Police Facility Planning Guidelines
AcknowledgmentsThe IACP is indebted to a great number of individuals who made the development of this Desk Reference possible, particularly the many police leaders andarchitects who provided advice throughout the project. A full list of all those whogave their time is provided in the project advisory and staff/consultant pages thatfollow.Our thanks go to the United States Department of Justice, Bureau of JusticeAssistance for its leadership in supporting the project both programmatically andfinancially. In particular, we want to thank Acting BJA Director Richard Ward;Senior Law Enforcement Advisor Luke Galant; and project managers TammyShelton and Richard Sutton.We also thank those police chiefs who opened their facilities to our project teamfor site visits: Chief James Bradley, White Plains, New York, Police Department;Chief Douglas Petit, Oregon, Wisconsin, Police Department; and Chief J. ThomasManger and Major Tyrone Morrow, Fairfax County, Virginia, Police Department.Their support allowed us to make firsthand assessments of how recently builtfacilities are meeting client needs.This project was supported by Grant Number 98-DD-BY-0061, awarded by the Bureau of Justice Assistance, U.S. Department represent the official position orof Justice. Points of view in this document are those of the IACP and do not necessarilypolicies of the U.S. Department of Justice.iIACP Police Facility Planning Guidelines: A Desk Reference for Law Enforcement Executives
Project AdvisorsJames BradleyChief of PoliceWhite Plains Police Dept.77 South Lexington AvenueWhite Plains, NY 10601Mary CalderwoodProperty & Facility ManagerSanta Ana Police Dept.P.O. Box 1981Santa Ana, CA 92702Marjorie Goldberg, AIAMarjorie Goldberg, ArchitectP.O. Box 519701 Halsey LaneBridgehampton, NY 11932Charles Gruber*Chief of PoliceSouth Barrington Police Dept.30 South Barrington Rd.South Barrington, IL 60010Marsha HoffmanS.F.S. Associates1150 Grand Blvd., Suite 400Kansas City, MO 63130Frank KershawDirector of Policy &Development, ResearchEconomic Development ofCulture & Tourism Dept.City Hall, 9th Floor100 Queen Street WestToronto, Ontario M5H 2N2James McClarenMcClaren, Wilson, Lawrie, Inc.5333 North 7th Street, Suite 110Phoenix, AZ 85104Herbert RothRoth & Sheppard Architects1623 Blake Street, Suite 350Denver, CO 80202Kenneth MohrHERA, Inc.14 N. Newstead, Suite 200St. Louis, MO 63108James StewartStewart-Cooper-Newell Architects719 E. Second AvenueGastonia, NC 28054Major Tyrone MorrowFairfax County Police Dept.4100 Chain Bridge RoadFairfax, VA 22030John ThompsonRowe Architects, Inc.100 Madison Street, Suite 200Tampa, FL 33602Frederic D. Moyer, FAIAMoyer Associates, Inc.900 Skokie Boulevard, Suite 110Northbrook, IL 60062Beau ThurnauerChief of PoliceCoventry Police Dept.1712 Main StreetCoventry, CT 06238Merle MyersMyers Associates, Inc.236 S. Court StreetMedina, OH 44256Jackie PostellChief of PoliceGastonia Police Dept.P.O. Box 1748Gastonia, NC 28054Meg RobackVierbicher Associates400 Viking DriveReedsburg, WI 53959Robert TiltonChief of PoliceStow Police Dept.3800 Darrow RoadStow, OH 44224Paul WaltersChief of PoliceSanta Ana Police Dept.P.O. Box 1981Santa Ana, CA 92702*Chair, IACP Professional Standards Committee iiIACP Police Facility Planning Guidelines: A Desk Reference for Law Enforcement Executives
Staff and ConsultantsIACP Executive StaffDaniel N. Rosenblatt, Executive DirectorEugene R. Cromartie, Deputy Executive DirectorJerome A. Needle, Director, Programs and Research ActivitiesIACP Project StaffJohn R. Firman, Director of ResearchElaine F. Deck, Project CoordinatorElizabeth Currier, Assistant Manager, TrainingTheresa Koepfler-Sontos, Research AssistantJeanine Burchard, Administrative Assistant IIIACP Project ConsultantsFrederic D. Moyer, FAIA, President, Moyer Associates, Inc.Principal Project Consultant and Project Liaison toAmerican Institute of ArchitectsJames L. McClaren, McClaren, Wilson, Lawrie, Inc.Architectural Consultant and IACP Training Program LiaisonMary Calderwood, Property & Facility Manager,Santa Ana California Police DepartmentWriting Consultant and Project AdvisorDeborah Finette, EEI Communications,Publications Design Consultant iiiIACP Police Facility Planning Guidelines: A Desk Reference for Law Enforcement Executives
Table of ContentsIntroduction . vFacility Planning Model . viSection OneProject Initiation . 1Step 1Identify and Document Problems with Current Facility . 1Step 2Build Police Internal Planning Team . 3Step 3Build Political Support for the Project . 6Step 4Identify and Secure Planning Funds . 8Step 5Document Policing Philosophy . 9Step 6Establish the Pre-Design Project Team . 9Step 7Establish Community Support for the Project . 13Section TwoStep 8Conduct a Space Needs Analysis . 15Step 9Evaluate Facility Options . 19Step 10Conduct Site Evaluations . 24Section ThreeBudgeting and Funding . 26Step 11Develop Preliminary Project Costs . 26Step 12Obtain Project Funding . 27Step 13Secure and Purchase Site . 28Section Four Planning/Pre-Design . 15Design and Delivery . 29Step 14Deliver Design and Construction Services . 29Step 15Select an Architect . 31Step 16Design the Facility . 32Step 17Build the Facility . 37Step 18Move-In and Occupancy . 40ivIACP Police Facility Planning Guidelines: A Desk Reference for Law Enforcement Executives
Introduction“The IACP contends that architects alone cannot designa functional police structure. They need the help and guidance of qualified policeadministrators.”IACP Police Facility Design Report, 1978There are almost 19,000 state and local police agencies in the United States. Each has, or will in the futureneed to plan, design and build a new headquarters, precinct or substation. Since the useful life of a policefacility can range from 20 to over 50 years, a new facility project is typically a “first time” experience formost law enforcement executives. They have little or no expertise in the subject area. Effective planningfor a new or renovated law enforcement facility is the most cost-effective step a jurisdiction can take toensure a successful project outcome.A chief’s role in the decision-making process has dramatic impact on the design, budget, use and life of anew facility. Decision making during the facility project is similar to a funnel – wide at the top and narrowat the bottom. At the beginning/planning stages, the project team has the greatest opportunity to changebuilding philosophy, size, and design with the least impact on cost. At later design stages, opportunities forchange and correction become more limited and more costly. Changes during the construction stage arethe most expensive and can seriously delay a project.This Desk Reference is designed to help chiefs and other law enforcement executives make sounddecisions through use of a comprehensive planning approach. It will help chiefs design and construct anew facility, renovate an existing police facility, or adapt another type of facility to police purposes. TheDesk Reference incorporates the expertise of police chiefs, police facility project managers, architectsand consultants and identifies the critical project management steps involved in successful planning.The ProblemMost police facilities continue to operate well past the planned life span. They often become seriouslyovercrowded, suffer from a lack of sufficient infrastructure (HVAC, electrical, data, telecommunication)and make due with outdated security and safety systems. These conditions often impair staff efficiencyand morale, occupant safety, policing effectiveness and public perception of the department.Focus of the Desk ReferenceThis Desk Reference provides police leaders with an 18-step Police Facility Planning Model applicable toall types and sizes of facility projects, regardless of complexity. The Planning Model is intended to promote a successful project outcome, whether the jurisdiction is constructing a multi-use justice complex, apolice headquarters facility or any one of several smaller projects, such as a precinct facility or substation.This document is designed principally by police chiefs and other law enforcement executives. It isdesigned to position the police executive and/or his or her staff in a leadership role as facility projectactivities ensue. The guide focuses to the greatest extent on the planning process and to a lesser extenton design or construction elements. While design and construction issues are unique to each jurisdiction, core planning steps are essential to every jurisdiction. vIACP Police Facility Planning Guidelines: A Desk Reference for Law Enforcement Executives
The FacilityPlanning ModelThis Desk Reference is designed around the IACP’s Facility Planning Model, taking thereader through the four phases of facility planning, and the steps included in each phase.Detailed discussion helps the reader understand the value of each phase and step, and gainclarity on how each step can be successfully completed:Phase I: Project InitiationThis phase of the planning model contains seven project start up steps:1. Identify and document facility problems2. Build police internal planning team3. Build political support4. Identify and secure planning funds5. Document policing philosophy6. Establish project pre-design team7. Establish community support for projectPhase II: Project Planning/Pre-DesignThis phase includes three steps focusing on pre-design planning issues:8. Conduct space needs analysis9. Evaluate facility options10. Conduct site evaluationPhase III: Budgeting & FundingThis phase outlines three steps of the model that must be taken to assess and secure thenecessary funds to complete the facility project:11. Develop preliminary project design/construction costs12. Obtain project funding13. Secure & purchase sitePhase IV: Design & Delivery PhaseThe last five steps of the model identify all necessary actions to design, construct and occupythe facility:14. Deliver design & construction services15. Select an architect16. Design the facility17. Build the facility18. Develop occupancy strategyWhile individual jurisdictions may have the need to re-order some of the steps based on uniquelocal issues, the IACP believes that each of the 18 steps of the planning model must beaccomplished successfully. Following the planning model will insure that the facility constructed reflects the mission of the department, meets all programmatic needs, fulfills allfunctional requirements, and has sufficient space to meet departmental needs for at least thenext twenty years. viIACP Police Facility Planning Guidelines: A Desk Reference for Law Enforcement Executives
OVERVIEW:Facility Planning ModelPhase I: Project InitiationSTEP 1STEP 2STEP 3Identify andDocument FacilityProblemsBuild PoliceInternalPlanning TeamBuild PoliticalSupportSTEP 4STEP 5STEP 7STEP 6EstablishCommunitySupport forProjectEstablishProjectPre-Design TeamIdentifyand SecurePlanning FundsDocumentPolicingPhilosophyPhase II: Project Planning/Pre-DesignSTEP 8STEP 9ConductSpace NeedsAnalysisSTEP 10Evaluate FacilityOptionsConduct SiteEvaluationPhase III: Budgeting & FundingSTEP 11STEP 12STEP 13Obtain ProjectFundingSecure &Purchase SiteDevelop Preliminary ProjectDesign/Construction CostsPhase IV: Design & DeliverySTEP 14Deliver Design& ConstructionServicesSTEP 18DevelopOccupancyStrategySTEP 15Select anArchitectSTEP 17Build theFacilitySTEP 16Design theFacility viiIACP Police Facility Planning Guidelines: A Desk Reference for Law Enforcement Executives
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Section One:Project InitiationThe first section of the Facility Planning Model focuses on the initial actions apolice chief should take to explore an existing facility’s needs and deficiencies, assembling a police project team, building political support, setting goals,and examining cost implications. Also explained in this section is the processrequired for data collection to formulate a reliable and informative report onexisting facility deficiencies. That report, along with a talented and committed project team, agency and community support, as well as a positive political climate, will hopefully be catalysts for continuing on to the next steps of afacility planning project.PLANNING TIPSInitial Steps Assemble a police planningteamStep 1: Identify and Document ProblemsWith Current FacilityThe first step of any facility project is to identify and document the deficiencies of the existing building. Step 1explains how to approach this task. The outcome of Step1 is a Facility Deficiencies Document that will serve asthe foundation for all subsequent project steps. Write a mission statement Complete a facilitydeficiencies reportWell-designed police facilities enable staff to perform their duties efficientlyand effectively. As a facility ages, it may no longer meet the needs of anevolving department, thus negatively affecting morale, efficiency, safety, security, technology, and overall policing efforts. When these conditions occur,agencies search for alternatives. Typical remedies include expanding or renovating the existing facility, adaptively re-using an existing non-police facility,or building an entirely new facility.To outline the possible scope of a project accurately, it is necessary to document existing facility deficiencies. A broad-brush approach should be used,examining all facility needs, including department, staff, equipment, fleet andpublic needs. A wide array of staff participation during this information collection phase is encouraged. Does the building support your policing philosophy?The agency mission statement regarding operational philosophy and goals isessential to clearly defining problems with the current building. Does the current facility design help achieve that mission? (See Step 5, page 9).During the deficiency assessment, it is vital to: Collect reliable and accurate data on all facility deficiencies (a recentbuilding or code compliance assessment audit is a good place to start).1IACP Police Facility Planning Guidelines: A Desk Reference for Law Enforcement Executives
Section OneProject Initiation PhaseStep 1 Take slides and photos, and perhaps video, of facility deficiencies. Thesewill greatly assist in visually expressing any deficiencies during futurepresentations. 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 facilitycannot offer?- How does the proposed project align with the jurisdiction’s overallstrategic business plan and service goals?- What does a department need to make Community Oriented Policingefforts work better for themselves and the community? COPefforts are strengthened when a police department and it’s employees have the correct tools. A police facility is one of those tools.- Are operational standards or best practices of the departmentcompromised through use of the current facility?- Have customer, civilian employee, and officer surveys been completed to document their needs and perceptions of facility issues?- Is the building itself a hazard? Does this building meet, or can it bemade to conform in a cost-effective way, to state or local structuralbuilding codes?- Is there space currently for police archives (police museum in largercities) to display the history of the department for staff and publicimage building? Conduct community meetings to discuss facility deficiencies, enlightencitizens and solicit feedback. When citizens become part of a planningteam and are educated as to the facility’s deficiencies, they will be morelikely to realize the advantages of a new or expanded facility and ultimately 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 friendly design that incorporates safety as a priority- Waiting area- 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- Ask how evidence, reports, and arrestees are processed; howvisitors are assisted- Ask what does and doesn’t work within the facility design—or whatcould work better2IACP Police Facility Planning Guidelines: A Desk Reference for Law Enforcement Executives
Section OneProject Initiation PhaseStep 2- Search for maintenance “headaches” and overlooked areas that arenow causing problems and/or procedural changes that were notexpected, but that are made necessary by the way work flows- Note the lessons learned from good and bad design features. Document these issues with photography for later use Contact your current facility customers (City, County, State agencies,courts, jails, etc.) and gain insight into a different perspective of facilitydeficiencies. Have similar discussions with project managers and architects in yourjurisdiction to gain their insight into the project. Elicit staff participation at all levels within the department to identifyproblems. Gain as many perspectives as possible to assist in identifying deficienciesduring the preliminary deficiencies assessment phase.All information must be formatted and eventually blended into a formal ExistingFacility Deficiencies Document for broad distribution to staff, community board,citizens and others.Existing deficiency analysis can be performed by 1) an experienced consultant or architect, or 2) in-house staff, if your department has facility planningexpertise. Whomever is selected will need to work closely with the policeproject manager to insure good communication and oversight.Depending on the size of the agency or project, it may be helpful to utilize atrained and experienced consultant or architect for this stage. If an architector consultant is to be hired, a simplified Request for Proposal (RFP) can beutilized to solicit a qualified professional. It is recommended that any in-housestaff selection be based upon expertise, skill and commitment.PLANNING TIPSKey Points in DocumentingFacility Deficiencies: Take photographs and videos Ask relevant questions aboutthe buillding Conduct community meetings Tour other facilities Ask your customers abouttheir needs Talk with staffStep 2: Build a Police Internal Planning TeamEarly selection of a dedicated and qualified police projectmanager and project team is essential. Staffing and assignments can vary throughout a project, but commitment to common goals and teamwork is vital. Agovernance structure and a decision-making processis critical for clear roles and authority.Once the facility deficiencie
new facility, renovate an existing police facility, or adapt another type of facility to police purposes. The Desk Reference incorporates the expertise of police chiefs, police facility project managers, architects and consultants and identifies the critical project management steps involved in successful planning. The Problem
BUILD SUPPORT FOR PROJECT PRE-PLANNING AND ANALYSIS. International Association of Chiefs of Police 3 . building fits the agency’s operational and cultural needs. Often, agencies find that the opposite happens, and they . 4. Police Facilities Planning Guidelines. Police Facilities Planning Guidelines .
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