audiences
Vision The vision for Partnering to Provide Services for the Town of Los Gatos is to
leverage resources, enhance or expand services, programs and resources, and
connect the community to the services provided by partner organizations.
Goals The goals for this service approach include:
Leverage resources and extend access to services
Improve or enhance the quality of services delivered to the community
Partner in the delivery of programs and joint or shared use of space
Coordinate education and promotion of available services and programs to
the community to reach a larger audience
I.
Strategic Operational Plan Process Options
A.Identify opportunities for partnering to enhance services in
areas such as Community Services, Library Services, and
Police Outreach and Crime Prevention
B.Establish Partnering Agreements as needed
C.Develop Communication Plan
1.Integrate information about, delivery of and outreach
for services and programs inter-departmentally
2.Utilize the Centralized Information and Referral
service model to make this information available to
the community
3.Create promotion and information material regarding
available resources
II.
Physical Options / Strategies
A.Define the available spatial resources of all partners, and
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èÍÅÎ ÍÖ ðÍÉ õÛÈÍÉ ùÛÐÓÖÍÊÎÓÛ éÈÊÛÈ×ÕÓÙ íÌ×ÊÛÈÓÍÎÛÐ ìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
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Partnering to Provide Services
analyze their potential for shared or joint-use
B.Identify locations for service and program delivery that make
them accessible to the greater number within the targeted
audience
C.Within the space programming process, define the types and
number of spaces, both interior and exterior, within the Civic
Center and Library that will support the partnering activities:
1.Meetings, Conferencing and Interactive Work
2.Programs and Activities
3.Training and Instruction
4.Events and Performances
5.Art Exhibits
D.Identify opportunities for display of art, artifacts and history
within the projected civic center and library spaces
The partners that have surfaced through the outreach process, and expressed a
desire to explore greater opportunities for partnering, include:
1.Los Gatos Saratoga Community Education Recreation
2.Museums
3.Art Docents of Los Gatos
4.School Districts
5.Non-profits
A brief overview of these organizations is included in the appendix of this
document.
Departmental Services and Operations
The core services currently provided by each department are listed within this
section, as well as issues associated with current and potential services and
operations that have been identified by the departments. Those issues that
apply to many departments, town-wide, are detailed in the previous section:
Service Delivery Approaches -Interdepartmental Town-wide Services and
Operations
. Operational issues caused by space constraints (adjacencies and
staff location, collaborative and interactive work, resource and storage
requirements, etc.), as well as technology oriented issues, are addressed in the
space programming and IT planning processes.
Current and projected services seem to be within the operational capacity of
each department, which have managed to both increase and change in services
over time. However, space allocation and utilization, as well as information
technology strategies and implementation, will be critical to future service
demands and delivery.
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Departmental Services and Operations
Current operational issues are largely attributed to overcrowding of staff,
fragmentation of staff due to space constraints, and information technology
needs. Current departmental operational deficiencies are caused mostly by
space constraints and utilization, rather than operational or organizational
issues. Most operational conditions discovered through this process exist
because of growth in staff and services not anticipated in the original facility,
and reallocation or reutilization of space over time. They may be resolved
through the strategic master planning effort, where space needs will be
identified and site options to meet those needs will be developed.
For further information about services, programs, staffing and funding, refer to
the Town of Los Gatos Operating and Capital Budget for the current Fiscal
Year.
Core Services are identified for each department, below. Additionally, any
service or operational issues that should be addressed in the strategic master
planning process are identified.
Town Council Core Services
Citizen Representation
Public Policy And Legislation
Boards And Commission Oversight
Service and Operational Issues
Currently, the Council Chamber is the only available space, other than
staff offices, for the Council to conduct work.
Elected Town Clerk Core Services
Town Election Official
Elected Town Treasurer Core Services
Funds Custodian
Investment Management
Town Signatory
Town Attorney Core Services
Litigation Services
Legal Advice
Liability and Risk Management
Town Manager Core Services
Town Government Management
Town Council Support
Council and Customer Referrals
Agenda Process Management
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èÍÅÎ ÍÖ ðÍÉ õÛÈÍÉ ùÛÐÓÖÍÊÎÓÛ éÈÊÛÈ×ÕÓÙ íÌ×ÊÛÈÓÍÎÛÐ ìÐÛÎ
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Departmental Services and Operations
Web Management
Economic Vitality
Public Information
Service and Operational Issues
Most issues regarding centralized access to information and processing of
forms, etc., are information systems issues. Information technology needs,
for both the public and staff, are being addressed as part of the Information
Technology Strategic Plan.. The information developed through the Civic
Center and Library Strategic Planning process will be coordinated with
that effort.
There is a need to enhance the capacity for providing public information
services
Tracking of customer issues is necessary to ensure that issues are resolved
Agenda process management includes immediate, short term and long
term agenda planning, and should provide for generation of workplans and
timely notifications to ensure that staff can prepare effectively
Clerk Department Core Services
Document Management And Records Retention
Governmental Compliance and Official Filings
Election Support Services
Customer Service Center
Service and Operational Issues
This department administers the Town Customer Service Center due to
their location at the front door and presence of a transaction counter
As a result of administrative restructuring, this department provides
clerical, legislative and risk management administrative support for the
Town Attorneys office.
Records Management is an issue that is being currently addressed, and the
outcome will need to be coordinated with space programming and site
options
Human Resources Core Services
Employee Health, Safety and Well Being
Employee Recruitment, Retention, Orientation and Training
Employee Benefits Program
Employee Records and Document Management
Service and Operational Issues
HR staff require a high level of privacy, to interact with town staff on
confidential issues
Need to enhance use of Intranet to provide information to employees
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èÍÅÎ ÍÖ ðÍÉ õÛÈÍÉ ùÛÐÓÖÍÊÎÓÛ éÈÊÛÈ×ÕÓÙ íÌ×ÊÛÈÓÍÎÛÐ ìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
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Departmental Services and Operations
Finance and Administrative Core Services
ServicesFinancial Management and Reporting
Budget Development and Monitoring
Accounts Payable, and Receivable
Business License Processing
Administrative Mail and Supplies Management
Payroll
Service and Operational Issues
Current mail service and supplies issues need to define role and function
of staff and department
New services to be explored include credit card acceptance and web-based
transactions (invoicing, payment, and procurement)
Most issues regarding centralized access to information and processing of
forms, etc., are information systems issues and will need to be addressed
as part of the Information Technology Strategic Plan.
Management Information Core Services
ServicesInfrastructure and Systems Maintenance and Support
Technology Solutions
Service and Operational Issues
Issues are identified through the Information Technology Strategic Plan
document.
A key issue is limited staff support for IT
Community Development Core Services
Development Plan Review
Code Compliance
Inspection Services
Advanced Planning: General and Specific Plans
Redevelopment
Service and Operational Issues
Online permitting is a service requested by customers and staff
Routing building plans to inspectors located in Neighborhood Center is a
challenge
Development customers must travel between Town Hall and PPW (located
at R. J. Bryant Service Center) to secure approvals.
Community Services Core Services
Senior Services
Housing Programs
Arts and Culture Programs
Volunteer Services
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èÍÅÎ ÍÖ ðÍÉ õÛÈÍÉ ùÛÐÓÖÍÊÎÓÛ éÈÊÛÈ×ÕÓÙ íÌ×ÊÛÈÓÍÎÛÐ ìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
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Departmental Services and Operations
Solid Waste Management
Grants Management
Service and Operational Issues
Consider whether to continue to provide long-term leased space in the
Neighborhood Center
Expansion of senior services is dependent upon availability of space for
programs, as well as partner opportunities
Security of the Neighborhood Center facility is an issue for staff and the
public
Expansion of volunteer training is dependent upon availability of space, as
well as staff coordination efforts
Police Core Services
Patrol
Investigations
Personnel and Community Services
Records Management and Communication
Traffic and Parking Management
Service and Operational Issues
Most, issues are due to space constraints or other facility issues
Safety and security of staff and the public are a concern, especially upon
entrance or exit to police facilities and when appropriate spaces are not
available to segregate suspects and witnesses
A potentially greater diversity of access within the community is desired,
to include walking, ATV(s), cars, bicycles, etc.
Emergency Operations Center has facility and technology limitations
Parks and Public Works Core Services
Parks and Open Spaces Maintenance and Conservation
Engineering and Capital Projects Administration
Facilities / Vehicle / Sewer / Storm Drain Maintenance
Streets and Signals Maintenance
Service and Operational Issues
Need to document processes to streamline operations and ensure
consistency in service delivery
Development customers must travel between Town Hall and PPW to
obtain approvals, although interim solutions are being explored
Need to continue to refine use of asset management system, to include the
ability to track and provide history for service and maintenance requests
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èÍÅÎ ÍÖ ðÍÉ õÛÈÍÉ ùÛÐÓÖÍÊÎÓÛ éÈÊÛÈ×ÕÓÙ íÌ×ÊÛÈÓÍÎÛÐ ìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
íÌ×ÊÛÈÓÍÎÛÐìÐÛÎ
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Library Core Services
Adult Services / Reference
Youth Services
Technical Services
Circulation / Systems Administration
Service and Operational Issues
Integrate greater options for customer self-service
Smartcard cashless payments for fines / fees
Customer Awareness marketing the library within the community
Customers entering the Library on the adult side have no easy access to
staff. Circulation staff is checking out books, often with a line of people
waiting. No one is available to answer directional questions or provide
reference services (which are now located on the lower level).
Most issues are due to space constraints
Conclusion The operational planning and space programming process will prioritize
support for core services through space allocation and utilization. The
development of space program and site options may also provide opportunities
to resolve the service and operational issues identified above.
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Next Steps in the Planning Process
The next steps in the planning process focus on the development of space
program requirements and site concepts that will physically realize the
operational requirements described in this report. Exploration, discovery and
solutions developed in Phase 3 may affect the Service Assessment and
Strategic Operational Plan. Opportunities and challenges associated with
existing site and building reconfigurations, as well as adaptive reuse, may
require changes to the information in the Strategic Operational Plan.
Therefore, it should be considered a dynamic document.
I.
Core Team to begin development of Space Program for the operations,
described in this document.
A.Develop Space Programs for each site component, which
delineates the space, technical and functional requirements
based upon the Strategic Operational Plans. The Space
Programs will define Site and Building Criteria, Site
Relationships, Space Allocation and Functional Relationships
(adjacencies and stacking).
II.
Develop Building Re-Organization and Adaptive Re-use Opportunities
and Constraints
III.
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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Regional Civic Center and Library Examples of Service Approaches
The following cities are operating new civic center and library facilities within
the region, with comparable service delivery approaches to those proposed
within this document. These benchmarks are of a different scope, scale and
character than that of Los Gatos. However, there are important lessons to be
learned from their planning, implementation and operational processes.
Redwood City
The City: Located in the Bay Area 25 miles south of San Francisco, Redwood
www.ci.redwoodcity.ca.usCity is home to approximately 75,400 people and 29,000 households. It is the
oldest bayside city in San Mateo County, incorporated in 1867, and has been the
County Seat since 1856. Redwood City combines residential, industrial, and
commercial elements in a largely urban environment.
City Hall Complex: The Redwood City, City Hall offices occupy about 1.6
acres between two main streets, the same site as the original City Hall dating
back to 1929. There are several old heritage redwood trees on the site and the
design of the new offices required that the integrity of these features remain.
The octagonal Council Chambers are located in the most prominent position,
emphasizing its image as a public meeting hall. An open design for both floors
of the city offices and the open and transparent lobby ensures the inner
workings are visible and accessible. A one-stop customer service area is
featured within the space, with a long service counter that supports individual
departments with which the public may need to interact. The public lobby
includes a civic garden. Materials used include two tones of rose-colored bricks
and green tinted glass that ties in the library opposite. Flamed and polished
granite floors connect the landscaping and concrete approaches. The 42,000
square foot complex was begun in May 1996 and completed in August 1997 at a
total cost of $11.1 million.
The Library: Designed within a former historic firehouse the library acts as a
catalyst for downtown revitalization. The 5,000 square foot firehouse holds
circulation services, a history collection and a large public meeting room.
Behind the fire station, a complementary 40,000 square foot addition houses the
collection and most library services. A staircase, lit from above connects the
new and historic environments.
Website References
Demographics - http://www.redwoodcity.org/about/demographics.html
Economic Profile - http://www.redwoodcitychamber.com/index.html
Main Library - http://www.ci.redwood-city.ca.us/library/rcpl.html
Mountain View
The City: Located 35 miles south of San Francisco and 10 miles north of San
www.ci.mtnview.ca.usJosé, Mountain View is home to 72,200 residents and many nationally and
internationally known corporations. Mountain View covers 12 square miles.
The Civic Center: The Mountain View Civic Center comprises approximately
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Regional Civic Center and Library Examples of Service Approaches
seven acres and includes a City Hall, Center for the Performing Arts (including
a 600 seat Main Stage and 200 seat Second Stage, café and visual arts lobby),
library and passive use park space. The City Hall and Center for the Performing
Arts create a public plaza with a fountain facing Castro Street, a public friendly
promenade of retail shops and restaurants. The City Hall includes a reception
area and one-stop development oriented center. Other departments have
separate reception areas. All of the buildings are within walking distance of
each other. Parking for the office, theater and library is hidden in underground
structures. The City Hall and theaters were completed in 1990 at a total cost of
$24 million, the Library at a cost of $20 million.
The Library: The City of Mountain View Public Library at 63,000 sq. ft. houses
a collection of close to 300,000 books, as well as other collections, including
video cassettes, magazines, audio cassettes, large print books, business
reference and general reference books, books on tape, pamphlets, maps,
newspapers, college catalogs and local history publications. Services provided
by the Library include reference services for adults and children, children's
programs, a delivery service for homebound customers within City limits,
interlibrary loans, self-service photocopying and a dial-a-story service. The
Mountain View Library is located at 585 Franklin Street between Church and
Mercy streets.
Website References:
Demographics -
http://www.ci.mtnview.ca.us/citydepts/cd/ed/demographics.htm
Economic Profile - http://www.chambermv.org
Library http://library.ci.mtnview.ca.us/
Center for Performing Arts - http://www.ci.mtnview.ca.us/mvcpa/mvcpa.html
Hayward
Hayward is a community of 123,000 residents. The City of Hayward Civic
www.ci.hayward.ca.usCenter was completed in 1998 at a cost of $29 million, encompassing a two-
acre site. The site was selected as part of the citys plan to revitalize the
downtown. The modern building design includes a large rotunda entrance with
large windows. There is a fountain and open space on the adjoining plaza. The
City Council Chambers is a state-of-the-art design with audio-visual equipment
for the public to observe meetings. There is also space for artwork displays and
close proximity to retail a public library, residences and the Hayward BART
station.
Website References
The Hayward Community:
http://www.ci.hayward.ca.us/community/thisishayward.html
Historical Museum & Sun Gallery:
http://www.ci.hayward.ca.us/community/museums.html
Hayward Public Library:
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Regional Civic Center and Library Examples of Service Approaches
http://library.cityofhayward.com/screens/mainmenu.html
Hayward Community Profile (statistics and demographics):
http://www.hayward.org/profile.html
Benchmarking Tour Comments
Introduction
[The Community Advisory Committee and members of the Core Team plan to
take a benchmarking tour on December 13, 2002. Upon completion,
information will be included within this section].
[insert comment summary]
Redwood City Library The renovation of an existing firehouse gave the building a warm historic feel.
Warm woods and a burning fireplace created a comfortable environment that
made people want to settle in. However, the front lobby seemed congested by
the circulation desk, and it was unclear where one would initially receive
service. The smaller front lobby created a cramped feeling although it could be
perceived as home-like .
Progressing further into the space, the library was open and airy. Signage was
clear and it was easy to navigate through the space. Art was displayed within
the library and the community room was available for local groups. The light
levels and acoustics seemed good. Visitors were pleased with the traditional
feel of the furniture and the stacks.
Communication centers within the library seemed easy to access and visible, but
the furniture seemed so static that it did not encourage intimate customer
service. Bulletin boards located near the entrance and the Friends of the
Library Bookstore displayed information postings; the one by the bookstore
being less visible. Resources seem fragmented and there are multiple points of
service throughout.
The public spaces are grouped by function, which seemed to create an inflexible
plan and inhibited future growth. Positive aspects of the separation of spaces
were noise control and easy way finding for users. The Community Room
seemed to be the only shared space. Having the after hours access separate
from the library entrance as well as the dedicated elevator, extended the times of
use for this space. Separation of Staff and Public areas seems adequate; the
majority of staff spaces are located at the top of the building. The space for
staff seems adequate with the exception of storage and internal meeting areas.
Overall, the library was seen as a good use of existing space. The separation of
spaces worked for functional segregation but the lack of flexibility in the floor
plan and static furniture was noted.
Redwood City Civic Center
The initial impression of the Redwood City Civic Center was that it was open
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Benchmarking Tour Comments
and light. Some visitors found the open space cold and the use of hard materials
unfriendly or sterile, while others found the space comfortable and easy to
navigate. Several people equated the Customer Service Area to a bank.
Communication Centers were not easily recognized throughout the building.
The Information Desk and the access of people at the Customer Service Center
served as personal one-on-one information point but privacy was an issue.
The customer spaces seemed to be accessible and visible; it was easy for people
to find what they were looking for despite the multiple entrances. The one-
stop-shop approach seems to be executed successfully here. Signage for the
Customer Service Area was clear and effective. The staff spaces seemed very
open, some visitors felt too open like being in a fishbowl . The
configuration of the upper floor looking down on the Customer Service
Center was also noted as a negative aspect. There was no visual or acoustical
privacy when speaking at the counter. Staff space felt very public, delineation
between public and staff was evident in some spaces but not in all.
Shared public and staff spaces seemed lacking. There was no large community
room, only the Council Chambers and adjacent conference rooms. The room
was located off the entrance lobby but was not obvious to locate. The chairs
within the chambers were ganged and could not be moved easily, so there was
little flexibility in configuration.
The Civic Center has a small gallery of artwork on the second floor and the
conference rooms are used for some community activities.
Overall, the space was appreciated for its open layout and amount of natural
light. Some visitors thought it was a bit too spacious with space that was not
fully utilized. The high noise levels/ and lack of privacy was noted as a
negative point, as well as the lacking of a community room
Mountain View Library The Mountain View Library was open, clean and well lit but it was directionally
challenging to navigate through the space. Signage that was available used a
very small type and it was difficult to read. There was even difficulty getting
into the building from the parking area due to a lack of signage. The adjacency
to the park was nice but this was seen only from the back entrance.
The main lobby space was large and loud, the location of the desk seemed out
of the visual line of site, the cueing rails served as a childrens jungle gym .
The self-check stations were across the lobby from the circulation desks making
staff assistance difficult. The elevator was also difficult to locate. The rest of
the library spaces seemed to have a clear but subtle definition between public
and staff space. The staff space seemed inadequate, especially the Childrens
staff areas, and they were located on the ground floor.
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Benchmarking Tour Comments
The reading rooms seemed like they were missing something but the open
space upstairs by the Reference Desk was open and comfortable. The colors of
the finishes and furniture were warm, especially in the Childrens Section, and
the fireplaces added a warm and friendly touch. The acoustics were good with
the exception of the lobby, lighting was effective and the beautiful views to the
outside were greatly appreciated.
The communication centers within the library were not obvious to visitors. No
central information point was recognized and the reference and circulation
desks seemed impersonal. The signage and way finding to all areas was
generally poor.
There seemed to be little flexibility in certain areas like the Childrens area,
which was separated from the rest of the spaces. There was clear delineation
between functions and collection types. The space also houses a History Room,
a display are for Childrens Art, and has a community room located off the main
lobby. A nice feature of this room was the ability for it to be used after hours
when the library was closed due to a separate entrance. Two other conference
rooms were also available for public use.
Overall, the library had a nice light quality and good views, but some spaces felt
cramped while some seemed underutilized. It was noted that the layout was
maze-like .
Mountain View Civic
The Civic Center in Mountain View was large and impressive with a formal
Center
feeling. Not at all hometown setting, this was clearly a place of business.
There seemed to be some confusion upon entering the space on which direction
to go for information. The grand and impressive feel also appeared a bit sterile
and unwelcoming, the entrance and central stairwell hall seemed like a waste
of space
Central Desk and the Customer Service Center seemed well placed and
accessible. It was noted that both of these features might be successful in a
setting like Los Gatos. There was not much signage displayed for way finding.
The space had a museum-like quality, which was appreciated for its beauty but
noted that it was a bit intimidating and had a dont-touch feel. The noise level
was acceptable and the amount of natural light through the skylights seemed
good.
The obviously identified communication center was the main information desk.
The desk seemed small but accessible. There was no posting of information
observed, and the single source seemed to be the information desk staff
member. The technology was noted to be behind the times .
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Benchmarking Tour Comments
There was a definitive separation between staff and public spaces resulting in
very private staff spaces. Some visitors felt the separation was too formal,
others that it was better for staff. The office spaces seemed flexible and well
planned for future growth, although the numerous stories created a definite
hierarchical feel. The one-stop center for Development worked well but
seemed small to some visitors.
The proximity of the building to the central business district in Mountain View
was very positive. Internal adjacencies seemed to work well, however, there
were several departments located at other sites. Only one third of City
employees are located at this site.
The space was very well designed to serve as a public gathering space after
hours. The front entry and information desk are easily isolated and adapted for
event use. The entire building serves as a venue for public art. The majority of
other meeting spaces seemed internal to the building and more for public than
staff use.
Overall, the space was impressive and beautiful but seemed too formal and
hierarchical for Los Gatos visitors. The main sources of customer interaction
such as the information desk and the Development Center seemed small by
comparison of the rest of the spaces. It was also noted that there might be too
much wasted space in the stairwell feature.
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Potential Partner Organizations
Los Gatos Saratoga
This is a joint powers agency of three school districts: Saratoga Union, Los
Community Education
Gatos Union and Los Gatos-Saratoga Union High School. Employees of the
Recreationagency are employed by Los Gatos-Saratoga Community Education and
Recreation. They have no affiliation with the Town of Los Gatos or the City
of Saratoga. The agency is 100% self-supporting and governed by a 7 member
Board. Three school superintendents affiliated with the JPA are members by
virtue; other four members are representatives from the communities in the
district: one member from both Los Gatos Union School District and Saratoga
Union School District and 2 members from Los Gatos-Saratoga Union HSD.
Full time staff of 15 plus approximately 300 part time hourly or contractual
employees provides services to the customers.
Activities divided into three categories: Youth and Teen activities, Community
Items and Adult Resources
Youth and Teen Activities:
Camps
Cooking
Dance, Drama, Music
Discovery
Elementary Summer School
High School Summer School
Holiday Activities
Parent and Child
SAT Seminars
Soccer/Gymnastics
Sports and Fitness
Special Events
Swimming Lessons
Community Items:
A Place for Teens
Facility Rentals
Kumon Math and Reading
Reading Development
Scholarships
Adult Resources:
Aerobics
Art and Design
Business
Culinary Arts
Dance
Environment and Nature
Equestrian
Fitness
Golf
Gym Drop-In
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Potential Partner Organizations
Industrial Arts
Language
Parenting Issues
Personal Growth
Physical Enhancement
Potpourri
Special Events
Sports
Tennis
Day Care is provided at all seven locations, and the department also
administers the Los Gatos-Saratoga Adult Education Program in conjunction
with the Los Gatos-Saratoga High School District.
Museum AssociationThe History Museum formerly the Forbes Mill Museum
Established by Alexander Forbes as a gristmill to grind flour in 1854, Forbes
Mill is recognized as the first commercial building in Los Gatos.
Today Forbes Mill is a history museum located off Church Street by East Main
Street.
The Art and Natural History Museum:
The building was originally constructed in 1927 and used as the first fire
station, until 1966 when fire station operations moved to its current location on
University Avenue. The Fire engine at Oak Meadow was stationed here.
Today the museum offers natural history and art displays and is located at the
corner of West Main Street and Tait Avenue.
School Districts [Los Gatos] Saratoga Union Elementary (grades K 8)
Vision: We, the district team will create an environment, which excites
and inspires all our children with a passion for learning both now and in the
future.
Purpose: We educate students to the fullest potential, engaging their
hearts and minds in learning
The Saratoga Union School District consists of three Kindergarten
through 5th grade schools and one middle school for 6th through 8th grades.
Schools:
Argonaut Elementary School
Saratoga Elementary School
Foothill Elementary School
Redwood Middle Schools
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Potential Partner Organizations
Los Gatos Saratoga Joint Union (grades 9 12)
Schools:
Los Gatos High School
Saratoga High School
NOVA Alternative Program
Los Gatos Union Elementary (grades K 8)
Mission:
The mission of the Los Gatos Union School District is to motivate and assist
each child to develop the skills, attitudes and values needed to realize his/her
personal potential as an effective citizen. To achieve this mission, the district
is committed to building partnerships between parents, teachers, students and
community members for the purpose of developing and maintaining schools,
which foster academic excellence within a caring, secure and creative school
environment that promotes the development of self-worth and respect for
others.
Schools:
Blossom Hill School
Van Meter School
Daves Avenue School
Lexington School
R.J. Fisher Middle School
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