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Home My WebLink About103983 - AGENDAS - City Commission AGENDA DANIA BEACH CITY COMMISSION WORKSHOP POLICE AND FIRE DEPARTMENT FACILITY AND EQUIPMENT NEEDS THURSDAY, OCTOBER 30, 2008 - 6:00 P.M. ANY PERSON WHO DECIDES TO APPEAL ANY DECISION MADE WITH REGARD TO ANY MATTER CONSIDERED AT THIS MEETING OR HEARING WILL NEED A RECORD OF THE PROCEEDINGS, AND FOR SUCH PURPOSE MAY NEED TO ENSURE THAT A VERBATIM RECORD OF THE PROCEEDINGS IS MADE WHICH RECORD INCLUDES THE TESTIMONY AND EVIDENCE UPON WHICH THE APPEAL IS TO BE BASED. LOBBYIST REGISTRATION REQUIRED-REGISTRATION AS A LOBBYIST IN THE CITY OF DANIA BEACH IS REQUIRED IF ANY PERSON,FIRM OR CORPORATION IS BEING PAID TO LOBBY THE COMMISSION ON ANY PETITION OR ISSUE PURSUANT TO ORDINANCE NO. 01-93. REGISTRATION FORMS ARE AVAILABLE IN THE CITY CLERK'S OFFICE IN THE ADMINISTRATION CENTER. IN ACCORDANCE WITH THE AMERICANS WITH DISABILITIES ACT, PERSONS NEEDING ASSISTANCE TO PARTICIPATE IN ANY OF THESE PROCEEDINGS SHOULD CONTACT THE CITY CLERK'S OFFICE, 100 W. DANIA BEACH BOULEVARD, DANIA BEACH,FL 33004,(954)924-6800 EXT.3624.AT LEAST 48 HOURS PRIOR TO THE MEETING. IN CONSIDERATION OF OTHERS,WE ASK THAT YOU: A. PLEASE TURN CELL PHONES OFF,OR PLACE ON VIBRATE. IF YOU MUST MAKE A CALL,PLEASE STEP OUT INTO THE ATRIUM,IN ORDER NOT TO INTERRUPT THE MEETING. B. IF YOU MUST SPEAK TO SOMEONE IN THE AUDIENCE,PLEASE SPEAK SOFTLY OR GO OUT INTO THE ATRIUM,IN ORDER NOT TO INTERRUPT THE MEETING. 1. Call to Order 2. Roll Call 3. BSO Facilities Issues 4. Fire Department Equipment Needs 5. Adjouni vent • 3sn`e � Xe�v Reset ch & Extension , Mold Important Questions, Objective Answers • An abundance of conflicting information and media coverage about hazards of mold and how to handle mold problems has left • many people confused,concerned,and sometimes frightened. If you have or suspect a mold problem in your home,this fact • sheet will help you make well-informed decisions about how to fix the problem and prevent its return. • What Is Mold? The most common health problems caused by indoor mold • are allergic reactions. People who are allergic or sensitive to Molds are a category of fungi. They serve as nature's mold commonly report: nasal and sinus congestion, • recycler by helping to break down dead materials. Molds coughing,wheezing/breathing difficulties, sore throat,skin • produce tiny cells called spores that float and spread easily and eye irritation, sinus and upper respiratory infections. ` through the air,so they are just about everywhere. Live Both live and dead mold spores can affect people. spores act like seeds,forming new mold growths(colonies) when they find the right conditions—moisture, nutrients Although there is wide variation in how different people are . (nearly anything organic)and a suitable place to grow. Of affected by indoor mold, long term or high exposure may these, moisture(in either liquid or gas form)is the key factor eventually become unhealthy for anyone. Exposure to mold —for growth and for control. can trigger asthma attacks, may suppress the immune • system or have other effects. Should I Be Concerned About Mold In My Home? Who is most at risk? • Although mold spores are everywhere,especially in a humid Climate, mold colonies should not be allowed to grow and At greater risk of being affected more severely and sooner multiply indoors. Mold problems can result in damage to than others are: infants and children, elderly people, materials and health problems. The longer mold is allowed individuals with respiratory conditions or sensitivities such • to grow indoors,the greater the risk and the harder it is to as allergies and asthma, and persons having weakened remedy. So, if you find mold in your home,don't delay immune systems(for example, people with HIV infection, • correcting the problem. chemotherapy patients,organ transplant recipients). HEALTH HAZARDS If you feel your or your family's health is affected by indoor mold or you have special health concerns that increase your • Will mold in my home make us sick? risk,you should visit and tell your doctor or health . professional about your symptoms and mold exposures. Exposure to molds can affect health. People are mainly exposed by breathing spores or other tiny fragments. What is "toxic mold"and is it dangerous? People can also be exposed through skin contact(for • example, by touching moldy surfaces)and by eating mold Some types of mold can produce harmful chemical contaminated food. compounds(called mycotoxins)in certain conditions,but don't always do so. Molds that are able to produce toxins The types and severity of health effects from mold vary are common. If a toxin is produced, it may be present in live • widely and are usually hard to predict. It depends on the and dead spores and fragments in the air. sensitivity of the person,the amount and type of exposure, the length of exposure,the types of mold and many other Although potential damaging effects of specific mycotoxins • factors. Because it is typically not possible to establish a are known and varied,identifying a mold that can produce clear dosage and response threshold or trigger point,there mycotoxins does not tell you whether or not you have been • is not enough scientific evidence to prove cause and effect or will be exposed to a toxin. Still, all indoor mold growth is • for many of the potential or suspected health risks of indoor potentially harmful and should be removed promptly,no mold problems. matter what type of mold is present or whether or not it can • produce a toxin. • 1 • • What is"black mold"and isn't it the most dangerous MOLD REMEDIATION type? • How Do I Fix a Mold Problem? "Black mold"is a misleading term since many types are black. It has become a popular label for Stachybotrys,a To clean up and remove indoor mold growth in small • toxigenic mold that has received major media attention for quantities,follow these steps as they apply to your home. its suspected,yet unproven,connection to serious (Refer to the EPA guidelines:A Brief Guide To Mold, conditions and infant deaths. This type of mold is not as Moisture. and Your Home or Mold Remediation In Schools common as others since it grows only on cellulose(wood, and Commercial Buildings available online at • paper,etc.)that has stayed very wet for at least a week. www.epa.gov/iaq) MOLD INVESTIGATION . Find the cause of excess moisture and correct it Seal off the work area from the rest of the house How Do I Tell If I Have A Mold Problem? and ventilate it to the outdoors • Cover(to prevent spore release), remove and First and foremost, inspect. The most practical way to find a dispose of mold contaminated materials • mold problem is by using your eyes to look for mold growth • Clean surfaces and wetness,and by using your nose to locate a suspicious • Speed drying of wet materials odor. If you see mold or if there is an earthy or musty smell, • Remain on mold alert you should assume a mold problem exists.Other clues are • signs of excess moisture or the worsening of allergy-like Find and Fix the Moisture Problem symptoms. A moisture detector can be a helpful tool. The most important step in solving a mold problem is to Look for visible mold growth(may appear cottony,velvety, identify and correct the moisture sources that allowed the granular or leathery and have varied colors of white,gray, growth in the first place. r brown, black,yellow, green).Mold often appears as discoloration,staining or fuzzy growth on the surface of Common Sources of Moisture Problems Include: building materials or furnishings, or behind vinyl wallpaper. Flooding, inadequate maintenance and failure of Should I Test For Mold? building materials and systems . . Roof leaks When mold is visible,testing is usually not needed nor even . Leaks at windows or other wall openings recommended. Instead,you should simply assume there is . Plumbing leaks a problem whenever you see mold or smell mold odors. . Overflow from tubs,sinks,toilets or drainpans • Testing should never take the place of visual inspection and . Firewood stored indoors it should never delay or use up resources that are needed to • Humidifier use correct moisture problems and remove the mold. • Inadequate venting of kitchen and bath humidity • . Improper venting of combustion appliances When Is Testing Useful? • Failure to vent clothes dryer exhaust outdoors f . Line drying laundry indoors Sometimes, mold growth is hidden and difficult to locate. In • House plants-watering them can generate large such cases,a combination of air(outdoor and indoor air amounts of moisture ` samples)and bulk(material)samples may help determine • Condensation(caused by indoor humidity that is the extent of contamination and where cleaning is needed. too high or surfaces that are too cold) • However,mold testing is rarely useful for trying to answer • Duct system leaks questions about health concerns.Some insurance • Oversized air conditioners(that don't remove companies and legal services may suggest sampling as a enough humidity) form of documentation of microbial contamination. • Water movement through slabs and foundations; Professional mold remediation contractors may test before poor drainage around house and after clean-up to provide evidence of the clean-up's • Water vapor driven through walls from hot to cool effectiveness.These situations should be addressed on a sides case-by-case basis. • Dead air spaces(where air doesn't move much) 2 r r Drying the Indoor Environment: TAKE STEPS TO PROTECT OTHERS • To keep indoor surfaces as dry as possible,try to maintain Take steps to minimize the amount of dust generated. Plan the home's relative humidity between 30-60 percent.You to keep all susceptible people(children,seniors,and those can buy basic relative humidity monitors at some home sensitive to indoor contaminants, including people with supply or electronics stores. Important ways to control high compromised immune systems)out of the area to help humidity, condensation and other moisture problems in a minimize their potential for exposure.The following actions warm, humid climate include:seal outside air leaks and duct can help minimize the spread of mold spores: leaks, use properly sized air conditioners and heaters, • insulate or warm cold surfaces, avoid vinyl wallpaper, • Cover mold with plastic to contain spores before improve drainage to keep rainwater away from the removing moldy material foundation, inspect and fix roof and window flashing flaws, • Enclose all moldy materials in plastic(bags or • provide airspace between exterior walls and mirrors, sheets)before carrying through the home pictures or furnishings,reduce moisture sources inside the • Hang plastic sheeting to separate the work area home,and when needed, use a supplemental dehumidifier from the rest of the home Remove outer layer of work clothing in the work Seal off Work Area and Venfilate to Outdoors: area and wash separately or bag • Damp clean the entire work area to pick up settled Disturbing mold colonies can cause a massive release of contaminants in dust • spores. To reduce the spread of mold spores to the rest of • the home,seal off the contaminated area. Cover central air Clean Surfaces registers and outlets with plastic and seal gaps around doors. Place a fan in a window of the work room to exhaust Surface mold growing on non-porous materials such as hard air to the outdoors. plastic,concrete,glass, metal and solid wood can usually be cleaned. Cleaning must remove and capture the mold TAKE STEPS TO PROTECT YOURSELF contamination, because dead spores and mold particles still • cause health problems if they are left in place Using protective equipment when handling mold contaminated materials is a wise precaution.The following Thoroughly scrub all contaminated surfaces using equipment can help minimize exposure to mold: a stiff brush, hot water and a non-ammonia • soap/detergent or commercial cleaner. Use a non- e Rubber gloves and eye goggles phosphate cleaner or rinse thoroughly to • Outer clothing(long sleeves and long pants)that completely remove any phosphate residue(which can be easily removed in the work area and can provide food for new growth) laundered or discarded Collect excess cleaning liquid with a wet/dry w • Medium-efficiency or high-efficiency filter mask vacuum, mop or sponge (can be found at safety equipment suppliers, Rinse area with clean water and collect excess • hardware stores, paint stores or some other home rinse water centers)--at a minimum, use an N-95 or f equivalent mask or respirator After cleaning has removed all visible mold and other soiling . from contaminated surfaces,you may choose to use a Remove And Dispose Of Mold-Contaminated Materials: disinfectant to kill any mold missed by the cleaning, if you and others are not sensitve to the disinfectant. In the case Items which have absorbed moisture(porous materials)and of sewage contamination,disinfection must be performed. • which have moll growing on them need to be removed, Contact your local health department for appropriate advice. bagged and thrown away.Such materials may include gypsum wallboard, insulation, plaster,carpet/carpet pad, • On color-fast,non-metal surfaces, you can ceiling tiles,processed wood products(other than solid disinfect with a solution of 1/4 to 1/2 cup bleach per wood)and paper products.Likewise,any porous materials gallon. Do not use bleach in the air conditioning that have contacted sewage should also be bagged and system. thrown away.Non-porous materials with surface mold • Milder and less corrosive disinfectants include • growth may be saved if they are cleaned well and kept dry. alcohols,disinfecting cleaners and hydrogen peroxide. Follow directions carefully. 3 • Collect any run-off of bleach solution with a wet/ Where can I get more information about dry vacuum,sponge or mop. However,do not rinse mold and indoor air quality? • or wipe the bleach solution off the areas being treated-allow it to dry on the surface. Following are web sites with useful information and • Always handle bleach with caution. Never mix resources. When seeking information or services,carefully bleach with ammonia--toxic chlorine gas may consider the credibility or potential bias of the source. result. Bleach can irritate the eyes,nose,throat, and skin. Provide fresh air. Protect skin and eyes Asthma/Allergies from contact with bleach. Test solution on a small area before treatment,since bleach is very http:/hvww,eoa.gov/iag Corrosive and may damage some materials. EPA Andoor Air Quality Clearinghouse has information on many • IAQ issues involving asthma. Speed Dry Wet Materials: htto:/hvww.aaaai.oroldefaluit.stm . American Academy of Allergy Asthma and Immunology- Dry any materials that are wet as soon and quickly as educational information about allergies and asthma. possible. Use fans and dehumidifiers, if possible,and move wet items away from walls and off floors. Check with http://www.aafa.orci equipment rental companies or restoration firms to see if Asthma and Allergy Foundation of America-educational you can rent fans and dehumidifiers. New mold colonies information about asthma and allergies. can form in as little as three days if cleaned materials stay httoalwww.lungusa.oro wet. Wood and other materials that may look dry can still be American Lung Association-information,research,publications damp enough to support regrowth. on asthma,allergies and respiratory health. Remain on Mold Alert Biological Contaminants(including mold) Continue looking for signs of moisture problems or return of htto:llwww.ces.nesu.edu/homecare2/datalhc2.htmi mold growth. Be particularly alert to moisture in areas of North Carolina Cooperative Extension Service-Home Care has past growth. If mold returns,repeat cleaning steps and information on removal of mildew and carpet odor consider using speed drying equipment and moisture htto:llwww.cdc.00v/noehlairpollufion/mold meters to ensure sufficient dryness. Regrowth may signal Centers for Disease Control and Prevention-Provides • that the material was not dry enough,should be removed,or information about indoor air quality,including mold. that the source of the moisture problem is not corrected. http:/Avww.epa.govfiag/moldstmoldresources.html • When Can We Rebuild? EPA-Comprehensive list of mold resources and publications. Rebuilding and refurnishing should wait until all affected htto:/hvww.cat-iag.orolmold9803.htrn materials have dried completely. Be patient, It takes time to California Dept.of Health Services Indoor Air Quality Information Sheet for people who have water damage to their home. dry out wet building materials. Be sure to continue dehumidification and watching out for telltale signs that the References: moisture problem might be recurring. EPA,A Brief Guide To Mold.Moisture.and Your Home,[EPA • 402-K-02-003] Can Ozone Air Cleaners Remove Indoor Mold? EPA,Mold Remediation In Schools and Commercial Buildings. Some air cleaners are designed to produce ozone,which is [EPA 402-K-01-001,March 2001] • a strong oxidizing agent and a known irritant of the lungs Delaware Health and Social Services Division of Public Health, • and respiratory system. Studies have shown that ozone, Breathe the Difference:Mold in Your Home even at high concentrations,is not effective at killing airborne mold or surface mold contamination. Even if mold were killed by ozone,the health threats would not be Claudette H.Reichel, Ed.D. reduced until mold contaminants are removed through Professor and Extension Housing Specialist t] cleaning. Health experts do not recommend the use of LSU AgCenter-Louisiana Cooperative Extension Service ozone to address mold or any other indoor air problems. For information on many other topics,visit the web sites: • www.LouisianaHouse.org and www.Isuacicenter.com 4 • • • • • • • • Q I � f c • 0fta • Q f • Q f LLI i • . f � i f i • • • • • • ' Page 2 of 3 To: Pato, Ivan; Peterson, Donn; Donnelly, Colin; Urtecho, Jose Cc: Reeves, Phillip; Florentine, Kathryn Subject: RE: Continuing issues at Dania Beach Substation - XV(Roof&Ceiling) • Hi Jose, Please contact Contractor and let workers know that the work being done on the roof is causing issues below. Also, please have your staff spot check area between roof and ceiling tiles. THANKS! From: Pato, Ivan Sent: Wednesday, August 20, 2008 11:32 AM To: Peterson, Donn; Donnelly, Colin; Orlando, Dominic Cc: Rogers, Larry; Cahill, Michael; Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; Brown, Felecia . Subject: RE: Continuing issues at Dania Beach Substation - XV (Roof&Ceiling) Thanks for bringing this matter to our attention, please work with Colin and Dominic regarding your logistical e needs. I know you plan on moving the DB out of this building and into our new fire station when that building is finished. We can work out a timeline whenever you are ready, I am more than ready to discuss. Ivan Pato City Manager City of Dania Beach 0 From: Peterson, Donn [maifto:Donn_Peterson@sheriff.org] Sent: Wednesday, August 20, 2008 11:23 AM To: Pato, Ivan; Donnelly, Colin . Cc: Rogers, Larry; Cahill, Michael; Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; Brown, Felecia Subject: Continuing issues at Dania Beach Substation - XV (Roof&Ceiling) . Boss, The roofing folks are back to work on our roof today. I wanted to express a concern we have as work progresses... we can here A moor of debris falling down from above and hitting the top of the suspended ceiling throughout the office. I don't know if this is rust flaking off of structural steel, rat nests/droppings, dirt/debris . coming in through existing holes, delamination of sprayed-on insulation, etc. I'm talking pounds... it sounds like someone is pouring particulate matter onto the top of the ceiling and you can see/smell the dust in the air. Regardless,we're breathing it and I'm concerned. Upon completion of the roof work or preferably sooner, I'd like to work with you to formulate a plan and timeline to • move all operations out of this office space and over to 803 until the ceilings are pulled down and the area above them is thoroughly cleaned... I don't want anyone in here when that happens. Also, it wouldn't make much sense to replace the ceilings and then come in later on to tear out paneling. Therefore, this should be the time we finally • tear out all the paneling and remove/clean-up any mold/mildew that resides behind it. Once the cleaning is done to include the air ducts, the walls are finished, and the ceilings are installed, it will probably be okay for us to resume operations here. We stand ready to make this move at a moments notice and I will have several options available to discuss with you when you are ready to proceed. • Broward SheriffsOffice City of DaniaBeach i 10/7/2008 Page 3 of 3 Q li r r t • 10/7/2008 • r • • • • f • f � • • ul N • f � r � • • • • • f I • • • f • • 0 Pagel of 3 0 Peterson, Donn From: Peterson, Donn Sent: Wednesday, August 20, 2008 12:16 PM • To: Hedelund, Martin; Oman, Ed • Cc: Rogers, Larry; McKinstry, Chris; Granville, Kevin; Grimm, Michael; Brown, Felecia; 'Palo, Ivan'; Donnelly, Colin• Subject: FW: Continuing issues at Dania Beach Substation -XV(Roof& Ceiling) Gents, Please we below for background... The situation that exists here is not ideal; however, my overriding concern is for the health and welfare of our team members. On an interim basis,we may be required to move your operations over to the South Broward District Substation. I've already discussed this with Chief McKinstry and he's ready to host us for a yet-to-be- determined period of time. I know this location is not ideal and will create some challenges relating to response to • calls and backing up guys on the road. However, I think its better to overcome the distance/location challenges in favor of continued exposure to the conditions in your respective office spaces. I'm open to any suggestions you may have... you're stakeholders in this and I want to hear your thoughts. The plan right now is to make this move • temporarily until such time as our current space is cleaned up and safe/healthy to occupy again. South Broward has desks and phones for our use, so we will probably just have to move personal and office equipment. Ed & Mike, I will defer to you as to whether or not we want to clean out our equipment room or just leave it as-is for now... this space will not be quarantined and we will have access to it while work is progressing. However, at some point in time we will have to provide access for replacement of the ceiling and the removal of wall paneling. The decision on when this will happen has not yet been reached; however, I anticipate we'll do this sooner rather than later. For now, I'd like you to discuss this with your folks and have them prepared to make this move when ` it's time to do so. I will keep you posted. • Chief Donn G. Peterson Browerd Shodfrs Office—City of A.artla.!Elleach .1.Q0..ySfeat.A.ania.Heach..B.Q.ule+t a rd 17.ania.t�eacho-.Florida.�.30.0.4 M Office- 954 926-2400 t Broward Sheriff's Office pKil"k&VmirMwLe" Cityof_Dania Beach "Injusfk:e anywhere is a threat to justice everywhere." i - -Dr. Martin Luther King(Letterfmm Birmingham Jail,April 161e 1963) The Broward Sheriffs Office is a public entity suuiect to Chapter 119 of the . Flonda Statutes concerning public records Email messages are covered under such laws and thus subject to disclosure. All emads sent and received are captured by our servers and kept as public records From: Peterson, Donn Sent Wednesday, August 20, 2008 11:53 AM To- 'Pato,Ivan'; Donnelly, Colin; Orlando, Dominic; McKinstry, Chris; Fraelich, Robert GC Rogers,Larry; Cahill, Michael; Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; Brown, Felecia • Subject: RE: Continuing issues at Dania Beach Substation - XV(Roof&Ceiling) f • 10/7/2008 r Page 2 of 3 r Boss,will do... I'll make preparations and get our folks ready to move. I will discuss the details with you and of course make proper notifications before we do any of this... we can post a sign at the front desk and shift the phones over to the 803 building without much trouble. The plan for now is to move administration and our front . desk coverage over to 803. Cl and NRT will probably have to move over to the South Broward Substation at least on in interim basis since there's no room for them over at 803. • Colin, would it be possible to have the Time for Kids office emptied out ASAP? We'll need that space. Chris,as we discussed, I may need space in your facility for my detectives for a brief period of time. The duration • of the stay is unclear right now, but I will certainly keep you posted. Bob, I want to cut you in on this as we'll probably need to use the PWC to help us to move office furniture and office equipment. You needn't do anything right now, but 1 want you to be in the loop so we can move quickly once a decision has been made. FYI... we'll probably leave the furniture in-place upstairs as there is existing • office furniture at South Broward. However, the furniture and office equipment downstairs will have to be moved over to 803. Broward Sheriffs Office • City of Dania Beach I II From: Pato, Ivan [mailto:ipato@ci.dania-beach.fl.us] Sent: Wednesday, August 20, 2008 11:32 AM M To: Peterson, Donn; Donnelly, Colin; Orlando, Dominic Cc: Rogers, Larry; Cahill, Michael; Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; Brown, Felecia Subject: RE: Continuing issues at Dania Beach Substation - XV (Roof&Ceiling) Thanks for bringing this matter to our attention, please work with Colin and Dominic regarding your logistical needs. I know you plan on moving the DB out of this building and into our new fire station when that building is . finished. We can work out a timeline whenever you are ready, I am more than ready to discuss. Ivan Pato City Manager City of Dania Beach From: Peterson, Donn [mallto:Donn_Peterson@sheriff.org] • Sent: Wednesday, August 20, 2008 11:23 AM To: Pato, Ivan; Donnelly, Colin r Cc: Rogers, Larry; Cahill, Michael; Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; Brown, Felecia • Subject: Continuing issues at Dania Beach Substation - XV(Roof&Ceiling) • 10/7/2008 • Page 3 of 3 r Boss, The roofing folks are back to work on our roof today. I wanted to express a concern we have as work • progresses... we can here a LOT of debris falling down from above and hitting the top of the suspended ceiling throughout the office. I don't know if this is rust flaking off of structural steel, rat nests/droppings, dirt/debris coming in through existing holes, delamination of sprayed-on insulation, etc. I'm talking pounds... it sounds like someone is pouring particulate matter onto the top of the ceiling and you can see/smell the dust in the air. Regardless, we're breathing it and I'm concerned. Upon completion of the roof work or preferably sooner, I'd like to work with you to formulate a plan and timeline to move all operations out of this office space and over to 803 until the ceilings are pulled down and the area above them is thoroughly cleaned... I don't want anyone in here when that happens. Also, it wouldn't make much sense to replace the ceilings and then come in later on to tear out paneling. Therefore,this should be the time we finally tear out all the paneling and remove/clean-up any mold/mildew that resides behind it. Once the cleaning is done to include the air ducts, the walls are finished, and the ceilings are installed, it will probably be okay for us to resume operations here. We stand ready to make this move at a moments notice and I will have several options available to discuss with you when you are ready to proceed. • Broward SheriffsOffice City of DaniaBeach it II i! • 10/7/2008 • • • ! i • • • • • • • ! i ! • • LU i ! Qo • • • ! • • • i • • • • i • • • Page 1 of 1 • Peterson, Donn • From: Peterson, Donn • Sent: Wednesday, August 20, 2008 11:23 AM • To: Pato, Ivan; Donnelly, Colin • Cc: Rogers, Larry; Cahill, Michael; Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; Brown, Felecia • Subject: Continuing issues at Dania Beach Substation -XV(Roof&Ceiling) • • Boss, The roofing folks are back to work on our roof today. I wanted to express a concern we have as work • progresses... we can here A LOT of debris falling down from above and hitting the top of the suspended ceiling throughout the office. I don't know if this is rust flaking off of structural steel, rat nests/droppings, dirtfdebris • coming in through existing holes, delamination of sprayed-on insulation, etc. I'm talking pounds... it sounds like someone is pouring particulate matter onto the top of the ceiling and you can see/smell the dust in the air. • Regardless,we're breathing it and I'm concerned. • Upon completion of the roof work or preferably sooner, I'd like to work with you to formulate a plan and timeline to • move all operations out of this office space and over to 803 until the ceilings are pulled down and the area above them is thoroughly cleaned... I don't want anyone in here when that happens. Also, it wouldn't make much sense • to replace the ceilings and then come in later on to tear out paneling. Therefore, this should be the time we finally • tear out all the paneling and remove/clean-up any mold/mildew that resides behind it. Once the cleaning is done to include the air ducts, the walls are finished, and the ceilings are installed, it will probably be okay for us to • resume operations here. • We stand ready to make this move at a moments notice and I will have several options available to discuss with • you when you are ready to proceed. • • Chief Donn G_ Peterson • Broward Sherffrs Office—City of.D.arlia.tlleach ! i.QA..191est.D.aoia.BeaGh..t3.axlax>acd D.ania.Ueacha.Fiarida.�.30.n:4• Office: 954 926-2400 • Broward Sheriffs Office �^�^ i Ar.5aarir..'(�i li✓ r • City_of Dania.Beach_ ` "Injustice anywhere Is a threat to justice everywhere." -Dr. Martin Luther King(Letterfrom Birmingham lair,April 160 1%3) • The Sroward Sheriffs Office is a public entity subject to Chapter 119 of the • Flonda Statutes concerning public records. Email messages are covered • under such laws and thus subject to disclosure. All emarls sent and received are captured by our servers and kept as public records. • • • • i • 10/7/2008 • • • • • ' i • • • • L • C? • gy • • eQ • Ei • W • Ei • 0) • • • • • • • • • • • Page 1 of 2 • • Peterson, Donn From: Peterson, Donn Sent: Thursday, August 14, 2008 3:25 PM • To: Cahill, Michael • Cc: Rogers, Larry; Granville, Kevin; Brown, Felecia • Subject: RE: Continuing issues at Dania Beach Substation -XIV • Yes sir... these things are of concern to me as well. It's incongruent that we bear all the risk associated with • these conditions yet will pay the City back a vacancy credit for any employee who is injured or takes ill due to the conditions here. I appreciate everything you and your folks have done to support us in this effort. I will continue • to report progress(and failure to progress)as we move forward. • Chief Donn G_ Peterson • Broward Sheriff's Office—City of Oar11a.8each • 100..Sh(est.A.ania.8each..8.aulevard t?.ania.8each�.Flaridz.3.3AA4 • Office: 954 926-2400 Broward Sheriffs Office � I � • City of Dania Beach • • "Injustice anywhere is a threat to justice everywhere. • -or. Martin Luther King(Letter from Birmingham Jail,April 160 1963) The Broward Sheriffs Office is a public entity subject to Chapter 119 of the • Ronda Statutes concerning public records. Email messages are covered • under such laws and thus subject to disclosure. All emads sent and received • are captured by our servers and kept as public records. From: Cahill, Michael • Sent:Thursday,August 14, 2008 1:04 PM To: Peterson, Donn; 'Pato, Ivan'; 'Donnelly, Colin' • Cc: Rogers, Larry; Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; Brown, Felecia • Subjed: RE: Continuing issues at Dania Beach Substation -XIV • Importance: High • What is extremely concerning is that these items have been reported for years. I hope it does not take a major accident or injury to have these serious items addressed. With respect to air quality, now that the roof repair is in • progress, it is time to take care of the mold related items and eliminate the issues that have compromised indoor • air quality. If any of these repairs are going to be delayed, please contact me in order to establish a date and time • for a meeting regarding same. Thank you. • Michael Cahill Director of Planning, Development and Facilities • Broward Sheriffs Office • (954)831-8163 • From: Peterson, Donn • Sent: Thursday, August 14, 2008 12:38 PM • To: 'Pato, Ivan'; 'Donnelly, Colin' • 10/7/2008 • Page 2 of 2 • • Cc: Rogers, Larry; Cahill, Michael; Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; Brown, Felecia • Subject: Continuing issues at Dania Beach Substation -XIV • Gentlemen, • Please see the attached safety inspection memorandum... • Note that the recommendations made in May of 2007 and January of this year have yet to be addressed. These • five recommendations are health/safety issues and I would implore you to assist me in addressing them as soon • as possible. • • Chief Donn G. Peterson • Broward Sheriffs Office-City of A.artia.8each .1.QA..YSfest.J�.ania.l�eaGh..B.autevard • 1?.ania.Baacha.F.larida.33.A.04 �:, • Office: 954 926-2400 • Broward Sheriffs Office • 744a se'A. hft C_ity_of Dania Beach • 'Injustice anywhere is a threat to justice everywhere. • -Dr. Martin Luther King(Letterfro Birmingham Jail.April 1fia 1963) • The Broward Sheriffs Office is a public artily subject to Chapter 119 of the • Flonda Statutes concerning public records Email messages are covered • under such laws and thus subject to disclosure. All emails sent and received are captured by our servers and kept as public records • • • • • • • • • • • • • • • • • • • 10/7/2008 • • • • • 'I • • • • • • Q • CL • • • M • W • R R • • • • • • • • • • • • • • Page 1 of 3 I � Peterson, Donn From: Peterson, Donn Sent: Thursday, August 14, 2008 3:13 PM To: 'Pato, Ivan'; Donnelly, Colin Cc: Rogers, Larry; Cahill, Michael; Cave, Lovinsky;.Metz, Karen; Granville, Kevin; Grimm, Michael; • Brown, Felecia • Subject: RE: Continuing issues at Dania Beach Substation -XIV Boss, With respect, the condition of this facility is not a secret to anyone. In fact, it's the cause of most of my frustration • because everyone acknowledges and knows about it, yet very little seems to get done until/unless there is a crisis. In addition to my continuing series of emails regarding issues with this facility, every issue identified in that • memorandum has been work-ordered in the past; many more than several times apiece. Additionally, I've always forwarded those inspection reports. It's been my experience that things that are easy or inexpensive to fix are addressed rather promptly; however, the substantial improvements that take more time and/or expense seem to • be ignored. its especially frustrating because the Broward Sheriffs Office has a 20-year relationship with the City of Dania Beach and perhaps more than any single entity has contributed significantly to the quality of life • improvements that have been realized by our residents... as I've said many times in the past, Dania Beach is a • much different place now than it was 20 years ago. In that same period of time the City of Dania Beach has... • e Made huge improvements in city infrastructure • e Substantially improved our parks and park facilities • e Acquired land • e Built community centers • e Improved/refurbished existing structures e Refurbished the old fire station e Built a new fire station e Moved forward with the construction of a new library e Moved forward with construction of the new southwest community center e Undertaken a substantial improvement to our city hall (that did not include our office space despite the dire need) ... and yet staff here perseveres and works in conditions that would result in building closure and remediation if it • were a public school (or any other public building for that matter). I acknowledge the fact that we are finally getting a new roof. That was long overdue and a positive first step of the many that will be needed to get this workspace up to minimum standards. As I've said to you before, we don't • want, need, or expect opulence. However, I cannot act alone to provide a safe, clean, and healthy work environment for the dedicated men and women who work here... I need the City's commitment to those goals as well if we are to accomplish them. • 10/7/2008 • Page 2 of 3 Chief Corn G. Peterson + Broward Sheriffs Office—City of O.artia.Beach J.QA..1A!est.la.ania.E�eaGh..t3.aulax and � lJ.ania.Deach..F.larida.a.3.0.04 -_ • Office- 954 926-2400 • Broward Sheriffs Office • Ia City of Dania_Beach "Injustice anywhere Is a threat to justice everywhere." • -Dr. Martin Luther King(Lettarfrom Birmingham Jail,April id"1963) The Broward Sheriffs Office is a public entity subject to Chapter 119 of the • Florida Statutes concerning public records. Email messages are covered under such laws and thus subject to disclosure. All emads sent and received are captured by our servers and kept as public records. i From: Pato,Ivan (malto:ipato@ci.dania-beach.Fl.us] Sent: Thursday, August 14, 2008 2:22 PM To: Peterson, Donn; Donnelly, Colin • CC: Rogers, Larry; Cahill, Michael; Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; Brown, Felecia Subject: RE: Continuing issues at Dania Beach Substation - )aV Has anyone put in a work order? Memos are fine and dandy but the sytem requires a work • order be initiated before anything happens. Ivan Pato City Manager City of Dania Beach . (954) 924-6800 ext 3610 • (954) 921-2604 Fax From: Peterson, Donn [mailto:Donn_Peterson@sheriff.org] sent: Thursday, August 14, 2008 12:38 PM • To: Pato, Ivan; Donnelly, Colin CC: Rogers, Larry; Cahill, Michael;Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; Brown, Felecia Subject: Continuing issues at Dania Beach Substation - )aV Gentlemen, Please see the attached safety inspection memorandum... • Note that the recommendations made in May of 2007 and January of this year have yet to be addressed. These five recommendations are health/safety issues and I would implore you to assist me in addressing them as soon as possible. Broward Sheriff'sOffice City of DaniaBeach 10/7/2008 • Page 3 of 3 0 I • 10/7/2008 • • • • • CL • Q� CL • • Q • • QL • • i • • LLB • • • • • • • • Page 1 of 1 S Peterson, Donn From: Peterson, Donn Sent: Thursday, August 14, 200812:38 PM To: 'Pato, Ivan'; 'Donnelly, Colin' • Cc: Rogers, Larry; Cahill, Michael; Cave, Lovinsky; Metz, Karen; Granville, Kevin; Grimm, Michael; • Brown, Felecia Subject: Continuing issues at Dania Beach Substation -XIV • Gentlemen, Please see the attached safety inspection memorandum... Note that the recommendations made in May of 2007 and January of this year have yet to be addressed. These five recommendations are health/safety issues and I would implore you to assist me in addressing them as soon • as possible. Chief Donn G. Peterson • Broward Shedfrs Office-City of Rarlia.Beach AQQ..\9(ast.D.aoia.Heach..B.aulexard C7.ania.Beaah..F.larida.3.3Q.0.4 • Office: 954 926-2400 . Broward Sheriffs Office ��d m.5wwa.rrtl • City of Dania Beach "Injustke anywhere is a threat to justke everywhere.' • -Or. Martin Luther Ming(Lettarfmm Birmingham]ail,April Up 1963) The Broward Sheriff's Office is a public entity subject to Chapter 119 of the • Florida Statutes concerning public records. Email messages are covered under such laws and thus subject to disclosure. Atl emads sent and received are captured by our servers and kept as public records. 10/7/2008 • • • • • • • • � Q • • uj • Sz • • • • • • • • • • • Page 1 of 1 • Peterson, Donn From: Peterson, Donn Sent: Wednesday, July 30, 2008 10:10 AM To: Cahill, Michael; Cave, Lovinsky; Metz, Karen; Brown, Felecia; Granville, Kevin; Grimm, Michael; Allen, Dennis; Goodbread, John; Granado, Heriberto; Hedelund, Martin; Loos, Bill; McNeal, Tammy; McPartland, Tom; Oman, Ed Cc: Rogers, Larry; 'Palo, Ivan'; 'Donnelly, Colin' Subject: Continuing issues at Dania Beach Substation -XIII To All: • Finally some good news to report regarding our facilities here at city hall! I'm happy to announce that beginning in two weeks(on or about August 11 th), work will begin on the roof at our city hall facility. The roofing company will be required to drop a large dumpster on the westem-most edge of our prisoner entrance driveway. Placement • there is necessary and will ensure we still have driveway and door access. This project is an important first step as it will likely be the most costly and none of the other needs can be • addressed until the inside of the building is dry. Once the work on the roof is completed, we can begin focusing on the problems that exist within the building. On behalf of staff here, I'd like to extend my deepest gratitude to Mr. Palo and Mr. Donnelly for their efforts in getting this important project underway. 1 will continue to keep all of you apprised as work proceeds. r Chief Donn G. Peterson • Broward Sheriffs Office-City of O.ania.Reach J.QQ..19feat.lJ.ania.�each..8.auleuard 1?.ania.8eachH.F.landa.3.3.A.0.4 • Office: 954 926-2400 • Broward Sheriffs Office Ak s • r"City of Dania Beach �"3 "Injustice anywhere is a threat to justice everywhere. • -Dr. Martin Luther King(Letterfmm Birmingham Jail,April 160 1963) The Broiverd Sheriffs Office is a public entity subject to Chapter 119 of the w Florida Statutes concerning public records Email messages are covered under such lases and thus subject to disclosure. All am ails sent and received are captured by our servers and kept as public records. 10/7/2008 • • • • • Z • • � Q} • loa • L LU • • • • • 0 Page 1 of 2 Peterson, Donn — From: Peterson, Donn Sent: Thursday, April 24, 2008 12:37 PM • To: 'Donnelly, Colin'; Cave, Lovinsky; Metz, Karen; Cahill, Michael • Cc: Rogers, Larry; Granville, Kevin; Brown, Felecia; 'Pato, Ivan' . Subject: Continuing issues at Dania Beach Substation -XII 0 Colin, Vince, Karen, and Michael, • Please see the attached photographs. They depict standing water in a light fixture in our conference room. I understand the discussion has begun regarding the replacement of the roof; however, I will continue to keep you • apprised of these on-going issues. As these (as well as past) photographs show, the need is dire. As indicated in a previous email, mold has been documented as an issue in this building going back to 2002. 1 have attached this • article for your perusal and consideration: MiamiHeraldxom 0 0 Posted on Tue, Apr. 22, 2008 0 New study finds extensive mold in historic Miami 0 courthouse By CURT ANDERSON • Miami's historic downtown federal courthouse suffers from extensive contamination of dangerous types of 40 mold and should have some sections closed for cleaning, according to a new environmental study • released Tuesday. But the analysis by a private firm -hired by the attorney for the family of a judge who died in 2006 of a . lung ailment-stops short of recommending that the 75-year-old building be shuttered completely. • The now-sealed courtroom formerly used by the U.S. Magistrate Judge Theodore Klein before his death contained "very heavy growth" of hazardous mold and there are concerns that spores have spread . throughout the building through air conditioning systems, said attorney Alan Goldfarb. "it should be noted that these results come after efforts have been made to remediate the building," Goldfarb said. "Clearly, the inference is that the problem was much worse prior to any cleanup." • Mold has been linked to asthma, allergies,respiratory,skin and eye problems and lung infections, according to the Centers for Disease Control and Prevention. Klein's death has not been medically • linked to mold but his family suspects it as a possible cause. The study, done in early February by the firm Materials Analytical Services Inc., mirrors what previous tests have shown but also confirms that mold is an ongoing problem at the David W. Dyer Courthouse. . Goldfarb is considering whether to file a lawsuit over Klein's death because of the mold in federal or state court. The chief judge over South Florida's federal courts, U.S. District Judge Federico Moreno, has already • closed some sections of the Dyer building based on earlier mold reports. Moreno said he could not comment on the new report because he hadn't seen it, but added that the mold problem is being dealt with. "We are remedying the situation and will continue to do so," Moreno said. The new study comes as judges and courthouse workers gradually move from the Dyer building and • others in the older courthouse complex to a new, 14-story courthouse that is three years behind schedule and some$60 million over budget. Hearings and trials could begin in that building as early as next month. The environmental firm urged that court officials fix all water leaks, ensure that interior humidity levels are • reduced and clean or toss out any materials or furniture affected by mold. The report also recommends that possibly contaminated furniture be thoroughly cleaned before it is moved to the new courthouse. . The article provides a good reminder of just how ugly things can get when problems are ignored. I think we should be proactive with this issue. I acknowledge that doing the right thing proactively will cost money, but in my humble opinion will probably cost a lot less than just waiting around until it becomes a crisis. Ostensibly, we've • already reached that point based upon the condition of the facility... we've just been lucky that no one's gotten • 10/7/2008 • Page 2 of 2 I � • sick or been injured. We should probably start planning now for how we will clean the interior of this building once the roof is repaired. • Of course, the ceiling and many of the light fixtures must be replaced. Once the old ceiling is removed, mold and rat waste can be removed from those areas. This would probably be a good time to remove the old paneling and evaluate the walls beneath as well. The water leaks over the years have damaged many of the walls and the • paneling simply conceals this damage. • Chief Dann G. Peterson . BrowardSheriffsOffice-Cityofpaflia:.Beach .Ql7.:lhteat.Azoia.Bsach..B.caulevacd A.ania.�eat:h,.F.landa.3.30.04 . Office: 954 926-2400 • Brow_ard Sheriffs_Office iaSa�w.e� • Ci y of Dania Beach -Injustice anywhere Is a threat to justice everywhere. • -Dr. Mahn Luther King(Lather from Birmingham Tait,April 19°1963) The Broward Sheriff's Office is a public entity subject to Chapter 119 of the • Florida Statutes concerning public records. Email messages are covered under such laws and thus subject to disclosure. All emads sent and received . are captured by our servers and kept as public records. r 10/7/2008 • i • • • • Q. • • • i • i • • • • • • • • • • ! * - City of Dania Beach • ! • MEMO Date: April 2,2009 To: Dominic Orlando 0 Corinne Lajoie • Tom Ansbro FYom: Phil Reeves • Cc: Chief Donn Peterson Re: Health and Safety Inspection at Broward Sheriffs Office • 100 west Dania Beach Boulevard • • Ralph L. Gonzalez. Chief Structural Inspector for Bmward County Department of Urban • phmmog and Redevelopment, Building Code Services Division, visited his friend, Chief Donn G.Peterson,and while in his office,he noticed several health and safety issues. Mr. Gonzalez asked me to mot him at hte Sheriffs Office and we were both surprised at what we observed.I was even more surprised since I am just next door. 0 The following items are the results of our inspection: • 1. The roof over this area is in very bad shape, nearly to disrepair. The roof cap has ! bubblea/blistering and indicates numerous attempts to patch. Then are buckets collecting water from roof leeks in every mom except for Chief Peterson's office. 2. Due-to the above-mentioned leaks, the same areas have damaged,wet or damp ceiling tiles. In addition,because of the long-term water damage to the roof area,Mr.Gonzalez and I we • concerned about strucauW damage or a deteriorated roof deck. 3. Above the ceiling file there is a rat infestation similar to the problem that persisted for a long time over the Building and Zoning offices. Rat droppings have been observed throughout • these offices. This brings up the health issue again, Continuing to work in this area will cause or has caused personal health problems and by Florida Building and Health (� Department nt Code cannot be tolerated ! EB/ZB 3Wd 9NItIunll HWM VIWG [89ZZZ6v96 BZ:Z1 80BZ/ZOPe • • 0 • • • • • • 4. The second floor area does not comply with Florida Building Code, Chapter 11, Acoambility, and Department of Justice, 28 CM Part 36. This area has problems with • accessible stairs and elevator access. This item alone will, at some point, become a big • liability. • I suggest that the City's ADA consultant be contacted for inspection of this area so the City can • be on record as having done something. This will allow the City to formalize an operations plan • and costs required to resolve these issues. • I respectfully submit this report for your information and use. Sincerely, • ` Phillip B.Reeves • Building official • • • ♦ ♦ • • • • • • • • ♦ • • E9/E8 39Wd 9NI(nIrS HWM VIWa L89ZZZ6096 ez:Zi 808Z/Z8/08 • • • 1 • • • • • • tB ca • Q • • Q • • uj • r • • • • • • • • • • Page 1 of 1 r Peterson, Donn -- ----- — — - ------- • From: Peterson, Donn Sent: Tuesday, March 25, 2008 5:49 PM • To: 'Donnelly, Colin'; Cave, Lovinsky; Metz, Karen; Cahill, Michael • Cc: Rogers, Larry; Granville, Kevin; Brown, Felecia; 'Pato, Ivan' • Subject: Continuing issues at Dania Beach Substation -A Colin, Vince, Karen, and Michael, • Please see the attached photographs... another rat was caught in our office space and removed by the • exterminator. • 1 did some on-line research on rats and found the following: • Rats can breed throughout the year if conditions are suitable, a female producing up to five litters gestation period for most rat species is only 29 days and litters can number up to fourteen, aftho common. Rats live in large hierarchical groups, either in burrows or subsurface places such as sewer • When food is in short supply, the rats lower in social order are the first to die. if a large fraction of a rat • exterminated, the remaining rats will increase their reproductive rate, and quickly restore the old populat Considering this and coupled with the fact that I've found documentation showing infestation going back as far as • 2002, the fact that we still have the problem (six years later) is a concern to say the least. • Chief Donn G. Peterson • Broward Sheriffs Office-City of D.ania.Beach 1.QQ..Y'lest.R.ania.Beach..0.au(e:aard D.ania.l�saGh...F.lan.da.3.3Q.0.4 • Office 954 926-2400 • Brow-a-rd__SheriffsOffice • City of Dania Beach • 'Injustice anywhere is a threat to justice everywhere.' • -Dr. Martin lather King (Letterfmm Birmingham Jail,April 16TM 1963) • The Srovrard Sheriffs Office is a public erW subrect to Chapter 119 of the • Florda Statutes concerrrrc public records Email messages are covered under such laws arrd thus subiect to disclosure. Al; emaiis seat and receh,ed • are captured bV our servers and kept as Public records • • • • • f 10/7/2008 section one Project Initiation Phase step t •Take slides and photos,and perhaps video,of facility deficiencies.These . will greatly assist in visually expressing any deficiencies during future -_ --_- -_ presentations. • Ask relevant questions such as: - What current facility deficiencies prevent officers from doing a good job? • -What delivery of services is needed for the public that the old facility cannot offer? -- - -How does the proposed project align with the jurisdiction's overall - -- - - strategic business plan and service goals? -- --- - - ---- -- - -What does a department need to make Community Oriented Policing efforts work better for themselves and the community?COP efforts are strengthened when a police department and it's employ- ees have the correct tools. A police facility is one of those tools. - -Are operational standards or best practices of the department ---- - - - compromised through use of the current facility? • ____ __--__-.. -____ _-_ -Have customer,civilian employee, and officer surveys been com- pleted to document their needs and perceptions of facility issues? -Is the building itself a hazard?Does this building meet, or can it be ` - --- - made to conform in acost-effective way,to state or local structural . building codes? ---- ---- ------ -Is there space currently for police archives(police museum in larger cities)to display the history of the department for staff and public • image building? • Conduct community meetings to discuss facility deficiencies,enlighten citizens and solicit feedback. When citizens become part of a planning - - - ---- team and are educated as to the facility's deficiencies,they will be more likely to realize the advantages of a new or expanded facility and ulti- mately support your cause. • Focus on what the public needs: --- ` -Public parking that is clearly marked --- - -Ability to easily identify and access the entrance -Readily accessible and identifiable ticket sign-off parking area • - - ---- ----- - -- - -Visitor fiiendly design that incorporates safety as a priority -Waiting area f --- --- -- -- -One-stop shopping concept for police services - -- ---- -Easy pick up of report copies and property — -- __.-- ---_.-- -Community Center/meeting room _____.__—_--__— •Tour other police facilities: • __ -_ __ __.__ -Observe the overall layout(exterior and interior) -Observe work flow • -Observe interesting design features that improve efficiency -Question why things are designed the way they are f -Ask how evidence, reports, and arrestees are processed;how -------- - visitors are assisted - -- - -Ask what does and doesn't work within the facility design—or what could work better IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • w Section One Project Initiation Phase Step 2 i - Search for maintenance"headaches" and overlooked areas that are • now causing problems and/or procedural changes that were not --- - - expected, but that are made necessary by the way work flows f -Note the lessons learned from good and bad design features. Docu- _PLANNING-UPS --- ment these issues with photography for later use • • Contact your current facility customers(City, County, State agencies, Pointer to Qncumentiaa courts,jails,etc.)and gain insight into a different perspective of facility deficiencies. — •Have similar discussions with project managers and architects in your jurisdiction to gain their insight into the project. ._iake_photograph=aru1riW1ao&- •Elicit staff participation at all levels within the department to identify . problems. • Gain as many perspectives as possible to assist in identifying deficiencies Aakralavantqueshnos-about_ during the preliminary deficiencies assessment phase. ---Aba_huilldiog.__ ---_-- --.- -- - All information must be formatted and eventually blended into a formal Existing • Conduct cornmunitymeatinga Facility Deficiencies Document for broad distribution to staff,community board, citizens and others. _--_ • Existing deficiency analysis can be performed by 1)an experienced consult- Toucotbec facilities ant or architect, or 2)in-house staff, if your department has facility planning — - - - - -- expertise. Whomever is selected will need to work closely with the police .-_Aakyeur customabout-___ . project manager to insure good communication and oversight. .._their needs -.__-._ _... • Depending on the size of the agency or project, it may be helpful to utilize a - --- --- - --- -- — trained and experienced consultant or architect for this stage. If an architect •.iall_witl_atafF . . or consultant is to be hired, a simplified Request for Proposal (RFP)can be . utilized to solicit a qualified professional.It is recommended that any in-house i staff selection be based upon expertise,skill and commitment. Step 2: Build a Police Internal Planning Team - - - Early selection of a dedicated and qualified police project manager and project team is essential.Staffing and as- signments can vary throughout a project, but commit- — - - — ment to common goals and teamwork is vital. A governance structure and a decision-making process is critical for clear roles and authority. Once the facility deficiencies are documented, the next(and often parallel) step is to build an internal planning team within the department.The diagram • on the next page illustrates the structure and purpose of the internal planning • team. • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • Section one Project Initiation Phase stop z ----------------------------- - Police Internal Planning Team _Pl AYNINf TIPA .._ .._ .._.._ •Project Manager or Consensus and This group directs One spokesperson is • Chief Administrator decision-making the project from essential. Maintain a process must be start to finish. consistent procedure •First Line Consistent is with all partners. • -8ize_aad co a:�kv Q(.policee...... Supervision consistent. Y P • iM9maL.Planoingleaa�wlU- •Sworn Staff imperative. •Non-Sworn Staff yam.1 h s',e of law • Choose people knowledgeable in technology, construction,finance, etc. These individuals • ---- —------- will help define the concerns of the police department and ensure the department's needs are included in planning and decision-making in the early planning stage. Project management is the key to any project,especially one as vital,detailed, costly,and politically sensitive as planning,designing and constructing a new police facility.Careful selection of a Police Internal Planning Team can mean • --"---------" - the difference between project success and failure.Each team member must understand and agree to the actual time commitment involved. A three-to- five-year undertaking is normal. This could easily be extended depending -- - --- upon the size and scope of the project. Part time vs. full time responsibility ` - ------ ----- -- -- - varies with each department team member,depending upon the role assigned and the stage of the project. The size and assignments of a police project • team vary with the size and scope of a project,management philosophy,staff - - - capabilities,project scheduling and staff availability. -- - - - Selecting a Police Project Manager ` Z10116CMOM4401mc.prject - A police project manager, pivotal during an entire project, may be either a man ia.,:owcW_taprojeet- police chief(usually the case with smaller agencies)or a designee,such as a f sUu-..u�c- - commander,captain,lieutenant,civilian manager,facility manager.Occasion- ---_-. ---_-__.._ ally the two may share the role,with a designee handling most of the tangible _Prroieet Maeaper o�autles_ ___ work and a chief managing the more sensitive,political aspects of the project, • such as the concerns of citizens and council members. a_Qedlnated andlofmallX If a chief elects to utilize a designee as a police project manager, selection --rommittarltn-the-Proie4t---- should be based on expertise,skill and commitment.A background in facility planning and construction will be helpful. A genuine interest in learning and • capable of detapatlng managing all aspects of a project,as well as being accountable for a project's success or failure, are strong selection criteria The stronger the personal ----- commitment,the better the project. A successful police project manager should: - •Plan to stay with the project from pre-planning to dedication day . Positive attkude ' •Always know what is going on relative to the entire project ----_.----_.__-- •Attend all group meetings • Select and convene an Internal Police Planning Team ---- -------------- - - • Serve as police department representative on the Pre-design Project ---_---------_--___-_--_-_ Team (seepage 12) • Sit in on all transition task force meetings to ensure necessary work is • -._---- - _ - - -._ completed within set timelines • Coordinate and schedule activities - - - — •Be capable of delegating assignments -- — — • Serve as a single point of contact and spokesperson • IACP Police Facility Planning Guidelines:A Desk Reference for law Enforcement Executives • R Section one Project Initiation Phase step 2 •Document the results of each planning session • Be a good listener and have a positive attitude • •Build consensus among community agencies,members of the department partners, planning committees and others -PLANK11US=IPs - --- The police project manager must remain in place throughout the project.It is gagd project support xr�hiatha very important to have consistency in terms of leadership and project com- • mitment; project history; philosophy; police standards; established relation- ----llile^cy eXInvo►vhwstaf au. ships;ships; and knowledge of the project. each&UP- • The more planning you do up front,the fewer problems you have • at the end. • Don't assume architects/consultants know your department's needs. Get involved! Don't let them work in a vacuum. - • Ask questions, expect answers. • Learn how to read blueprints& specifications. Double-check all _ documents to ensure they meet your department's needs. • Take the IACP Facility Planning and Design Course(See page 6). • You can't do all the work yourself. Form transition teams as soon • as possible. • • Think proactively, not reactively. - • • Don't assume you know everything about your department's needs. Ask your employees, get their feedback. Involve them in f the process. They will have to work in the building. • Don't develop tunnel vision. Focus on the big picture. • Share and document what you've learned so others can learn - - - - i from mistakes and successes. • Internal Planning Team Members Team members may include sworn and non-sworn managers and/or employ- ees, each representing their particular technical or operational point of view, especially during design development and the later parts of construction. Still - other team members may include police line-level employees with special • skills, or an interest in architectural or construction projects. The duties of • these members,as well as the size of the team,can vary as the project evolves. • Part-time membership may include organization representatives,such as a buyer, who may be brought in during the acquisition process, a building maintenance representative to identify any city or agency"standards"or to offer oversight into the facility's mechanical systems and interior finishes,or public works staff - - who specialize in off-site work or underground utility information.Ad hoc groups . may be added to the Internal Police Planning Team at various times to provide additional information.Community members with specific expertise and inter- est may also be on the Internal Police Planning Team at various times.Project - • architects and consultants, if brought on at this stage,should be considered an _ extension of this team. • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • iSection One Project Initiation Phase Step 3 Many individuals in the department,each with his or her own particular interest, • -- -— ------ -- ___.___-.-_.-- expertise, and level of participation, may be involved in a planning process at - one stage or another. Some will be called upon from time to time to perform • particular tasks or advise on particular issues.Others will provide broader reac- lion with less direct involvement. With the exception of the police project man- ----- ---- -- - ---- ager,the make up of the Internal Police Planning Team can be fluid,if need be. • nevelnpm et of a governance - Depending upon the nature and detail of the work being performed at any given structum• _ _ stage in a project,team members may be added or reassigned to best suit the needs of that project.Only the police project manager and a few key members • �t$''"c'r of a planning team must remain a constant to ensure project stability. ---. stop-in assudwan • Develop.the, opment of a governance structure and decision-making process is critical effiactave• in assuring an effective Internal Police Planning Team.The police project man- .._.-_iMernai pores.pianninn___-_ ager and the chief should design the roles, responsibilities and chain of com- • Tsan&_—_____________._-__ ____ mand for any decision-making of this team.All team members must understand . the mission and goals of the project and the process by which information is gathered and reviewed. All data collected by individual members or commit- tees should be presented to the police project manager who will compile the results of the deficiency report and present it to the chief. For the sake of simplicity and clarity,the police project manager should be the single point of contact through which all questions and information flows. The police project • --- -- -- - manager should also have final decision-making authority once issues have _ been fully explored. • At this step, and/or even up to Step 6 (expanded team with governing body --- - -- members),the selected representatives should consider attending available train- ing and education courses offered on police facility design. One example is the IACP sponsored Planning, Designing and Constructing Police Facili- ties training course.This four day intensive training session,designed for city • -- administrators, police managers, police planners, engineers and architects ex- _._ amines the steps presented in this Desk Reference in greater detail and em- powers local teams to work effectively to produce state-of-the-art facilities. ---- - - -- Step 3: Build Consensus for Political Support • - - - Governing body support is critical if a project is to move • beyond steps I and 2. The chief must fully understand • -- --- --- -- governing body issues, concerns and budgetary con- ___-_- straints. He or she must then present any new facility • planning project within that context Tying the facility • project to broad jurisdictional business plans and ser- vice goals is essential. • -- Internal agency and governing body support is critical for a police facility Intemal agency end¢¢semi°¢- project to move beyond Steps 1 and 2. Existing facility deficiencies must be body wipport In cri1tic-i fermi presented to all concerned,involved parties,at the proper time,by the proper • __.peiiee faeuit�nroiaet to _.__ person(s), in a logical format with complete understanding of what is impor- tant to each. Identifying and conveying the deficiencies of a current facility wva eynnd sterns i-aod2- can be relatively easy, however convincing executive and political decision- makers of the need to move forward with a project that will require consider- able amounts of funding is far more difficult. Government executives and decision-makers have political motivation, challenges and problems associ- ated with capital projects,funding and internal infrastructure goals.Take this • step slowly, attempting to discover ways to appeal to each decision-maker. • IACP Police Facility Planning Guidelines:A Desk Reference for law Enforcement Executives • • Section one Project Initiation Phase Step 3 Developing project support from heads of other departments/agencies in your - -- jurisdiction is wise,especially from the departments that have a strong rela- tionship with the top executive decision-maker or have members on public • works project teams. Gaining the support of other department heads can _PLANNING TpS • occasionally be the turning point for convincing the top executive decision- makerthat a project is in the best interest of the entire organization.A critical - -- -- - - • step here is to prove that the project aligns with the jurisdiction's overall AkdkiL paininausuppoct.l4t_ • strategic business plan and service goals. -_-Stnessi g buskin aplan Government leaders may be initially resistant to police facility projects.Pub- - -ancLsen0ca 4loagtar- -- lic safety(police, fire, EMS)budgets and staff are usually larger than other poUl iealallim- . departments.Their role in life saving,emergency response and daily protec- tion of citizens lends itself more easily to justification of funding required for new programs, staffing levels, facilities and equipment, while other govern- conymowgro - • ment departments have a more difficult time. This may lead to animosity or • resistance from other department members. ConsklerjointLaaftrithe-facUlty- • It is important to involve other departments in planning and supporting a project • however, it takes special effort to educate them and bring them into the pro- cess in a positive way. Consider joint use within a new facility to assist in • gaining internal support, such as proposing a city employee fitness center, open-use lunchroom, meeting rooms, etc. Bring other organizational repre- sentatives into the process to solicit their input and ideas. Demonstrating that • you are open to their inclusion can result in their support for the project. Consensus building is an effective tool for promoting a useful dialogue and - - - • decision-making process between agencies or individuals with divergent view- points. The diagram below is an example of a consensus building process aimed to promote effective discussion and planning. -- • Initiate Consensus Building Process - - Achieve Develop Consensus Options/Solutions Solicit • Feedback To gain support from other city organizations and governing bodies,you must - - - - • make it clear that the police department has a stake in,and impact on,quality • of life in the community.The image of a police facility must be seen as syn- onymous with the image of the government and community it represents. 1ACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • Section One Project Initiation Phase Step 4 : - - --- Step 4: Identify and Secure Planning Funds — - _ The chief should seek a reasonable level of initial plan- -RLAKMW TWg----- -- ning funds from the governing body to initiate a more comprehensive facility needs assessment Planning • _p1annjngFunds—the.mpgt funds ensure that the groundwork for all future facility timt• design work is reliable and data-driven. -can-he Once facility deficiencies are documented,an Internal Police Planning Team is in place,and governing body support for the project is forthcoming,secur- ing sufficient funds to conduct a comprehensive facility planning study be- _nawons.af dnel 1n_2I1-year_- comes necessary.Planning costs will vary based on facility and departmental • �� n��g fg��I�� size and complexity. This expenditure, which may seem large to the gov- erning body at the time of request, is the most valuable investment that - -later_renovation costs- can be made in the project. Planning funds represent the least amount of • If osaelel t avold ranking money that will be spent on the overall project while offering the most poten- asthnates_pLpMleGt costa tial to ensure a successful project. : ---" - -- At this stage the department should obtain planning funds to, 1)confirm the hbquantly.mwong,_________ __ commitment of the jurisdiction to a new facility project, 2)allow the depart- ment to begin to expand the project team (use of consultants), 3) travel to — - model sites as needed. (See Site Visit Protocol, Appendix 2.)Requests for Thadepadment-shoukttake-- up-front planning funds are supported by the materials developed by actions • the_nasitien that.actual_ taken in Steps 1, 2, and 3 and should be based on the cost experiences of are similar departments regionally who have already planned and designed a new facility. • _ __ cannotbe-known..until-the- planning.process Is_putln__- Some issues to consider when making the request to the governing _place and Toaciticalhi.antu body for planning funds: _- $tap_1_t 0f yse model is-_ - e Examine jurisdictional funding constraints and priorities • mplaate a Clarify that front-end planning costs can save millions of dollars in 20 year -__ _ life cycle facility costs and in later renovation costs, as well as expedite - -- - - the project by providing project justification • ---- - --- a Time request to coincide with city's yearly budget cycle or long range capital improvements plan e Base consultant fees on scope of work you want them to do _ e Obtain planning expenditure approval - - - - ------ - When seeking funds for the planning stage,police leaders should refrain from making estimates of the anticipated design/construction costs of the planned • _ facility. `Ballpark" estimates at this stage are frequently wrong, since they are not based on documented information and analysis.Estimates at this stage • -- --- ----- --- also become liabilities for the chief and the department,whether they are too • -____ __- high or too low.The department should take the position that facility costs are not, and cannot be known until the planning process is put in place, and specifically until Step 11 of the model is completed. • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • Section one Project Initiation Phase Step 5 Step 5: Document Policing Philosophy - --- • The chief must clarify the mission,philosophy,and goals of the department These principals should be the driv- -_PLAHMNO TIPS—_-- -- ing factor in all facility planning, design and construc- tion decisions. Absence of attention to goals and Thsmiissisn,DltiloalzRhy_and- philosophy leads to a facility that does not reflect the _gy��thg jdQVnr1Ment department's true mission. • _shQstld_AnraallfaellitY _ _plaen1 and-design • Facility planning projects often move ahead too quickly or underestimate the time needed to undertake a comprehensive functional and/or space needs daclaions _. analysis.In particular,an essential step-documenting the philosophy and mis- sion statement of the organization—is often overlooked. The mission goals, objectives and programmatic needs of an organization should dictate the design of its facility. Most police agencies in 21st-century America have a written policing phi- losophy in place. The planning team must fully comprehend and document the agency's governing principles to ensure that the new facility reflects them. — Mission statements regarding the operational philosophy of an agency must _ • drive,rather than be defined,by the physical layout of the building. Balancing secure internal space and publicly accessible space,for example,requires an understanding of the mission of the department.If an agency is determined to • increase contact and collaboration with the community within a community policing framework,the building must be designed to make visitors feel wel- come. Fortress-like facility designs, while ensuring officer and departmental • safety, are antithetical to community policing initiatives. A balance between -- secure internal and public spaces must be achieved in each facility project. Step 6: Establish Project Pre-Design Team • Before moving to the complex initial planning steps(site - - -- • analysis,space needs analysis,and preliminary cost es- timates)the jurisdiction must identify,select and put in place a Project Pre-Design Team to oversee the hiring • of an experienced architectural finnlconsultantwith spe- cific law enforcement facility planning and design expe- rience. This is usually accomplished through an RFP, • RFQ, QBS writing and review process. It is important • that the police project manager be highly involved dur- ing this process. • The Project Pre-Design Team is created after the governing body has given consent to move ahead with facility planning and provided sufficient initial planning funds to do so.Creation of this team offers an opportunity to bring all -- stakeholders together and create a working relationship focused on the same goals.The Pre-Design Team is an expansion of the Internal Planning Team, keeping core internal team members in place and adding additional experts • from outside the department. • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • Section one Project Initiation Phase Step S - - Project Pre-Design Team • --- ----- -- -------- •Police Project Manager Makes all Directs project The importance of • •Police Staff decisions or and ensures a consistent process • Representatives recommendations. the project's to communicate to --- --- - --- -- Ad hoc members Consensus is vital success through parties is vital.One • • ------ •Architects/Consultants to project success. decision-making spokesperson for all. and consensus • __ .___.-_ __.____-_ •City Planners,Finance building • Public Works • •Community Members • - •Other Government Reps. Project Pre-Design Team Operational Objectives - - The Project Pre-Design Team provides the avenue through which all major • ____ __ -___ ___-. planning, design, and construction decisions are made. The membership re- quires diversity and it influences the community buy-in and overall success of the project The task of managing consultants and making decisions on com- plex and often tedious issues falls to this group. Once again, it is vital to the success of the project for the police project manager to be consistent from • start to finish and he/she must be a consensus-builder. -- - - •Design a facility that addresses the agency's policing philosophy and • ___ _ ___ supports current and future space,equipment and technology needs • - _. _. •Represent all policing agency and community interests equally _ •Examine all design documents(working drawings and specifications)in detail to decrease change orders and reduce errors and omissions • •Implement and provide oversight of transitional-specific planning teams • •Enhance communication to facilitate a mutual understanding of all issues and points of view - - -- - -- • Operate within budget and on schedule, whenever possible • -- - -- - -- •Utilize negotiation techniques and flexibility to meet the project's many challenges • _ -_ • Work closely with other departments involved in the project(public works) Public Works Involvement • New construction,adaptive re-use, large expansion,and extensive renovation - - _ of police facilities typically move to public works once they become formalized — -- ---- and recognized as capital projects.This usually occurs anytime between Step 1 • and Step 11, depending upon the organization of the city government Public works projects are usually supported by a public works agency project director. -- - Ifthe department ofpublic works develops a project team and appoints a project ------------- director,the police project manager must play a major role on this team,while at the same time continuing to head up the Internal Police Planning Team.In these • cases, the earlier developed Police Internal Planning Team becomes a vital - technical/user sub-committee of the public works team.If the project becomes -----.-- -_-------- headed by public works,then this sub-committee will relay their input through the police project manager. ----- Whether the Pre-Design Team is public works or police based, the formal • ------- ---- organization of a project team needs to be set, so everyone acknowledges that a certain structure exists and is agreed upon. Public works projects and USA IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • r Section one Project Initiation Phase Step s their structures already exist within most municipalities.Keeping this in mind • a governance structure will need to be developed for a team to ensure effec- tive planning and decision-making takes place.Each agency will set formal or _ _- • informal governance structures for their organizations.The structure will most likely be two tiered,composed of committees or teams with defined roles and responsibilities. These transition teams address specific impact and planning pLANNtK&TIeg -- - - • issues associated with relocating and/or transitioning to a renovated,expanded • new or adaptive re-use facility. /ULmendwma>tthe ereAesign_ • Agreement needs to be reached regarding the Pre-Design Team's decision- - Team-needto.agree on_a making process. Major decisions effecting project approval, funding sources, _ _._decishmmaking.prneese._ architectural or construction contract award are usually reserved for the entity's • top-level decision-makers and/or elected officials. Most cities, counties and states have laws pertaining to the awarding of contracts and use of public funds which establish a set process to follow. Again, each project varies, but this . needs to be discussed up-front so all team members understand and agree to the process and their responsibility to make certain decisions, whether they • relate to design,budget,location,firmishings,public relations,selection of archi- tects,contractors and consultants, or acceptance of product submittals,etc. • Role of Architectural Consultants on Pre-Planning Team Qualified architect/consultants,experienced in design and construction of po- lice/law enforcement facilities,play a key role on the Pre-Design Team.Typi- cally,they take the lead in, 1)conducting site feasibility study,2)completing a _ - • formalized space needs analysis (see Step 8 for details) and 3) developing preliminary budget.References of qualified architectural firms or consultants • can usually be gathered from local police departments who have recently - - • gone through the building process. . Criteria to use in selecting architectural consultants should include: •Experienced agency(well-structured and proven in law enforcement design) •Flexibility - •Current, extensive similar project experience • •Positive relationships with contractors •On time,within-budget delivery of projects(last five years of projects documented) •Size of firm and years in business • •Listening and teamwork skills • •Creative talent/strength of ideas •Pending work schedule. Can they devote the time to your project? •Personal chemistry/comfort level/compatibility •Plan for design process and possible alternatives-a problem-solving • approach • •Skilled project team members with substantial law enforcement experience •Samples of previous studies • •Reference checks • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives section one Project Initiation Phase Steps To hire an architectural consultant for the space needs and site analysis and . preliminary budget development,most government organizations utilize a Re- -.____ quest for Proposals (RFP), Request for Qualifications (RFQ), or Qualifica- PLAHMINr TIPS - tion Based Selection (QBS) process. Each process has similarities to the _-_ • others;however, each has Its own particular strengths and should be consld- - -- - --- - --- ered depending upon the project being proposed. • _.A.lamject.manager-should __ -__ rmdi tha RFP- RFD-o pgg_- Note:Each jurisdiction must confirm architects7contractors'acquisi- -- tion protocol with their legal counsel and purchasing departments. _ that aUmncy needs are RFP-Request for Proposals:Bases architect/consultant selection upon a presentation of proposed project scope of services set forth by a particular • firm, using a set of evaluation criteria and scoring sheets. (In this stage, the architect/consultant is only providing a space needs analysis as in Step 8). It . -priarta&VWurding th,contmct also outlines the firm's qualifications to handle the particular project.Fees are • $ sealed and not opened until scoring is completed and firms are ranked. Fees are then considered as part of the final selection process weighed with ability, • - � - - - -- - -- - experience and other selection criteria. 0_Contact all rnfe�eea 1(laitsiteSdesipoadhy- - RFQ - Request for Qualifications: Bases arohitecUconsultant selection . upon qualifications of a particular firm to perform the required services,using -au6mittmafirrn " - a set of evaluation criteria and scoring sheets. Once considered properly __-a meet math thearehiteet- __ qualified, selection can continue or proceed directly into fee negotiation with • the firm considered most qualified,(similar to the RFP process). --- ----" - ---- QBS - Qualification Based Selection: Bases architect/consultant selec- tion upon the qualifications of a particular firm using a set of evaluation crite- ria and scoring sheets. The emphasis is on matching the qualifications of • - firms to the police agency's needs,rather than comparing one firm to another. -- - -- Once the match is made,the agency/municipality negotiates a mutually agree- _" ._ ___- able scope of services with that firm. (Brooks Act of 1972 mandates the • QBS system be used by the federal government for procurement of architec- tural/engineering services on city projects where some federal money may be included). The RFP, RFQ,or QBS document is usually written,advertised and released - - by an organization's public works department, or similar agency. Obtaining • - -- -- - -- copies of comparable documents from local agencies that have recently built similar facilities is encouraged. A police project manager should ask to re- view the document prior to its release,therefore insuring the needs and view- - - points of the agency are expressed. These documents should include minimum - - -- qualifications for proposing, such as prior size and scope of previous police • _____-_ _ _ projects, former police project manager references, demonstrated compre- hension of the applicable policing philosophy,etc. • ---------------------------- --- A police project manager should carefully read over all submitted information from architectural firms proposing on the project, contact their listed refer- ences,and visit sites designed by the firms,if possible.It is not uncommon to - "—— - -- " have the submitting firm present their proposal at your agency.This can en- --" --- --- hance the selection process. A police project manager should be a major decision-maker in the selection process to ensure department needs are rep- resented and the quality,philosophy and personality of the architectural firm/ -" " -- -- consultant team meet the needs of the project. ------------- - IACP Police Facility Planning Guidelines:A Desk Reference for taw Enforcement Executives Section one Project Initiation Phase Step 7 Step 7: Establish Community Support for the Project Gaining governing body and taxpayer support for acapi- PLANNING-Iles tal funded project is crucial. The techniques used for -- - - - • marketing such a project should be carefully considered. _Tba uMbnata goalie tagalaas_ Educating the community can lead to increased project .... a.,pport no posennia support .___frorn an atheccft_ _ . de ments st—aM citizens,- • The level of success of a public project can be measured by the support it eorporatioaaaadthe press- receives from the governing body, other public agencies, citizens, business leaders and associations. Such support is usually engendered through educa- tion efforts and articulation of current facility deficiencies and needs analysis _ • results, demonstrating the benefits to each audience. • External organizations can offer their support in a variety of ways.They can - support a project by commenting on it in their newsletters or speaking about it at their meetings.Business improvement organizations(BIO)groups such as • the Lions, Elks or Kiwanis Club, local philanthropic and civic groups, are excellent sources of support.Organizations may also wish to sponsor furnish- ings for a particular room within a newly proposed facility, such as a child • victim interview room,police museum,or local community room.Within some municipalities,private corporations have donated their products or furnishings to offset project costs. In California, a woman placed the Santa Ana Police -- Department's canine section in her will so that her estate funded their new _ facility canine kennels. In Chandler, Arizona, etching the names of project • sponsors in the entry pavers helped to fund an officer memorial. The ultimate goal is to gain as much support as possible from all city depart- ments, staff, taxpayers/citizens, private corporations, press, etc. The larger the support base, the higher the probability for project funding. High level strategies are usually developed by a top executive decision making team, - -- -- • which in most municipal government cases, would include a city manager, _ police chief, director of public works, planning director and director of fi- nance.The process may also include input from elected as well as appointed • officials, chambers of commerce, etc. - - If public funding is to be used,taxpayer support for a project is vital. Strate- gies to gain such support need to be developed. If a project is large, costly, and vital,decision-makers should consider the use of a professional market- - — . ing agency to assist in presenting the project to the public.An ongoing adver- tising campaign may be needed to further the reach to taxpayers. . Most strategies involve educating specific public and private sector organizes- - - tions, groups and selected individuals. The education of these groups may _ take on many forms and be assigned to the same or different individuals. • Usually,executive management such as a city manager or chief of police,will handle these high-profile meetings and public relations events. To assist in - — - - this educational process,consider the following: •Present at community-oriented policing meetings and other similar public -- -- -- -- ---- • forums • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • Section one Project Initiation Phase step 7 • • • Plan proactive media attention,such as television coverage and/or news- . -- --- -- - - paper articles addressing current facility overcrowding, lack of detention space, citizen access concerns, etc. • PLAMMHC�T1Ra •Offer tours to educate participants about an overcrowded facility • • Publicize positive aspects of possible future joint-use benefits • AAuunwariir of ihe_facnity •Focus on life cycle cost benefits of a facility with multipurpose uses • Aeficienclew.report shoutd, •Highlight community oriented policing benefits for citizens and employees Ladissarnh de&ttsl6a__ •Emphasize the importance of being open to new ideas pulhlia to cnnHnn and- _ • Utilize a marketing approach to"sell'a project to constituents,depart- ment staff and taxpayers doc, w tfacWty slues--- • Acknowledge the importance of effective presentation styles -- -- -- -- • Stress a Community Service Center Facility concept and the enhanced quality of life that such a facility will provide • -___ ___ -__ _ _. . • Attempt to close any gaps between perceptions of the project • •Publicize a facility as a crucial and usefid tool to facilitate community- ...... oriented policing - - --- A summary of the previously developed existing facility deficiencies report • should be published and disseminated to the public to highlight facility issues. • This document is a critical tool to engage community support. • • • • • • • 1ACP Police Facility Planning Guidelines:A Desk Reference for law Enforcement Executives • • • • • • Planning/Pre-Design Phase • • • • • Section Two of the Facility Planning Model focuses on the need to define and -- • examine existing and future needs of a project.It elaborates on the selection of a qualified architect or consultant to carry out a formal space needs analy- sis.This section also emphasizes the site selection process and possible plan- ning phase hazards that project teams may encounter. PLANNING-TtBg A formal spaasimseds-alalyahL • Step 8: Conduct a Space Needs Analysis - I$-cnwlal.foranyproi•ctta • _ __ Conducting a formal space needs analysis is an impor- .UMMM haWndaconceptual_ tant step towards defining the scope of a facility project .._._stage--_ • and developing accurate preliminary cost estimates.Hir- ing an experienced architecticonsultant familiar with law -Accurate.pcaliminary_cost._ • enforcement needs is crucial to obtaining a detailed esumatss are hasecl""the _ analysis addressing currentand projected space needs. results nI the space aaods • _aoaljtsrs • A formal space needs analysis is required for any project to move beyond a • conceptual stage and into a more defined phase. A thorough space analysis — -- - must demonstrate the inadequacies of a current situation, offer reliable esti- -V&A Plae"I^s o�$'_�* • mates of current and projected space requirements based upon industry stan- _. ramembar thatcMat.ta;;, • dards,policing trends and client growth. ori+a many acrasstity • Space Standards agencies and_govenunent- • One area that affects all space needs analyses is the determination of square °gca26-aimpli5sa_the- ._ _- footage allocation per occupant, or for certain rooms, offices, workstations, -- mo'dn¢iprocass nd-lavvem • etc.These sizes can vary with each project, as demographics, organizational -.-- • philosophies,functional needs,and other issues impact each agency's needs. While there are some minimum standards set by law, and/or accreditation - • agencies as to jail and holding cell sizes(state boards of corrections and state -TMef era eo atasolute apace.-- • court requirements)and circulation area standards(Americans with Disabilities _.___standards tar offices - Act and fire codes),there are no absolute standards for offices,workstations, , , . a1l0ns t"CkeM&tc. __ • locker sizes, etc. Each individual agency must examine their needs while • keeping in mind the standards utilized throughout other governmental offices, law enforcement facilities,etc. Harmony across government agencies is im- portant.Consistency of space allocations across city and government offices _ helps with coordination of furniture purchases and simplifies the moving pro- • cess between offices and agencies. When there is standardized room size - — - - • and furniture across the jurisdiction departments,the overall cost to the city is • lower and the effort and expense to move is dramatically reduced. • • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcemeni Executives • Section Two Planning Pre-Design Phase Step 8 Once established, office and workstation square footage standards will be • -- - used as a basis for space allocation during the facility assessment planning process. Other areas,such as roll call or briefing rooms, lunchrooms,confer- ence rooms,etc.,may be determined upon room occupancy needs and growth • factors. The space needs analysis report, which will include an examination — - - of all existing and needed square footage,also provides estimated cost analy- • _The a -idteeH .•i an hired sis for the final determined size,based upon required square footage and local • sp_ceneecls. construction costs of similar sized police projects. • -__anatyais must pasrms-a---.--- Preparing for the Space Needs Analysis -_ undemtandinwAf___ _ Agency Background • agency - The architect/consultant hired as part of the Pre-Design Team(see Step 6)to ------ - --- conduct the space needs analysis must possess a thorough understanding of ri,e.e.eit. tt.e apse—m _ _ the client police agency. The following information is critical and must be neWs• anaIysLs-vAIL shared with the architect/consultant to ensure an accurate analysis. • __ determine the size ef-a____.-__. •Policing philosophy —_facWg4-----_------- •Organizational hierarchy and organizational chart •Current and future department goals • Jurisdictional strategic plan(mission,goals, objectives) • _ ___ -_ • Current and future staffing projections . • Department history • •Key personnel to be interviewed • •Arrests/calls-for-service data •Prevalent types of crime within the jurisdiction •Data collected from client facility needs questionnaire • Space needs of the agency by function(swom/civilian staff,justice • agency staff and citizens/visitors) • Existing Facility • The architect/consultant also must understand the layout of the existing -- - - - -- department's current facility as well as building codes within the jurisdiction. • ----- ------- - - This information may affect a recommendation to renovate or expand the current facility. Data gathered on the current facility and relevant building codes will include: • Review updated floor plans of current facility • Review civic center master plan • __-_______ _ __ _-_ •Review zoning,planning and building code issues • •Evaluate technological systems • ___ •Evaluate structural systems •Evaluate HVAC systems --_-_.--_-_---_--_-_-_ •Evaluate plumbing system and fire protection • Evaluate electrical and telecommunications systems • Assess environmental deficiencies • • Conduct walk-through of current facility IACP Police Facility Planning Guidelines:A Desk Referenre for Law Enforcement Executives • • • Section Two Planning Pre-Design Phase Step 8 • Future Trends . Conducting a needs analysis requires an understanding of future policing trends, • as well as specific department needs and preferences.The architect/consult- -- - ant must: • Examine future trends and needs such as: - . 1. Legal changes that mandate adult and juvenile arrestee/inmate space needs, additional evidence storage capacities,space for mandated officer training,etc. --- _. 2. Planned department growth • 3. Impact of grant financed programs,task forces, regional enforce- ment groups •Identify preliminary adjacency needs for each section and department • • Identify current, future and potential shared uses such as custodial - . exchange, public safety use, firing range, classroom training etc. • Assess parking/vehicle storage needs for police department staff ve- hicles,employees,visitors,deliveries,repairs, evidence pick u lice P P.Po � • auction space and ticket sign-off area - - • •Determine life span of new facility and include associated growth factors -- -- into all calculations • Technology Needs The rapidly changing information technology environment continues to im- pact design, space requirements and equipment specifications for facilities. • The following should be closely scrutinized: _ • • Size,quantity and location of communications closets and potential for - Emergency Command Post -_ • Wiring for Emergency Command Post _ • Access floors and ceiling heights • • Larger computer staff and equipment areas • • Computers for training and continuing education • • Forensic and photo labs/darkrooms • •Officer information technology equipment storage needs • General storage needs for hi-tech gear -_ • Wire tap rooms and associated equipment • Satellite uplink-downlink needs • • Hi-tech driving or firearm training areas • •Lobby space for computerized interactive citizen participation . •Teleconferencing areas . • Crime task force computer needs •Technological needs at firing ranges(computer simulation equipment) - • Proper HVAC and ventilation for electronic/technology equipment and • rooms • •Workstation quantity and sizes for additional tech items • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • • • Space - . . The following is a checklist of areas that might be included in the space needs analysis.It is generic in nature,and will need to be adjusted . (addition or deletion of areas for stud based on local needs: • Administration Evidence large item booking area Chiefs office-restroom,conference room,etc. General evidence storage Radio and shotgun pick up area Staff offices Weapons storage Supply and uniform pick up area . Reception areas Narcotics storage(special ventilation) Sleep center Professional Standards and Internal Affairs Evidence lockers-DNA/Biological storage Uniform dry cleaning drop-off/return ` Secured file storage-personnel records Public counter Records Personnel interview and testing rooms Officer counter Citizen counter • Legal Advisor office,law library,etc. Bicycle storage Management Information System Freezer and refrigerator storage rooms Officer counter • Planning and research areas Video tape storage General office areas • Teletype area Videolaudio tape duplicating areas Common Facilities Report copying area Locker rooms w/showers,restrooms Arson storage Micrographics/optical disk area ' Hold areas for auction or destruction Hard co records storage room Fitness Center Office areas copy g Community Room Supply storage • Conference rooms Safety precaution sinks,restrooms,etc. Automobile storage Traffic . Interview rooms Large item return for citizens General office areas Lunch roomsooffee areas Citizen viewing room Citizen counter • General storage rooms Motorcycle parking • Electrical rooms Investigation Conmunirations rooms Staff offices Ticket storage Janitorial rooms Reception areas Acketsident investigationsrea interview rooms • Ticket sign-off parking area Building maintenance storage and Secured file storage • repair rooms Soft interview rooms Training • Visitor parking Hard interview rooms Driving simulator rooms Employee parking Child abuse interview rooms Firing range and gun cleaning rooms • Marked and unmarked police vehicle Juvenile and suspect restrooms Training equipment storage rooms . parking Gun lockers Ammunition and target storage Delivery/load dock area Wiretap rooms Classrooms • Vendor repair parking Narcotics or money storage areas Video studio,duplicating rooms,etc. . Cart and bicycle parking Undercover locker rooms Video training viewing areas Large trash storage "Cold"or undemover phone rooms Obstacle course areas . Pneumatic tube systems Informant entrance Department weapons storage • Restrooms and lounges Briefing room Equipment storage rooms Other lty Areas General Communications/Dispatch Specialty Areass • Dispatch consoles and offices Mug/print room Central supply warehousing area Emergency Operations Center Audiovisual tape equipment room Main computer&radio equipment rooms • Break room and restreom Polygraph room s Computer staff offices and storage Training/briefing room Victim ID area(computer graphics) Specaized computer training rooms Lockers and storage Task force needs Fiscal,payroll,purchasing areas • Line-up and viewing room Crime prevention areas Crime or Forensic Laboratory • Patrol DARE program needs Staff office and to areas Briefing/roll call room Surplus uniform and equipment storage Photo processingfimaging areas Report writing room Employee mailboxes Evidence processing areas • Ballistics processing areas Clothes and equipment lockers Trophy and award storage Special computer needs Secured packer Pay telephones Citizen counter Evidenced packaging areas Vending machines • Officer counter Hard suspect interview rooms Automated teller machine • Evidence temporary lockers Soft interview rooms Copier,shredder,mailrooms iceal d nary lockers Audiovisual tape equipment SWAT weapons and ammo storage Biologdrying Watch commander offices K-9 office and kennel • Vehicle exar instion area Juvenile holding rooms Animal control storage and offices • Equipment and photo storage areas Adult holding rooms Gun lockers Specialized lab areas • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • I • • Section Two Planning Pre-Design Phase step s • Examination of prior police facility planning efforts shows that many of the . above areas,while critical to the policing function,are often overlooked dur- ing space needs analyses.It is critical that the police agency ensures that the • architect/consultant is aware of all possible space needs before completing pLAMM1 G.T1ps_ • the analysis. • The project manager should continuously re-examine, refine and redirect a Il+rea.Eaeitity.Options: project, if necessary, during the space needs analysis phase. As data is col- __i}Ren*vat*_eurrent • lected it can change a project's size,scope,budget and direction.It is impor- tant to include all key stakeholders in the decision making process,making all - 4Adapt an existing non4amr necessary changes as early as possible.The emergence of technology's role __ far._ in day-to-day law enforcement suggests that an IT Specialist provide service Police.Use__ at the earliest project stages. • ..._.3)build new • Since the new facility may be in use for a life span of 20 to 50 or more years, The prafermdehoice la_.__ • projecting future growth is an essential part of the space planning stage. selected as-a-result ofthe-- Space must be allocated to anticipate changes in staffing levels, programs, • and the changing demographics of the service population.While determining --Analysis of each and future _ • future needs is difficult,jurisdictions can sometimes use past history of change __its ahiutx to meettfunctional (typically the last 20 years) to estimate future growth. In other locations, space needs- recent and anticipated community development can directly impact the need • for increased police services and required facility space. • The results of a space needs analysis should be closely examined. These results will determine the size of a facility which usually sets the budgetary • limits of a project.The project team should remain flexible and open to new - • ideas and changes,exploring all options for workable space alternatives. • Step 9: Evaluate Facility Options There are three basic options when considering replac- ing an existing police facility: Renovation of the exist- ing building, acquisition and adaptation of an existing non-law enforcement facility,or new construction.Com- paring capital and I'lfecycle costs for each are essential to determine the most cost-effective use of public funds. • The space needs analysis will have identified the various functional compo- • nents,adjacency requirements,security needs,movement and flow between — --- — ------ ---- • components, and individual area requirements. This analysis data fors a solid foundation and benchmark for identifing available facility options and • the evaluating of the extent to which each option can be successful in meet- . ing the identified needs. . While the range of available facility options will vary in each individual cir- cumstance,the following are the basic possibilities: • •Renovate and expand the existing police facility • Acquire and adapt another existing facility — • Construct a new facility . IACP Police Facility Planning Guidelines.A Desk Reference for Law Enforcement Executives • Section Two Planning Pre-Design Phase Step s The preferred choice is selected as a result of the analysis of each available . -------- ---- ------ option's ability to meet identified programmatic, functional and space needs. Each option must meet the criteria established in that jurisdiction. Beyond pNbING,TIPS- _ _ _ _ -__ meeting basic square footage requirements, examples of facility evaluation • criteria may include: • _ In many o�@gtypyBmmen� _. _. •Ability to meet"essential services"of building and structure code requirements - - not consider a-- • Ability to deliver the required space identified in the space needs analysis ----new rtonstn,-inn pc°Ie,gw_ •Ability to group components for efficient operations(needed adjacencies) ' _�gLi.itien of an -___-_- ____ .Ability to provide needed security zoning - 111m •Ability to separate public, staff and prisoner movements ,._,, inadequacy of the a gxistina __. •Ability to achieve desired civic/police facility image • _--huildiog.is wmrl, •Ability for future expansion -_deawnsf.atad. __...__._. _.-. •Ability to accept new technology systems, fianishings,equipment,etc. • •Adequacy of parking for department and public •Adequacy of mechanical, electrical and technology support systems •Ability of this facility option to be accomplished within capital budget • constraints for renovation or new construction -- _ - •Ability of facility to support cost-effective operations and reduce long- - - -- - term life-cycle costs (for example staffing,energy,maintenance) •Time required for implementation • Interim relocation needs and related costs •Facility visibility and accessibility to the public . • Achieve insurance and warranty requirements Many of the above criteria are likely to require professional input by an architec- tural consultant experienced in law enforcement activities and facility needs as- __ sessments.Throughout the facility option evaluation process,police input is crucial • and police needs should be the primary influence for decision-making.The gen- eral characteristics of the three basic facility options are reviewed below. • Renovate and Expand the Existing Facility • - -- - - - This is frequently the first option considered. In many cases, however, the existing facility may be small, deteriorated, or so obsolete that there is no reasonable ability for it to be adequately improved. In these cases, attention • can immediately move to the next two alternatives: acquisition of another - - - -- building for adaptation or the option of new construction. . In those cases where it is not obvious whether the existing facility could be successfully renovated,its re-use and improvement should be explored.In many . -- ------------ ---- - cases, government officials will not consider a new construction project, or acquisition of an alternative facility,until the inadequacy of the existing building is clearly demonstrated. If so, each of the criteria cited above needs to be con- sidered as well as any other that may emerge. Since nearly all building codes ----- ---- -—- require police facilities to conform to structural requirements for earthquakes or high winds, it is often not cost effective to expand a non-conforming building. Codes for public safety buildings are generally higher than for other buildings. • ----- - - ---- Existing facilities often fail on the criterion of adequacy of space. In most cases • _._______--___-_.__._-.__.__ increases in police services and personnel have not been accompanied by in- MIA • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives I � Section Two Planning Pre-Design Phase Step 9 creased space to support them.It is common for police department staffing and operations to have expanded significantly along with community growth since • the time the existing facility was built or acquired. In many cases an existing • police facility may provide very little of the total required space that a detailed PLAMMIMG-TlP& • space needs analysis, including the application of standards, finds to be re- quired. - • Appa[Bntcnsteardngs achieved The decision to re-use and expand an existing facility may be driven more by _ y�h��- site considerations than the value of the existing structure.The ability to stay at • the existing location eliminates the cost of site acquisition and the existing facil- - Cnmpar'LagainstpofenhaL ity may offer space that has value in a renovated form. _reduction in staffing---_ -_--_._. -- ---- • When evaluating an existing facility for renovation, other criteria are likely to ---eHieiency-aadquality of arise.Among these are the existing mechanical,electrical,plumbing and tech- -- • nology support systems. In a facility that is twenty or more years old, these _._puhlla.asaresuit 1aoi6ty__ systems may be obsolete or inadequate. This means that the cost of their re _ conditions_ placement must be considered in the existing or new building.If extensive inte- rior renovation is required,the cost of new partitions, doors, security systems, • finishes and equipment can be as great or more in an existing building as in a .Check net and squats_._ new building. In the event of extensive renovation, the only retained value of fofaae totalft n • the existing building may be the building structural and exterior enclosure.Foun- dations and substructure are in addition to this "frame." The enclosure may nonsideppg a-lap in^ require new windows,roof and doors to extend the building life. _ _anothar eaisting_huildi g for The evaluation must consider whether functionality is compromised by the police use. configuration of the existing facility.Apparent cost savings achieved through -- -- renovation must be compared against potential reduction in staffing efficiency The configuration of existing-. and quality of services delivered to the public as a result of facility conditions. buildings pot originally- • The evaluation of options is completed by police and the architect/consultant to arrive at an accurate recommendation. _ designed as police facuftlex, .___. often comprornisms quality,- Acquire and Adapt Another Existing (Non-Law Enforcement) ---efcieaey ar seeurity-of.-- • Building police_operations-___ Specific local circumstances will govem whether this is a feasible or attrac- tive option. The recommendation of the space needs analysis, or space pro- grain, will indicate the amount of space needed. Caution should be taken to - - - -- ensure that the"useable"space in any facility under consideration is equiva- lent to that which the space program has identified as needed.The distinction here is between"net"square footage and"gross"square footage.The"net" space is that which exists "between the walls, paint-to-paint" in particular - -- - - ' functional areas or the amount of space that can actually be used for the . tasks or functions.The"gross"space is the total building area after allowing for such features as corridors,stairs,elevators,mechanical,toilets,structure, wall thicknesses, etc. The total gross area offered by an existing building is --- -- -- ---not going to be entirely available for police operations. A professional feasi- bility analysis will be required to determine this relationship. The configuration of existing buildings not originally designed as police facili- ties may compromise quality,efficiency or even security of police operations. __-- • For example, a multi-story building with its space uniformly distributed over - two or more floors may force some police components to be separated from other units with which they work closely. This means that staff may spend - - - . more time traveling between units,reducing their efficiency.It can also mean that needed interaction between staff is discouraged by the building configu- ration. In a local law enforcement facility, the majority of the operational IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • w section Two Planning Pre-Design Phase stops components will benefit from a main level (street level) location. For ex- -- - ample,the movement of prisoners between floors, is generally less desirable from a security, operational efficiency and staff safety viewpoint. Similarly, patrol operations benefit from easy access to and from vehicular areas. - - ---- - ---- -- Mother important configuration issue,even with a one-story building,will be . _it Is lmdpful in she_planninp. the actual shape of the existing floor plan since the structural system also �Micarnpare and - comes into play.The proportions of the existing floor plan will determine how _prioritize fha[�AtnrAg_that _- needed space is arranged. For example, will staff work spaces have win- • - dows?The existing building configuration will determine this.Will separations _-_ W_ between public,staff and prisoner movements be possible?The existing build- eansteuclion against thaw __ ing configuration may pose challenges for movement flow and security con- that Mother consideration will be where the existing building is located tllat resun from renovaionl on the site. Adapting a retail store or office building, with parking in front, • _-adapthle ra.use_ ___-_.___.--__.. does not typically function well since a police station needs most of its parking . in a secure area behind the building. The new construetbn oMlon____ After the use potential of an existing building has been determined,the evalu- __ aunty: the ability taAssign-a ation needs to determine whether any compromises from optimal relation- -fadlity that can respond- ships are created.The physical size of an alternative building being considered • for law enforcement use, in relation to the amount of needed space, will not - �4 �I� - be the only consideration that determines its desirability or feasibility. • policing.philasoohvrmimion Construct a New Facility • ____and coals. _______ _ --____ In both the renovation or adaptive re-use options,the greatest concern is that making use of an existing building may force an agency into a facility configu- ration that requires compromises in the quality, efficiency and even security . of police operations. Thus it is usually helpful and cost-effective in the plan- -_ ning stage to compare and prioritize the features that can be obtained with new construction against those that result under either or both of the two previous options. If for no other reason, this should be done in order to see what the difference in cost would be between the choices. This information could be instrumental in tipping the scale in one direction or another, or in making it a very clear choice. . - - --- ---- --- - - When comparing feasibility of a new facility as renovation or adaptation,it is not necessary to develop a detailed design for a new facility. It will normally be sufficient to take the total gross square footage that has been developed in . the space program at an average cost per square foot according to recent • -- - - - - construction cost experience for similar buildings in the geographic vicinity. To this,an allowance should be added for site acquisition(if any), site work, professional fees and other project expenses.The services of an experienced professional will be essential. In those instances where the feasibility of one - - --- ---------- or more sites is a question,it will be necessary to enter into a sufficient amount of design analysis to make the site determination.Included will be the consid- eration of parking and movement requirements, in addition to the building footprint. The new construction option brings with it the ability to design a facility that • can respond directly to the local law enforcement agency's policing philoso- phy, mission and goals. It allows projected needs to be anticipated in the ------- ----- - - - original design so that they can be accommodated adequately or with minimal disruption when they arrive.This calls for an overall master planning strategy to be developed at earliest conceptual phase of architectural design work. IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives Section Two Planning Pre-Design Phase Step 9 One benefit of building a new facility is the freedom to be creative in the . design phase.The architect/police team can consider any number of innova- tive approaches to facility design, since they are not constrained by an exist- ing shell.Such innovative designs typically maximize facility response to police 1pLANN cog_TIPC mission,citizen access and overall facility efficiency. • Important budgeting information will result from the options analysis discussed _M(hile-canstnintinaeosts- above.Depending upon the source of funds for construction or remodeling, aonUoue.toaaarease,shared. this budget assessment may establish the basis for a bond referendum or the formulation of local capital funding allocations under recurring operating -- -nsa.ia.lastheeorolna_ea-- --- revenues. _ aonsweration to_gain.indIna_ -_.and.polHieaLsupportfocnew_- Justice Complex/Multi-Agency Approach face'Projects- While construction costs continue to increase, shared use is fast becoming a consideration to gain public and political support for new facility projects. - Some agencies have discovered that incorporating other government or jus- p S°Od • tice needs into the design of a facility, such as other municipal functions, ___eo w a ieeleaea thagn-__.- _ court-related functions, probation offices, fire department communications, roeatlen of ree-fire- juvenile diversion centers, city council chambers, etc., can make a project more appealing and cost-effective. Using the community oriented policing ications-and EMS-- _ philosophy as a foundation for early planning decisions allows for an inclusive -___into one nd3ft safety_faeitlty. perspective that considers all public safety needs, as well as other related ccincap • joint uses.For instance,recreational or community centers add more commu- nity-oriented options for facility use. The police facility planning team should take the time to brainstorm possible shared uses that meet or exceed department needs. A creative approach • should be used and input from others should be solicited.Oftentimes,govern- ment approval boards allow departments to include additional areas within a facility's design if they can show an important dual use and improved com- munity profile,revenue generating capabilities,or a feature that would add to a facility's justification.Placing another public use facility at the same site as a police facility may be considered by some as unusual; however, for some ' municipalities, it may be a selling point that a new facility needs in order to receive funding.Other municipalities prefer a police facility as a stand-alone • for security and for a more modest project scope. A good example of shared use options includes the co-location of police,fire, -- communications and EMS into one public safety facility concept. Another example is a city or county law enforcement agency,medical examiner and/ - or coroner located together.There are also many shared programmatic areas that several agencies in a public safety facility can potentially share, for ex- ample:vehicle storage/parking needs,training area,locker rooms,media and communications.Cost savings through common use can be substantial;how- ------- ever,saving should not be sought at the expense of public safety. Many police agencies that are heavily involved in community oriented polic- ing are now participating in multi-jurisdictional task forces to focus specifi- cally on areas such as gangs, drugs, illegal weapons, etc. These joint task forces are usually made up of officers from different local, state and federal agencies,(such as Alcohol,Tobacco and Firearms(ATF),Drug Enforcement Administration(DEA),state parole,state probation,district attorney's office, - - — - . etc).The joint use forces are becoming more and more common,and need to _________. be considered when determining current and future space needs. IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • Section Two Planning Pre-Design Phase Step to Shared use facility concepts may also have drawbacks. In particular, the . - - -- chief of police should carefully consider citizen attitudes about public facili- ties.In some jurisdictions, voters are very likely to pass a bond issue to build a�sNwiNe rins.__ __ a properly sized, practical and efficient police facility. But when the bond increases to larger proportions to include what the public may perceive as -- -- ---- - - - - excessive space for jails or courts, the bond fails, leaving the police agency . llca leaders must gauge_ ___ project stalled. Police leaders must be able to gauge the political and public ! -,oantieai and gn _ perception issues relative to shared use before moving in that direction and must also frame the recommended option within a cost-benefit analysis that _-�perceidiens relative to- is persuasive. xhared use fadlitlae(PottGgt._ -_Hire etllg,for AXAMpmgiat. Each organization needs to examine their situation and search for innovative approaches to component/agency inclusion,design and funding.Visit or con- --before vnavinn in that - _ -- tact other jurisdictions that have successfully designed and constructed joint • _- direetion�__-_ -_-- use facilities.Contact some of the organizations listed in Appendix 1 to locate • projects of this type. • must Ramad within a gensuasiva Step 10: Conduct Site Evaluation Careful consideration must be given to the size, loca- tion and flexibility of any existing or potential facility site.Site selection determines the maximum footprint or size of the facility and must,therefore,meet all space - ---- --- - - needs requirements. Site location determines acces- sibility of police facility to other government staff, the public and police officers. Site evaluation and selection must be carefully considered whether exploring the possibility of renovation of an existing facility, acquisition of an adaptive - - re-use facility or new construction. According to real estate investors, a pri- mary rule in selecting property is location.This is also true for police facilities. • There are many essential components of site evaluation: • Cost of land • Cost of site development _ _ - - _ _ • Size and shape of site • Potential for multiple uses • •Public access to site(vehicular and pedestrian) -- - _ - •Visibility and views - •Proximity to other governmental functions • Response to citizens needs and concerns-a neighborhood context -- •Travel and mileage issues _- •Positioning of new facility on site . -------- ------ . Security - -- — - - •Noise and traffic impact .Expansion possibilities -- ---------- - • Former use of identified land . -- - --------------- •Possible ground contamination IACP Police Facility Planning Guidelines-A Desk Reference for Law Enforcement Executives • Section Two Planning Pre-Design Phase step to •Possibility of locating artifacts during site preparation& excavation Zoning •Utilities/easements •Topography/geotechnical/soils RLAN ILhaTtpa .. -- • Waterbodies/wetlands/floodplain/stormwater control -- - -- Several acquisition issues must be kept in mind. The first is cost. Are the --The an&`f"R"dii ai`tatn th&_-- sites being considered priced reasonably given jurisdictional budgetary con- ---maxi nunt.ufootpdat"-of a---- straints?Are the site owners willing to set up a reasonable timetable to ac- quire the site?Have EPA and other studies(for example,geotechnical)been completed and are reports available?Given the issues,it is always advisable to consider multiple sites for comparative purposes. 1a some areasof-the country---- .___dacenindizatian andlar Site selection is occasionally imposed upon agencies when government orga- nizations already own a new site they want to use.The site itself will dictate �aOaahzatt°a are:trang-_-.__ the maximum footprint of a facility. Occasionally, site selection will involve --themes and would - • multiple sites until one is finally decided upon. All sites must be examined ancl-pe.amahlyamiithdraoge carefully for needed characteristics,functions and detractions. The planning . team should remain flexible when viewing all sites as potential selections. -- of sites a aepa.tmant caa-___ .consider_ ____ Site selection can also be difficult if other jurisdictional priorities intervene. _ Many American cities are now "built out." Buying land on the outskirts of town is no longer feasible. One faction may want to site the police facility O�oa�sYtan`a.a centrally to buttress a declining downtown.Other factions similarly concerned -ranavation of a-current . ----- . with adaptive reuse may want to use the old junior high as a primary site _-facility may necessitate-the consideration. In other areas of the country, decentralization and/or a�glaaitian of aaiT_inlna laad._ regionalization are strong themes and would impact and possibly limit the • range of sites a department can consider.Police facility site selection in larger - - -- - - cities may have to begin with the completion of an organizational strategic selection delays-can affect- plan to determine whether the correct long term solution is one single building or a number of strategically placed new buildings. _-- osta t.hiel" tam_aad- _ _ - ---oats—which-iaereasawitly_--_ • Expansion or extensive renovation of a current facility can necessitate the time, acquisition of adjoining land. Occasionally this may be difficult. Owners of adjacent property may not want to sell.Further,the expansion of the current - site may not offer the optimum setting or security,etc.All of this needs to be -- considered if expansion or facility renovation is being considered as a viable option - w Political and executive project commitments to the community and police department, such as site and facility size,joint use, jail inclusion, security, building positioning and location, may be unachievable due to limitations of available sites or sufficient funding for site acquisition. Continued investiga- tion of additional sites may be necessary, which can delay a project. Site . selection delays can affect in turn project momentum and costs which increase with time. 1ACP Police Facility Planting Guidelines:A Desk Reference for law Enforcement Executives • • • ♦ ' Budgeting and Funding Is ' s Section Three of the Facility Planning Model provides information on all as- --- pects of facility project costs and necessary funding. Steps 11 through 13 ♦ _____. guide facility teams through the development of preliminary project costs, strategies to secure necessary project funds and cost issues relative to site • --- --- ___- _- acquisition. PLANNING_TIPS • mlamonnry aStep 11: Develop Preliminary Project Design and • --'--Space_needs<aoalyaia-- _- Construction Costs _-e Recommended aquara_ ___ Preliminary facility project costs can and should be esti- ea„ mated at this stage using information now available.Pro- jections of cost at this juncture become reliable as a foundation for project funding initiatives(bonds or gov- ernment support). _Initial plannmgand cast _- mtlwatw"wally�n b1L --- At this stage the project team is poised to create a reliable budget for the • —expected to change over the. entire project, based on the data collected and developed in the previous Iwo o-tha p�ect- steps.New cost information must also be obtained and included at this phase. Square foot construction costs vary across the country, fluctuate with the economy and are different depending upon the type of facility being consid- ered.Construction costs of expansion,renovation,or adaptive re-use projects are more difficult to estimate due to the possibility of concealed conditions discovered during demolition,code compliance,etc. - — - - - Some of the critical cost-components when developing the preliminary facility • --------- .-__.__-_.___.__ budget are: - --- ------ - - - • Site and site development costs . Site survey • --- ----__ ----___.._.__._ • Facility costs using space needs as basis • Related architectural, engineering and construction estimates • Environmental standards/guidelines • Stormwater/drainage issues • _--_—__—- - -._ - - •Geotechnical evaluation • _ • Environmental assessment •Asbestos assessment/abatement(older, existing facilities) •Landscape design ------ ---- - - • Interior design • Furniture ` IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • Section Three Budgeting and Funding Phase stop 12 • •Contingencies - -- ' • Telecommunications systems • Equipment IeLANNIN&rIPS- • Security systems There are also other elements to be considered to further refine the budget. The quality of a facility's systems,such as its chillers and boilers,emergency The_q°ality_lerekcot - generators,elevators,etc.,are not defined at this stage in a planning process --engineered systeras,.. ...---- so estimates must be made.The quality levels of engineered systems,equip- aquipment fkk sbe&Anc[ ment, finishes and furnishings can affect the overall budget substantially. Ef- forts to broadly define expectations should be undertaken as early as possible. - - a can - It is best to use qualified,experienced,and reliable cost estimators to assist in Lbudgotsubstaatially�- defining a budget at this time. Efforts to-yroadly dffliaa Too often, low estimate cost projections are publicized too early in a project be- prior to the conclusion of a formal needs analysis or actual budget develop- - ..-undertakanas early-as:---__ • ment. This can negatively affect a project, as strong justification may be possible_ necessary to increase the budget figure in a sensitive political arena. Avoid "ballpark"estimates whenever possible. The budget developed at this stage - - - - is based on substantial and accurate facility,space and site information and is A a reliable figure for decision-making purposes. xdnenevar possible.-Abs-- hudget-developed at_thin _stage should..be eased-cn_ Step 12: Obtain Project Funding _-amstaoual_aadaccraate__ Once planning stages are completed, funds must be - sp e n 'a'ts -- • acquired to design, construct, furnish and equip the n and-i& xa-- planned facility.In many cases,the jurisdiction hassuf- canab►atigure_tortlecisimL- ` ficient funds to move into this phase, in others, alter- making-purposes __ native sources of funding are required. At this juncture of the project, the police agency and the governing body ln_tha absenGe-cfavailable should be ready to take steps to obtain the necessary funding to complete the funds bond-Issues or public • project identified in the preceeding planning phases. For example, if a new -ndarendumaare.required_ta- building and new site are being proposed,project funding includes monies to ralsaf unds sufcleatto-_ . M purchase the site,design the facility, construct it,furnish it and equip it oompleta-thaproiect� ._. .. hi many cases,jurisdictions may have capital improvement funds that can be - - -- -- ------ used for the project.In the absence of available funds,bond issues or public - ___ referendums are required to raise funds sufficient to complete the project. If P�t�muP d n b citizen support is not yet clear for the new project, a survey to determine - to-meek and° ta�a-.-- support will yield useful information to propel a subsequent referendum or ---thanecessary,tuod:[or...._..--- • bond issue. Strong political support is required to seek and obtain the neces- p=jwt.canMgatkm sary funds for project completion. • There may be several alternative funding options(for governing body or commu- nity funds)that cities can explore. One is the"Lease-Buy Back"approach. In this funding structure,the jurisdiction enters into a lease agreement with a devel- oper who has proposed to deliver the required facility either through new con- struction or renovation of an existing building for jurisdictional use. The lease - . payments can be structured to be credited against a predetermined purchase price at the end of a specified period.Under this funding model,the jurisdiction will generally meet its lease payments out of its operating budget. The adequacy ----__-__ of that budget to meet lease payments over time is a matter for analysis. IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives Section Three Budgeting and Funding Phase Step 13 i ` ------------------------------ Step 13: Secure and Purchase Site Once a site is selected, a facility project moves from -PLANNING r'Ps-- -- - planning to implementation stage. Lease and all other options must be carefully researched prior to a deci- . --If.HElte.amnrsitinn is Lyutced-. sion to ensure the most beneficial outcome. • — f0r.8 particular nr ec# i — mizt.beP._=h=zs pdkirtcL- If a site acquisition is required for a particular project, it must be purchased Inn an• prior to action on any other design or construction step.Decisions on securing — and purchasing the selected site should be based on all planning steps previ- -- ---- ---- ously completed—in particular,the site evaluation completed in Step 10(p.24). • Before purchasing a site,the jurisdiction should cost out several options with • _ contingencies: 'the_stte sele�tim-nptioashat.__. • --yields-tbe.best lon9-term- --- • Purchasing site outright --__soaoeiaLROX11 iu irta- __-- •Gaining an option to purchase at a later date addr fut-gre enneemsJQr_- •Leasing the site the Jiudadiction sho-dr,be-- • The above options should be considered and the option that yields the best long term financial flexibility to address future concerns for the jurisdiction ___.____. should be selected. Be aware that leases have many more conditions than • ownership. Ownership, for example,may provide more flexibility of building options.The planning team must also be aware of possible unanticipated site --- -- - - purchase costs, such as poor soils requiring expensive foundations, or legal fees to secure clear title and must have sufficient funds to cover these costs. • • • • • • • • • IACP Police Facility Planning Guidelines:A Desk Reference for law Enforcemeni Executives '. • Design and Delivery Phase • Section Four of the Facility Planning Model examines the design and delivery phase of the project by reviewing the facility design and construction ap- proaches currently in use. At this stage of the project, a design architect is selected. It is important to emphasize that strong and continuous dialogue - - must be maintained between police,architect and contractor to ensure project • success. _PLANNLNBSIP$______ S Repartlleaa.Dtthetheicetcr_... Step 14: Deliver Design and Construction _ _gardli and_Fon chni Services pracummenUKi&essentiaL- A number of design and construction procurement op- that a-stmepcoutwtmas_ tions are available to jurisdictions—Design-Bid-Build; --diaL4sue-bemaintainse__ -_ !. Design-Build; Fully Partnered Approach. It is important _hetween_pancerawjdtwt,_ . to test which methods may serve your organization and aodaentcacteir. jurisdiction most effectively. Regardless of the choice, it is essential that a strong and continuous dialogue be maintained between the police planning teams, the ar- chitectural team and the contractor. Design and construction services are typically delivered through one of the . following approaches: • Design-Bid-Build S Traditionally,the most widely used method to accomplish constructionlreno- - - vation of a police facility is the design-bid-build model. The process begins t♦ with the planning and programming phase(to determine facility requirements). Followed by the design phase (developing the facility plans that respond to these requirements) and ends with the construction phase (award of con- - - -- tracts and actual construction). In this approach, a very close dialogue be- tween the police agency and the architect should occur when project design proceeds in Step 16.The resulting design is then the basis for the bidding and - • selection of a contractor to build the facility. - -- - In most jurisdictions,applicable laws call for a design-bid-build approach.These • laws call for any public project exceeding certain budget thresholds to be advertised and competitively bid.The award of the construction then goes to - -- the lowest responsible bidding organization. If negotiations fail with the con- struction contractor, the jurisdiction can move onto the next contractor. The decision-making process is based upon experience and qualifications,not price - alone. - ...... IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • Section Four Design and Delivery Phase step to Design-Build In this alternative delivery approach,a request for proposal is issued to con- y - ----- ---- - - tractor-architect teams in which an invitation is made to respond to the juris- dictionsneeds with a design proposal and guaranteed construction cost amount. Competitive proposals are received and evaluated in terms ofboth their costs — _-- -- - - and building features. Under this procurement method there must be strong • n.s selection of the•alitiarnail ya and continuous dialogue between the user agency (police department) and _ the contractor-architect team during project formulation. The police agency must clearly define its needs up front and continue to maximize input with the _-- architect/consultant and contractor.The focus here is to ensure that the needs rift,ns�-.rtnam aMrnach --- and standards of the police department are fully articulated and understood. -__ will nec"aarily-affect--___-__ Variations of design-build approaches can include the preparation by the po- lice agency/owner agency of a detailed set of building requirements.This can also include a detailed design development set issued to the design-build teams .___,Ha uaa ad in the following_--- for further use. ._._—section•- • Fully Partnered Approach ftalsctton of the architectural__. In recent years, selected jurisdictions have changed procurement laws to allow(and even encourage)further alternative building delivery methods.In • team-to deswun the facility,-- the fully partnered model, the jurisdiction selects the whole project team, -. rna_Te■nisi.not ba---- --- --- including the contractor,based on credentials while stating a fixed budget at -connected in seleetlon _ the outset. In this approach,the jurisdiction hires a consultant to perform the • space needs analysis,then a site feasibility study.Once the size of the project is established and the particular needs of a specific site are established, a • -heau n pnintioualy to . . . ____ reasonable building and project budget is developed.At this point,rather than • __ erodnca a.apace.needs__ __ selecting a contractor based on low bid,the jurisdiction assembles a compre- hensive team that links the space needs consultant,an architect and the con- tracMA tor into an interdependent team.Having the contractor at the table during -----.--..---.----------- ------- design eliminates miscommunication when design is transferred to the con- tractor. All parties work for a pre-determined development fee. _ - In some areas the team may be expected to sign a contract to develop the - -.-.-.- --- --- - - project for a predetermined"guaranteed maximum price"with the contrac- tor"at risk,"hence,there are no change orders.In some cases this process is structured as a modified"design-build"process,while in other instances it is --- accomplished as a"construction management at risk"process.The selection of the alternative design/delivery/construction services approach, such as a fully partnered approach,will necessarily affect architect selection decisions discussed in the following section. — -- -.- Choosing among the three design and construction delivery approaches is a difficult task with no simple answers.Jurisdictions can,however, obtain suf- ficient information to aid in decision-making by taking the following steps: • Seek advice from other jurisdictions regarding recent construction by asking about the design and construction approach used and the degree of its success • Seek local advice by asking officials about the approach predominantly --- --------- used in your jurisdiction ------ ----- -------- •Review the benefits and deficits of each delivery approach to determine which approach would best fit your project t IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives Section Four Design and Delivery Phase Step is Step 15: Select an Architect Selecting the architectural firm to complete the project is a complex task. Smaller local architects provide a -e; emMMC TW-S- _ level of familiarity and comfort, as well as a history of completed regional projects important to any client _For slzapmlectJtia Larger firms, particularly those based in larger cities Important to hire.An_ distant from the client jurisdiction may bring unparalled expertise in the law enforcement design arena,but are -- archrtecwtaLteanueath... - - a often entirely unknown to the client Teams that blend ---experience in alesipnina_. __-- local architectural firms with nationally experienced _ similar law_eafomement--- police facility consultant architects, are a promising . option. e _The in•isdictiows'selection Selection of the architectural team to design the new facility,may or may not team must eesoretke hiring be connected to the selection of the architect/consultant chosen previously in ` Step 6 to produce a space needs analysis. Some jurisdictions make it clear in -GLths- -- the contract for the space needs analysis that the architect chosen will not _ participate in the actual design, with the intent of balancing biases. Other ensnrea_ --va.r- --'- d d� jurisdictions find it best to contract with the planning phase architect/consult- — ant for the purpose of project continuity. Selection will be affected by the ----` thich'na is pole%- - design and construction delivery approach selected in Step 14. For smaller projects,a single(often local)qualified architectural team may be Cine-Bssential-element-is.the sufficient.In cases where there may not be a local firm experienced in police ► '$--- -- facility design, an experienced consultant joining the local architect may be _ experyLe-inthe planning, advisable.Occasionally,larger police projects will require the recruitment of deSi9n a„d nonstantion-of - combination teams,such as a local,architectural company developing a part- nership or joint venture with a nationally experienced police facility specialist. - polica facalties-- - This will allow for a local presence,while offering the experience of a larger architectural company.In any size project, it is important to hire an architec- Whiehe,rercomnetitive tural team with experience in designing similar law enforcement facilities. _ . Key criteria to consider when selecting an architectural team include: selection process hLehosen, --_.tbejartsdiction should take._ •Recent experience with law enforcement facility projects great ears to evamate______ r • Experience of proposed project team members - to re r.ms.lunte---...... - • Good listening and teamwork skills • Personal chemistry/comfort level• - --- _-_ahilities and than dawloToa a _.. •Flexibility/creativity • Solid,experienced organization with a good reputation short list of potential_fl®a- __. •Preliminary plan for design process and possible alternatives • Size of firm and years in business(at least five years) • • Reference checks - -- -- - • •Pending work on other projects(availability) The techniques and approaches used by architectural teams are significant. The best technical skills are only as good as the architect's ability to employ and articulate them. If an architectural team cannot establish rapport with a -- --- ----- ---- . client, they cannot effectively use their skills to serve that client. The jurisdiction's selection team must ensure the hiring of the best-suited architect The selected architect must ensure a successful design that meets police needs. - - - IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • Section Four Design and Delivery Phase Step 16 One essential element is the architectural team's expertise in the planning and design of police facilities. While almost all architectural firms seek com- petency in this area, many have little to no experience. Further, firms that • _PLANGIINt itpS assert"justice facility"architectural expertise may have had experience only with correctional or court facilities,but no substantial police facility exposure. - ----- ---- -- The police agency must carefully assess architectural team qualifications to _rtia ae�tern eh+ee tyyicalw_ __ identify those teams with the most relevant experience. ncludes three steps:- Selection of the architect will mirror the RFQ,RFP,QBS formats detailed in . i)ft'h #a n"Amunneste�_______ Step 6. Once the selection is official and an architect is hired, the project 2)Jen nevatopmmi ___._ manager will merge the architectural team into the Pre-Design Planning Team 3)construction Documents_ as soon as possible through a series of meetings and discussions. Whichever . competitive selection process is chosen, the jurisdiction should a great -- --- --- care to evaluate competing firms on their knowledge, skills and abilities and then develop a short list of potential firms. If an RFP RFQ QBS process is a mandated by law or through jurisdiction preference,the agency should keep in mind that selection focusing on a low-bid concept can be of concern.Firms • lacking expertise may well submit uninformed proposals at lower amounts. _ - Step 16: Design the Facility Preliminary designs allow for constant adjustment More detailed final design concepts can be displayed in block model fashion, or even through interactive computer simulations/modeling. Final design docu- ments are then prepared and serve as the guide for actual construction. - - - The design phase of a police facility project typically includes three steps: Schematic Design: In this stage the architectural team provides a prelimi- nary design of the facility. Design Development: After client approval of the schematic step, design development begins. Construction Documents:The final step is the development of design docu- ments that can be used for contractor bidding and building purposes. This -- - - step describes, in sequential order, the actions and decisions that typically __. occur and the issues addressed during the design phase of a project. Schematic Design: Preliminary Design/Layout Decisions -" - —"- The product that results from a formal needs analysis is utilized to guide a • _.____________—_____.._..._______ project's preliminary design.The design must reflect the philosophy of a de- ----------------------------- partment, diversity of activities and future growth needs. In the preliminary design stage, layouts are not highly detailed. During this stage the architec- tural team provides the following services to the client: ---------- - _ _ - _ •Review and verify the program ----- ------ -- • Conceptual site plan •Conceptual building plan - - • Review/Establish schedule --- •Review/Establish budget • Preliminary selection of building systems and materials IACP Police Facility Planning Guidelines.A Desk Reference for Law Enforcement Executives section Four Design and Delivery Phase step is •Preliminary exterior design - ` •Conceptual floor plan • Preliminary interior elevations - _ - • •Preliminary building section PLANNING- TIPS_- _. •Preliminary equipment list _- • Preliminary MEP and FP(engineered systems) &CHEMATIC-QES1GNc--- -_ -- ! • One major review __Translatelhe.building__ __-prouram into preliminary Key issues to consider are: _desiudlaXcuL_ • Balancing security concerns versus openness to the public . • The role of emerging technology and community policing change the • programmatic needs of a facility • Established office standards versus design placement issues • Creative design versus operational reality - - • Economies of scale S • Vertical and horizontal adjacencies - - • Interior flexibility and furniture systems. Harmonize the system to reduce - - cost of warranty and parts • Department growth - ` • Potential to"rent"or"charge-back" space as a cost offset • Police image • Community policing perspective • Police employee morale • Location - • Scale of community versus scale of building • Department centralization versus decentralization • Efficient interior and exterior design • Specialized services - • Cost of decisions - - - • Possible shared uses such as: . -Custodial exchange area -Fire department physical training areas -Firing range access for other agencies -Community room _ -Communications ' -Courts The preliminary design and layout decision phase will greatly impact the final design of a project A project manager's carefiil planning, comprehensive understanding,attention to detail and a genuine interest in all facets of design — - - — and layout decisions made at this stage are important to a successful project. • There are a range of basic and high technology methods used by architects to address preliminary designs and layouts. By utilizing the square footage in- -- -- formation gathered during a needs assessment,architects may prepare paper • blocks or cutouts,each labeled and representing a function or section's relational size, such as records,evidence, locker room,roll call,visitor parking lot,etc. Sessions take place whereby a police planning team and architect manipulate -- - IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • Section Four Design and Delivery Phase Step 16 these blocks or cutouts,attempting to find the best adjacency fit that meets a ---- - ---- - - -- department's needs, as well as any present site constraints. This is a very ---------- _ ._ hands-on approach and allows a police planning team to be thoroughly in- volved in the process and discuss the realities of site constraints, functional area size, adjacency relationships, etc. • yra::.n:aa.v dastaa and l on#_ Architects will then take this information and prepare preliminary drawings. These drawings are brought to subsequent planning sessions,whereby archi- tect and team members comment, contribute and refine them until they are ` --tha Ina d 9n al$w°1°Gt- satisfied with the layouts. apaoje�mawge�icare(ut-- Some architectural firms now utilize automated computer-based methods to expand upon the preliminary design process, such as computer simulations/ _aManlinn to ate.:t at ttiis.___-_ modeling. This approach can offer clients virtual reality tours of designed • __.- lima winAWna4ly lotluanae.a,_ facilities.Architects can now offer traditional preliminary drawings, but also ' auccessfulprojeet a computerized look at a facility at any stage during a design process. This new technology is becoming common place and offers the added benefits of three-dimensional, visual comprehension to the traditional two-dimensional architectural drawings. This information not only makes it easier for a plan- ning team to understand what the layout and facility will look like or function - - like,but can also introduce important changes early in this planning process, with lower cost impact. . Another tool utilized by architects is the building of conceptual project mod- els. Being able to view a three-dimensional model of a proposed facility as- --- - -- sists everyone in visualizing how floor layouts, adjacencies, site positioning, . etc.,affect a design. If the appearance of a facility model is not acceptable, options can be discussed and changes can be made to the internal layout or external design again with lower cost impact than changes made during con- s stmction. Design Development: Finalizing the Facility Design . After the preliminary design and layout stage, the specifics of a project's drawings,specifications and details are refined.Detailed design drawings are prepared that will later evolve into actual construction documents. Architec- tural team actions during this step are: . • Refinement/coordination of plans including floor plans, sections and exterior elevations • Outline specifications by system - •Define key details — -- • Refinement/coordination of engineered systems --- '--- - - -- -- - • Review of schedule - -- -- - - - -- ------ • Review of budget - - -- - ---- • Review at 50%and at completion Along with re-examining criteria already agreed upon, more refined aspects • -- - - - of a project need to be considered, such as: --- - - -- • Technology access • Infrastructure needs -- -- -- ----- _.-- •Video applications ---- ----- --- •Nuts&bolts cabling •Future needs • •Build in flexibility of rooms,furniture and infrastructure(wiring, cabling) • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • Section Four Design and Delivery Phase Step t6 • • Security • • Circulation •Durability of finishes • Special needs for locating: I-A NO TIPg- -General and dedicated electrical outlets -- • -Telephone/data jacks DESIGN DEWELQPMENT:_ __- • -Light switches(including energy saving switches) -Finalizing facility daeion _ • -Intercoms, video cameras, monitors,etc. Atthis_stage detaileddasige -Access system readers and over-ride buttons __dmeangs_are-Prepared-.that _ -Panic alarm activators - wMaterevobainto-actual _ -Paging system and radio speakers • conatouction documents_ • User safety • Functional relationships between a design team are critical at this stage. A -- - • design team must be ready to handle identified mistakes, troubleshoot, en- Fuectionatrelaffonships_ gage in value engineering and resolve problems that arise. _hebereen.adeslgateam ara... • Value Engineering:Once a budget is refined and reflects a higher cost than cdticalatthis-stage --The.-- anticipated or allowed, value engineering sessions are useful.These meet- tom,,,,„..at baready_taL • ings will entail cost cutting methods and substitutions affecting quality, size and features of a project.Participation by all project team members is a must. • You may encounter value engineering again when making final decisions on troubleshoot engage in • all design elements. value engineering and - • Value Engineering is a formal process that offers a way to optimize project reaolve_pmhlems.thataose._- • costs.The process consists of establishing value objectives,generating alter- _ natives, analyzing them and selecting options that meet the value objectives • while offering cost savings. This process is most valuable during the design • development phase and should always be included in contract negotiations with the architectural team.If value engineering occurs after the design phase • as a means of cost cutting, when a contractor can offer "deducts" to the owner for such recommended cuts,it can jeopardize the longevity and func- tion of building systems if"deducts" are not evaluated carefully. Reducing - -- • construction/installation costs by using an inferior quality of materials is not • value engineering and will often increase maintenance costs in the long run. • Scenario Testing: Scenario testing is the step by step analysis of how vari- ous actions or activities can occur in the new facility. This practice is highly recommended at this point to ensure design layouts meet the exact opera- tional need for which it is intended.Police project team members should ex- amine each document, blueprint, specification and detail applying scenario - . --- - - • testing to insure that the proposed design is effective.Check for the following: • • Specificity • Exact location • Anticipated use • Durability • • Description • • Listed make/model of acceptable"contractor furnished, contractor installed"furniture,fixtures and equipment(FF&E) • • Missing or excluded items - • Lack of detail • • Mislabeled items • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • 0 section Four Design and Delivery Phase step to Construction Documents: Final Decisions on All Project Design • ---- __ __ . Elements • __._ --__ ___ .. The final step is the development of design documents that can be used for contractor bidding and building purposes. These sealed documents include: • Architectural documents • _CONSTRIJC • Structural documents Rnal aerials„■nit an pmjaet • Site/Site landscaping documents ego MameMa occurat___..-. • Plumbing thla areas_ • Heating,ventilation,air conditioning(HVAQ • Electrical •Project manual which includes specifications,contracts and bidding °L --- requirements ---nmissians_aod-design.nr----- During the construction document phase,the architect will also: _-. - • Provide reviews at 50%, 75%and final . -be rerg`"Wto-project.--- • Secure regulatory approvals and ahnuia he minimised.__-_ •Revise budget if necessary • • Revise schedule if necessary • Thamore-detailedhmpactiow- •Obtain approval to bid _-_pedarmee hvapolice____.__. • Provide security system and acoustical design plaooleg_team..the greater ___ In addition,the following are optional to construction documents list: -.__ the c�will he •Telecommunications ta.he__.__ • Furniture -..._ehan-gea or nddr aed_ ______ • Food service requirements Whenever possible, changes in design, specifications, or details need to be - - - made prior to construction documents being completed. In the Design-Bid- Build model,the general contractors base their submitted bids upon a project's construction documents. It is vital that they be detailed and complete. Archi- tectural errors or omissions and design or owner-elected changes can be very costly to a project and should be mrrumr The length of time to transition from preliminary design through design devel- opment and finally to construction documents varies,depending upon the size --- -- - - and scope of a project, architect's time schedule and resource commitment, • ---- - - - - - - -- as well as the level of involvement of a police project team. Police project managers are encouraged to maintain good communication with the project architectural team, in an effort to receive all detailed drawings as soon as _- - — possible,to afford the greatest amount of time for review. Projects are on a ----- ---- -- - tight schedule at this point and too often not enough time is set aside for • _._____—_-_.__._..._.--____ owner examination of completed drawings. ---- -- -- --- The quantity of final drawings, specifications and details for a project can at • -—----- - - - - first be viewed as overwhelming to an inexperienced police project team.Break- ing down the documents by category such as: electrical, security, plumbing, furnishings,interior finishes,etc.,can greatly assist in dividing them up within a ---- "------- team for analysis.A suggestion is to use the sticky type notes that are available ------- - -------- - and label each drawing or specification/detail that is incorrect,needs clarifica- tion, etc. It is not unusual for one blueprint page to have many of these notes • __ attached if a team member has questions or requested changes.These marked up drawings and spec/detail books may then be given back to the architects to make changes, clarify their design decisions,etc. Drawings can be overlayed • on a light table or a PC for comparative purposes. • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • i • • Section Four Design and Delivery Phase step 17 • A The more detailed inspection performed by a police planning team,the greater • the chances items will be discovered that need to be changed or addressed. Some examples of this include: the location or quantity of electrical outlets, • selection or positioning of furnishings,concern over selected interior finishes, -pLANNINIi-i1P$ • identification of which doors are solid and which need windows, etc. Atten- tion to these details adds to the efficiency and durability of the future facility. --- -- - - • stratepac.taensura-that___ No individual team member-architect,contractor,or other,has the insight of • the police facility user. A committed Police Internal Planning Team has an -111aWAssi9adocuments • opportunity to pore over all drawings,specifications and details,to ensure that __._reflect en neer_n"'ift is_ta._._. everything meets their needs.They can imagine the completed area or room _ __create a sig"Ifsheet_tfor_ in their minds and compare it to the drawings they are examining. When the 0.two do not match up,changes may be discussed and made,if wanted.One rra strategy to ensure that final design documents reflect all user needs is to --fined nut -all unit- create a sign-off sheet for design documents that are filled out by all Unit _ __Commanders and other hey-._ • Commanders and other key departmental staff. Once the plans are finalized departmental staiL. they become construction documents and at that stage, all changes become • costly. Avoiding design revisions during later construction stages will save -- - -- -- time,money and problems for all concerned. ltis_,dtat • Throughout each of the above design steps, the jurisdiction and/or the police department has significant responsibilities to collaborate with and provide infor- - -whn na-- mation to the architectural team. Some examples of these responsibilities are: _a.good fmak record of • Schematic Design: Provide topographical and boundary survey, soil denvering-facilitlesotime, • borings (geotechnical evaluation),program,budget requirements Design Development: Review documents to ensure program - • requirements and standards are met Construction Documents:Review all plans and specifications to • ensure program requirements are met • The jurisdiction,in particular,the facility end-user,must fiilly understand,take on and complete all owner responsibilities to ensure that the project reflects • all initial planning requirements and that the overall project proceeds in a -- timely fashion. Step 17: Build the Facility - The police project manager should be on the construc- tion site as often as possible to observe and attend con- struction meetings,approve submittals,discuss design • issues and build rapport with the contractor.Continuity from pre-design to construction is essential to maintain Project integrity. -- • Construction times vary depending upon the size and scope of a project,sched- ule, natural or imposed delays such as weather or labor strikes, difficulty • obtaining specific materials,or other variables.It is vital to hire an experienced - . and recognized general contractor who has a good track record of delivering facilities on time,within budget. Oftentimes,contracts may include financial penalties for delays if a contrac- tor cannot deliver a project on time per the set construction schedule, or for • • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • Is section Four Design and Delivery Phase step n large cost overruns. Other contracts may include monetary incentives to • contractors who finish a project ahead of schedule. This is often the case with transportation contracts,as completing a major road or bridge construc- PLANNU+ICaStP_S_____ _-- -- - tion early has a direct affect on commuters.While not often used as an incen- tive to complete a police facility ahead of schedule, all of these incentives and/or penalties are available to jurisdictions who wish to structure their con- Diming ennztn.e_#Ian w=httec-_ tract in such a manner.This decision is usually left up to an organization's top decision-makers and/or public works director. --- momhars.shouldfncus.on__ Most public projects are competitively bid.The law typically requires an ad- _..__averntphY aabdnp aestan vertisement or invitation to bid to be published in one or more newspapers. ---Assues.,confronted-durlag__.__.__ The project architect usually prepares the advertisement for bid, which in- • dudes information such as the project location, description,type of contract, __-canstn-attan;anrnvina __..-- date,time,location for receiving bids,how to obtain documents and any other __.ubruntat.ana e._•ftetiteKone• special requirements. Local laws vary in allowing this method (RFP, RFQ) e for public projects.M attorney should be consulted before using any bidding model or bid language.Once deemed qualified(generally through documented — —— - -- experience in constructing similar projects of scope and size, proven record _.6ouahocatinn nn iaean and of quality constructions, etc.),bids by pre-qualified contractors are accepted and a successful bidder is selected. -- _reseatta in an even m°re------ The fully partnered approach(see Section Four,page 30)is especially useful =c=ashA_pmj=L.. during a construction process, as it promotes accountability and communica- • tion between partners responsible for design and construction. Owners, de- signers, construction managers and builders sign a partnership charter that - - - - commit to shared goals.This allows the parties to identify and solve problems • before they occur. It is important for owners to keep in mind that the most costly changes are those that take place during construction,so it is wise to keep changes to a minimum, whenever possible. There are a number of issues relevant to the construction phase that must be • attended to by the jurisdiction. Once construction begins, police departments • and their governing bodies should be aware of and be responsive to the following: , Communication protocols between owner,architectural team and contractor • Owner's construction project controls • Standard types of field communication and record keeping(always keep • records and signoffs) • How to handle periodic pay requests • How to conduct site visits • How to understand shop drawings • • How to understand and make use of scheduling tools • • How to deal with change orders • How to deal with periodic changes to regulations and building codes • How to deal with unforeseen construction field conditions • What to expect for construction close-out • • Sales tax rebates- some range from 2 to 3% • Difference between"substantial completion"and"final completion" • How to incorporate and manage a contingency and testing allowances ------ ---- into the final construction contract • —__ _______ • Definition of"retainage" . _ • Definition of"warranty period' • During construction,architectural and police team members should focus on • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • Section Four Design and Delivery Phase Step 17 oversight solving design issues confronted during construction, approving _ • submittals and substitutions, etc. Successfirl accomplishment of early plan- - -- - ning and design steps supports successful construction.Collaboration on ideas • and solutions during construction results in an even more successfiil project. Project members should strive to be good neighbors during a construction - • phase.This can translate into project T-shirt and hat giveaways,newsletters to community members indicating a project's progress and the time of day when certain tasks are performed,so that residents bordering a construction • site will know what to expect. A construction office phone number can be - made available to all bordering residents so they may call and register com- plaints directly to a general contractor,who in turn,can handle a complaint or • fix the problem. _ The following responsibilities typically fall upon a police project manager dur- ing construction: • Establishment of a facility's new door security key plan. Care should be taken to ensure a lock sub-contractor thoroughly understands a • department's master key hierarchy needs,quantities required,identifica- tion stamped on each key and timing of key inventory and cabinet - - - - -- -- delivery to owner.This process offers a department an oppornmity to • limit the quantity of issued keys,while improving overall facility security. • • Determine responsibility for contracting and installing phone and data cable. Ensure state-of-the-art cabling is specified and sufficient lines and -- • conduits are installed for fixture needs. Attempt to work out a scenario whereby installation of main communication backbone systems will be allowed during the last phases of construction.This can be accomplished • by a telecommunications consultant. -- - • Establish an identification system for all telephone and data jacks. Ensure - - - - that installation crews label each jack and each communication room port • accordingly. Record this information on a reproducible drawing for future • use. (A telecommunications consultant is helpfiil here). • Set up a database listing all telephone and datajack information. Include jack ID number,jack type(data or phone and how many of each per • location),type of phone(analog or digital)and phone features(single line _ or multi line,modem or fax). Also include whether the phone has voice • mail,whether any restrictions are put on the phone for outside or long distance use,etc. This will make later phone/computer moves much easier to accomplish and provide a systematic communications roadmap _ • for the life of a facility. (A telecommunications consultant is helpful here too). - - -- - • Work closely with the architectural team.general contractor and sub-contrac- tors to establish an organized approach to the placement of equipment within • communication rooms.Most communication rooms are a conglomeration of wires,cables,trays,electrical and equipment boxes.They are often designed • too small,especially now,with the rapid increase in technological equipment —used in a workplace.Often during construction,each trade(electrical,security, fire control,telephone,computer,etc.)picks a location on a communication • room wall and installs their equipment without consulting each other.A proac- tive project manager can work out a more organized solution • Select Transition Team leaders and assemble transition teams. Include a -- • variety of representatives from the department(swom and civilian)to __ -- ensure staff buy-in and consensus. Promote detailed and continuous scenario testing by transition team members. • 1ACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • i section Four Design and Delivery Phase Step to • Establish a photo/information board(aerial photos are effective)to keep • - -- - ---- ----- ------ - employees involved in the project and update it every two to three __------ __.- . months. Use this board as a tool to inform and maintain employee PLANNINCitIP_S._ _ enthusiasm. • • Inquire as to what will be tested and documented to ensure functionality prior to move-in.This will reduce the list of items a Testing and Accep- • TranaRiamteams-are eruclal-fe- tance Transition Team will need to check.The architect specifies what • _Ahapmloces.,teess and__ information to include in the O&M Manuals. • sheahlhe_ahQe6&aady-_- • Avoid any late improvements,as cost escalates after design is completed basalt,aRffi-ee>m>utmand and construction is underway. • Establish an interior finishes file. Compile complete information on all nrgaoi:atiooalskilta< interior and exterior paints,wall, panel and upholstery fabrics, window ----- _. _ ___ _. tinting,furniture paint, drawer pulls,millwork/f imiture laminate, interior Transition otannina refers to a _. wood finishes, exterior f igade materials,window glass and tinting,floor • coverings, etc. Suggest compiling a sample of each,which will help a lekwidlon_ofPersonnet.__ - great deal when later trying to replace, repair or match a particular finish. • -_ equioment,doeumants and _ Attempt to obtain samples from actual construction submissions. • __fUrnishingfirom an elf____ location to a Step 18: Develop Occupancy Strategy: Transitioning into the New Facility --- - -- --- Civilian and swom staff satisfaction with a newfacility is • affected by the manner in which the transition to occu- pancy strategy is carried out Confusion, loss of infor- mation and other transitional problems can negatively • - - - impact staff morale. A clear and well-designed transi- tion to occupancy plan is required. Members of all tran- sition teams need to be detail-oriented. f♦ __ - _ _ Transition planning is a crucial element during the construction phase.Transi- tion teams are crucial to the project's success and should be chosen early based upon commitment and organizational skills. • _ __ TRANSITION PLANNING • -- --- -- -- Transition planning refers to a relocation of personnel, equipment, documents and funrishings from an old location to a new one.Transition teams are estab- lished to ensure detailed planning takes place,scenarios are tested and a smooth changeover occurs. It is highly advisable to include a variety of staff -- - representative(s)on all transition teams to ensure staff buy-in and consensus. The following list outlines recommended transition teams and their assignments. • -- ---- -- • Furniture, Fixtures & Equipment- Manage the purchase and in- stallation of owner's new FF&E; budgeting, specification writing, • phone/data cabling, data-base creation and warranty file setup. - - --------- - Move Logistics-Coordinate review of bids from moving companies, --------- ___-__.—_._.____ establish detailed inventories of what will and won't be moved,schedule • employee packing seminars, determine scheduled phases of actual move, oversee movers and employee compliance and timely • ------ --- -- ---- - unpacking. t IACP Police Facility Planning Guidelines:A Desk Reference for law Enforcement Executives • • section Four Design and Delivery Phase step is • Orientation&Training-Preparation for groundbreaking ceremony, - - official opening, monthly employee and community updates on project's progress. Coordinate and video tape employee training on • new equipment and procedures. Handle requests from public, politi- gians, media and employees for tours and briefings. _ 1.,11 l -1171P_S_ • Contracts&Services-Identify and write specifications for new and - • renewed contracts and services, such as food service, inmate medi- cal, building maintenance and janitorial, trash and equipment main- • tenance. Timelines are crucial to ensure new contracts are awarded ___and..huiltfor-A minimum._.___ _ at move-in, so services are not interrupted. • Policies and Procedures-Identify and respond to possible changes• Furnishings £ixtu .and_due to new facility rules,layout,etc. Usually encompasses department policies dealing with visitors, handling of inmatestsuspects, security or _ equtpment(EE&E)Lplacedin maintenance issues, etc. Changes in department policies or proce- dures need approval and dissemination prior to or during move-in. • Testing&Acceptance -Crucial pre-occupancy testing of all items, durable and functiona4 while such as locks, telephones, electrical outlets, lights, toilets, showers, _ bien�di a math be,aesthetics _ furniture(ergonomic features on chairs,keyboards,drawers,etc.),panic • alarms, cameras, etc. Goal is to discover problems prior to move-in ---Otth-Q acility._. • and assist with repairs after move-in. Resolve All Equipment Purchase/Replacement Issues A major concern during transition is the installation of 911 phone lines. Some areas will need to plan diree to six months in advance with their local tele- phone company to assure on time delivery. It is important to confirm the • schedule with the telephone company close to move-in date. One approach to 911 transition is the operation of parallel systems,where the • system in the old facility continues to run and take all 911 calls and the new - -- - system becomes operational simultaneously, but only to take "dummy" calls to test operability. Once operability is assured, the old system is shut down • and all 911 calls are transferred to the new system. Most facilities are designed and built for a minimum 20-year occupancy. Fur- • nishings, fixtures and equipment (FF&E) placed in new facilities need to be durable and functional, while blending with the aesthetics of a new complex. • Funding for new furnishings,fixtures and equipment can be difficult to obtain -- - - - so careful planning is important,attention to detail is vital and strong specifica- tions are crucial to ensure high quality furnishings are obtained for the best • possible price. Furniture issues can also cause delays as the transition plan begins • It is important to determine which furnishings, fixtures and equipment are provided by a general contractor and which are provided by an owner. Most - situations fall into one of the following categories - - --- • Contractor furnished, contractor installed(CFCI) • • Owner furnished,contractor installed(OFCI) - • Owner furnished, owner installed(OFOI) - -- --- • The contractor famished,contractor installed category limits an owner's abil- ity to: alter colors, patterns, makes, models, or details to better fit a user, - -- -- • upgrade to a newer design, or address the needs of a changed department • preference.Unless details of a contract specify a particular make and model of an item, such as a specific workstation and/or ergonomic keyboard holder • without allowing for any substitutions,a contractor maintains control over the -- - ---- --- - • selection and final quality of such items. • 1ACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • I � Section Four Design and Delivery Phase Step to It is important to note that contractor famished,contractor installed items are • - specified by an architect during a design stage. Years can pass between design and actual occupancy of a facility.Thus,a technological or ergonomic p AUWNG Tlpg___ _ specification of an item may be out of date before an owner actually starts • - using it,especially for items such as security/electronics,computer hardware or software, chairs and keyboard holders. • lU6_rac9mmended_lhat_anssL • __two members d.e ,__-__--_ Owner furnished items present a challenge for police project managers and rehasine de members of a Furnishings, Fixtures and Equipment Transition Team. This _ply patmantba._-_ group will have an opportunity to decide what items will be moved into a new • appointed to handle au____. facility and what items will be replaced by new ones. Detailed planning re- p-rahn"a related Ma neor garding what, when and how to purchase these items are vital components that play a part in intelligently allocating a budget and keeping to the transition -- -t�Illtltisst`.--.--------.--.-- timeline. For example, one police department found that replating the file . ----------------- -________ cabinets(to harmonize the color scheme)appeared to be less expensive than • buying new ones,but found that the process took much longer and was more _�nagotiatad with attention expensive than anticipated. The security and confidentiality of records is es- -be-nag during the transition phase. nmws installation plan an Many organizations have a separate purchasing department which handles • Ensure- the bid solicitations, bid openings and purchase order contracts. It is recom- mended that a single member, or perhaps two members of the purchasing alLlargaaupyiars amL____._ department be appointed to handle all purchases related to a new facility project • iossall�cao_meet-pmleet- This task can be overwhelming,especially if the FF&E budget is large.Assign- ing one or two people to work closely with and be members of, the FF&E deadlines and have-- _ Transition Team,is recommended.This procedure promotes translating the needs • expadmew--and references-_ of the police department,to the purchasing department Equipment purchases should be negotiated with attention to infrastructure, space needs, installation • Transitional plan and maintenance issues.Ensure all large suppliers and installers can meet Alannhigfara ---- project deadlines and have experience and references. mane a essentlal,_The- creation of a Nov&-In__ - ._ Create a Move-In Strategy • Laaistim Transition Team to Transitional planning for a move is essential.The creation of a Move-In Lo- gistics Transition Team is recommended. For larger organizations, a move - r&GQMMsmdrAL--- - can be compared to a military operation.Groups are moved in by priority with • __._ _ the following factors being considered: • Aehnowlodge_thA _.__ • Dependence upon a working computer system _._psychal9gicaletraw9f______ • Reliance on functional communication system -__mine aodohanpe,-layout-.. •Need for access to records maps of the now facility____ • Obligation for evidence to be secured • should be provided to all____. • Dependence upon secured suspect holding areas • • Access to citizens • -- -- --- -- ------ Every detail must be considered, timed and pre-planned, if a move is to be successful.Acknowledge the psychological stress of moving and change.Lay- out maps of the new facility should be provided to all staff. When employees • know the general layout of a new facility and the location of their workstation -------- -- -- - -- or office,the stress of moving is greatly reduced. Packing seminars can help ------ streamline streamline the moving process and greatly reduce employee concerns.Ensure • that communication takes place as to what will and what will not be moved to a new facility. Inventory listings are a good way of documenting what will be - — - -------- moving and when.Ascertain what special current equipment requires vendor disassembly, moving and re-assembly, due to warranty concerns. Establish a "lost and found"for items misplaced during a move. • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • Section Four Design and Delivery Phase Step 18 • Encourage an appearance of organization and "back to business" as soon as snag appearan ganrzati possible. Set dates for unpacking and ensure staff adhere to them. Establish - - -- packing box drop off points for empty cartons and have a staff member circulate • daily to remove empty boxes from hallways,storage closets,workstations,etc. pLANNIh1G np3_. Organizations that move themselves usually regret their decision. Some im- portant considerations to include in this decision are: AcornPW ftw*ntQgr_Q{_all • • Possible employee injuries __items-heing rnm edyamicndn • Down time __-achedulnend a_man"Wry • Unprofessional appearance --__ WWAlk-thrQft Q(.hsth the_. • Employee confrontations cuw&nt_&nd_metFaciRHe& _ . • Damage to the new facility _ _shoWd-bQlp tQ QhSaiatlalr_ - • • Overall confusion mating W2..._ _ • • Delay to moving schedules: -Inefficient use of elevators _Erttenaiv�Pre-occuoan�y -Blockage of loading/unloading staging areas tettt�g comttii$sioeiit9.--_ ".-_ • -Driveways blocked due to quantity of vehicles on scene _training andstaH.adentation • -Lack of moving equipment and elevator access should lisgiadudng-thnfaat - • -Employee reluctance to move heavier items If a decision to use a professional moving company is made, a transition team - m4aths of.Gamtntetion. should prepare specifications to allow for competitive bidding.A complete inven- tory of all items being moved, a moving schedule and a mandatory job walk- The-roars dataiie"he_testing-_ through of both the current and new facilities should help to obtain Fair bids. p�E �e more •• Conduct Extensive Pre-Occupancy Testing, Training and Staff --Aea..hnnac.a praleet--.-- - Orientation - Extensive pre-occupancy testing,commissioning,training and staff orientation -_tacilitx_iareadylor- should begin during the last months of construction.All transition teams should cy— be working at full speed. The police project manager will be inundated with oacuPaa details and decisions. Strong organization skills, leadership,time management - - - - • and stress reduction expertise will be required during this fast paced stage. J9IEeaa[1Qteatiug,p4teeti�l Testing and Acceptance Transition Team members should be testing every- pmhiema can he_identWwAd .. .. • thing from plumbing to electrical systems,security systems to furniture sys- tems. It is important to clear all testing with the architectural team to avoid liability,personal injury and concerns over damage created by the owner.The more detailed the testing that takes place, the more assurances a project manager will have that a facility is ready for occupancy. Running through 1Q9� - • scenarios, such as a panic alarm activation or a loading dock delivery can -_vreltasauras asmaothar .__.__ ensure that all facets of these situations were considered and included in the tmnnWcndudn9_nmv64n" - design and furnishings. Staging other scenarios,such as an officer delivering • a suspect to a holding room and conducting a taped interview or simulating the preparation and delivery of food from the holding cell kitchen to an inmate in their cell,can identify equipment that isn't working properly and ineffective i procedures. Scenarios are usefiil tools to test the performance of elevators, security door locks,intercoms,audio/video recording equipment,gun lockers, - - - -- - etc. With scenario testing, potential problems can be identified, documented • and repaired prior to move-in and within product warranties. • Unlike scenario-testing,commissioning is the thorough test of a system(HVAC, ----- --- __. --------_--_-- security,video)from A-to-Z.Depending on the time of year that you occupy the facility, one may only be able to test the HVAC cooling aspect of the • IACP Police Facility Planning Guidelines:A Desk Reference for law Enforcement Executives • • section Four Design and Delivery Phase step t8 system. So a contract should require that the HVAC contractor come back • one month prior and during the heating months to commission the system. This process includes system setup,training,operation and maintenance sched- ules, spare parts and system testing during normal and adverse conditions. - - Besides testing contractor installed items,this period of time allows for thor- ough examination of other items provided by an owner, such as combination • and keyed locks,telephone systems, office equipment such as copiers,type- writers, furniture lighting and ergonomic features, etc. Verifying that every- thing works well assures a smoother transition during move-in. Training needs to be conducted for personnel who will be using new pieces of • equipment,such as laboratory fume hoods,automated shelving systems,loading - --- dock levelers, vehicle lifts, etc. Building maintenance personnel will require many hours of detailed training on all new facility systems.It is recommended • that training sessions of this type be video recorded and maintained in a train- ing library. __. Conduct Extensive Pre-Occupancy Public Relations Events - — --— The completion of a new building is a significant public relations opportunity for any jurisdiction or department. Use the attention wisely but ensure an • extensive facility check is made prior to any event. Consider the following public relations opportunities which can be used as a "shake down" of a - - - facility's access, traffic flow, adaptive use of space, lighting and equipment • __ _ __ testing: • - --- • Receptions • - - • Open houses •Tours • Media releases •Media tour of the building and orientation Employee public relations are important too. Smaller sectional tours are rec- ommended to offer a more personal approach to future facility occupants. • The tours should assist in familiarizing everyone with their new office space, overall building layout,etc. • - -- Some jurisdictions use moving into a new or remodeled facility as an opportu- nity to evoke department pride by taking a departmental staff photograph in • -- the new facility. This move-in event can be an exceptional and memorable • event for the entire organization. • _-_- . Another pre-occupancy public relations responsibility is to determine the quan- tity,design and location of any facility project recognition plaques.These deci- sions are not easily made because they can be politically sensitive.In any case, • gain approval of identity,correct spelling/correct titles,order and placement of ---------------_—__-- any names associated with the plaques.Also,ensure all plaques are ordered in a timely manner and are delivered and installed according to schedule. Commonly Forgotten Items - Frequently, general contractors are not completely finished with a project • —____ when the occupants move-in. There are always areas or equipment that are • included on a"punch list" (items noted during the final walk-through by the owner that require repair,touchup, etc.). Many times,owners will move into • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • • section Four Design and Delivery Phase step to • • - a facility with many items pending. The contractor will remain on site or return on a daily basis to fix some or all of the items. Completion could take - - ----- • months (or years in exceptional cases). The police project manager must • maintain continued contact with the contractor to ensure the work is completed. • Since the workload of a police project team greatly increases at the later -- • stages of a project,many areas can be overlooked or forgotten.The follow- ing list can identify potential problem areas:• • Ensure a facility's infrastructure is prepared for occupancy. Remember to order, stock and distribute all necessary items, such as paper towels, hand soap,toilet paper,janitorial cleaning equipment and chemicals. • • Coordinate a systematic approach to the facility's many keys.Inventory, — - • tag, issue, duplicate and secure all keys(doors,furniture, files,restroom • accessories,clothes lockers,mailbox,gun locker, cells,alarmed emer- gency exits, access system over-ride keys, mechanical equipment ignitions or locks,electrical panels, elevator keys, safes,etc.). - • • Ensure warranty information files, sometimes called Operations and - - - - Maintenance Manuals, are set up and maintained. Decide who will keep equipment maintenance warranty information, furniture warranties,etc. • • Placing certain restrictions on telephones is often overlooked. Some phone systems allow for restrictions to be placed on phones to limit • calling locations. Phone abuse by staff or contracted employees,usually • within certain areas such as a locker room or conference room,usually • cause restrictions to be placed on phones. • Door locks and an associated master keying system needs to be dealt • with prior to the move and should be re-assessed once occupancy takes place.Changes are usually needed after move-in. Staffs desire and need -- -- -- • for privacy will have to be dealt with so that attitudes remain positive and • work assignment time lines can be kept. Security issues concerning individual and group access to certain areas will need to be assessed and • dealt with in a timely manner. -- ---- • Establish a phone number"hot line"or circulate repair forms where • employees can report furniture,phone or equipment problems that can be addressed quickly by Testing&Acceptance Transition Team members. • Address maintenance issues such as janitorial, steam cleaning,rodent • control,trash dumpster pick-up, chemical storage, maintenance contracts - - -for items after warranty, etc. - • Facilitate signage needs for the following:deliveries,overhead clearances, _ • after-hours phone use,lobby hours,visitor protocol,room identity,kiosks, parking,intercom use,general directories,legal rights of arrested • individuals,etc. • Coordinate general post-occupancy tours for VIP's,project architects, - ---- -- • other visiting public safety agencies, etc. • • IACP Police Faciltry Planning Guidelines:A Desk Reference for law Enforcement Executives • • • • • • Glossary of Facility • • Planning Terms • • Adaptive Re-use:The acquisition of a new or used non- final certificate is due and payable. The architect's fi- police facility and the redesign/transformation process nal Certificate for Payment will constitute a further rep- necessary to adapt it into a fully usable police facility that resentation that conditions as precedent to the • meets all necessary structural and security requirements. contractor's being entitled to final payment have been fiilfilled. • Building Footprint:The outer limits and configuration of a • building's plan shape—(the actual building plan features). Final payment shall not become due until the contrac- tor has delivered to the owner a complete release of all • Change order: A change order occurs when,during the liens arising out of this contract or receipts in full cover- course of a project, the owner wants to change the ing all labor, materials and equipment for which a lien scope of the contract documents. A proposal request could be filed, or a bond satisfactory to the owner to • usually precedes the change order. The proposal re- indemnify the owner against such lien. If such lien re- quest defines to the contractor (just like the contract mains unsatisfied after payments are made the con- documents)the scope of work the contractor is to pro- tractor shall refund to the owner all money that the owner • vide(or not provide, some change orders are credits). may be compelled to pay in discharging such lien, in- The change order is signed by the owner,architect,and cluding costs and reasonable attorneys' fees. contractor.The change order modifies cost and/or time • of the project. FP: Fire protection • Construction submittals:A general term that includes Gross square footage: The space which includes cor- • items such as shop drawings, product data, samples, ridors, stairs,elevators,toilets,mechanical, structures, . warranties and mock ups that are submitted by the gen- wall thickness, etc. eral contractor to the architect for review and verifica- tion that the design intent is met. MEP: Mechanical,electrical and plumbing. Contingency: A recommended design practice that uti- Net square footage: That which exists between the • liens a cushion of 5-15% of the construction costs (de- walls,paint-to-paint in particular functional areas or that pending upon the design phase) to cover unforeseen or space that can actually be used for tasks or functions. • minor construction or otherwork changes which incur cost • FFBcE: Furniture, Fixtures and Equipment. Operations and maintenance manuals: Equipment, FF&E,warranty information files which must be main- Final completion: Upon receipt of written notice that tained and catalogued for easy access. • the work is ready for final inspection and acceptance Preliminary cost estimates: The estimated cost of a • and upon receipt of a final Application for Payment,the new or renovated police facility that is based on the architect will promptly make such inspection and when • the architect finds the work acceptable under the Con- data from the space needs analysis. • tract Documents and the contract fully performed,the Project manual: The document that is comprised of the architect will promptly issue a final Certificate for Pay- front-end documents such as insurance requirements; j • ment stating that to the best of the architect's knowl- inspections for bidders; bid bond; plans and specifica- 'i • edge, information and belief and on the basis of the bons; legal components of construction;etc. architect's on-site visits and inspections, the work has become completed in accordance with terms and con- ditions of the Contract Documents and that the entire Punch list: A list of items noted by the architect tractor and owner at the time of substantial completion Li • balance found to be due the contractor and noted in the • and at final walk through. Items can be added to the punch list for several months after the owner has moved • in. The contractor requests the architect to inspect the . list and sign off as completed. • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • Retainage (hold back): Each time a builder/contractor Warranty period: Most jurisdictions compel the con- submits an invoice for a progress payment it is reviewed tractor to provide a minimum warranty period of one for accuracy by the architect and the owner (if the year from the date of final completion. During that contractor claims it is 30%complete,the architect must time they must coordinate repairs to correct flaws in make a value decision whether the project is indeed workmanship and equipment. Just before the 1 year that far along). When the invoice is approved for pay- anniversary date a prudent building owner has the ar- • meet an amount(usually 10%)is deducted and retained. chitect return to the site and perform a warranty in- When the project is approved for"final completion"all spection. Actually, many components in the building "hold backs"are released. have warranties that vastly exceed one year(a 20 year . roof warranty for example). Scenario testing: A step-by-step analysis of how vari- ous actions or activities can occur in the new facility. Working drawings: Synonymous with construction • documents. Detailed plans and specifications used in Shop drawings:Drawings prepared by contractors,sub- bidding a project • contractors,or suppliers showing how a particular as- pect of the work is to be fabricated and installed.These documents are submitted to the architect for review • during construction.Other data may be included in the • submittal,such as schedules;performance charts;bro- chures; diagrams; or samples to illustrate materials, • systems,and workmanship involved. Specifications: A section of the Project Manual that • describes the scope,products and execution ofthe work, • e.g. concrete,carpet installation. • Substantial completion: The stage in the progress of the work when the work or designated portion thereof is sufficiently complete in accordance with the con- tract documents so that the owner can occupy or uti- lize the work for its intended use.This date signals the • end of the contract time and the beginning of the time . when insurance responsibility is transferred from the contractor to the owner. Warranties are effective on • this date. All work signed off by the architect must conform to the definition contained in the contract docu- ments before the certificate of substantial completion • is issued. Substitution: An alternate product, material or method • from what was proposed in the contract documents. Typically submitted by a supplier,subcontractor,or con- tractor to the architect, who reviews for compliance • with the contract documents. The burden of proving that a substitution meets the requirements ofthe project • is typically the responsibility of the submitting contrac- tor Substitutions may occur during the bidding or con- struction phase. • Value engineering: Review ofFF&E materials and/or cost-cutting methods and substitutions affecting qual- ity, size and features of a project. A formal process • that offers a way to optimize project costs. • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • • • - - _ ----__-_ ___---__--______ APPENDIX 1 Useful Planning/Design Resources • -P1A MUMI ilP;£----------------- There are many planning and design resources available for police project • ____ _ ________ ______ managers. One of the best resources is the experience and knowledge of t2ntt of the h I� colleagues who have recently built facilities.They can offer insight into their • planning process,documents and contracts issued,what they would do differ- ____the experience and—____..--- ently, what they would do over again and can offer a unique personal and • ____knawiadee aucol_eagues - professional perspective. • who have reeentllCbAiLt.-____ Site visits to recently built police facilities are not only beneficial, but are an --- 1��•--------------- - -- essential tool to clarify project goals and objectives.They also help formulate • __-____ - __ a planning team's vision and an architect's understanding of that vision. Site 31WAsita-to recently built _ visits allow for a visual experience of design features, adjacencies, interior finishes, furnishings and other details,while blending with the realities of ac- tual facility use. Site visit photos are recommended for later design clarifica- _. henenciai ton aucce..n.i__- tion. Compiling an album or computerized database of photographed design • bulldinS pml � features is an excellent way to preserve these items for later reference.Cat- egorizing each facility by name and each photograph by function or design • _ --- __ _ ___ feature is especially helpful. Compiling a business card file of all site visit contacts is highly recommended. • _ Networking with prior project managers,discussing common pitfalls and suc- • -- -- cesses of each project and ascertaining particular details related to transition • ___ or furniture specifications and purchases, are all examples of valuable infor- mation that is available. --- --- Each of the following resources offers a different perspective and category of assistance. IACP-The International Association of Chiefs of Police provides a • number of resources including: A training class in Planning,Designing, and Constructing Police Facilities and information on recently constructed police - facilities throughout the United States. • - - - - (703) 836-6767 (800)-843-4227 www.theiacp.org • AIA- The American Institute of Architects maintain new and archived articles available that may assist you with a specific design or construction • --- ---- topic.They also sponsor training seminars and conferences with police • related topics and speakers. • (202) 626-7300 www.aiaonline.com • ___________—___________ __ NIC - The National Institute of Corrections provides assistance in subjects dealing with jails and holding facilities.This federally fimded _- -- — ----- organization offers free technical assistance with planning,designing and • constructing jails. - -- ------ — - ----- - (800) 995-6429 www.nicic.org • CALEA-Commission on Accreditation of Law Enforcement Agen- cies provides general guidelines for standards concerning holding facilities, property areas and communication centers. • ----------- - - -- -- (800) 368-3757 www.calea.org • IACP Police Facility Planning Guidelines:A Desk Reference for taw Enforcement Executives • • • • • • APPENDIX 2: • • Police Facility Planning Guidelines •' Site Visit Protocol • • . Overview • - - _ There are many facets to the planning, design, and construction of a new police facility. Included here are some suggestions for agencies to follow as • they contemplate model site visits-an important step in information gathering - during the planning phase of a new building project. _PLANHMG..TIPS . ........ -. • Choose a Site to Visit Ngvir_tg_elaai_Sita\halt:_..__..- • If you have not already chosen a model site to visit, contact these resources cheese a�ta�v;-k ghat_ . - • to locate a model site near you,that reflects your department size,budget and type of policing e.g. problem-solving. The closer the comparison the more -ckkaW.nafleet%you uflifing • valuable the information budget Develop • Develop a Travel Budget for Site Visits 22-Develop a t®uelbudget,for • Most police departments do not have a budget set aside for new facility plan- --see-visits - • ning. For this reason, it is recommended to consider visiting local agencies _3.Dstwmk9 the$ite.Yi;flt.teem- within a short travel distance for site visits. Even if a local site is larger or 4<Scheduh1 jntepriews for-the_ • smaller than your department, valuable insights can be gained by discussing • the planning,building and construction of new facilities with a colleague. -- • If your department has chosen an architect, discuss with them the possibility of visiting local sites and suggest applying the travel costs to -bftendew questions-- • their planning/design budget. fi netermine the form and _ • • Check with the local municipality for a real estate representative. Some reeigients Qf the�ite�tisit cities have real estate representatives to assist local departments to • relocate or build. They may be able to cover the cost of or assist in a report • model site visit _. • If you are in the planning stages and funds are available to include a line • item for site visits in your current budget Determine a Site Visit Team -- -- • - - - - Each agency's resources and needs will be unique in this process. The mu- nicipal or departmental restrictions relative to budget, architectural selection - - - process,etc.may well determine whether you will be able to visit model sites .._ __.__.-. and,if so,who will be on the team.The most important persons to include are: •The police chief or facility project manager •The facility planning committee chair or member •An architect or city planning representative • •The city manager or municipal board representative • Keep the team number small and choose the team with your goal in mind Since you may want use this visit to instruct,plan the team and the visit around that goal. • • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • Schedule Site Visit Interviews Schedule interviews with the chief or project manager,building occupants,and architects. Site visit goals and outcomes are: •To review building cost estimates and timelines r •To review building site recommendations, design options and/or restrictions •To determine helpful strategies for dealing with planning teams or governing municipal committees •To determine important training and/or user needs for building occupants • To review choices of architectural firm Ask the local chief or facility project manager who they would recommend for interviews. Inform the interviewees of the reason for the visit and the scope of your project. Determine Site Visit Interview Questions Included in this document are sample questions for site visits. Determine the interview ques- tions based on the stage of your facility planning, building process and what the goals and objectives of the visit are. Use the included questions as a template and modify them according to your needs. A user's roundtable,consisting of representatives of the occupants of the build- ing,is strongly recommended.Design advantages or disadvantages are often uncovered at this • roundtable discussion. (A group of 5-10 is recommended). Decide the Form and Recipients of the Site Visit Report • The goals of the site visit will determine the form and recipients of the report. Of course, as a courtesy, provide the site visit host with a copy of the report. It may be useful to them also. Recommendations for report recipients include: •Chief or facility project manager • •City manager or mayor • City planner or member of the planning commission • • Architectural team • Police union steward or employee(officer and/or civilian)representative Include a section within the summary for conclusions. Make sure the points you need to em- phasize, which support your project, are clearly stated. Provide a reference list from the site visit for your city manager or other municipal officials to contact for further information. This may prove persuasive as the project continues. IACP Police Facility Planning Gvidelinesr A Desk Reference for Law Enforcement Executives • • • Site Visit Suggested Questions j • BIG PICTURE QUESTIONS: Planning&AdministrativePmcess Questions fortheChief 1 How is success defined? • 2 Would you consider the building of this facility a"success?" 3 How was the site location determined?What criteria was used? 4 Did you visit any other sites?Which ones and why? 5 Does this building reflect the departments policing philosophy?Examples. 6 How did you balance community access needs with the need for security? • 7 Were there any unexpected stumbling blocks in the planning,design,or building process? . • What were they? • • How were they resolved? • Recommendations to others? • 8 What did you learn from the planning,design,building process that you think is essential for others to know? • 9 Are there any unexpected problems with the current facility? • 10 How was the communication between police officials and architect facilitated? • What ingredients made that relationship successful? • • What recommendations would you make for other departments/architects? . • How were specific police facilely needs communicated to the architect? 11 How did you choose the architect?Would you recommend that process? • What criterion did you use? '• • Did you view any of their previous buildings? !• 12 How was the Planning Committee decision-making process accomplished? • Consensus ',• • Chief(polrtical)veto? • 13 Was adaptive reuse of existing structures ever considered?If so,why discarded? 14 Was there diffKwlty getting financial and community support for the facility? • • If so,how was fi resolved? . • How did you justify the need for a new building to local officials and community? • • Tips for others? • 15 What need/risk assessment tool was used?Was it accurate?Can a be recommended? • 16 Did your planning process include future expansion? -- - ---- -- -... --- • • • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • WALK THROUGH QUESTIONS: (Look for adequate space and ventilation of officer lockers;parking . &access for officers,crime lahlforensics design;evidence storage,general work flow issues;security measures). 1 From a staff perspective,what works best about this building? 2 Does the building design effectively support work flow (e.g.arrest,booking,holding,interviewing?) 3 What is missing that could be useful to the facility?What do you wish you had in this section?(individual working sections) 4 Has the choice of location proven to be a good one? 5 Have there been any citizen complaints or compliments about the building/location? 6 Were materials used in the building inner-outer surfaces good choices?Why? 7 Has either building access or usage become problematic?Hovel? •Staff AccesslUse • •Citizen AccesslUse 8 What,if any,are the shared uses of the building?What works,what doesn't? ROUNDTABLE QUESTIONS: (Focus here on functionality and shared uses;fighting;foot traffic flow; communication systems;heatinglcooling features;staff input on design&future plans;security,staff&visitor parking.) 1 Which section do you work in? 2 Have you done this work in another facility?Can you compare functionality? • 3 How is this building an improvement over the old building?(if applicable). 4 In your view,what is the most positive characteristic of this building?The most negative? A 5 Does the building contribute to greater staff efficiency?How?;Impede?How? 6 Does your section have adequate space to operate effectively? . 7 How involved were you in the planning,design,building,or occupancy stages? • 8 How was(is)your involvement helpful in assisting design of the work flow or business process in your work area? 9 Are there any building design or occupancy issues that you would recommend be addressed by other departments who build new facilities? 10 Are you involved in agency future plans for expansion(if there are any)? 11 Is heating/cooling system adequate? _.--- - • IACP Police Facility Planning Guidelines:A Desk Reference for Law Enforcement Executives • • CITY OF DANIA BEACH DEPARTMENT OF FINANCE MEMORANDUM TO: City Manager Memo: DFA-08-31 FROM: Patricia Varney,Director of Finance DATE: October 22,2008 SUBJECT: Interim CIPs for Public Safety and Urgent roof replacement With the findings on the BSO offices located at the City Hall, reassessment of capital improvement projects by the new Fire Chief and the condition of the roofs, an interim capital improvement plan is submitted as they were not addressed at the original five year CIP submitted to the Commission in July,2008. This interim plan indicates an immediate need in FY 2009 for projects amounting to $1.68 million. Of this amount, $1.29 million is for the Fire Rescue Department, $300,000 for the BSO offices and $90,000 for roof replacement atop the commission chambers at City Hall. Also included in this plan is a required funding for the Fire Rescue Department CIPs from FY 2010 to FY 2013 for approximately $3.31 million. Recommendation for funding for the BSO office renovations and City Hall roof replacement programs totaling $390,000 will be for $360,000 from the General Fund Fund Balance and $30,000 from the Contingency. As for Fire Rescue, Fire Chief McCartt is requesting the purchase of a 75 feet Ladder/Fire Apparatus and a four door extended chassis Advanced Medical Transport Apparatus in FY 2009. Recommendation for the funding of the equipment being requested is a through revenue bond pledging the Fire Assessment fees for the Fire Engine and lease purchase agreement for the Medical Transport Apparatus. Since the equipment requires approximately a year to build, the debt service for these two projects will be funded in FY 2010. Besides the purchase of the Fire Engine, other additional costs related to the Engine were submitted with the CIPs, such as hoses, wrenches, airpacks etc. (copies of the listing is attached as details to the CIP). The funding for these requests (approximately $135,000 for each engine)will be derived from the Fire Reserve. For additional costs related to the Medical Transport Apparatus, 50% of the equipment costs (approximately $44,000) will be from the General Fund. As for the operating costs (approximately $47,000) is from Fire Reserve. The roof replacement for the Fire Administrative building will be funded from the FY 2009 contingency, while the roof replacement for Station 1 will be funded from $100,000 from the Fire Reserve and $50,000 from the contingency. As to the staff vehicles replacement program, $38,000 in FY 2010, and $80,000 annually from FY 2011 to FY 2013, is from the Fire Assessment fees, the remaining required amount will be from the General Fund. A command vehicle in the amount of $155,000 is also being requested, it is a replacement of a current vehicle, however, more equipment is being added to this vehicle. This funding will be from the revenue bond. A CIP for the construction of 1,000 square feet of physical training facility and 1,000 square feet of storage area for medical supplies for Station 1 is submitted for approximately $615,000 including exercise equipments. The funding of this project will be from a revenue bond with the exception of $25,000 from the General Fund for the purchase of the exercise equipment. In summary, the City will be required to issue debt for a total amount of $3.15 million over a five year period in order to fund for the requests by the Fire Department. At the present time there is no public financing appetite in the market, I used 5.5% interest rate for FY 2010 and FY 2011, and reduced it to 5.0% from FY 2012 forward. I am recommending a loan of 10 years for Fire Engines apparatus and 8 years for the Advanced Medical Transport Apparatus. This will allow the City to build back up some Fire Reserves before the next cycle of the replacement program. The loan for the Fire Command vehicle is for five years. The debt service for the Fire Apparatus will be from the Fire Assessment fees. As for the Advanced Medical Transport Apparatus, 50% will be from the General Fund and 50% from Fire Assessments fees. The term for the loan for the construction of the physical training facility and the storage area is 20 years and the debt service is from Fire Assessment fees. Attached is a summary of the fiscal impact which will provide a projection of residential Fire Assessment rate increase to fund the projects and the required funding from the General Fund. Also provided are examples of rate increase for two commercial properties. Should the Commission agree the funding of the proposed projects, it is imperative that the allocation of such funds be adhered to according to the schedule. The impact on the Fire Reserve includes other operating expenses that need to outfit the Fire engines and the rescue unit. It is projected that at the end of September 30, 2008, the Fire Reserves will have fund balance of approximately $987,000. No additional reserves will be added to this fund effective FY 2010. After the funding of the projects using Fire reserves, it is projected to have an available balance of approximately of$378,000 by FY 2013. This will provide funding for capital outlay projects such as washer for the bunker gear($12,000), or inventory barcode systems or any over run of costs. Projected Impact Impact on Fire Assessments Other CIP Total Add'I Fire Residential Grandpa's Debt Service projects through Assessments Rate DCOTA Restaurant cash basis FY 2010 72,060 369,820 441,880 $109 $13,451 $1,345 FY 2011 243,985 120,000 363,985 $106 $13,083 $1,308 FY 2012 331,650 260,000 591,650 $115 $14,158 $1,415 FY 2013 355,006 120,000 476,006 $110 $13,607 $1,360 FY 2014 355,006 355,006 $106 $13,041 $1,304 FY 2015 355,006 366,006 $106 $13,041 $1,304 FY 2016 355,006 366,006 $106 $13,041 $1,304 FY 2017 319,206 319,206 $104 $12,872 $1,287 FY 2018 297,501 297,501 $103 $12,769 $1,276 FY2019 275,146 276,146 $103 $12,664 $1,266 FY 2020 224,791 224,791 $101 $12,426 $1,242 FY2021 99,215 99,216 $96 $11,833 $1,183 FY2022 47,350 47,350 $94 $11,589 $1,158 FY2023 47,350 47,350 $94 $11,589 $1,158 FY2024 47,350 47,360 $94 $11,589 $1,158 FY 2025 47,350 47,350 $94 $11,589 $1,158 FY2026 47,350 47,350 $94 $11,589 $1,158 FY2027 47,350 47,350 $94 $11,589 $1,158 FY2028 47,350 47,350 $94 $11,589 $1,158 FY2029 47,350 47,360 $94 $11,589 $1,158 FY2030 47,350 47,350 $94 $11,589 $1,158 General Fund Debt Service Other Projects Total FY 2010 21,705 21,550 43,265 FY 2011 44,060 140,412 184,472 FY 2012 44,060 49,200 93,260 FY 2013 67,416 53,136 120,652 FY 2014 67,416 67,416 FY 2015 67,416 67,416 FY 2016 67,416 67,416 FY 2017 67,416 67,416 FY 2018 45,711 45,711 FY 2019 23,356 23,356 FY 2020 23,356 23,356 Fire Reserve Other Projects Debt Service include require Total Balance operating cost for Engine and Rescue Projected 9/30 Balance $987,000 FY 2009 0 100,000 100,000 $887,000 FY 2010 0 204,178 204,178 $682,822 FY 2011 0 207,327 207,327 $475,495 FY 2012 0 0 0 $475,495 FY 2013 0 96,807 96,807 $378,688 C y C � � LL N L V Z LL C LL w O N C N y C 0 LL U y y 04 D D � C7QLL c c I\L Ol 0) C7 � J D N C7 N N dD N :a . LL LL o f E d E K o E c o c c m w N Z N C N c a M li c Id > 0) OS N N O) C S > C > C C C X LJlL LLIL U V9 LLG� 0p-' CJ pUU a pp ��pp aa N O Op O O O O OO O O $ 88 O S O S M 0 7 0 t 0 OO) M M _ 7 0 0 0 0 8 S N 0 0 O 00 N 0 1� 0 O) N N N pp 0O " 00000N T mm m O N OMp NM07 N aDN SON IT S cOM M 0 N M WN �MO I N M O N MaDN O w cM Yl Pl O O n 00 00 0 0 0 0 00 O O O 00 ^ O N O M O O r �Np 00 O N OON } ITN O r0i LO � N0M LL M w M 1q N O O 000000000 0 0 0 O O O O 0 0 0 0 0 0 0 0 O O N N N O O N 00 N O l0 N N Y c0 LO N LL pp 0000000008 pp 00 O 0 0 0 0 0 0 0 0 0 0 C O O O O O C O O N N0000 !9 N co N 0) N } O O N DD LL 7 O R 0 00000000 O O O 0 0 O N O O p Mp M 0 D O m Oct o O 7 ONO_7 � m o m — aN m n N (Douro N} NM Cl) M M N N M O N LL II y 1 I W 7 O 00 O O O 00 00 O O O O Q O O N O O O 0 t0 O N O O OO `� OO 0) O O 00 -- C) O er aN 00 O 00 N O O c0 V N N O N u) 0 O M w O c0 00 c7 EO >, 00 M M d Cl) ' O 1 LL U w y O) J y 0 O y Q D CO E G 2 y 01 p C W Ecm o aa < m .E @ NF c wic G Q l0y of goon d E c dd md l Lo 8 r tip D r C y N W 'N U 0) D � a0MaX0y �8L c cc ccyyo 53Dmyo � cc cnCL ° °oo LL LL � m C U O O d E O@ N O) •- ,0 D: w y m m y d y w0c � o) oQ of > oo EE Sa� a� QKc — 'p d � > yv2 E :c. 0 O JE cccyy > ;g a` LLv) a 2 ii w u. co U co in u) co aci COJ a 0 iz ii � Fp ILL cmm m U H IL City of Dania Beach Capital Improvement Request Form Project: FIRE APPARATUS: 75' LADDERS& ENGINE Priority 1 Project Manager: DEPUTY CHIEF CASSANO Department: FIRE DEPARTMENT Division: FIRE OPERATIONS Project Location: Fiscal Year FY 09 FY 10 FY 11 FY 12 FY 13 Total FY 07-08 Plan &Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $0 $0 $0 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $0 $0 $0 $0 $0 $0 Equipment/ $759,110 $781,883 $0 $0 $0 $1,540,993 Furnishings Other(Specify): $45,744 $48,031 $0 $0 $0 $93,775 Equip for Engine TOTAL COST: $804,854 $829,914 $0 $0 $0 $1,634,7681 $0 Rev. Bond for Revenue Source: Apparatus/Fire Reserve Description Justification and Explanation) The purchasing of aerial apparatus in 2009 and one in 2010 will replace the current back-up engine apparatus Engine 216 and Ladder 225.The first of the two apparatus requiring replacement is unable to pass a engine pump test and is beyond the reasonable life expectancy,therefore needs replacement and should be placed into surplus.The 2010 replacement, Ladder 225 will be past its useable productive work life.The vehicle did not pass the vacuum portion of the annual pump test and though passed, showed serious difficulty pumping water to NFPA standards. Both apparatus scheduled for replacement DO NOT meet NFPA standards for firefighter safety, DO NOT provide for the required refrigeration of ALS drugs or proper compartment storage for medical equipment/extrication equipment, DO NOT have adequate scene safety equipment; lighting,generated power,foam suppression devices, on-board power-take-off for extrication equipment, reflective painting schematics,or appropriate room for mobile data and communication equipment. EQUIPMENT COSTS:Allow for the apparatus specifications to include all required NFPA equipment to be purchased with the vehicle.ALS Equipment: Allows the complete purchasing of all required ALS equipment per state law and in accordance with current protocols and procedures regarding advance medical care.The ladder purchases are necessary to provide proper building height coverage for ladder operations given the building approvals of increasing height structures. Ladder purchase are necessary for rescue related assistance to victims effected by smoke and fire and unable to descend stairwells during active fire-ground operations. Lastly the purchase of a 75'minimum ladder apparatus provides required ISO (in-zone)coverage and(out of zone) coverage with a ladder apparatus in preparation of a upcoming ISO review for the City of Dania Beach. BOTH 216&225 WILL BE TRADED IN ON THE NEW APPARATUS OR SOLD TO HIGHEST BIDDER THROUGH SURPLUS. Annual Impact on Operating Budget Personnel: Descriptive: Operating: Replacement Year: Cost: Revenue/Other: Total $0 Manager Recommended: Commission Approved: Dania Beach Fire Rescue 10/08 Engine Inventory # Item Operating Equipment Extrication Tool 2 100' Hydraulic Hose Reels $990 00 1 Extrication Tool and Powerplant $19,729.00 Set of TNT Rams $0.00 - - - TNT Cutter 0 - - - Spreader- -_ $0.00, _ _- TNT powerplant _ -__- $0.00' Inside Cab Inventory $0.001 1',Elevator Entry Key Set $199.95 1'Set Passport Accountability Tags with board $140.00 41 Helmet Tags $260.00 _ lRadiation Pager $389.00 4'Dave Clark Headsets $1,600.00 1 Pair BINOCULARS $149.95 4'Shoulder Mikes $280.00 4 Radio Cases 1 BwldinR Survey Book - _- $0.00; 1'Preplan Book - - - - -- -- - $0.00 1 Spot Light $72.50 _- 4 Safety Vests -- $175 80! 1 Cell phone with charger $0.0011 1 L ifepack 12 $161500.001 1 Rapid Intervention Bag with Rope and Emergency SCBA $3,900.00 4 Spare SCBA Air Masks $668.72 - 1iLifepack 12 with Accessories __$16,500.00 1.Spare Oxygen D Cylinder $286.00 1',Spare Battery Kit - - $0.00 1 Broward County Map Book $0.00 6 50' Sections of Preconected 1 3/4" hose $725.70, - - - - 2 1 3/4 automatic nozzles $898.00 1 24" pipe wrench $49.00 2 2 1/2" spaner wrenches _ -_ $92.00 2',5" Spanner wrenches $176.00 1 Rubber Mallet $20.00 1 20' section 2 1/2 V hose connecter $80.00 1 50' Section 5" hose connector $325.00 1 set of vaarious sizes of hose gaskets $32 00', -T 1 5" hose roller $144.00 i can silicone Spray — -_ $2.00 2',pairs leather gloves $28.40 2 pairs rubber gloves_ $22.80 _ 2 51" Crow Bar $260.00 1 pair 36" Bolt cutters $339.00 2,Closet Hooks $130.00 1:Flat Head Axe $75.00' Dania Beach Fire Rescue 10/08 Engine Inventory 2 Pick Head Axe $150.00 2 Sledge Hammers $98.00 _ 1'K-Tool w/Center Punch $129.00 2 Crow Bars $120.00 2 Scoop Shovels $76.00 2 Flat Shovels $76.00' Salvage Kit $429.95 1:2-1/2 Distributor Nozzle $479.95 15" Quick Connect to 4 1/2" hydrant connection $940.00' 1'Glassmaster with Center Punck $130.00' 41SCBA Bottles Spares $676.00 2'Wheel Chocks - — $380.00' 3'Circle D Lights $480.001 3,50 ' Industrial Extension Cords $27.00' 1'Sawz All with 6 blades (5 metal, 1 wood) _- $251.00 5'Road Flares $45.00, 1'Stack Tip set for master stream nozzle $251.95 31,2 1/2" double males $188.85' 1 1 1/2'to 2 1/2 increaser --- ---- _ _ - _$18.95 - 112 1/2 to_1_1/2 reducer $35.00 12 1/2 to 1 1/2 gated wye - --- - -- f $343.00 - 1 2 1/2 siamease $244.00 1'2 1%2 Wye -- - - $280.00 1 4 1/2 hydrant cap -_ $120.00 2 2 1/2 hydrant caps $66.00 1'2 1/2 discharge cap -_ $43.00. 1'hoseJacket $250.00 hose-- $290.00 roller with rope - - $620.00'- 1,Foam Eductor with pickup tube and nozzle $621W 1',metal Portable Foam pick up tube $0.00, 2'Barricade Foam Containers 5 gallons- _ $512.00 1 Barricade Foam Eductor w/nozzle - -_$630.00. 21Barricade Foam pick up tubes $136.00 _ 1 Piercing Nozzle withhu Stoff $729.00 2 2 1/2 " Combination Nozzles $1,058.001 2 2 1/2" Playpipes w/ 1 1/8" and 1 1/4" tips 976.00__ 2 2 1/2" spanner wrenches $36.00'. 2 5' Spanner wrenches $194 00' 1 Hydrant Wrench $89.00LL 2 Small Rope Hose tools $40.00, $0.00 ---- - -- - 1 Collapsable Street Valve Key $165.50! 21catch Basins $14.00' 2�Rolls Yellow Barrier Tape $40.00 2 Rolls Duct Tape $8.00 _ 1''5" hose Clamp $265.00 - 1 Flat Head Axe 64.00 Dania Beach Fire Rescue 10/08 Engine Inventory 1 Halligan Tool $240.00 1 Pick Head Axe $64.00. 3 ARS Extrication Struts $1,950.00' 2 Strut Bags $250.00 1 K 12 Saw with Diamond Blade $2,400.00 1:Vent Master Chain Saw $2,100.00 1'Mixed Gas Can 1 Gallon Size $15.00 1 Chain Saw tool kit $9.00 1 Container chain oil $35.00 1 Funnel $3.00 1 Come A Loncg Kit $290.00' 6 DOT approved 36" traffic cones $288.00- 2 rope hose tools $4.00 1'300' preconnect 1 3/4 tool $1,259.00 10 5" hose 100' Sections $61600.00 20 2 1/2" hose 50' sections $3,420.00 2 12' Pike Pole $242.00 2 8' Pike Pole $144.00 2-6'-Pike -Pole- $132.00 11 150' Preconnect with Nozzle $860.00 1114' Roof Ladder $272.00 2 16' Roof Ladder $594_00 1 10' Attic Ladder $227.00 1 35' Extension Ladder $973.00 1 24' Extension Ladder $590.00 1 14' A Frame Ladder __ $455.00 1'Backboard with Stra s $254.00 1'Gas Powered Exhaust Fan $2,330.00 1,20 lb. CO2 Fire Exingusiher $280.00 1!2 1/2 Gallon Pressure Water Extinguisher $225.00 1,20 LB Dry Chemical Extinguisher $335.00 1 50' Air Hose $50.00 1 Large Rope Hoe Tool $54.00 4 Pompier Ladder Belts $1,200.00. 1 Rope Bag with 150 1/2 nylon rope $165.00 2 Rope Bags with150' 7/16 nylon rope each $300.00! - -1 petersen Bouy $90.00 - 1 Cribbing Kit $200.00' 1 2 1/2" tp 1 1/2" gated wye $343.00 1 160' 1 3/4" Hose $360.00_ _ _ 1150' _3 3/4 "-hose $180.00 1 i 6' 2 1/2" Hose $80.00 1 Green Tip Break_away nozzle $400.00 1 Water Thief $28600 21-Off Set Spanners $180.00, 2:Rope Hose Tools $120.00 4 Door Wedges_ $80.00, 1 LSprinkler _Shut Off kit $160.00, 1'Alum Alloy 2 1/2" Female 1 1/2 Male Reducer $35.00 Dania Beach Fire Rescue 10/08 Engine Inventory 1 15/16 Smooth bore nozzle $300.00 2 Salvage Kits $573.00 2 Floor Covers $180.00' 1 100' Extension Cordon-Reel with GFI Junction Box $420.00 1 Tool Box Inventory $350.00. Monitor _ 1 RAD 5_7 Pulse Oximeter $3,300.00 1 5 gas Multirae with PID $2,450.00. 1,RIT Tracker $800.00 1'Thermal Imaging Camera 1lTrauma Bag (See trauma bag inventory) $375.00 1 Adult ALS Box $600.00 1 Pediatric Broslow Bag) $500.00 1,Autopulse $15,285.00 Total $89,213.62 $45,744.00 City of Dania Beach Capital Improvement Request Form Project: SELF CONTAINED BREATHING APPARATUS (SCBA) REPLACEMENT PROGRAM Priority Project DEPUTY CHIEF CASSANO Mana er: Department: Fire Rescue Division: FIRE OPERATIONS Project Location: Fiscal Year FY 09 FY 10 FY 11 FY 12 FY 13 Total FY 07-08 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $0 $0 $0 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $0 $0 $0 $0 $0 $0 Equipment/ $0 $296,820 $0 $0 $0 $296,820 Furnishings INCIDENT COMMAND $0 $35,000 $0 $0 $0 $35,000 COMM.MODULE TOTAL COST: $0 $331,820 $0 $0 $0 $331,820 Revenue Source: FireAssessment Descri lion Justification and Explanation) The Fire Rescue Dept. utilizes a high pressure air bottle and regulator, mask and harness to deliver breathing air to firefighters entering or working around hazardous gases.The SCBA units currently in use have reached beyond the 10 yr. life expectancy. The current breathing systems DO NOT meet NFPA current guidelines. DO NOT have improved communication systems or "heads-up"mask displays that provide firefighters with critical situational awareness with respect to their bottle/breathing system. Advancing technologies will be acquired allowing Dania Beach Fire Rescue personnel to be well protected when engaged in fire and smoke conditions. Department currently has 36 units.The replacement of those units with advanced bottle and breathing system technologies will cost approximately$8,245 per complete unit to include"multilink"buddy breathing support hose system. This purchase works with other fire rescue equipment updates to advance the City ISO upcoming rating re-classification. Communication Module$35,000, allows for Incident Command leadership to have real-time situational awareness of all firefighter locations inside/outside building air quantities after being"swipped-in"with the interfaced communication system with GIS. Annual Impact on Operating Budget Personnel: Annual operating costs require annual maintenance and upkeep,this to be done through a contracted vendor, eventually through an in-house SCBA leaser with proper qualifications and Operating: $4,000 equipment for maintenance.The ten year replacement costs are $387,684 10 Yrs Replacement Year: projected at a 5% per annum cost. Cost: Revenue/Other: Total Manager Recommended: Commission Approved: City of Dania Beach Capital Improvement Request Form Project: FIRE DEPARTMENT ADVANCED MEDICAL TRANSPORT APPARATUS Priority 2 Project Chief Cassano Mana er: Department: Fire Department Division: IEmergency Medical Services Project Location: Fiscal Year FY D9 FY 10 FY 11 FY 12 FY 13 Total FY 07108 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $0 $0 $0 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $0 $0 $0 $0 $0 $0 Equipment/ $275,000 $283,250 $0 $0 $308,000 $866,250 Furnishings Other(Specify): $43,100 $44,824 $0 $0 $48,272 $87,924 TOTAL COST: $318,1001 $328,074 $0 $0 $356,2721 $1,002,446 Lease Purchase/GF/Fire Lease Revenue Source: Reserve Purchase/GF/F ire Reserve Des cri lion Justification and Explanation) FY09 Replaces 1995, FY2010 replaces 1996, and FY 2011 1999 Freightliners(currently all with over 120,000 miles on the engine and body)these units will have been in service for over ten years and transported some 10,000 patients to area hospitals. None of the replaced apparatus meet required patient compartment air conditioning requirements,DO NOT have required refrigerated storage for medications, DO NOT provide for advanced cooling protocols for rapid patient cooling, DO NOT meet or exceed scene lighting or improved illumination schemes. All units up for replacement are in poor condition and are in need of replacement. All units will be moved into surplus and will not be left in current fleet once replaced. All new units will come completely stocked with new Advanced Life Support equipment and supplies, allowing for the remaining fleet units to be fully stocked and ready to respond during disaster response initiatives and details. Cost represents purchase of(3) Rescue Transport Apparatus fully equipped. Annual Impact on Operating Budget Personnel: Descriptive: Operating: Replacement Year: Cost: 10 yrs Revenue/Other: Total Manager Recommended: Commission Approved: Compartment 1 k Operating Equipment__ 2 Long Backoards $506.88 I Scoop Stretcher T $405.0�_ 1'LBS 3 $1,359.00 4iHead Beds $59.20 11Set of Backboard Straps_- - $40.00 Compartment 2- 1 Nirtonox Kit 0�w/med tag $3,035.0 _ 1 Trauma Bag $94.001 Autop eu sl eu sl - $15,285.00 1 _ Compartment 3 1'Flat Head Axe $89.60I 11 Halligan Tool $264.95 _3Set of Bolt Cutters __ _- $65.001- 1 Hydrant Wrench — $43.20�_ Compartment 4 1l�tair Chair $2,273.00 1 Flash Light $89.00 1 Homatro Electric Tool Compartment 5 t_ 2 Air Packs _ _ _ $9,839.18 - r -_ $8,809.00 Compartment 6 1',Car Seat $205.00; 1 Pedi-Mate $229.001 3Level B PPE Suits _ $31.32 1 1'MCI Kit $264.00 $64.50 Trauma ea $94.00 _ Compartment 7 1 Tool Box 99.00 _ 1 Safety Triangle Cleaning�Supplies - - Compartment 8 2 Long Backboards �~_ $506.88 4 head Beds $5M. D Tanks - Oxygen $1,144.00 Flashlight _ I $89.00 i 1'Airpack _ $4,919.591 Front Cab Emergency Vests $54.04 1,Garage DoorOpener $79.00 1 City Garagee Gate opener _ $79.00 - - - -- - -- _16,PAR Tags $20.00 1Set Knox Box Keys $30.00 1jFlashlight _ $63.50 Patient Compartment 2lPatient Restraints _ $167.84,_ 1ICPAP Device $3,231.84 1 IV Pump _ $2,094.24 - 1 Lifepack 12 1 $16,841.82 - - 1�Zoll PCR Tablet $13,500.00 1lFeric Model93 Cos $4,645.63 T- I -- -� - _ -� - 47 670.57� 43 098.84 City of Dania Beach Capital Improvement Request Form Project: HURRICANE PROTECTION FOR FIRE STATION ONE& FIRE ADMINISTRATION Priority Project DEPUTY CHIEF CASSANO Mana er: Department: FIRE DEPARTMENT Division: IFACILITY MANAGEMENT Project Location: Fiscal Year FY 09 FY 10 FY 11 FY 12 FY 13 Total FY 07-08 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $0 $0 $0 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $0 $0 $0 $0 $0 $0 Equipment/ $0 $0 $0 $0 $0 $0 Furnishings Other(Specify): $0 $0 $0 $0 $40,000 $40,000 TOTAL COST: $0 $0 $0 $0 $40,0001 $40,000 $0 Revenue Source: Fire Assessment Description Justification and Explanation) Both Fire Station One and Fire Administration are not protected with accordian shutter systems for hurricane preparedenss, requiring extensive time to install individual shutter systems. The time spent logically moves personnel away from more important preparedness work that oftentimes needs to occur across the City of Dania Beach and responding to citizen preparedness needs. Annual Impact on Operating Budget Personnel: Descriptive: Operating: Replacement Year: Cost: Revenue/Other: Total $0 Manager Recommended: Commission Approved: City of Dania Beach Capital Improvement Request Form Project: STATION ONE FACILITY IMPROVEMENT Priority Project DEPUTY CHIEF CASSANO Mana er: Department: FIRE DEPARTMENT Division: FIRE RESCUE OPERATIONS Project Location: FIRE STATION 1 Fiscal Year FY 09 FY 10 FY 11 FY 12 FY 13 Total FY 07-08 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $5,000 $0 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $0 $0 $0 $20,000 $0 Equipment/ $0 $0 $0 $0 $0 $0 Furnishings Other(Specify): $0 $0 $0 $0 $0 $0 TOTAL COST: $0 $0 $0 $0 $25,000 $0 $0 Revenue Source: Fire Reserve Description Justification and Explanation) The crew quarters are not properly designed for the requirement of the current department mission. The current configeration does not meet the requirements of the National Fire Protection Standard#1500. The renovation would require seperation of each crew sleeping quarter by the construction of a wall to the ceiling and installing air conditioning and ventilation in each room. Annual Impact on Operating Budget Personnel: Descriptive: Operating: Replacement Year: Cost: Revenue/Other: Total $0 Manager Recommended: Commission Approved: City of Dania Beach Capital Improvement Request Form Project: COMMUNICATION EQUIPMENT UPGRADE - RADIO PURCHASE PLAN Priority 1 Project DEPUTY CHIEF CASSANO Mana er: Department: FIRE DEPARTMENT Division: OPERATIONS Project Location: Fiscal Year FY 09 FY 10 FY 11 FY 12 FY 13 Total FY 07-08 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $0 $0 $0 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $0 $0 $0 $0 $0 $0 Equipment/ $0 $0 $0 $180,000 $0 $180,000 Furnishings Other(Specify): $0 $0 $0 $0 $0 $0 TOTAL COST: $0 $0 $0 $180,000 $0 $180,000 $0 Fire Revenue Source: Assessment Description Justification and Ex plan Portable Radio Replacement Program: 36 portable XTS 5000 Digital Platform Next Generation Motorola units @ a replacement cost of$4,600/portable radio, equaling $165,000.00 dollar investment with a 7-8 year work life expectation. Additionally a second in-building signal amplification system for back-up Battalion Chief apparatus at a $15,000.00 dollar cost, improving radio signal strength and ease of radio communications with interior firefighting crews. Purchase allows for a three year extended warranty on parts and service. Annual Impact on Operating Budget Personnel: Descriptive: Operating: Replacement Year: Cost: Revenue/Other: Total $0 Manager Recommended: Commission Approved: City of Dania Beach Capital Improvement Request Form Project: FIRE ADMINISTRATION RE-ROOFING PROJECT Priority 1 Project DEPUTY CHIEF CASSANO Mana er: Department: FIRE DEPARTMENT Division: FIRE RESCUE ADMINISTRATION Project Location: Fiscal Year FY 09 FY 10 FY 11 FY 12 FY 13 Total FY 08-09 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $0 $0 $0 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $20,000 $0 $0 $0 $0 $20,000 Equipment/ $0 $0 $0 $0 $0 $0 Furnishings Other(Specify): $0 $0 $0 $0 $0 $0 TOTAL COST: $20,000 $0 $0 $0 $0 $20,000 $0 Revenue Source: Contingency Description Justification and Explanation) The Administration building roof needs to be re-roofed at a estimated cost of$20,000. This roof has been repaired numerous times to no avail. The re-roof project will provide at minimum a 15 year roof failure warranty, providing an estimated 20 years of continued service from the Administration Building. Annual Impact on Operating Budget Personnel: Descriptive: Operating: Replacement Year: Cost: Revenue/Other: Total $0 Manager Recommended: Commission Approved: City of Dania Beach Capital Improvement Request Form Project: STATION ONE RE-ROOFING PROJECT Priority Project DEPUTY CHIEF CASSANO Mana er: Department: FIRE DEPARTMENT Division: FIRE RESCUE OPERATIONS Project Location: Fiscal Year FY 09 FY 10 FY 11 FY 12 FY 13 Total FY 07-08 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $0 $0 $0 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $150,000 $0 $0 $0 $150,000 Equipment) $0 $0 $0 $0 $0 $0 Furnishings Other(Specify): $0 $0 $0 $0 $0 $0 TOTAL COST: $150,000 $0 $0 $0 $0 $150,000 $0 $100K Fire Revenue Source: Reserve/ Contingency Descri lion Justification and Explanation) The Fire Station flat roof needs to be re-roofed at a estimated cost of$150,000. This roof has been repaired numerous times to no avail. The re-roof project will provide at minimum a 15 year roof failure warranty, providing an estimated 20 years of continued service from Fire Station#1. Annual Impact on Operating Budget Personnel: Descriptive: Operating: Replacement Year: Cost: Revenue/Other: Total $0 Manager Recommended: Commission Approved: City of Dania Beach Capital Improvement Request Form Project: COMMAND OPERATIONS APPARATUS Priority 2 Project DEPUTY CHIEF CASSANO Mana er: Department: FIRE Division: FIRE OPERATIONS Project Location: Fiscal Year FY 09 FY 10 FY 11 FY 12 FY 13 Total FY 08-09 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $0 $0 $0 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $0 $0 $0 $0 $0 $0 EquipmenU $0 $0 $0 $85,000 $0 $85,000 Furnishings UNIT REQUIRED ' $0 $0 $0 $70,000 $0 $70,000 EQUIPMENT TOTAL COST: $0 $0 $0 $155,000 $0 $155,000 $0 Revenue Source: Rev. Bond Description Justification and Ex lanation New command apparatus replaces the 15 year old back-up command vehicle that has neither the correct technologies to support fire ground operations, advanced roof-top lighting, storage compartments as part of a rear closed cab, radio configurations to allow for a amplified radio signal for in-building coverage of radio signalization, Incident Command boards, bank radio chargers, a new MDT mobile data unit, AED, medical equipment, new triage kit for mass-casualty incidents, rapid intervention equipment set-up, radiation detection equipment, and four back-up portable radios Annual Impact on Operating Budget Personnel: Descriptive: Operating: $2,000 Replacement Year: Cost: Revenue/Other: Total $2,000 Manager Recommended: Commission Approved: City of Dania Beach Capital Improvement Request Form Project: FIRE DEPARTMENT STAFF VEHICLES Priority Project Chief Cassano Mana er: Department: Fire Rescue Division: IFIRE & PREVENTION OPERATIONS Project Location: Fiscal Year FY 10 FY 10 FY 11 FY 12 FY 13 Total FY 08-09 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $0 $0 $0 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $0 $0 $0 $0 $0 $0 Equipment) $0 $20,000 $60,000 $61,200 $45,000 $130,000 $0 Furnishings Other(Specify): $0 $18,000 $66,000 $68,000 $64,000 $216,000 VEHICLES TOTAL COST: $0 $38,0001 $126,000 $129,200 $109,0001 $346.000 Revenue Source: Fire Fire Ass Fire Ass Fire Ass Assessment $80,000/GF $80,000/GF $80,000/GF Descri lion Justification and Ex lanation FY10 CIP Seeks to replace a Fire Prevention Staff Vehicle that is some 16 years old,Vehicle 224(1993)at approx. $18,000+ mobile data unit, radio, lighting,fire/arson investigation equipment.Vehicles:230,233, 100(1997, 1999, 1998)all over ten years old will be replaced for Fire Prevention staff vehicles @ 20,000 per unit+mobile data unit, radio, lighting,fire/arson investigation equipment=$60,000.Again all units completed with fire Investigation tools,equipment, gas monitoring equipment, light medical gear,AED's,digital cameras, Mobile Data Terminals(MDT's for reports completed in the field). In 2012 replaces three more vehicles all over ten years old.Those being;two fire prevention staff vehicles and Division Chief Vehicle numbers 234, 235, 236 (1999,2000, 2002). In 2013 replace two fire rescue emergency response operations vehicles used as heavyduty response apparatus,these vehicles will be replaced at a ten year marker.Vehicles 237 and 239 replaced with similar vehicles and equipment @$32,000.00/unit and$22,500 in onboard equipment. Annual Impact on Operating Budget Personnel: Descriptive: Operating: Replacement Year: Cost: Revenue/Other: Total Manager Recommended: Commission Approved: City of Dania Beach Capital Improvement Request Form Project: STATION 93 STORAGE AREA Priority 1 Project DEPUTY CHIEF CASSANO Mana er: Department: FIRE DEPARTMENT Division: FIRE RESCUE OPERATIONS Project Location: Fiscal Year FY 09 FY 10 FY 11 FY 12 FY 13 Total FY 07-08 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $15,000 $0 $0 $15,000 Architecture Land Acquisition/ $0 $0 $0 $0 $0 $0 Site Preparation: Construction: $0 $0 $72,000 $0 $0 $72,000 Equipment/ $0 $0 $0 $0 $0 $0 Furnishings Other(Specify): $0 $0 $0 $0 $0 $0 TOTAL COST: $0 $0 $87,000 $0 $0 $87,000 $0 E0,000 $47,000, Revenue Source: e Ass Description Justification and Ex lanation The completion of Station 93 allows for the next phase of expansion to occur, that being the utilization of 900 square feet of storage space located above BSO Sub-Station. This area was pre-determined to be designed to withstand static load pressures of 200lbs per square foot, allowing for this area to be utilized as a enclosed, fire sprinkled protected storage area for departmental usage. This area will contain open steel shelving, rack storage to allow for a safe, effective and efficient handling of all Station 93, Disaster response gear, NIMS required supplies, WMD response supplies, and CERT gear acquired through grants. Annual Impact on Operating Budget Personnel: Descriptive: Operating: Replacement Year: Cost: Revenue/Other: Total $0 Manager Recommended: Commission Approved: City of Dania Beach Capital Improvement Request Form Project: STATION ONE PHYSICAL TRAINING AND STORAGE FACILITY IMPROVEMENT Priority Project DEPUTY CHIEF CASSANO Mane er: Department: FIRE DEPARTMENT Division: OPERATIONS Project Location: FIRE STATION ONE Fiscal Year FY 09 FY 10 FY 11 FY 12 FY 13 Total FY 08-09 Plan and Studies $0 $0 $0 $0 $0 $0 Engineering/ $0 $0 $0 $75,000 $0 $75,000 Architecture Land Acquisition/ $0 $0 $0 $25,000 $0 $25,000 Site Preparation: Construction: $0 $0 $0 $450,000 $0 $450,000 Equipment/ $0 $0 $0 $25,000 $0 $25,000 Furnishings Other(Specify): $0 $0 $0 $40,000 $0 $40,000 DEMO WORK TOTAL COST: $0 $0 $0 $615,000 $0 $615,000 $0 Revenue Revenue Source: Bond/GF $25K Description Justification and Explanation) Station One training and logistics office space is over thrity years old, and in in total disrepair. This completed project will allow for a 1,000 square foot storage area for medical and fire related supplies and a 1,000 square foot physical training area for fire rescue personnel. The space will be built to withstand a category 4 direct hurricane hit and allows for the disaster response supplies to be safely stored in preparation of any disaster response. The current space is mold filled and totally inadequate for the storage of medical or fire supplies and has no ability to withstand a hurricane impact. This condition leaves the City of Dania Beach unable to count on the first responders to be assumed of response gear, supplies and equipment post disaster impact. Annual Impact on Operating Budget Personnel: Descriptive: Operating: Replacement Year: Cost: Revenue/Other: Total $0 Manager Recommended: Commission Approved: