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Federal Reserve Bank of New YorkArchitectural Progress Book Design Series

EXECUTIVE SUMMARY1.1

This Schematic Design report was produced to provide the Federal Reserve Bank of New York (FRBNY) with a summary of ideas and decisions made to date on the preservation and functional requirements for the res-toration and rehabilitation of the 10th and 11th floors of the main building. These decisions were gathered via a series of presentations with the Restoration Commit-tee, Senior Bank Leaders, Executive Vice Presidents and other staff residing on the floor.

These decisions become the foundation for the second phase of architectural and engineering design. This phase – Design Development, will address the “look” of the proposed design as well as many technical issues, such as heating, air conditioning, ventilation, electrical, fire protection, lighting, information technology, sus-tainable design, acoustics and food service.

Documentation and evaluation of existing conditions was based on BBB team members’ review of information in archival files, field examinations and interviews with FRBNY staff. FRBNY archival files contain a wealth of information, including original construction drawings, drawings for subsequent modifications to the building, shop drawings and specifications. Avery Library at Columbia University was an additional source of information.

For the Schematic Design phase, evaluation and rec-ommendations for treatment were identified for areas of the building based on the level of historic signifi-cance and remaining architectural integrity. These levels are identified in the section of the report titled History of the Federal Reserve Bank of New York.

Level #1 Restoration areas include the 10th Floor El-evator Halls, the 10th Floor Reception Corridor, and the east end historic rooms. Level #1 Restoration Zone locations of the building are the most impor-tant historic spaces and finishes, and therefore of the highest priority. The Executive Dining Room (EDR, also referred to as the Officers’ Dining Room) was not included in this category because of previous major renovations, which included the removal of its most important feature – the vaulted ceiling.

10th Floor Reception Corridor. 10th Floor Elevator Hall.

President’s Office.

The Federal Reserve Bank of New York is the principal bank in the Federal Reserve System, established in 1914. After five years enduring crowded and disorganized leased space in various buildings in Lower Manhattan, the Bank directors held a design competition in 1919 for a new headquarters building. York & Sawyer’s striking renaissance palazzo design was selected over entries from competing architects McKim Mead & White, Carrere & Hastings, Cass Gilbert, Trowbridge & Livingston and Delano & Aldrich.

When completed in 1924 FRBNY was the largest bank structure in the world. Filling almost the entire block bounded by Maiden Lane, Nassau, Liberty and William Streets. Its imposing façade draws from the solidity and forms of iconic Florentine palazzos. It is composed of rusticated limestone and sandstone ashlar with deeply inset bronze windows and doors, presenting a fortress-like image of strength and impenetrability. Original bank interiors were grand yet austere, not overly embellished. The primary ornamentation was the artistically wrought ironwork of Samuel Yellin.

In 1933, in the depths of the Depression and after many years of failed attempts, the Bank directors purchased the adjacent Montauk Building and commissioned York & Sawyer to construct an addition. Completed in 1935, the addition extended the building’s facades to the east end of the block and added more space on the interior. Some of the most significant interior changes occurred on the 10th floor, where new spaces extended and

improved the bank executive officers’ private sanctum at the east end of the building. Offices for the FRBNY President and First Vice President, a Boardroom and a series of anterooms and private corridors constructed in 1935 featured elaborately carved wood paneling, molded plaster ceilings, and stone fireplaces. These areas differ from the more austere 1924 construction in their richness and elegance of finishes, and are considered to possess high architectural and historic significance.

Through historical analysis and visual assessment of the 10th and 11th floors, we determined they possess varying levels of historical significance and architectural integrity. We define these areas as Primary, Secondary and Tertiary significance. A few spaces on the 10th floor, such as the Executive Dining Room were originally highly significant but have lost architectural integrity through considerable alterations over time. Generally speaking, the Reception Corridor, private executive offices and Boardroom at the east end of the 10th floor are the most significant spaces; offices on the 10th floor are typically of secondary significance; core and service areas, and drastically altered spaces such as many found on the 11th floor, are of tertiary significance. These levels of significance translate to levels of intervention, and zones for preservation, rehabilitation, and reinvention. These levels of significance and intervention are detailed in Chapter 2: History of the Federal Reserve Bank of New York, and have informed design alternatives throughout this study.

EXISTING CONDITIONS ASSESSMENT

Boardroom at 10th Floor.

Level #1 restoration recommendations are identified for the floors, ceilings, walls, lighting, hardware, and significant furniture, accessories and artwork. The intent of this restoration is to bring back the origi-nal level of finish wherever possible and to remove inappropriate alterations. More detailed recommen-dations will be provided in the next phase of work, Design Development, when the program and use of Levels #2 Rehabilitation and #3 Reinvention zones have been determined.

1EXECUTIVE SUMMARY

PURPOSE

HISTORICAL OVERVIEW & RESTORATION

HISTORY OF THE FEDERAL RESERVE BANK OF NEW YORK2.1

The first uniform currency used in the United States was created after the 1863 National Bank Act passed under President Lincoln. Congress created the Federal Reserve System (the Fed) in 1913 as an independent government entity serving as the central bank of the United States. The Federal Reserve Bank of New York (FRBNY) is one of 12 regional Federal Reserve banks throughout the country. It serves the Second Federal Reserve District, consisting of New York State, coun-ties in Northern New Jersey and Connecticut, Puerto Rico and the U.S. Virgin Islands.

Given New York’s overwhelming financial resources in comparison to other cities when the 12 Federal Reserve banks were established in April 1914, FRBNY had nearly four times the capitalization of other banks, with over $20,000,000 in capital stock. Its size and power were contested from the beginning of the selection process. In the end however, the practical reality of the situa-tion—if the banks had been made equal, FRBNY could not have served even all of Manhattan—ruled in favor of a large New York bank. FRBNY originally conducted approximately one-third of the Fed’s total aggregate op-erations; its gold reserve amounted to one-tenth of all the monetary gold in the world. It remains the principal bank within the Federal Reserve System. In addition to the responsibilities it shares with other Federal Reserve banks, FRBNY has several unique operations, including implementing monetary policy and conducting foreign exchange transactions to protect the value of the dollar. Though the United States went off the gold standard in 1971, FRBNY houses 25%-35% of the world’s official gold reserves.

Once established, FRBNY lacked a headquarters build-ing in which to conduct its business, leasing banking space, offices and vaults in six separate buildings in Lower Manhattan. Not surprisingly, office space was limited and inefficiently laid out, and therefore crowd-ed and poorly organized and illuminated. Operations of the bank required space for approximately 2,500 staff and officers, with the potential of future increase to double that number, as well as facilities to safely store its wealth of coin, currency and securities. In 1917 the FRBNY board of directors decided to take steps to de-sign and construct a new bank building. They commis-sioned New York architect Alexander B. Trowbridge to serve as consulting architect and professional advisor in

the development of a competition program for a new bank building.

The organization of banks into the Federal Reserve System not only meant a complete overhaul of banking policy in America, but also presented a design challenge to architects designing a new building to suit the par-ticular needs of a Federal Reserve Bank. The new banks served other banks, and had as clients the United States Government and member banks, each with thousands of individual and corporate customers. Their require-ments for banking floors, clerical office space, and the location and presentation of bank officers’ offices were therefore quite different from any bank seen before. In New York it was reported that “architects sat in council with bank officers for two hundred weekly meetings, discussing each highly specialized need, before the ex-ternalization of the vast banking system was success-fully achieved.” (Architecture, Vol. 55, May, 1927, p. 241.) Trowbridge worked with the bank directors to design a basic program and to organize a design competition.

The competition program provided specific guidance regarding the quality and character of bank the directors wished to erect, as shown in the following excerpt.

The Directors of the Bank desire to avoid the appearance of ex-travagance and high cost which is frequently associated with a modern bank building. They hope that the competition will result in the selection of an architect who will co-operate with them in that idea, to the end that a building may be constructed which would have the dignity and style which a building of the importance of the leading financial institution of America deserves, but which at the same time, would be free from ostentation and from any attempt to impress through elaboration of detail or through use of costly and showy materials. While it is accepted that the business of the bank in many of its departments is much like that of a commercial house or mail order establishment, it is felt that the architectural atmo-sphere, as evidenced by the taste shown in the exterior and interior treatment, should be of a high order and should express the solidity of the financial system of the United States and the high character which are to be carried under its roof.

On the interior, expense is not to be spared in connection with du-rable construction and use of fireproof materials. An extensive use of costly marbles and ornamental bronze and metal bronze should be avoided. A certain amount of both of these materials will doubt-less be necessary, but it is hoped that this Bank may demonstrate

the possibility of the development of a building which, through its simplicity of detail, its beauty of proportion and the taste with which materials and colors are used may set a standard for governmental building, which will be of a far reaching effect.

Hoping to speed the process, the competition was lim-ited to a select few invited architectural firms, including Carrere & Hastings, Delano & Aldrich, Cass Gilbert, McKim, Mead & White, Trowbridge & Livingston, and York & Sawyer. York & Sawyer interpreted Trow-bridge’s program more convincingly than the architect’s own firm and were awarded the highly sought-after Bank commission on November 5, 1919.

Like their peers Carrere & Hastings, Edward York and Phillip Sawyer worked in the office of McKim Mead & White prior to forming their own partnership in 1898. They established themselves among the upper echelon of New York City architectural firms with works like their 1903 Chemists’ Club on East 41st Street, the 1913-1916 Brooklyn Trust Company, and the 1919 U.S. As-say Office Building in the Financial District. Around the time of the construction of FRBNY they were respon-sible for three other large banks, the 1921-1923 Bow-ery Savings Bank on East 42nd Street, the 1922-1924 Greenwich Savings Bank on Broadway at 36th Street and the 1926-1928 Central Savings Bank, uptown at 73rd Street and Broadway, which featured a similar Re-naissance palazzo expression.

Though Sawyer had been trained at the Ecole des Beaux-Arts, it would appear his extensive travels in Ita-ly, where he carefully studied landmarks of the Floren-tine Renaissance, gave inspiration for the firm’s compe-tition-winning design for FRBNY. The building, which was designated a New York City Landmark in 1965 and was listed on the State and National Registers of His-toric Places in 1980, features a robust palazzo design recalling the appearance of Florentine banking houses and elements of Florentine palazzos such as the Strozzi Palace and the Palazzo Vecchio. Its beautiful rusticated ashlar facade with randomly alternating blocks of lime-stone and sandstone is unique in the city, and its monu-mentality and solidity combined with architectural de-tail convey an air of permanence and strength.

2HISTORY OF THE FEDERAL RESERVE BANK OF NEW YORK FOUNDATIONS

Historic View, Architecture, Vol. 55, May 1927HISTORY OF THE FEDERAL RESERVE BANK OF NEW YORK

2.2

York & Sawyer’s Bank building, constructed on a site bounded by Maiden Lane, Nassau, Liberty and William Streets, was the largest banking facility in the world when it was originally completed in 1924, though it had not yet reached its fully realized size and shape. In 1918, when the bank was assembling the site and preparing for its building campaign, it attempted to purchase the eastern-most portion of the block fronting William Street, occupied at the time by the narrow Montauk Building. The Bank’s offer of $400,000 for the site was refused. The site subsequently sold for $425,000 to a speculator who then asked $1,250,000 for the property. The Building Committee, finding the price outrageous, instructed York & Sawyer to build around the Montauk Building. Their long term goal was, however, to pur-chase the site if it became more reasonably priced, and expand to fill the entire block.

York & Sawyer signed a contract with the Bank on Oc-tober 21, 1920, and Marc Eidlitz & Son, Inc, were hired as General Contractor for the Bank’s construction. The lot had been assembled for a total purchase price of al-most $4.8 million, which averaged $104 per square foot. This translates to a purchase price of approximately $45 million and $981 per square foot, in today’s dollars. Be-cause of a sharp rise in construction costs associated with World War 1, construction was delayed until 1921, when costs began to stabilize. The site was cleared be-tween May and September, 1921, and the cornerstone was laid on May 31, 1922. The Bank was fully occupied by October 28, 1924. (Chronology of Construction, FRBNY Archive.)

Upon completion, the total expenditures on the con-struction of the Bank, including site demolition and architectural fees, was just over $15 million (approxi-mately $164 million in today’s dollars), a savings of over $3 million from the budgeted cost ($33 million today). Part of the savings was attributed to the efficient con-struction of the bank’s vaults, the largest of which was designed to hold $500,000,000 in gold and is located 80 feet below grade. It features 10-foot thick doors, each weighing 230 tons. Cost savings were also achieved through the use of “substantial rather than costly ma-terials, the elimination of practically all ornamentation and by simplification of the building throughout.” De-spite all this the bank was still criticized when it opened as being more elaborate and costly than necessary. (De-

Unlike the 10th floor, which has always been dedicated to the bank officers and their staff and visitors, the 11th floor has served a variety of purposes since its construc-tion. According to a 1922 York & Sawyer drawing, the original Officers’ Dining Room (ODR) was located in the northwest corner in a space slightly larger than the 10th floor OBR, which would become the ODR in 1972, and is now referred to as the Executive Dining Room. The 11th floor ODR had its own dedicated kitchen, just to the east. The rest of the floor housed administration spaces and medical examination rooms and offices, in-cluding a doctor’s office, dental office, and eye examina-tion room. Like the 10th floor there was a long central corridor running east to west. The eastern half of the corridor served as a waiting room for the various medi-cal offices.

The fortress-like quality of the exterior extended into the 1924 interiors with clean surfaces and spare orna-mentation. Even in the Bank’s most significant and dis-tinguished spaces, York & Sawyer’s design was quite austere, without over embellishment.

The 10th floor was designed to house the offices and Boardroom of the officers of the Bank. Its ceremonial design included a long central vaulted corridor running east to west. At the east end of the building was located a private corridor to the bank officers’ private offices and Boardroom, which was originally a two-story space. The original office for the FRBNY Governor (now called President) was located south of the private corridor (see plan on following page and photograph below). It was the largest office along the corridor--adjacent offices had small anterooms--and the only one with a fireplace.

At the west end of the Reception Corridor was located a conference room. North of the west terminus of the corridor was the Senior Administrative Officers’ Bank-ing Room (OBR), a grand, vaulted, two-story space. The elevators and circulation core were placed at the center of the floor, north of the Reception Corridor. For-mal elevator lobbies featured wrought iron screens de-signed by Samuel Yellin. Other significant Yellin works originally located on the 10th floor included chandeliers in the Reception Corridor and Officers’ Banking Room, a number of wall and mantel clocks, and wall sconces. In the northwest corner of the building were located a series of conference rooms and offices for visiting bank-ers. Along the north side of the building were toilets and core circulation. South of the Reception Corridor a long repetitive row of offices was located along a private cor-ridor. At the west end of this corridor was a library.

The building’s first setback from the street wall, ar-ticulated by a projecting cornice punctuated by nar-row arched windows, occurs above the 9th floor, and creates a terrace at the 10th floor level. Documentation concerning historical use of the terrace is limited; 1922 drawings show one access door on the north side of the building, which is extant. Original bronze casement windows allow some degree of access to the exterior.

ORIGINAL CONFIGURATION 10TH & 11TH FLOORS

10th Floor Original Governor’s (original title of Bank President). Office, 1920s. FRBNY Archive. Now the office of Mr. Kos.

ORIGINAL CONDITIONS OF THE 10TH & 11TH FLOORS

scription of Building and Statement of Expenditures, FRBNY Archive.)

When free-falling stock prices in October, 1929, brought a swift end to the Roaring Twenties and delivered the country into the Great Depression, FRBNY found it-self at the heart of the economic crisis. Reluctant to at-tempt offsetting the effects of the economic downturn with changes in monetary policy, it wasn’t until Britain abandoned the Gold Standard in 1931 and foreign in-vestors began to withdraw their funds from U.S. banks that the Fed moved to increase interest rates in hopes of reducing the strain on U.S. gold. By the end of 1932 conditions had only worsened, and states began declar-ing bank holidays as a means of stemming panic and runs on banks. On March 3, 1933, the FRBNY directors adopted a resolution to urge President Hoover to de-clare a nationwide bank holiday, and the following day, Inauguration Day, all 12 Federal Reserve Banks closed their doors. On Monday, March 6, the new president Franklin D. Roosevelt signed a Presidential Proclama-tion ordering the suspension of all bank transactions.

It was in this context that FRBNY finally realized its ultimate construction goals. In 1933 the directors pur-chased the Montauk Building site for a drastically de-flated $326,250 ($3 million in today’s dollars) and de-molished it. York & Sawyer designed an addition to the east end of the building and it was constructed between July 1934 and July 1935. The addition cost approxi-mately $11 million in 1935; converted to today’s dol-lars, the total construction cost of the addition would equal $151 million.

CONSTRUCTION HISTORY

PROGRAM NEEDS3.1

FRBNY has established four primary goals as key tar-gets for the renovation of the 10th and the 11th floors. They are as follows:

Goal 1 - Create a balance between restoration and modernization

An appropriate balance should be struck between sensitive restoration and innovative modern interven-tions. This will be achieved in two ways.

The first is the “Unseen Hand Approach,” where a virtually invisible insertion of new infrastructure and contemporary technology will produce as little visible change as possible. The existing historic fabric will be preserved using various appropriate methodologies to maintain the original appearance.

The second is the idea of “Appropriate New Design,” where new design features are clearly new and of their own time, but are sympathetic interventions that create modest or reserved complements to the historic fabric.

Goal 2 - Maintain the image of dignity and power, yet impart a new sense of looking for-ward and being accessible Dignity and power emanate from the successful har-mony of the historic architecture of the Bank and the FRBNY as its occupant. The original intent of the Bank directors was manifested in York & Sawyer’s design, which employs the image of the Italian Renaissance palazzo--an expression of the power, dignity and per-manence of Florentine aristocrats and merchants--as its architectural inspiration.

The technology of banking is changing, and is no longer symbolized by large safes and fortress archi-tecture, but by technology and accessibility of infor-mation and services. The challenge for the work at the Bank will be to maintain the image of dignity and power and preserve the architectural integrity in res-

Details of the programming goals are as follows:

Arrival & Circulation:• Provide an identifiable zone for visitors to be re-

ceived that does not interfere with office func-tions.

• Separate visitor traffic from executive staff traf-fic.

• Create privacy for executive staff from highly frequented dining and conference areas.

• Relieve congestion and conflict of food service circulation.

• Provide adequate food service vertical transporta-tion through all the kitchens and pantries, includ-ing the first floor kitchen and service entrances.

• Create “intercommunication” between staff in the office areas.

Space Planning:• Provide convenient dining rooms for visitors

and executive staff, serviced by the kitchens and pantries in a number and size to be determined.

• Provide adequate conference rooms to support visitor and in-house meeting functions. Food may be a part of this requirement.

• Reposition the Executive Dining Room as an Executive Multipurpose Room. Provide new and flexible uses to include dining, meeting, seminar, crisis management, etc.

• Consider the possible consolidation of kitchen and pantry areas, including the existing 14th floor food service program areas.

• Consider outdoor dining in an environment that is protected from the weather.

• Evaluate the needs of the general executive office areas and examine planning options to promote intercommunication.

• Provide new private and staff toilets, storage areas, etc.

Infrastructure & Engineering:• Improve or provide new lighting for all spaces.

Restore existing historic lighting and possibly retrofit those fixtures for improved efficiency.

• Provide state of the art telecommunications, se-curity and information technology for all areas.

• Upgrade mechanical, electrical, fire protection, and life safety systems.

• Study solutions for acoustical treatment in and between all floors and spaces.

• Rectify code compliance deficiencies.

Restoration & Aesthetic Considerations: • Restore significant 1924 and 1935 spaces with

high architectural integrity.

• Consider possible reuse of period woodwork that may need to be relocated in the wake of re-planning.

• Create an appropriate image for the Executive Multipurpose Room consistent with the 1924 aesthetic of the Italian Renaissance palazzo es-tablished by York & Sawyer.

• Reappoint all rooms frequented by staff and visi-tors with appropriate finishes, lighting, furniture, window treatment, etc.

3 GOALS & PROGRAM

toration areas, and be more creative in the areas of rehabilitation and reinvention. Rather than to convey a “precious,” or “hands-off” museum look through-out, our approach is to honor the design intent of the original Bank Directors and live up to the standards they set forth in 1919, while expressing architectur-ally the dynamic changes occurring at the Bank.

Goal 3 - Avoid a look of extravagance and high cost in the design and selection of materials

This is an important goal, as it was derived from the original intent of the Bank Directors in 1919, and rig-orously executed in the original design. It is curious that the 1935 addition departs from the austerity of the Florentine original, employing more ornate moldings and decorative treatment which, although different, are well executed and should be preserved. An excep-tion is the Executive Dining Room, where the original two-story height vaulted space was demolished and replaced with a poor quality design, with false beams and less than restrained finishes and lighting.

Our approach to the interior design and the selection of new materials for the 10th and 11th floors will be an interpretation of appropriate historic elements, re-flecting today’s needs, materials and methods, of the highest quality.

Goal 4 - Eliminate deficiencies in the layouts and present infrastructure

This goal represents the technical work needed to create the design of the complete planning process and technical interventions required for the project. We will break down the deficiencies into discrete components, assign specialists to solve problems and provide experienced oversight to assure coordination between the planning and the different disciplines to assure quality control.

The current planning and technical deficiencies are described in more detail in this report.

FEDERAL RESERVE BANK’S GOALS PROGRAMMING REQUIREMENTS

Beyer Blinder Belle Policies & Procedures - Company Hand Book Design

2

To Our Staff,

Welcome to Beyer Blinder Belle. It is our hope your employment with us will be a fulfi lling and rewarding experience.

With the understanding that our staff is ourgreatest asset, we have carefully crafted thisPolicies & Procedures manual.

The Partners

3

DisclaimerNeither this manual, nor any individual policy or provision in this manual, constitutes a contract. While it is hoped that your employment relationship with us will be rewarding, either you or Beyer Blinder Belle may terminate this relationship at any time, with or without cause. Moreover, no partner, manager, supervisor, employee or representative of Beyer Blinder Belle has any authority to enter into any agreement, oral or written, for employment for any specifi ed period of time, or to make any promises or commitments contrary to the following.

This manual supersedes all prior versions of the Policies & Procedures manuals published by this fi rm. All employees are required to sign an acknowledgement that they have read and understood the terms and conditions in this manual. The form is located on the BBB Intranet.

In an effort to be responsive to the needs of a dynamic organization, additions or revisions to this Policies & Procedures manual may be made by the fi rm at its discretion. When additions or revisions are made, you will receive an e-mail notifying you of the change. The additions or revisions will concurrently be made to this document with the date of the change at the top of the section affected. It is our responsibility to maintain this document, and it is your responsibility to read e-mail notifi cations to insure you maintain up-to-date knowledge of Beyer Blinder Belle’s policies and procedures.

Moreover, this manual is not, and is not intended to be, a contract guaranteeing employment for any specifi c duration.

Table of Contents

4

Introduction ..............................................................................5

Organization ........................................................................ 6-8

Background and Mission ........................................................6-7

Firm Structure ...........................................................................8

Employment ....................................................................... 9-27

Equal Employment Opportunity ................................................9

Americans with Disabilities ....................................................10

Policy Prohibiting Harassment ................................................10

Sexual Harrassment ................................................................ 11

Prohibited Conduct .................................................................. 11

Complaint Procedure ............................................................... 12

Investigation Procedure .......................................................... 12

Retaliation Policy .................................................................... 13

Standards of Conduct .............................................................14

Use of Drugs and Alcohol ....................................................... 15

Employee Classifi cation ..........................................................16

Immigration Regulations ......................................................... 17

Orientation Period ................................................................... 17

Attendance and Punctuality ................................................... 18

Notifi cation of Absence .......................................................... 18

Electronic Media ................................................................19-21

Cellular Telephones .................................................................22

External Communications .......................................................22

Outside Work ..........................................................................23

Performance Appraisals .........................................................23

Personnel Records ..................................................................24

Solicitation/Receipt of Personal Benefi ts ..............................24

Attire .......................................................................................25

Workplace Violence .......................................................... 25-26

Termination .............................................................................27

Natick Mall ConnecticutSignage Criteria Book Design

1

ContentsForward ...................................................... 5 Purpose ........................................................ 5 Introduction ............................................. 7-9 The Site ........................................................ 7 Arriving at the Retail Center ............................... 8 Entry Level .................................................... 8 Upper Level ................................................... 8 Avenue and Courts ........................................... 9 Details Amenities, Way finding and Finishes ............. 9

General Retail Design Criteria ......... 11-32 Purpose ....................................................... 11 Landlord Review ............................................. 11 General Requirements ......................................12 Definitions ....................................................13

Storefront Criteria .................................... 14-23 Storefront Design Criteria Introduction ..............14 Entry and Door Criteria ................................15 Acceptable Storefronts ............................16 Unacceptable Storefronts .........................17 Storefront Materials .....................................18 Acceptable Materials ...............................18 Unacceptable Materials ............................18 Details / Storefront Examples ..................... 19-25 Interiors ...................................................... 26 Control Zone Criteria ...................................26 Floors .................................................26 Ceilings ...............................................26

Signage ................................................... 27-29 Storefront Signage Design Criteria .......................27 Signage Requirements ..................................28 Acceptable sign types ..................................28 Unacceptable sign types ...............................28 Blade Signs ...............................................29 Key Plan where permitted ........................29

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Prohibited Food Court Tenant Materials

Acrylics, plastics, plastic laminates, Plexiglas or Lexan Smoked, colored, beveled, or tinted glassAnodized or mill finish aluminumSimulated materials (imitation brick, stone, wood, faux

finishes, etc.)MirrorBrickPainted drywall (sheetrock)Glazed finishes and ceramic tiles as an overall storefront

materialWood countertops Any other material not allowed by the Massachusetts

Health Code

Ceiling

• Painted gypsum wall board shall be used in the Control Zone area.

• Drop-in panel ceilings are not acceptable in the Control Zone area.

• Ceiling height in the Control Zone area must be at least 12’-0” A.F.F.

• Tenant must provide access panels to Landlord or Tenant equipment where required for HVAC, Lighting, etc. It is the Tenant’s responsibility to confirm the access requirements and maintain required access through Tenant’s design and construction process. Access panels for equipment above hard ceilings must be recessed and blended into the color and plane of the ceiling.

• In back-of-house food preparation areas (behind the Control Zone partition wall), Tenant shall provide a nonporous washable ceiling or ceiling tiles as per Health Department regulations.

• Use of wood or other combustible material above ceilings or any concealed space is prohibited.

Lighting

• The Landlord will provide accent lighting for the countertop using incandescent adjustable fixtures on a track from above.

• Other Control Zone lighting (including Menu Board Lighting) must be by low voltage halogen or incandescent sources only. No other lighting types are permitted in the Control Zone.

• Concealed sprinkler heads are required within the control zone.

• Fluorescent lighting may be used in the food preparation areas behind the Control Zone, where a partition separates it from the counter area. All Lighting fixtures shall bear the UL Label.

Display Zone

42

• Tenants must submit manufacturer’s catalog sheets of all equipment for Landlord review.

• The area over the front counter between the coun-tertop and signboard shall be kept clear of equip-ment or signs.

• Sneeze Guards, constructed to meet all govern-ing codes and with concealed lighting, shall be included in the counter designs where appropriate.

• Glass counter fronts, Sneeze Guards, or Dis-play Cases (4’-6” AFF maximum height) must be designed as an integral part of the front counter. They will be allowed for a maximum of 50% of the storefront and must start above the 8” tile base. Reflective glass will not be allowed. All joints are to be butt glass joints to allow for maximum vis-ibility. (See Fig.3)

• All display cases must be adequately lighted and vented. Direct visual exposure of incandescent bulbs, fluorescent tubes, or other light sources is not per-mitted. Wiring shall be per local electrical code and shall not be exposed to the public.• A tray rail, if used, must be fully integrated into the counter and storefront design and shall be constructed of high quality, durable materials consistent with the bal-ance of the Tenant’s finishes.

• Tray storage must be set back eight inches (8”) mini-mum. (See Fig.4)

• A back counter, storage cabinets or rear display cases may be installed at the Tenant’s option. Any such unit shall adhere to the entire counter and display case material criteria and a maximum equipment height of 5’-6” AFF.

• Local health code may require that all cabinets be of special finish and construction. Front counter cabinets are required to have a continuous recessed 8” high toe kick.

• No used equipment is permitted. Equipment sched-ule is required, indicating all dimensions, electrical requirements, etc.

• Condiment retainers must be constructed of the same or compatible counter top material. A maxi-mum height for this unit is imposed on all counters. No plastic or incongruous materials or designs will be allowed. (See Fig.6)

• No Tenant properties are permitted outside the lease line, i.e. tables, chairs, condiment stands, point of sales stations, signage, etc.

Tray Storage Detail

Figure 4 Figure 5

Condiment/Utensil Container Diagram

Bakery Case Detail

Figure 3

Cash Register Diagram

Figure 2

Display Zone

75

Preliminary Plans and SketchesThe purpose of this phase is to acquaint Landlord with Tenant’s intentions, to fully coordinate the Tenant design with the Design Criteria, and to agree on a design concept before final drawings are begun. Conceptual ideas for Tenant signage and interior finishes are required in the Preliminary Plan submittal. Please note that signage, however, is a separate submission.

Tenant agrees that Tenant’s plans will be prepared in strict accordance with Landltord’s construction requirements, relevant codes, and the applicable provisions of the Tenant Design Package.

Tenant shall submit to Landlord two (2) sets of drawings (copies on bond or e-mailed in printable (11”x17” PDF format) showing the intended design, character and finishes of the Demised Premises. Submittal 1 shall comply with the requirements and specifications of the Design Criteria contained herein.

As soon as possible after receipt of Preliminary Submission Landlord shall return to Tenant one set of prints with comments, modifications and/or approval. If Preliminary Submission, or any part thereof, is returned to Tenant without an approval by Landlord, Tenant shall immediate revise plans and resubmit to Landlord for approval within seven (7) days after Tenant’s receipt for further review and approval by Landlord.

Preliminary Submission ContentsPreliminary Submission shall include the following information at a minimum:

• Key Plan

• Floor plans (scale 1/4”=1’-0”) indicating finish materials clearly.

• Typical display window sections (scale 1/2”=1’-0”).

• Reflected ceiling plans (scale 1/4”-1’-0”).

• Sample board consisting of materials and color chips firmly applied to an 8-1/2” x 11” illustration board. All samples must be clearly labeled and keyed to plans.

• Color rendering of storefront and/or color photograph of storefront prototype.

Preliminary Submission

Natick Mall Retail Architectural Design Criteria