Police Facilities Chiefs Of Police Planning
International Association ofChiefs of Police44 Canal Center Plaza, Suite 200Alexandria, VA 22314, USAtheIACP.org1.800.THE.IACPPolice FacilitiesPlanningGuidelines
International Association ofChiefs of PoliceShaping the Future of thePolicing Profession International Association of Chiefs of Police44 Canal Center Plaza, Suite 200Alexandria, VA 22314, USA703.836.6767 1.800.THE.IACP theIACP.org
TABLE OF CONTENTSIntroduction.4Phase I: Building Support for the Project.5Getting Started: When Your Department Needs a New or Renovated Facility.5Document History and Prior Uses of Current Facility.5Identify and Document Problems with the Current Facility.5Document Policing Philosophy.7Complete an Organizational Assessment.8Obtain Preliminary Approval for the Project. 12Phase II: Pre-Planning and Analysis. 13Identify and Secure Planning Funds. 13Establish the Planning Team. 14Hiring an Architect. 16Conduct a Space Needs Analysis. 18Conduct Site Evaluations.20Develop Preliminary Project Budget. 23Obtain Approval to Proceed with the Project. 24Evaluate Facility Options. 24Update Project Budget Costs. 28Obtain Final Approval and Secure Project Funding.30Secure and Purchase Site.30Phase III: Project Design and Delivery. 31Identify Project Delivery Method. 31Design the Facility. 32Phase IV: Project Construction & Occupancy. 36Build the Facility. 36Move-In and Occupancy. 37Consider Community Engagement Opportunities. 41Conclusion. 41Appendix A: Transitional Planning Checklist. 42International Association of Chiefs of Police1
POLICE FACILITIES PLANNING GUIDELINESOBTAIN Planning FundsDOCUMENT History andPrior Uses of Current FacilityHIRE Architect to ConductSpace Needs AnalysisIDENTIFY andDocument Problemswith Current FacilityCONDUCT SiteEvaluationsPRE-PLANNINGAND ANALYSISBUILD SUPPORTFOR PROJECTESTABLISHPlanning TeamDOCUMENTPolicing PhilosophyCONDUCT SpaceNeeds AnalysisCOMPLETEOrganizationalAssessment2Police Facilities Planning GuidelinesDEVELOP PreliminaryProject Budget
POLICE FACILITIES PLANNING GUIDELINESEVALUATE Facility OptionsBUILD FacilityIDENTIFY ProjectDelivery MethodHIRE ConstructionManager (if separatefrom hiring architect)CONSTRUCTIONAND OCCUPANCYDESIGN ANDDELIVERYHIRE Architectto Design FacilityDESIGN FacilitySECURE and Purchase SiteMOVE-INto FacilityInternational Association of Chiefs of Police3
INTRODUCTIONAll law enforcement agencies need a headquarters orsubstation of some sort and will need to plan, design,and build a new or renovated facility in the future. Thepurpose of this document is to empower law enforcementexecutives pursuing a facility construction project to makeinformed decisions and direct the project so that thebuilding fits the agency’s operational and cultural needs.Often, agencies find that the opposite happens, and theymust later adjust their operations and personnel needs tomatch the facility’s capacity and design. Since the usefullife of a police facility can range from 20 to over 50 years,a new facility project is typically a “first-time” experiencefor most law enforcement executives.A law enforcement executive’s role in the process has adramatic impact on the design, budget, use, and lifespanof a new facility. In the planning stages, the projectteam has the greatest opportunity to change or definebuilding philosophy, size, and design with the leastimpact on cost. It is critical to do this at the beginningstages as opportunities for change at later stagesbecome more limited and more costly. Changes duringthe construction stage are the most expensive and canseriously delay a project. Effective planning for a newor renovated law enforcement facility is the most costeffective step a jurisdiction can take to ensure a successfulproject outcome.Most law enforcement executives have little or no expertisein the subject areas of design and construction; however,they do have a thorough understanding of how theiragencies need to operate to provide quality public safetyservices to their communities. This document is designedto help law enforcement executives make sound decisionsby using a comprehensive planning approach. It will helpagencies design and construct a new facility or renovateor expand an existing police facility. This documentincorporates the expertise of police chiefs, police facilityproject managers, and architects to identify the criticalproject management steps involved in successful planning.4Police Facilities Planning GuidelinesThe ProblemMost police facilities continue to operate well past theirplanned lifespans. For many communities, funding for newpolice facilities is not available or remain at the bottomof the community’s long-term capital improvementplan. Changes in technology, current building coderequirements, security issues, as well as outdatedbuilding systems, such as HVAC (heating, ventilation,and air-conditioning) and electrical, require significantexpenditures to update, and these improvements oftenlack funding. Making the community aware of theseissues and developing a plan of action to fix them takessignificant planning.Focus of the Police Facility Planning GuidelinesThis document provides law enforcement executives with aplanning model applicable to all types and sizes of facilityprojects, regardless of their complexity. The considerationsprovided in this document are intended to promote asuccessful project outcome, whether the jurisdiction isconstructing a multiuse facility, a police headquarters,or any one of several smaller projects, such as a precinctfacility or substation.This document is designed principally for law enforcementexecutives, as well as any other law enforcementrepresentatives overseeing the project. It is designed toposition police executives and their staff in a meaningfulrole as they undertake this complex and importantproject. It cannot be emphasized enough that the designprocess requires a team effort including law enforcement,government officials involved in finance and buildingrequirements, and architects familiar with the specializeddesign of public safety facilities. The goal of this documentis to guide law enforcement executives through the facilityplanning process and alert them to specific design andconstruction considerations. While design and constructionissues are unique to each jurisdiction, core planning stepsare essential to every jurisdiction.
PHASE I: BUILDING SUPPORT FOR THE PROJECTGetting Started: When Your DepartmentNeeds a New or Renovated FacilityIdentify and Document Problems withthe Current FacilityThe following sections reflect key action itemsrecommended for successful project initiation. As eachdepartment and their respective communities are different,there is no specific order in which the following steps arecompleted. For example, some jurisdictions may requirecommunity support to gain political support. In otherjurisdictions, political support for the project may berequired prior to completing an organizational assessment.Nonetheless, all sections within the four phases of thisdocument should be considered when moving through thiscomplex process.Well-designed police facilities enable staff to perform theirduties efficiently, effectively, and securely. As a facility ages,it may no longer meet the needs of an evolving department,thus, negatively affecting morale, efficiency, safety, security,technology, and overall delivery of police services. Whenthese conditions occur, agencies search for alternatives.Typical remedies include expanding or renovating theexisting facility, adaptively repurposing an existing nonpolice facility, or building an entirely new facility.Document History and Prior Uses ofCurrent FacilityThe first step in establishing whether to build or renovatea facility is documenting the usage of the current facility.A comprehensive approach to current facility objectivesmay require an examination of past uses of the currentfacility. Documentation should contain historical detailsof the structure as well as the various functions and usesof the building. This process can enable the numerousstakeholders involved to gain perspective of theobjectives, proposals, relevance, and needs for the new orupdated facility.Consider documenting the following: Legal owner(s) of the facility and any deedrestrictionsTo outline the possible scope of a project accurately, it isnecessary to document existing facility deficiencies. Thereare two types of deficiencies: operational and functional.Operational deficiencies relate to the department’s dailypolicing efforts, whereas functional deficiencies relate toeverything from security access to HVAC equipment andbuilding code issues. A macro-level approach should beutilized when investigating the operational and functionaldeficiencies of the facility.Operational Deficiencies. Officers and staff already knowwhat the operational issues and challenges are, so it isgood to begin by involving them. Staff are encouraged toparticipate during this information collection phase, anddiscussions with each department within the agency will behelpful. The following are some questions to consider: Are there proper security separations between theoperational areas and the public? Prior waivers from existing regulations Are there cameras observing critical areas, such asthe sally port, front desk, and evidence processing? Construction standards and building codes in placeat the time of construction What services does the public need that the currentfacility cannot accommodate? Staffing data How does the proposed project align with thejurisdiction’s overall strategic business plan andservice goals? Administrative spaces and usage Meeting spaces and usage Training spaces and usage Community spaces and usage What does a department need to make communityoriented policing efforts work better withthe community? Are operational standards or best practices of thedepartment compromised through the use of thecurrent facility?International Association of Chiefs of Police5
Functional Deficiencies. Once again, the department’sofficers and staff already know what does not work withcurrent building systems, even if they do not know thecauses. During the deficiency assessment, the followingactions are vital:During the deficiency assessment, it is also important toidentify public needs and conduct tours of other policefacilities. Doing so can provide insight on solutions toexisting problems and prevent future problems in the newor renovated facility. Collect reliable and accurate data on all facilitydeficiencies (a recent building or code complianceassessment audit is a good place to start).Involve facilities and/or maintenance staff. They willbe most aware of the condition and operational issueswith the facility’s equipment.Take photos and videos of the facility to showcasethe impact of the building deficiencies in futureconversations or presentations.Ask such relevant questions as the following: What current facility deficiencies preventofficers from completing their tasks efficientlyand effectively?Are there proper ventilation systems for evidenceand prisoner holding areas?Have customer, civilian employee, and officersurveys been completed to document needs andperceptions of facility issues?Is the building itself a hazard? Does this buildingmeet, or can it be made to conform in a costeffective way, to state or local “essential facility”structural building codes? Focus on what the public needs: Location of the facility Clearly marked public parking Easily identifiable and accessible entrance Visitor-friendly design that incorporates safetyas a priority Comfortable waiting area One-stop shopping concept for police services Easy pick up of property Community Center/community meeting rooms Safe-swap zones for parental custody exchanges,craigslist swaps, and so forth.Tour other police facilities: Observe the overall layout (exterior and interior). Observe workflow. Observe interesting design features thatimprove efficiency. Question why things are designed the waythey are. Elicit staff participation at all levels within thedepartment to identify problems. Take note of the security demarcations betweenpublic and staff areas. Gain as many perspectives as possible to assistin identifying deficiencies during the preliminaryassessment of deficiencies phase. This mightinclude facility customers such as city, county,and state agency partners, city officials, andcommunity members. Observe the different finishes throughout thefacility (floors, walls, doors, etc.). How are they areperforming for daily use, as well as long term? Ask how evidence, reports, and arresteesare processed. Ask how visitors are assisted. Ask how the security systems are performing,what platform is being used and the ease ofoperation, etc. Ask what does and doesn’t work within the facilitydesign. What could work better? Ask if there were any unanticipated workflowproblems or procedural changes caused by certainmaintenance/layout choices.Hold community meetings to discuss facilitydeficiencies and solicit feedback, provided seniorlevel approval has been granted to initiate researchfor this project. Make citizens part of the planningteam, and they will be more likely to realize theadvantages of a new or expanded facility andultimately support the cause.6Police Facilities Planning Guidelines
Note the lessons learned from good and baddesign features. Document these issues withphotography for later use.All information must be formatted and eventually blendedinto a formal document for broad distribution to staff,community board members, citizens, and others.An existing deficiency analysis can be performed by (1) anexperienced consultant or architect or (2) in-house staff, ifthe department has facility planning expertise. Whomeveris selected will need to work closely with the policeproject manager (PPM) to ensure good communicationand oversight. Identifying a dedicated PPM to coordinateand manage all aspects of this project is important. Moreinformation on selecting the right PPM is detailed in PhaseII, during the Establish the Planning Team section. Thereare times when a department might not have the resourcesto devote a full-time or even part-time representative toa multiyear construction project. In those cases, considerdividing the responsibilities across a dedicated planningteam or requesting a project manager in the architect orconsultant request for proposal (RFP).Depending on the size of the agency or project, it maybe helpful to utilize a trained and experienced consultantor architect for this stage. If an architect or consultantis to be hired, a simplified request for proposal (RFP)can be utilized to solicit a qualified professional. Moreinformation on requests for proposals is available in PhaseII of this document. Any in-house staff selection shouldbe based upon expertise, skill and commitment. For moreinformation on selecting an architect and the RFP process,please refer to Phase II. Note that the process of hiring anarchitect may take place more than once throughout theproject. An agency may choose to hire one architect orfirm to conduct their deficiency analysis and space needsassessment, and another to complete the actual facilitydesign and construction.Document Policing Philosophy“Nothing undermines change more than behaviorby important individuals that is inconsistent withthe verbal communication.”— John P. Kotter, Leading ChangeIt has been said that “you are what you celebrate.” It israre to have the opportunity to chart a new course asmonumental as is the opportunity to design and buildan entire space for a department and the community. Toaccomplish this, identify what type of philosophy guidesoperations. The law enforcement executive must clarifythe mission, philosophy, and goals of the department.These principles should be the driving factor in all facilityplanning, design, and construction decisions. The absenceof attention to goals and philosophy leads to a facility thatdoes not reflect the department’s true mission.Once initiated, facility planning projects often moveahead too quickly or underestimate the time needed toundertake a comprehensive functional and/or space needsanalysis. In particular, an essential step—documenting thephilosophy and mission statement of the organization—is often overlooked. The mission, goals, objectives, andprogrammatic needs of an organization should dictate thedesign of its facility.Most 21st-century police agencies have a written policingphilosophy in place. The planning team must fullycomprehend and document the agency’s governingprinciples to ensure that the new facility reflects them.Mission statements regarding the operational philosophyof an agency must drive, rather than be defined by, thephysical layout of the building. Balancing secure internalspace and publicly accessible space, for example, requiresan understanding of the mission of the department.If an agency is determined to increase contact andcollaboration with the community within a communitypolicing framework, the building must be designed tomake visitors feel welcome. A balance between secureinternal and public spaces must be achieved in eachfacility project.Community polici
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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