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CITY OF SAN LUIS 0BI.SPO
FROM: Deborah E. Linden,Chief of Police(p
Prepared By: Joe Hazouri,Lieutenant
SUBJECT: POLICE FACILITIES MASTER PLAN
CAO RECOMMENDATIONS:
1. Review and accept the Police Facilities Master Plan as a basis for further determining
the long-term facility needs of the Police Department.
2. Authorize City staff to research and identify potential sites, costs and funding sources
for all the consultant recommended short and/or long-term solutions to meet the Police
Department's space needs.
DISCUSSION
Background
The current police facility was opened in 1969. In 1981 the square footage was increased
with a two story building addition at the south end of the existing facility. Both the
original construction and subsequent addition were the direct result of personnel and
program growth within the department. The 1988 City Facilities Master Plan (FMP)
predicted that in 1995 the police facility would again reach maximum capacity for
sustaining operations and would have to be either expanded or relocated. The plan
estimated that additional space of between 5,000 and 10,000 square feet would be needed
by 2010. The personnel reductions of 1993 and the maximum effective usage of available
space allowed the timeline to be extended by four years. In 1999, the City purchased the
lot and existing structure directly south of and adjacent to the existing police department
property. The 800 square foot structure was renovated and the Situation Orientated
Response Team (SORT) and Traffic Team personnel were relocated from the main facility
to this location. Existing programs and personnel immediately filled the space freed up in
the main facility by this move. This temporarily reduced the overcrowding in the main
facility. Also in 1999, plans were approved for expansion of the women's locker room
facilities to address the needs of a steadily increasing number of female employees, both
sworn and non-swom. This expansion is currently in the construction phase and is
expected to be completed in June 2003.
In fiscal year 2000-01, the City contracted with the Gartner Group to provide an
information technology master plan. In February of 2001 the Gartner Group provided the
City with "Strategic Plan 2001, Information Technology and Wireless Voice/Data
Communications." The Council adopted this plan in March 2001. Within this plan were a
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Council Agenda Report- Police Facilities Master Plan Page 2 of 5
number of recommendations that directly impacted the issue of available space within the
existing police facility. The most significant of these was the need to upgrade the existing
Public Safety Communications Center, which is housed in the police facility. This was
identified in the report as a priority due to the antiquated and unsupported nature of much
of the mission critical equipment currently being used. Initial research indicated that the
upgrades proposed would require significantly more square footage than is available in the
current Communications Center location. In looking at alternative sites within the existing
facility, it was found that relocation of the Communications Center, though necessary,
would require that some other function, program or personnel space would have to be
relocated to accommodate the move.
With the last formal space needs assessment being the 1988 City Facilities Master Plan, it
was felt that a new study needed to be completed, specific to the Police Department, that
could be used to realistically identify what the current space needs were and to identify
future staffing and space needs for some distance into the future. This need was identified
in the 1988 City Facilities Master Plan recommendation, "As this facility approaches
maximum capacity (1995-2000), a detailed analysis of current departmental needs will be
necessary to determine the most effective option for providing future facility needs." As
such, with the 2001-03 Financial Plan, the Council approved a budget request to complete
a new master plan. In January 2002, the City authorized the issuance of a Request For
Proposal for consultant services to develop a 25-year Facilities Master Plan for the Police
Department. On April 25, 2002, the City entered into an agreement with Daniel C. Smith
and Associates, Inc., to provide this service. On January 24, 2003, the final draft of the
Police Facilities Master Plan was received from the consultant.
The completed Police Facilities Master Plan (PFMP) contains four primary sections and an
attached Executive Summary:
1. Service Demand and Staffing
2. Projected Facility and Parking Requirements and Existing Facility Conditions
3. Facility and Site Planning Options
4. Communication Center Relocation
Executive Summary
Section 1 of the PFMP:
1. Provides an explanation of the methodologies used by the consultant to develop the
staffing projections.
2. Documents historical and projected population levels for the City and the region.
3. Examines the historical volume of police calls for service and associated reported
crimes relative to population change.
4. Provides a historical analysis of the Police Department's staffing levels versus
population, calls for service, and other workload data.
5. Provides a comparative analysis of the City's police per capita to selected similar
cities.
6. Formulates logical alternative macro-level staffing futures and provides an analysis of
each.
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Council Agenda Report Police Facilities Master Plan Page 3 of 5
7. Provides a detailed staff program that will be utilized for facility programming and
planning purposes.
Staff recognizes that the City's 2017 buildout population figure is 54, 900, and this is the
population we are currently planning for in the community. However, in preparing a long-
term facility master plan, it would not be sufficient to consider only the next 14-15 years
(especially since it will be years before we can actually implement the best options).
Therefore, the report provides a more appropriate 25 year planning horizon broken into 5
year increments. Staffing projections over such a time period must be anchored to some
empirical factor, and with respect to police facility planning, this is typically done using
straight-line population projections—the methodology used in this report. Whether or not
the City actually grows to such a size is another matter; however, it is reasonable to expect
that police service demands and staffing will increase at some rate, even beyond "build-
out".
Section 2 of the PFMP:
1. Identifies the net square footage space needs for each unit, section, and division within
the department using industry standard specifications with appropriate circulation.
2. Identifies the net square footage parking needs for employee, department and visitor
vehicles using industry standard specifications with appropriate circulation.
3. Summarizes the existing facilities and site data.
Section 3 of the PFMP:
1. Provides master planning options for the expansion of the police facilities.
2. Provides cost estimations for each of the proposed options.
3. Identifies advantages and disadvantages of each of the proposed options.
4. Makes recommendations as to the most appropriate options based on current and
projected needs and the current economic situation.
Section 4 of the PFMP:
1. Identifies existing conditions in the Communications Center and the need to relocate it.
2. Provides options for the relocation.
3. Identifies the advantages and disadvantages of each option..
4. Provides a cost estimate for the relocation.
5. Makes a recommendation as to the most appropriate option.
Goal and Policy Links
The findings and recommendations of the consultant were consistent with those in earlier
reports and plans.
1988 City Facilities Master Plan (pg. 28, Police Station) states, "The internal inflexibility
and site limitations make future expansion at this site difficult" It goes on to say in the
Options Section, pg. 71, C, "Construction of a new Police Station in lieu of remodeling and
ar�
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Council Agenda Report`Police Facilities Master Plan Page 4 of 5
constructing an addition may present the most effective means of providing long-term
facility needs, if an alternative strategic site can be acquired."
2000 Update General Plan: Safety Element, Program S 8.2.7: Emergency Operations
Center, states, "The City will maintain an Emergency Operations Center plan, to prescribe
the intended activation and operation of a single facility from which disaster response will
be managed. The Headquarters Fire Station will serve as the Emergency Operations
Center, with the Corporation Yard and the Police Station serving as back-up emergency
operations centers or as department operating centers."
2001-05 Information Technology Strategic Plan recommends the replacement of the
existing Dispatch consoles as one of its highest priorities.
Conclusion
The 2001-03 Financial Plan, Police Facilities MasterPlan Contract, as well as the Council
Agenda Report authorizing the issuance of an RFP for a Police Facilities Master Plan
Consultant include the following Project Objectives:
1. Complete short-term Communications Center needs assessment as a priority.
2. Complete a detailed evaluation of overall facility requirements based on departmental
needs.
3. Provide facilities recommendations with appropriate alternatives.
4. Develop projected budget for recommendations and alternatives.
These objectives are all met within the pages of the PFMP. The Executive Summary of
this plan is provided as an attachment to this report.
Current Situation
Even though the PFMP has not been formally adopted by the Council, due to time
constraints dictated by the budget process, two CIP initiatives were recently submitted that
rely on the PFMP for support, either in whole or in part. In discussions among the CIP
committee members, it was decided to ask the Council, as part of the plan adoption, for
support and direction in handling the initiatives dealing with the short and long term space
needs of the Police Department. For that reason the Council is being asked to authorize
City staff to research and identify potential sites, costs and funding sources associated with
exercising any of the recommended options. The results of this research would be brought
back to Council and used in deciding the appropriate course of action to take.
FISCAL IMPACT
It is important to stress that the PFMP is just that: a plan. It is not the budget. It identifies
and prioritizes Police facility initiatives, but it does not allocate budget resources for them.
Rather it will be used as a roadmap in planning for and providing space needs for the
Police Department well into the future.
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Council Agenda Report`Police Facilities Master Plan Page 5 of 5
The PFMP contains three potential space needs initiatives:
The most critical of these initiatives relates to the upgrade and relocation of the existing
Public Safety Dispatch Center within the existing Police facility and the establishment of
an off-site Dispatch Center in the Emergency Operations Center(EOC) at the Headquarters
Fire Station. The PFMP acts as a supporting document, along with the Information
Technology Strategic Plan adopted by the Council in March 2001, for an updated Capital
Improvement Project (CIP) submittal dealing with this particular initiative. The fiscal
impact to the budget of this initiative is clearly identified by IT staff in the updated CIP
itself and is dependent on its inclusion as an approved CIP project, the funding level
accorded it and the budget cycles over which the funding is spread. Again, all of these
options will be furthered studied prior to asking Council to choose a specific course.
The PFMP also acts as the basis for a recently submitted CIP initiative to deal with
meeting the short-term space needs of the Police Department by locating and acquiring a
commercial structure in close proximity to the existing Police facility. The cost of this
initiative as projected and supported in the PFMP is approximately $3,810,7% The
PFMP clearly identifies this option as an interim action that would provide the department
a five to ten year solution to its critical space problems. The PFMP strongly states the
need that the City of San Luis Obispo take a long-range view of its facilities needs as they
apply to the Police Department. To this end it recommends that the ultimate long-range
goal be the construction of a new Police facility with appropriate area for essential site
elements. The cost of this initiative as projected and supported in the PFMP is
approximately $12,784,455. The fiscal impact to the budget of either of these initiatives is
dependent on the inclusion of one or both of these initiatives as CIP projects, the funding
level and source accorded each and the budget cycles over which they are spread.
ALTERNATIVES
Do not.adopt the Police Facilities Master Plan. If the plan is not adopted, the City will
not have an official roadmap for planning and implementing future Police Department
staffing and facility needs.
Refer the Police Facilities Master Plan back to Staff for further study. The Council
can refer the plan back to staff for further analysis and recommendation. However, based
on the extensive work by the consultant that has,gone into preparing this plan, we do not
believe this is likely to result in an improved plan unless Council has specific changes it
desires to make. In this case, adoption of the plan at this time with changes as directed by
the Council is the preferred approach.
ATTACHMENTS
Executive Summary
(A copy of the Police Facilities Master Plan has been provided to each Council member
and is available for public review at the City Clerk's Office at City Hall)
��s
MACHMEW I
City of San Luis Obispo
Police Facilities Master Plan EXECUTIVE SUMMARY
Introduction
In January 2002 the City of San Luis Obispo Police Department requested the services of a
consultant to prepare a Master Plan for Police Facilities for a twenty-five year planning period.
In addition to the overall planning objectives of identifying long range facility needs,the
department also requested that the short term relocation of the Communication Center be
identified in the context of the long range expansion options available to the city.
The consultant team of Daniel C. Smith and Associates and KMD Architects was selected to
develop the Master Plan for the Police Department. The project was initiated during the second
week in June 2002. The team issued a data collection questionnaire, conducted interviews,
gathered demographic and related data and surveyed existing facilities.
A report was developed and presented in February 2003. This report addressed the following
topics.
■ Police Department Service Demand and Staffing Projections
a Existing Facilities, Parking Requirements and Existing Physical Conditions
a Facility and Site Planning Options
■ Communication Center Relocation
The results of the analysis of each of these areas are summarized in the following paragraphs.
Police Department Service Demand and Staffing Projections
The consultant developed service demand and staffing projections through an analysis of. 1)city
historical and projected population; 2)past and present crime, arrests and calls for service;3)
comparisons with other California cities having similar areas, demographics and economic
conditions; and 4)potential changes in type and level of police services provided. Analysis of
these factors resulted in the following assumptions.
a Over the next 25 years the City of San Luis Obispo is projected to grow to 59,500 1
■ The current San Luis Obispo Police Department ratio of staff to population is in line with
other communities of similar size and socio demographic makeup
Based on an analysis of all factors the consultant has projected the police department staff to
increase from the 2002 total of 89.5 to 122 by the year 2027.
This projection was provided by the San Luis Obispo City Planning Department as the upper limit of a number of
growth scenarios.
Daniel C. Smith and Associates, Inc. /KMD Architects Page 1
a-�
City of San Luis Obispo
Police Facilities Master Plan EXECUTIVE SUMMARY
Existing Facilities,Parking Requirements and Existing Physical Conditions
The police department presently occupies approximately 17,200 gross square feet of space at the
existing police facility site. This includes the original 1969 building, the 1983 addition,the
adjacent residence and the pre-fabricated buildings located on the site. The department also
occupies 2 small offices, one in the downtown area and another in the airport area.
There are a number of facility issues presently facing the department. These are summarized as
follows:
■ Existing support spaces(Le., lockers, general storage, evidence storage)are insufficiently
sized to meet present needs;
■ The Communication Center is substantially undersized in an area susceptible to flooding and
lacks basic employee support space;
• The department is decentralized to some extent with two facilities on the site;
■ Employee and public parking is in very short supply; and
■ Some areas are inefficiently utilized(public lobby).
As the department grows in the future it is essential that it have a master plan to address these
existing deficiencies while at the same time providing orderly growth.
Parking is a serious problem for the department. There are 41 department vehicles. In addition
the department requires approximately 60 staff parking spaces. When visitor parking(7 spaces)
is added there is a shortage of 50 to 60 spaces. This shortfall will increase to over 100 in the next
25 years.
Facility and Site Planning Options
Space Requirements Projections: The consultant team developed space requirements for the San
Luis Obispo Police Department utilizing workstation standards, equipment specifications and
other industry standards coupled with staffing projections. The results of this calculation are
shown in Exhibit 1.
Daniel C. Smith and Associates, Inc. /KMD Architects Page 2
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MACHMENT
City of San Luis Obispo
Police Facilities Master Plan EXECUTIVE SUMMARY
Exhibit 1
Staff and Space Requirements Summary
Summary San Luis Obispo Police Department
Staff and Space Requirements Summary
Tata)Staff Total Square Feat
2002 2007 2012 2017 2022 2027 2002 2007 2012 2017 2022 2027
I.0 Office of the Chief 4 5 6 6 6 6 1,655 1,795 1,951 1,951 1,951 1,951
2.0 Administrative Bureau
2.1 Administration Unit 2 2 2 3 3 3 827 827 827 983 983 983
2.2 Support Services
2.2.1 Records Unit 6 6 6 6 2 6 1,841 .1,892. 1,970 1,845 1,512 1,845
2.2.2 Communication Unit 13 17 17 17 17 17 1,702 1,812 1,846 1,846 1,846 1,846
2.2.3 Maintenance.Unit 1 3 3 3 4 4 1,102 1,102 1,102, 1,102. 1,102 1,102
2.3 Investigation Division
2.3.1 Investigation Unit 9 11 11 12 13 13 2,205 .2,474 .2,506 .2,506 2,610 2,610
2.3.2 Property&Evidence Unit 4 4 4 4 4 4 4,385 4,541 4,716 4,716 4,976 5,054
3.0 Operations Bureau
3.1 .Administration Unit 1 2 2 2 2 2 556 660 660 660 660 660
3.2 Patrol Division 37 39 42 44 47 49 2,578 .2,604 2,634 2,933 2,959 2,998
3.3 Traffic Unit 6 6 6 6 6 7 746 746 759 759 772 772
3.4 Situation Oriented Response Unit 4 4 4 4 4 5 593 593 606 606 606 660
3.5 .Field Services Technicians 2 3 3 _ 3 3 3 387 471. 471 471 471 471
3.6 Neighborhood Services Unit 1 2 2 3 3 3 824 824 824 824 824 824
3.7 Incustody Processing Area - - - - - - 2,185 2,185 2,185 2,185 2,185 2,185
4.0 Department Support
4.1 Locker and Training Area 3,323 .3,441 3,592. .3,710 3,829 3,947
4.2 Public Areas - - - - - - 3,050 3,050 3,050 3,050 3,050 3,053
4.3 Employee Services - - - - - - 689 689 689 689 689 689
'Total Staff and Net Square Feet 90 104 108 113 -114 122 28,648 29,706 30,389 30,837 31,026 31,649
Interdepartmental Circulation/Restrooms/B1dg..Support 25% 7,162 7,427 7,597 7,709 7,756 7,915
Building Envelope/Mechanical/Electrical 10% 2,865 2,971 3,039 3,084 3,103 3,165
Total Gross Square feet 38,675 40,104 41,025 41,630 41,885 42,729
Planning Options: the consultant identified three options for meeting the future facilities needs
of the San Luis Obispo Police Department over the next 25 years. They are:
Option 1: Expansion on the Existing Site. The existing city-owned site is 58,910 square feet. If
the adjacent lot of 4,900 square feet were purchased it would allow fora total available site of
63,810 square feet. The existing police facility building lower level footprint is 7,095 gross
square feet. In addition,there is an existing house presently utilized by the Traffic and SORT
units,two evidence storage buildings, a covered parking area and a generator enclosure. These
structures take up approximately 3;000 gross square feet on that site.
To accommodate the 2027 program, it would be necessary to construct a two-story connection to
the existing building with a footprint of approximately 14,000 gross square feet. The existing
building and the new addition would result in a building footprint of 21,100 gross square feet. It
Daniel C. Smith and Associates, Inc./KMD Architects Page 3
ATTACHMENT
City of San Luis Obispo
Police Facilities Master Plan EXECUTIVE SUMMARY
should be noted the 21,000 gross square feet only represents the total area taken up by the lower
levels of the existing building and the expansion facility. This represents approximately 33%of
the available site. Parking could potentially be provided as one level of subterranean parking
under the new structure and the rest as surface parking.
Option 2: Acquisition of Adjacent Facilities. There is an existing two-story building directly
across from the police facility on Santa Rosa Street. The Metropolitan Insurance Agency owns
the building. The building has 9,019 gross square feet available on two floors of 4.029 gross
square feet and 4,990 gross square feet respectively. The site provides approximately 33,500
gross square feet.
This property could be acquired and the existing building utilized for an interim period to reduce
the present short term space requirements shortfall. Assuming that public meeting space is not
provided the shortfall would be approximately 10,000 gross square feet. Construction of an
addition on the existing police building starting in 2008 or construction of a new police facility
on another site could reduce this shortfall. The available area on the Washington Mutual site
would provide for 50 to 60 vehicles or about a third of the long-term need. The rest could be
accommodated on the police site.
Option 3: Construction on a New Site. Obviously construction of a new San Luis Obispo Police
Building would provide the ideal solution. A new facility would allow the department to provide
the required agency space, technological infrastructure, parking and other elements essential to
meeting the needs of a modern law enforcement operation.
Facility Options—Advantages and Disadvantages
Option 1: Expansion on Existing Site
Limit buildable site
- Phased construction will be complex and costly
Will not provide enough parking
No expansion beyond 2027
+ Own existing site
+ Phased construction cost
Option 2: Acquisition of Adjacent Site
- Decentralized operations
- Only 10 year solution
- Parking will continue to be an issue
+ Easily implemented
+ Provides immediate relief
+ Can be first part of Option 3
Option 3: Construction on New Site
- Finding sufficiently sized site may be difficult
- Highest initial cost
Daniel C. Smith and Associates, Inc.I KMD Architects Page 4
ATTACHMEW I
City of San Luis Obispo
Police Facilities Master Plan EXECUTIVE SUMMARY
• Provides correct size and configuration of facilities
• Improves operational efficiency
• Allows for phased expansion beyond 2027
• Provides sufficient parking
Costs of Options: The following is the order of magnitude cost estimates for each option:
Option I - $8,951,700
Option II - $3,810,760
Option III - $12,784,455
The issue of adequate and appropriate space for the Communication Center is critical. It should
be the top priority of the Department and the City of San Luis Obispo. It should be addressed no
matter what option is selected.
Recommendations
Given the major constraints of the existing site, the need to maximize operational efficiencies
and the need for a long-range solution to the department's space needs, Option 3 provides the
best solution. The cost differential between Option 1 and 3 is overridden by the end results. If
Option 3 cannot be initiated within the next two to three years, Option 2 is a short-term solution.
Communication Center Relocation
An analysis of various options for relocation of the existing communication center resulted in a.
recommendation to move the center to the area presently occupied by the existing conference
room, interview room,toilet(1 only) supply storage room, and field services-supervisors office
in the expansion space. This area will provide 1,150 net square feet. This is approximately twice
the area presently occupied by the communication center. The costs for this project will range
from $108,500 to $124,000 for both direct and indirect costs excluding equipment.
Daniel C. Smith and Associates, Inc./KMD Architects Page 5
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CITY OF SAN LUIS OBISPO
POLICE
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FACILITIES
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PLAN
Final Report
January 2003
Daniel C. Smith and Associates, Inc.
2150 Capitol Ave. Suite 210
Sacramento, CA 95816
Kaplin McLaughlin Diaz Architects
222 Vallejo Street
San Francisco, CA 94111
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City of San Luis Obispo
Police Facilities Master Plan EXECUTIVE SUMMARY
C
Introduction
In January 2002 the City of San Luis Obispo Police Department requested the services of a
consultant to prepare a Master Plan for Police Facilities for a twenty-five year planning period.
In addition to the overall planning objectives of identifying long range facility needs, the
department also requested that the short term relocation of the Communication Center be
identified in the context of the long range expansion options available to the city.
The consultant team of Daniel C. Smith and Associates and KMD Architects was selected to
develop the Master Plan for the Police Department. The project was initiated during the-second
week in June 2002. The team issued a data collection questionnaire, conducted interviews,
gathered demographic and related data and surveyed existing facilities..
A report was developed and presented in February 2003. This report addressed the following
topics.
• Police Department Service Demand and Staffing Projections
■ Existing Facilities, Parking Requirements and Existing Physical Conditions
■ Facility and Site Planning Options
• Communication Center Relocation
i l
The results of the analysis of each of these areas are summarized in the following paragraphs.
Police Department Service Demand and Staffing Projections
The consultant developed service demand and staffing projections through an analysis of: 1) city
historical and projected population; 2)past and present crime, arrests and calls for service; 3)
comparisons with other California cities having similar areas, demographics and economic
conditions; and 4)potential changes in type and level of police services provided. Analysis of
these factors resulted in the following assumptions.
■ Over the next 25 years the City of San Luis Obispo is projected to grow to 59,500
■ The current San Luis Obispo Police Department ratio of staff to population is in line with
other communities of similar size and socio demographic makeup
Based on an analysis of all factors the consultant has projected the police department staff to
increase from the 2002 total of 89.5 to 122 by the year 2027.
�\ This projection was provided by the San Luis Obispo City Planning Department as the upper limit of a number of
growth scenarios.
Daniel C. Smith and Associates, Inc./KMD Architects Page 1
City of San Luis Obispo
Police Facilities Master Plan EXECUTIVE SUMMARY
Existing Facilities, Parking Requirements and Existing Physical Conditions
The police department presently occupies approximately 17,200 gross square feet of space at the
existing police facility site. This includes the original 1969 building, the 1983 addition, the
adjacent residence and the pre-fabricated.buildings located on the site. The department also
occupies 2 small offices, one in the downtown area and another in the airport area.
There are a number of facility issues presently facing the department. These are summarized as
follows:
• Existing support spaces (i.e., lockers, general storage, evidence storage) are insufficiently
sized to meet present needs;
• The Communication Center is substantially undersized in an area susceptible to flooding and
lacks basic employee support space;
• The department is decentralized to some extent with two facilities on the site;
■ Employee and public parking is in very short supply;and
® Some areas are inefficiently utilized(public lobby).
As the department grows in the future it is essential that it haven master plan to address these
existing deficiencies while at the same time providing orderly growth.
Parking is a serious problem for the department. There are 41 department vehicles. In addition
the department requires approximately 60 staff parking spaces. When visitor parking (7 spaces)
is added there is a shortage of 50 to 60 spaces. This shortfall will increase to over 100 in the next
25 years.
Facility and Site Planning Options
Space Requirements Projections: The consultant team developed space requirements for the San
Luis Obispo Police Department utilizing workstation standards, equipment specifications and
other industry standards coupled with staffing projections. The results of this calculation are
shown in Exhibit 1.
Daniel C. Smith and Associates, Inc.-/WD Architects Page.2
i
City of San Luis Obispo
Police Facilities Master Plan EXECUTIVE SUMMARY
C
Exhibit 1
Staff and Space Requirements Summary
Summary San Luis Obispo Police Department
Staff and Space'Requirements Summary
Total Staff Total Square Feet
2002 2007 2012 2017 2022 2027 - 2002 2007 -2012 2017 2022 2027
1.0 Office of the Chief 4 5 6 6 6 6 1,655 1,795 1;951 1,951 1,951 .1,951
2.0 Administrative Bureau
2.1 Administration Unit 2 2 2 3 3 3 827 827 827 983 983 983
2.2 Support Services
2.2.1 Records Unit 6 6 6 6 2 6 1,841 1,892 1,970 1,845 1,512 1,845
2.2.2 Communication Unit 13 17 17 17 17 17 1,702 1,812 1,846 1,846 1,846 1,846
2.2.3 Maintenance Unit 1 3 3 3 4 4 1,102 1,102. 1,102. 1,102 1,102 1,102
2.3 Investigation Division
2.3.1 Investigation Unit 9 II 11 12 13 13 2,205 2,474 2,506 2,506 2,610 2,610
2.3.2 Property&Evidence Unit 4 4 4 4 4 4 4,385 4,541 4,716 4,716 4,976 5,054
3.0 Operations Bureau
3.1 Administration Unit 1 2 2 2 2 2 556 660 660 660 660 660
3.2 Patrol Division 37 39 42 44 47 49 2,578 2,604 2,634 2,933 2,959 2,998
3.3 Traffic Unit 6 6 6 6 6 7 746 746 759 759 772 772
3.4 Situation Oriented Response Unit 4 4 4 4 4 5 593 593 606 606 606 660
3.5 Field Services Technicians 2 3 3 3 3 3 387 471 471 471 471 471
3.6 Neighborhood Services Unit 1 2 2 3 3 3 824 824 824 824 824 824
3.7 Incustody Processing Area _ - - - - 2,185 2,185 2,185 2,185 .2,185 2,185
4.0 Department Support
4.1 Locker and Training Area - - - - - - 3,323 3,441 3,592 3,710 .3,829 3,947
4.2 Public Areas - - - - - - 3,050 3,050 3,050 3,050 3,050 3,050
4.3 Employee Services - - - - - 689 689 689 689 689 689
Total Staff and Net Square Feet 90 104 108 113 114 122 28,648 29,706 .30,389 30,837 31,026 31,649
Interdepartmental Circulation/Restrooms/Bldg.Support 25% 7,162 7,427 7,597 7,709 7,756 7,915
Building Envelope/Mechanical/Electrical 10% 2,865 2,971 3,039 3,084 3,103 3,165
Total Gross Square Feet 38,675 40,104 41,025 41,630 41,885 42,729
Planning Options: the consultant identified three options for meeting the future facilities needs
of the San Luis Obispo Police Department over the next 25 years. They are:
Option 1: Expansion on the Existing Site. The existing city-owned site is 5 8,9 10 square feet. If
the adjacent lot of 4,900 square feet were purchased it would allow for a total available site of
63,810 square feet. The existing police facility building lower level footprint is 7,095 gross
square feet. In addition, there is an existing house-presently utilized by the Traffic and SORT
units, two evidence storage buildings,a covered parking area and a generator enclosure. These
structures take up approximately 3,000 gross square feet on that site.
To accommodate the 2027 program, it would be necessary to construct a two-story connection to
the existing building with a footprint of approximately 14,000 gross square feet. The existing
building and the new addition would result in a building footprint of 2 1,100 gross square feet. It
Daniel C. Smith and Associates, Inc./KMD Architects Page 3
City of San Luis Obispo
Police Facilities Master Plan EXECUTIVE SUMMARY
C
should be noted the 21,000 gross square feet only represents the total area taken up by the lower
levels of the existing building and the expansion facility. This represents approximately 33% of
the available site. Parking could potentially be provided as one level of subterranean parking
under the new structure and the rest as surface parking.
Option 2: Acquisition of Adjacent Facilities. There is an existing two-story building directly
across from the police facility on Santa Rosa Street. The Metropolitan Insurance Agency owns
the building. The building has 9,019 gross square feet available on two floors of 4.029 gross
square feet and 4,990 gross square feet respectively. The site provides approximately 33,500
gross square feet.
This property could be acquired and the existing building utilized for an interim period to reduce
the present short term space requirements shortfall. Assuming that public meeting space is not
provided the shortfall would be approximately 10,000 gross square feet. Construction of an
addition on the existing police building starting in 2008 or construction of a new police facility
on another site could reduce this shortfall. The available area on the Washington Mutual site
would provide for 50 to 60 vehicles or about a third of the long-term need. The rest could be
accommodated on the police site.
Ontion 3: Construction on a New Site. Obviously construction of a new San Luis Obispo Police
Building would provide the ideal solution. A new facility would allow the department to provide
the required agency space, technological infrastructure, parking and other elements essential to
meeting the needs of a modern law enforcement operation.
Facility Options—Advantages and Disadvantages
Option 1: Expansion on Existing Site
- Limit buildable site
- Phased construction will be complex and costly
- Will not provide enough parking
- No expansion beyond 2027
+ Own existing site
+ Phased construction cost
Option 2: Acquisition of Adjacent Site
- Decentralized operations
- Only 10 year solution
- Parking will continue to be an issue
+ Easily implemented
+ Provides immediate relief
+ Can be fust part of Option 3
Option 3: Construction on New Site
- Finding sufficiently sized site may be difficult
- Highest initial cost
Daniel C. Smith and Associates, Inc.i KMD Architects Page 4
City of San Luis Obispo
Police Facilities Master Plan EXECUTIVE SUMMARY
+ Provides correct size and configuration of facilities
+ Improves operational efficiency
+ Allows for phased expansion beyond 2027
+ Provides sufficient parking
Costs of Options: The following is the order of magnitude cost estimates for each option:
Option I - $8,951,700
Option II - $3,810,760
Option III - $12,784,455
The issue of adequate and appropriate space for the Communication Center is critical. It should
be the top priority of the Department and the City of San Luis Obispo. It should be addressed no
matter what option is selected.
Recommendations
Given the major constraints of the existing site, the need to maximize operational efficiencies
and the need for a long-range solution to the department's space needs,Option 3 provides the
best solution. The cost differential between Option 1 and 3 is overridden by the end results. If
Option 3 cannot be initiated within the next two to three years, Option is a short-term solution..
Communication Center Relocation
An analysis of various options for relocation of the existing communication center resulted in a
recommendation to move the center to the area presently occupied by the existing conference
room, interview room, toilet(1 only) supply storage room, and field services supervisors office
in the expansion space. This area will provide 1,150 net square feet. This is approximately twice
the area presently occupied by the communication center. The costs for this project will range
from$108,500 to $124,000 for both direct and indirect costs excluding equipment.
Daniel C.Smith and Associates, Inc.I KMD Architects Page 5
-T
CITY OF SAID Luis OBISPO
POLICE
FACILITIES
MASTER
PLAN
t✓ ,
Final Report
January 2003
Daniel C. Smith and Associates, Inc.
2150 Capitol Ave. Suite 210
Sacramento, CA 95816
Kaplin McLaughlin Diaz Architects
222 Vallejo Street
San Francisco, CA 94111
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1
City of San Luis Obispo
Police Facilities Master Plan
Table of Contents
Introduction..........................................................................................:...:.............................. 1
Background ............................................................................................................................. 1
Section 1: Service Demand and Staffing
Introduction..................................................:.......................................................................... 3
Methodology.................:.................:........................................................................................ 3
Population................................................................................................................................ 5
HistoricalTrends..........................................................:..................:...:.................................... 9
ComparativeCities Analysis.........:........................................................................................ 13
Macro-Level Alternative Staffing Futures.............................................................................. 14
DetailedStaffing Plan..................................................:...:..:.................................................. 17
Section 2: Projected Facility and Parking Requirements and Existing Facility Conditions
ParkingRequirements...........................,...........:...:..................................................................20
Employee, Volunteer and SNAP Parking............................................................................... 20
DepartmentVehicle Parking.................................................................................................. 20
VisitorParking................................................:........... .......................................................... 21
Total Number of Parking Spaces and Area Requirements....................................................... 21
Existing Police Department Facilities and Site........................................................................ 22
Section 3: Facility and Site Planning Options
Introduction.......................................................................................................::.................. 26
MasterPlanning Options........................................................................................................ 26
Facility Options Advantages and Disadvantages .................................................................... 31
Evaluation of Options and Recommended Actions..........:...................................................... 32
Recommendations.............................................................:.................................................... 36
Section 4: Communication Center Relocation
Relocation of the Communication Center............................................................................... 37
ExistingConditions...............................................:..............................:................................. 37
Appendix A: Detailed Staffing Plan......................:..........................................................I... A-1
Appendix B: Workstation Standards .....................................................................................B-I
Appendix C: Detailed Space Program...................................................................................0-1
Daniel C. Smith and Associates/KMD Architects Page 1
City of San Luis Obispo
C' Police Facilities Master Plan Introduction
INTRODUCTION
In January 2002 the City of San Luis Obispo Police Department requested the services of a
consultant to prepare.a Master Plan for Police Facilities fora twenty-five year planning period.
In addition to the overall planning objectives of identifying long range facility needs, the
department also requested that the short term relocation of the Communication Center be
identified in the context of the long range expansion options available to the city.
The consultant team of Daniel C. Smith and Associates and KMD Architects was selected to
develop the Master Plan for the Police Department. The project was initiated during the second
week in June 2002. The team conducted issued a data collection questionnaire, conducted
interviews, gathered demographic and related data and surveyed existing questionnaires.
The information derived from this process was utilized to prepare two interim reports. The first
report, Service Demand and Staffing, was presented in August 2002. This document contained
detailed analysis of the historical and projected city population, demands for Police service and
the Police Department staff necessary to accommodate these service demands.
A second report was also presented in August detailing the existing size and conditions of the
present San Luis Obispo facilities. A third report was presented and reviewed in October 2002.
This report detailed the space requirements for the next twenty-five years in five-year
increments.
This document represents the culmination of the consultant team's efforts and presents the Police
Facilities Master Plan including facility development options, site requirements and costs. It also
includes an analysis of the relocation options for the Communication Center. This document
incorporates the previously presented material revised from the Police Department review
process.
BACKGROUND
The City of San Luis Obispo is a municipality of 44;450 residents located in the central coast
region of the state. It is in close proximity to Califomia Polytechnic State University (18,000
enrollment) and Cuesta Community College (9,000 enrollment). Highway 101, a major north and
south route, bisects the city. The city has an incorporated area of 11 square miles. The residential
community is fairly affluent and housing prices are higher than the state average. At the same
time, however, a significant portion of the city housing stock accommodates the student
population, normally with a high occupancy rate per dwelling. The somewhat diverse nature of
the city population impacts the public safety issues and attitudes.
The San Luis Obispo Police Department presently has 90 regular staff(61 sworn and 29 non-
sworn).The department uses volunteers and temporary (student) staff to supplement their
operations.
C�
Daniel C. Smith and Associates/KMD Architects Page 1
City of San Luis Obispo
Police Facilities Master Plan Introduction
The department facilities are located mainly on a site bound by Walnut, Santa Rosa, Osos Streets
and Highway 101. The site has approximately one acre of available land. The site is susceptible
to flooding on the northern portion. The original police building was opened in 1969 and
provided approximately 8,000 to 9,000 net square feet and 10,000 to 12,000 grosssquare feet. In
1983 a two-story addition was added on the southern end of the original building. This addition
brought the total square footage of the building up to 15,600 gross square feet and 12,800 net
square feet. In the 1990's the department acquired a small residence on the southern portion of
the site. This facility provides for 788 square feet. In addition, the department purchased a pre-
fabricated structure to house property and evidence and to provide an area to conduct forensic
testing on vehicles. This provides for an additional 600 to 800 square feet. The Police
Department also has a donated office space in the downtown area that is utilized as a satellite
facility primarily by the bicycle patrol.
Organizationally the department is divided into three units, the Office of the Chief,
Administration Bureau and Operations Bureau. The department's communications unit provides
dispatch for both City Police and Fire services. The department provides only temporary arrestee
holding and all long-term incustody individuals are booked into the county jail. There are a
number of facility issues presently facing the department. These are summarized as follows:
e Existing support spaces (i.e., lockers, general storage, evidence storage) are insufficiently
sized to meet present needs;
The Communication Center is substantially undersized in an area susceptible to flooding and
lacks basic employee support-space;
• The department is decentralized to some extent with two facilities on the site;
■ Employee and public parking is in very short supply; and
■ Some areas are inefficiently utilized (public lobby).
As the department grows in the future it is essential that it have a master plan to address these
existing deficiencies while at the same time providing orderly growth.
This report is structured to provide that master plan and is organized as follows:
Section l: Service Demand and Staffing Projections
Section 2: Existing Facilities and Parking Requirements and Existing Facilities Conditions
Section 3: Facility and Site Planning Options
Section 4 Communication Center Relocation
Daniel C.Smith and Associates/KMD Architects Page 2
City of San Luis Obispo Sectionll
Police Facilities Master Plan Service Demand and Staffing
SECTION 1: SERVICE DEMAND AND STAFFING
Introduction
The primary focus of this section is to document the development and details of the staffing plan
that will serve as the foundation for formulating the facilities space program provided in the next
section of this report.
Specifically, this section will:
Provide an explanation of the methodologies used by the Consultant to develop the staffing
projections and plan addressed below.
Document historical and projected population levels for the City of San Luis Obispo and the
region.
Examine the'historical volume of police calls for service (CFS) and associated reported
crimes relative to population change..
Provide an historical analysis of the San Luis Obispo Police Department's staffing levels
versus population, calls for service, and other workload data.
Provide a comparative analysis of the City's police per capita to selected cities that are similar
to the City of San Luis Obispo.
Formulate logical alternative macro-level staffing futures and provide an analysis.
Provide a detailed staff program that will be utilized for facility programming and planning
purposes.
Methodology
In order to develop a logical forecast of police staffing levels, and subsequently, specific staffing
plans, the Project Team adopted a philosophy which in the broadest sense entails:
Comprehending past and current conditions.
Ascertaining the projected population of San Luis Obispo in the year 2027.
Understanding the City's character and socio-demographic make-up.
Anticipating any potential changes in the types of services that the Police Department would
deliver and identifying how the delivery of those services would change and/or evolve.
The specific methodology that the Project Team used included, but was not limited to:
1. Data Acquisition and Fact Findine The Project Team collected the following baseline set of
data from the agencies listed below:
City Planning—population estimates and forecast; annexation and building development
information; college enrollment and housing data.
City Police Department—historical service demand and staffing data
Federal Bureau of Investigations—comparative cities staffing and reported crime levels.
Daniel C.Smith and Associates/KMD Architects Page 3
City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
2. Understanding and Validatingthe e Acquired.Data: The Project Team reviewed the collected
information to assure that the latest information was being used and to identify any
inconsistencies or large changes in recorded the data from year to year that might indicate a
change in recording and/or classification methods. Where inconsistencies where found, the
Consultant Team discussed them with appropriate City personnel to understand the underlying
causes, and to either discount or adjust certain data as necessary.
3. Distribute Questionnaires to and Conduct Interviews with Department Mana eg menta The
Consultant Team developed questionnaires that were distributed to department management
which queried them to provide historical staffing and their best estimate of future staffing
needs. Additional questions involved assessing the potential for: a) departmental
reorganizations; b) changes in the types of services that would be provided; c) how those
services would be provided; and, d) other operational issues that could affect future staffing
levels.
4. Historical Analysis of Population, Service Demand, and StaffingTrend rends: The Project Team's
analysis included:
Comparing annual changes in the volume of police calls for service, workload, and staffing
levels versus population in terms of rates per 1,000 population.
Correlating past staffing levels to population, calls for service, and crime levels per capita.
5. Ascertaining and Documenting City-Provided Population Estimates and Projections for Staff
Forecasting Purposes: This process entailed:
Obtaining the latest estimates of total city population versus established population
projections that were developed in 1994.
Adjusting the initial set of population projections for current year(2002) and those in prior
years based on the latest population estimates.
Understanding the maximum growth that the City expects could occur under any logical
foreseen circumstances.
6. Obtaining Comparative Police Staff Versus Population Levels for Similar Cities:
Police staffing and crime data was collected for nine comparative cities with current
population levels approximate to that forecasted for year 2027 in San Luis Obispo.
Further,because the State University's student population places significant demand on the
SLOPD, four of the nine cities were selected specifically because they have either a State
University, or University of California campuses either within, or located close to their
municipal boundaries.
The Consultant Team then disaggregated the comparative cities into two primary groups,
those cities having substantial higher education facilities, and those that do not, to see if there
were any substantial differences or trends between the two in terms of staffing per capita and
crimes per capita.
C 7. Develop logical alternative macro-level staffing futures: The Project Team formulated
alternative staffing futures using the following methods:
Daniel C. Smith and Associates/KMD Architects Page 4
City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
Applying selected historical alternative SLOPD staffing per capita and demand for service
rates to projected population levels..
Applying comparative staffing levels versus population to the projected population of San
Luis Obispo.
8. Formulate a definitive macro-level (bottom-line) forecast of staff requirements: This task was
accomplished by:
Analyzing the likelihood of each alternative projection being realized, by taking into account
expected changes in city revenues, funding levels, types of services to be delivered, service
delivery methods, and changes in organizational structure.
Conducting a workshop with city staff to present the Project Team's findings, obtain
comment, and ultimately refine the projections as appropriate.
9. Documenting definitive staffing plans on a position-by-position basis: This task entailed:
Developing position-by-position staff projections for each department.
Providing draft projections for city review and comment.
Refining the plan as a result of a specific workshop dedicated to this task.
Population
Introduction: Population growth is one of the most important generators of demand for public
safety services. As such, the Project.Team conducted a thorough analysis of past population
trends and projections. Since the City of San Luis Obispo: a) is the County Seat; b) lies along the
Highway 101 corridor; c) serves as a regional commercial center; and, d) has a State University
located close by, the Project Team also took into account regional population change, potential
student enrollment changes, and the maximum possible build-out scenario for the City.
Historical Population Estimates -Findings: Exhibit 1.1 provides detailed data regarding County
and City population change between 1990 and 2002.
C
Daniel C.Smith and Associates/KMD Architects Page 5
City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
Exhibit 1.1
Historical Population Estimates
Total Total% Avg..Ann.
1990 1991 1992 1993 1994 1995 1996 1997 .1998 1999 2000 2001 2002 Increase Increase Rate
City 41,958 42,100 42,650 42,900 43,200 42,100 41,404 41,807 42;201 42,446 43,027 43,739 44,450 2,492 6% 0.48%
County 217,162 219,300 222,000 224,500 227,000 229,200 231,900 235,700 239,100 242,100 249,900 256,915 264,127 46,965 22% 1.64%
Historical Population Change
80,000 - 400,000
70,000 _. - .. 350,000
60,000 -- - 300,000
50,000 _- -- _...
"• � 250,000
v 40,000 200,000 'o
U
30,000 _- - - - _ _ - 150,000
20,000 100,000
10,000 50,000
0 0
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
City-_ County
Source:California Department of Finance
As shown:
The City's population increased from 41,958 to 44,450, or 6%. The corresponding average
annual compound rate equaled 0.46%.
In contrast, the County's population increased by 46,965 persons, from 217,162 to 264,127.
The total increase of 22%, which occurred at an average compound annual growth rate of
1.64%was nearly three times the City's growth rate over the same time period.
Projected City and County Full-Time Resident Population: Exhibit 1.2 provides San Luis Obispo
City and County population projections from 2002 through year 2027. City population projections
were provided to the Consultant Team by City Planning through year 2022, where the year 2027
figure was extrapolated by the Consultant Team. County projections were obtained from the
County of San Luis Obispo Long-Range Planning Department which were documented from year
2000 through year 2030 in the five-year planning increments. Therefore, the Consultant Team
interpolated the figures shown for years 2007,2012, 2017, 2022, and 2027 assuming straight-line
growth for the intervening years not listed in the baseline data.
Daniel C. Smith and Associates/KMD Architects Page 6
City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
Exhibit 1.2
City and County Population Projections
Total _ Total% Avg.Ann.
2002 2007 2012 2017 2022 2027 Increase Increase Rate
City Population 44,450 49,700 52,200 54,900 57,200 59,500 15,050 34% 1.17%
County Population 264,127 273,028 293,138 314,848 338,512 364,388 100,261 38% 1.30%
Historical Population Change
80,000 500,000
70,000 450,000
400,000
60,000
350,000
50,000
.-- 300,000
V 40,000 250,000 c
U
30,000 200,000
150,000
20,000
100,000
10,000 50,000
0 0
2002 2007 2012 2017 2022 2027
---a-City Population .. . County Population
Note that the City population projections include all expected areas to be annexed, which will
contain approximately 1,820 yet to be developed housing units, assumed by City Planning to have
an average household size of 2.2 persons.
As demonstrated in Exhibit 1.2, between 2002-2027:
The City's total population will increase by 15,050 persons, or 31%. The corresponding
average annual increase equates to 1.17%: a,growth fate that is nearly two and half times
faster than what has occurred since 1991. Total population will increase from 44.450 to
59,500 over the stated timeframe.
(� Total County population growth will.generally occur at the same rate as City increases.
Daniel C. Smith and Associates/KMD Architects Page 7
1
City of San Luis Obispo Section 1
`- Police Facilities Master Plan Service Demand and Staffing
Total population will increase by 100,261 persons, or 38%, and will occur at an average
annual rate of 1.30%. Total County population will increase from 264,127 to 364,388
between years 2002 and 2027. Total County population growth will also occur at a rate
somewhat lower than what has occurred in the past, 1.30%versus 1.64% annually.
The City-provided population forecast was developed in 1994, and since that time, growth has
failed to increase at the projected rate. In fact, for year 2002, the City population was forecasted
to reach 47,300, where in contrast, the latest city estimates place total population at 44,450
persons. Using 1990 as baseline, the forecast had called for population to increase by 13%, where
in reality it only increased by 6%, or less than half the rate originally predicted. Will City
population growth continue to lag behind the forecast? Only time will tell. Regardless, the year
2027 forecast is founded on the premise of City build out being attained in that year.
Service Pormlation and Land Use:
Another factor that will impact facilities needs is the "service population" of the community. For
the purposes of this report, "Service Population" is the number of persons actually serviced by the
Police Department during a given time period. The size of the service population is driven by a
host of factors, including but not limited to: a) employment; b) student enrollment base; c) retail
volume; d) recreation, leisure, and entertainment venues; e) special events; and, f) other factors.
As a consequence, concrete figures quantifying the service population remain elusive. However,
the City's best estimate is that the current service population lines somewhere between 74,000 and
78,000 on a daily basis. These figures vary based on season, day of the week, and time of day.
Additionally, Cal Poly University, which lies outside of the City's Urban Growth Boundary,
projects that the student population will increase by 3,000 students over the long-term. The
University intends to provide housing for all of the additional students on campus, for which the
University Police provide law enforcement services.
Looking towards the future, proposed land annexations include potential uses that could drive
significant increases in the volumes of traffic,persons commuting to jobs, and mixed uses that will
result in increased volumes of"calls for service" (CFS) related to these uses. These include traffic
accidents, shoplifting, driving under the influence, and a myriad of other calls. Recommendations
for this report take into consideration these factors.
Nevertheless, considering the nature of this facilities planning study and that any new facilities
should last well beyond the established.25-year planning horizon, the City should not only focus
on when build-out will occur and the size of the service population, but rather what is required in
terms of police staff and facilities to service the build-out full-time resident population that has
been forecasted as well as the impacts of the service population.
The impacts of service population and land use can be measured in terms of"calls for service"
(CFS), the volume of which in turn affects "available officer time." These subjects are addressed
below.
Daniel C. Smith and Associates/KMD Architects Page 8
City of San Luis Obispo Section 1
C_ Police Facilities Master Plan Service Demand and Staffing
Historical Trends- Demand for Police Services and Staffing Levels
Explanation of Data: Six years of police-related historical data was collected and analyzed by the
Consultant Team. For the purposes of this report, historical demand for police services has been
quantified in terms of: a) calls for service (CFS); b) reported crimes; and, c) arrests. The
Consultant Team used only the CFS data from 1998 through 2001 for this analysis in order to
assure consistency in the baseline data. Reported crime and arrest data for the established six-year
historical period was readily available and was deemed to be recorded consistently.
For each major area (CFS, Reported Crime, Arrests, and Staff) the Consultant Team has
categorized the data in terms of totals/volume, corresponding rates per 1,000 population; and the
minimum, average, adjusted average, and maximum rates per 1,000 population that occurred
during the established historical time periods. The adjusted average rate was determined by
excluding the years where the maximum and minimum rates occurred and then averaging the data
for the remaining years.
Findings—Calls for Service Versus Population and Related Staff Impacts: Exhibit 1.3 shows that
over a four-year period from 1998-2001:.
Total calls for service increased by 1,616, or 6.0%. This increase was nearly twice the rate of
'1 city population growth which increased 3.6%.
However, when office-initiated calls are excluded from this total, public-initiated CFS
actually declined by 4.1%, and the CFS rate per 1,000 population decreased correspondingly,
from 592 to 568.
It is important to note that although the City is a regional center and the County Seat, the
reduction in public initiated calls for service is even more pronounced when compared to the
10% increase in County population.
In contrast, officer-initiated calls for service increased by 86%. Nowhere is that more evident
than downtown,particularly during the evening hours and especially on weekends. There
have been significant increases in alcohol related arrests; citations, and crime. Most of these
take place during the late evening and early morning hours and are directly related to the
entertainment and bars in the downtown.
As a result of the above trends,the "available time" figures related to Police Department
staffing levels has been negatively impacted. "Available time" is that period during which
officers are not busy with other calls or enforcement activities, and time that they therefore
can denote to visible patrol and crime deterrence. The City's adopted safety element
currently identifies a 30% "available time" level as the objective for patrol response. The
most recent activity figures from year 2001 show that the department was unable to meet this
objective for nearly every month.
Daniel C. Smith and Associates/KMD Architects Page 9
i' City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
Exhibit 13
Calls for Service Vs Population
Data Analysis
1996 1997 1998 1999 2000 2001 Change %Change
Workload Generators
City Population 42,201 42,446 43,027 43,739 1,536 3.6%
Calls for Service-Volume
Public Initiated 24,996 23,402 24,671 24,856 (140) -0.6%
Officer Initiated 1,892 2,667 3,272 3.648 1,756 92.8%
Total 26,888 26,069 27,943 28,504 1,616 6.0%
Calls for Service-Per 1,000 Pop.
Public Initiated 592 551 573 568 (24) -4.1%
Officer Initiated 45 63 76 83 39 86.0%
Total 637 614 649 652 15 2.3%
Calls for Service-Rates Per 1,000 Pop.-Analysis
Public Initiated - Min. Rate: 551 Avg.Rate 571 Adj..Avg. 571 Max.Rate 592
Officer Initiated Min. Rate: 45 Avg..Rate 67 Adj.Avg, 69 Max.Rate 83
Total Min. Rate: 614 Avg.Rate 638 Adj.Avg. 643 Max.Rate 652
Findings—Crime Levels Versus Population: Exhibit 1.4 shows that over a six-year period from
1996-2001:
Total reported crimes increased by 2,484 incidents, or 47.2%. Correspondingly, the rate of
total crimes per 1,000 population increased from 127 to 177. Does this data indicate that the
City is become less safe and more prone to crime? Quite the contrary, as supported by the
following two factors:
The volume of serious crime (Part 1 Crimes) increased only 3.7% during this timeframe—less
than the increase in population. Therefore the rate of serious crimes per 1,000 population
actually declined from 49 to 48 per 1,000.
Part 2, or less serious crimes volume, which increased by 74.7%, clearly seems to be related
the increase in officers placed on the street and the volume of officer initiated calls, which
increased by 92.8%.. It also appears result from more aggressive enforcement of a"zero-
tolerance"policy, as evidenced by a more detailed review of reported crime, which for
example, shows substantial increases in liquor violations.
Therefore, the statistics reflect a common trend experienced nationally, where community-based
policing programs combined with proactive, zero-tolerance policies place more officers on the
street, allowing them to make more arrest for minor offenses, before more serious crime becomes
an issue. In a sense, then, Part 2 crimes rates and officer-initiated calls for service can be self-
generating numbers.
Daniel C. Smith and Associates/KMD Architects Page 10
— City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
Exhibit 1.4
Crime Levels Vs Population
Data Analysis
1996 1997 1998 1999 2000 2001 Change %Change
Reported Crime
Crime-Volume
Part 1 Crimes 2,038 1,925 2,228 .2,020 2,162 2.114 76 3.7%
Part 2 Crimes 3,225 3,113 3,752 4,123 5,273 5,633 2,408 74.7%
Total 5,263 5,038 5,980 6,143 7,435 7,747 2,484 47.2%
Crime-Per 1.000 Pop.
Part 1 Crimes 49 46 53 48 50 48 (1) -1.8%
Part 2 Crimes 78 74 89 97 123 129 51 65.3%
Total 127 121 142 145 173 177 50 39.3%
Reported Crime Rates -Per 1,000 Poo.-Analysis
Pan 1 Crimes Min. Rate: 46 Avg.Ram 49 Adj..Avg. 49 Max.Rate 53
Part 2 Crimes Min. Rate:. 74 Avg.Rate '98 Adj.Avg. 97 Max.Ram 129
Total Min. Rate: 121 Avg.Ram 147 Adj..Avg. 147 Max.Rate 177
Findings— Staff Versus Population: Exhibit 1.5 (shown on next page) shows that over the five-
year period from 1996-2001:
Arrest rates increased 16%, or nearly three times the increase in population.
Essentially all of the increase was due to an increase in adult arrests, as juvenile arrest actually
declined between 1996 and 1999, and then returned by 2001 to exactly the volume
experienced in 1996.
Overall, the total arrest rate per 1,000 population increased from 65.9 to 72.4.
Felony arrests declined by 22%, while misdemeanor arrest increased by 16.6%.
These statistics again confirm the effects of placing more officers on the street and more
aggressively implementing zero-tolerance policies.
Findings— Staff Versus Population: Exhibit 1.6 shows that over the five-year period from 1996-
2001:
Staffing levels increased by 7.5 full-time positions, or 9.1%
This increase was essentially divided evenly between sworn and non-sworn staff.
The rate of staff increase was significantly higher than population which grew by 5.6% over
the same timeframe.
The higher growth rate in staff equates to a rise in staff per 1,000 population, from 1.98 to
2.05.
Daniel C. Smith and Associates/KMD Architects Page 11
City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
Exhibit 1.5
Arrests Vs Population
Data Analysis
1996 1997 1998 1999 2000 2001 Change %Change
Arrests
Arrest Volume
Adult 2,451 2,300 2,165 2,265 2,716 2,887 436 17.8%
Juvenile 278 268 225 225 284 278 - 0.0%
Total 2,729 2,568 2,390 2,490 3,000 3,165 436 16.0%
Felony 483 496 458 350 404 398 (85) -17.6%
Misdemeanor 2,246 2,072 1,932 2,140 2,596 2,767 521 23.2%
Total 2,729 2,568 2,390 2,490 3,000 3,165 436 16.0%
Arrests Per.1,000 Pon.
Adult 59.20 55.01 51.30 53.36 63.12 66.01 6.81 11.5%
Juvenile 6.71 6.41 5.33 5.30 6.60 6.36 (0.36) -5.3%
Total 65.91 61.43 56.63 58.66 69.72 72.36 6.45 9.8%
Felony 11.67 11.86 10.85 8.25 9.39 9.10 (2.57) -22.0%
Misdemeanor 54.25 49.56 45.78 .50.42 60.33 63.26 9.02 16.6%
Total 65.91 61.43 56.63 58.66 69.72 72.36 6.45 9.8%
Arrests:- Rates Per 1,000 Pop:Analysis
Felony Min. Rate: 8.25 Avg.Rate 10.19 Adj.Avg. 10.25 Max.Rate 11.86
Misdemeanor Min. Rate: 45.78 Avg.Rate 53.93 Adj.Avg. 53.64 Max.Rate 63.26
Total Min. Rate: 56.63 Avg.Rate 64.12 Adj.Avg. 63.93 Max.Rate 72.36
Exhibit 1.6
Staff Vs Population
Data Analysis
1996 1997 1998 1999 .2000 2001 Change %Change
Workload Generators
City Population 41,404 41,807 42,201 42,446 43,027 43,739 2,335 5.6%
Staffing Level
Authorized Positions
Sworn Staff 57.0 57.0 57.0 59.0 61.0 61.0 4.0 7.0%
Non-Sworn Staff 25.0 25.0 25.0 26.0 27.5 28.5 3.5 14.0%
Total 82.0 82.0 52.0 85.0 88.5 89.5 7.5 9.1%
Authorized Positions-Per 1.000 Pop.
Sworn Staff 1.38 1.36 1.35 1.39 1.42 1.39 0.02 1.3%
Non-Sworn Staff 0.60 0.60 0.59 0.61 0.64 0.65 0.05 7.9%
Total 1.98 1.96 1.94 2.00 2.06 2.05 0.07 3.3%
Authorized Positions-Rates Per 1,000 Poo.-Analysis
Sworn Staff Min. Rate: 1.35 Avg.Rate 1.38 Adj.Avg. 1.38 Max.Rate 1.42
Non-Sworn Staff Min. Rate:. 0.59 Avg.Rate 0.62 Adj.Avg. 0.61 Max.Rate 0.65
Total Min. Rater 1.94 Avg.Rate 2.00 Adj.Avg. 2.00 Max.Rate 2.06
�1
Daniel C. Smith and Associates/KMD Architects Page 12
City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
Comparative Cities Analysis
Explanation of the Data: Exhibit 1.7 provides comparative population and staffing levels for nine
selected cities with populations ranging between 54,593 and 69,400 (year 2000 data). As
mentioned previously, the nine cities were categorized into those that have State higher education
facilities and those who do not. For each city the Consultant Team compiled comparative staffing
data aggregated by total, sworn, and non-sworn staff.
Findin s: As shown below, for those cities which have either California State Universities or
University of California campuses:
The average total staff ratio per 1,000 population is 2.06.
Comparatively, San Luis Obispo corresponding ratio is nearly identical, at 2.01 total staff per
1,000 population.
Probably the most similar city to San Luis Obispo is Chico, considering: a) its State
University b) the size of its student body; c) it is somewhat remote from other large cities; d)
being a regional commercial center; and, e) being located along a major state transportation
corridor. As demonstrated, Chico's total staff per 1,000 population of 1.97 is nearly identical
to San Luis Obispo's.
Sworn staff comparisons, between San Luis Obispo versus the combined cities average, and
Chico's ratio are also nearly identical.
i
Given the small number of cities that had similar populations to what is forecast for San Luis
Obispo and that had either a State University or University of California Campus, the Consultant
Team also compiled staffing levels for all California with populations ranging from 56,000 to
69,000. Again, with the exception of the City of Turlock, all subject cities total staff and sworn-
staff per 1,000 population rates were very close to that of San Luis Obispo. It is important to note
that these cities also had only slightly lower staff versus population rates than those cities which
did have major campuses associated with them. Hence, municipal police staffing levels seem to
be relatively unaffected by the presence, or lack of a major college campus.
Daniel C.Smith and Associates/KMD Architects Page 13
1
City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
Exhibit 1.7
Police Staff Per 1,000 Population-Comparative Cities Analysis
2000 Staff Staff Per 1,000 Pop.
City Pop. Total Sworn Civilian Total Sworn Civilian
Cities w/State Colleges/Universities
Chico 59,954 118 85 33 1.97 1.42 0.55
Davis 63;500 84 54 30 1.32 0.85 0.47
Santa Cruz 54,593 130 100 30 2.38 1.83 0.55
Palo Alto 60,500 160 96 64 2.64 1.59 1.06
Totals/Averages 238,547 492 335 157 2.06 1.40 0.66
(Less Palo Alto) 178,047 332 239 93 1.86 1.34 0.52
San Luis Obispo 43,027 90 61 29 2.08 1.42 0.66
Cities without State Colleges/Universities
Turlock 69,400 89 62 27 1.28 0.89 0.39
Lodi 59,400 115 80 35 1.94 1.35 0.59
National City 58,100 117 84 33 2.01 1.45 0.57
San Rafael 56,700 114 70 44 2.01 1.23 0.78
Petaluma 56,100 103 70 33 1.84 1.25 0.59
Totals/Averages 230,300 449 304 145 1.95 1.32 0.63
San Luis Obispo 43,027 90 61 29 2.08 1.42 0.66
Macro-Level Alternative Staffing Futures
Exhibit 1.8 provides a logical range of police staff growth that San Luis Obispo could expect to
experience, based on applying the previously discussed historical trends and comparative cities
analysis to the expected build-out city population of 59,500 persons.
Explanation of the.Alternative Futures: During the initial phases of the project, and prior to this
analysis, the Consultant Team requested the Police Department to independently generate its own
detailed staff projections on a position-by-position basis using its best judgment. This scenario is
shown on line 4. All other scenarios (designated lines 1-3 on the matrix below) are based on
applying selected staff per 1,000 population rates to projected total city population levels.
The purpose of developing these statistically-based alternatives was to provide the City and
Department with a cross-check of the raw, grass roots estimates provided by Department, and
place them within logical parameters as defined by historical trends within the city and other
comparative cities.
Daniel C. Smith and Associates/KMD Architects Page 14
I
City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
Exhibit 1.8
Police Staffing—Alternative Futures
Applied _ Total Percent
Alternative Rate 2002 2007 2012 2017 2022 2027 Increase Increase
Population 44,400 49,700 52,200 54,900 57,200 59,500 15,100 34%
Alternative Staff Futures
1 SLO Staff Per 1,000 Pop.(1996-2001 Adj.Avg. Rate) 1.998 89.5 99.3 104.3 109.7 114.3 118.9 29.4 33%
2 Comp.Cities Staff Per 1,000 Pop(Avg.Group 1•) 2.062 89.5 102.5 107.7 113.2 118.0 122.7 33.2 37%
3 Comp.Cities Staff Per 1,000 Pop(Santa Cruz) 2.381 89.5 118.3 124.3 130.7 136.2 141.7 52.2 58%
4 Department Generated Projections' 89.5 101.5 1 1 1.0 125.0 135.0 146.8 57.3 64%
•Group 1-All comparable citim with Unwmitie9ColleM
175
150
--''K
Q _ �O i
--- ^ J
� —0—SLO Staff Per 1,000 Pop.
125 – (1996-2001 Adj.Avg. Rate)
_ --A --a--Comp.Cities Staff Per 1,000
�•– --–r– Pop(Avg.Group 1)
–
-o--Comp.Cities Staff Per 1,000
i
100 Pop(Santa Cruz)
i •••*•• Department Generated
Projections
75
50
2002 2007 2012 2017 2022 2027
Daniel C. Smith and Associates/KMD Architects Page 15
City of San Luis Obispo Section 1
_. Police Facilities Master Plan Service Demand and Staffing
Analysis of Alternatives: The exhibit above demonstrates that the resulting alternative futures
would result in staffing levels by year 2027 ranging between 118.9 and 146.8 positions. The total
increases in staff over 2002 levels would range from a low of 29.4 to 57.3 —quite a wide range of
increases,that require further analysis in order to arrive at a recommended staffing level for
facility planning purposes.
Analysis of these alternatives by Consultant Team yielded the following conclusions:
Scenario 1 data represents a realistic minimum staffing future. Under this alternative, staff
increases would closely parallel population, as a result of applying the 1996-2001 adjusted
average rate of 1.998 staff per 1,000 population. Under this scenario total staff would
increase by 29.4 positions or 33%. Although the Department experienced a slightly lower
historic minimum rate of 1.94 staff per 1,000 population, this occurred only in a single year.
Scenario 2 data represents a logical staffing future that is somewhat higher than the minimum
scenario. This future was generated by applying the average police staffing rate per 1,000
population of the comparable cities that have university campuses to San Luis Obispo's
projected population increases. Note that applied rate of 2.06 total staff per 1,000 population
is essentially identical to the SLO PD's rate of 2.05 total staff per 1,000 population that was
experienced in year 2001. Under this scenario total staff would increase by 33.2 positions, or
37%.
Scenario 3 data represents a more aggressive future that results from applying the City of
Santa Cruz's total staff per 1,000 population rate to San Luis Obispo's projected population
increases. Staffing to this projected level would result in an additional 52.2 staff, or a 58%
total increase above current levels.
However, the Consultant Team's believes that Santa Cruz's proximity to the`Bay Area" and
its higher level of tourism means that this city is probably not truly comparable. Indeed, a
comparison of FBI Crime Index points per capita have shown that Santa Cruz experiences
much higher crime rates than San Luis Obispo. Regardless, if this staffing future were
realized,personnel would increase at twice the rate of population growth—not a likely
scenario, unless the City significantly increased the Police Department's budget allocation at
the expense of others.
Scenario 4 contains the raw, department-generated projections which result in staff increases
that exceed the Scenario 3. The Consultant Team discounted this future as being unrealistic
for the same reasons as Scenario 3
Recommended Staffing Plan: Given the above analysis, the Project Team recommends that the
City should plan as a baseline for Police Department staffing to increase as documented under
Scenario 2. Under this scenario, total staff would raise from its current level of 89.5 full-time
positions to a total of 122.7 positions by year 2027—a total increase of 37%.
Considering however that facilities are generally fixed in size once they are built and that any new
facilities that are constructed should last well beyond the 25-year planning horizon of this study,
the Consultant Team recommends that locker facilities (which are relatively inexpensive and
consume minimal space on a per person basis) should be planned to accommodate 10-15
additional personnel over the amount that would be required under the baseline projection.
Daniel C.Smith and Associates/KMD Architects Page 16
City of San Luis Obispo Section 1
Police Facilities Master Plan Service Demand and Staffing
Detailed Staffing Plan
Exhibit 1.9 provides a summary by department function of the detailed staffing plan provided in
Appendix A, that falls within the baseline projections established above.
Exhibit 1.9
Staffing Plan Summary
Quantity Change
Bureau/Division/Bog 2002 2007 2012 2017 2022 2027 2002-27
Administration(Chief of Police) 8.0 8.0 10.0 12.0 12.0 12.0 4.0
Administration Bureau:
Records Division 5.5 6.0 6.0 6.0 6.0 6.0 0.5
Investigation Division 9.0 11.0 11.0 12.0 13.0 13.0 4.0
Property&Evidence Unit 2.0 3.0 3.0 3.0 3.0 3.0 1.0
Communications Division 13.0 16.0 16.0 16.0 16.0 16.0 3.0
Maintenance Unit 1.0 2.5 3.0 3.0 4.0 4.0 3.0
Total-Administration Bureau 30.5 38.5 39.0 40.0 42.0 42.0 11.5
Operations Bureau:
Patrol Division 38.0 40.0 43.0 45.0 48.0 50.0 12.0
(� Traffic Unit 6.0 6.0 6.0 6.0 6.0 7.0 1.0
Situation Oriented Response Unit 4.0 4.0 4.0 4.0 4.0 5.0 1.0
FST Unit 2.0 3.0 3.0 3.0 3.0 4.0 2.0
Neighborhood Services Unit 1.0 2.0 2.0 3.0 3.0 3.0 2.0
Total-Operations Bureau 51.0 55.0 58.0 61.0 64.0 69.0 18.0
TOTAL ALL DEPARTMENTS 89.5 101.5 107.0 113.0 118.0 123.0 33.5
Net Change Period to Period 12.0 5.5 6.0 5.0 5.0
Cummulative Change 12.0 17.5 23.5 28.5 33.5
%Change-Period to Period 13.4% 5.4% 5.6% 4.4% 4.2%
%Change-Cummulative 13.4% 19.6% 26.3% 31.8% 37.4%
•EW.&.SNAP amR
As demonstrated, upon full implementation total staff would increase by 33.5 positions, or 37.4%
to 123 positions at City build-out. Appendix A provides specific staffing plan that documents all
requirements by function, on a position-by-position basis.
Daniel C. Smith and Associates/KMD Architects Page 17
t
`^ City of San Luis Obispo Section 2
Police Facilities Master Plan Projected Facility Requirements &Existing Facility Conditions
SECTION 2: PROJECTED FACILITY AND PARKING REQUIREMENTS AND
EXISTING FACILITY CONDITIONS
The foundation for the development of Police Department space requirements is the projected
staffing and in tum, the space standards applied to their workstations, equipment and other
functional areas. The Police Department staffing is detailed in the previous section. Each
position was assigned either an office or workstation space standard. These standards are detailed
in Appendix B.
During the field survey the consultant team prepared an inventory of existing equipment and
non-office and workstation furniture (i.e., common files, bookcases, shelving, etc.)..The
inventories were then adjusted for over or under utilization and then assigned space standards
based on industry specifications with appropriate circulation. Conference rooms, meeting spaces
and other joint use areas were sized based on department provided requirements and expanded
based on future staffing projections.
The results of this process culminated in a net square footage determination for each unit, section
and division within the department. These space requirements are summarized in Exhibit 2.1 and
shown in detail in Appendix C
�^1
As detailed, the total department space requirements are projected to increase from a present
need of 38,678 gross square feet to 42,729 gross square feet by the year 2027. When the space
requirements are compared with the approximately 17;000 gross square feet presently occupied
by the Police Department, it becomes obvious that the department is operating in about 43% of
the space needed for a new building. Some of the deficiencies can be attributed to the provision
of space for functions that the department does not presently have, such as a community room,
adequate meeting space and sufficient storage areas. In other cases the existing areas are
substantially undersized. These include the communications unit, locker rooms and property and
evidence storage. Some areas have been sized.initially to meet the projected increase in the
department staff over the next twenty-five years.
These space requirements represent what would be needed if the city embarked on a plan to
construct a new police department building. It also provides a framework for identifying and
evaluating options for meeting interim and long-range space needs.
O
Daniel C. Smith and Associates/KMD Architects Page 18
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City of San Luis Obispo Section 2
Police Facilities Master Plan Projected Facility Requirements&Existing Facility Conditions
Parking Requirements
Parking requirements for the San Luis Obispo Police Department were calculated for the
following categories:
Employees
Departmental Vehicles
Visitors
The basis for the parking requirement calculations is discussed in the following paragraphs.
Employee,Volunteer and SNAP Parking
The employee parking needs to accommodate the normal day time staffing numbers plus a
minimum of two shifts of patrol and communications staff. These numbers are illustrated in the
following table for selected planning increments. In addition, parking has been provided for
volunteers and SNAP staff.
Exhibit 2.2
Staff Parking Requirements
2002 2017 12027
8-5 Day Staff 36 48 57
Shift Staff 20 25 28
Volunteers 2 4 5
SNAPI 4 6 9
Total 1 62 83 99
Departmental Vehicle Parking
The Police Department presently has 41 vehicles of various sizes and types. The consultant
projected these vehicles based on the growth of the specific department functions (i.e.,patrol,
traffic, investigations, etc.). These projections are detailed in the following exhibit.
C
Daniel C. Smith and Associates/KMD Architects Page 20
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f 1
City of San Luis Obispo Section 2
Police Facilities Master Plan Projected Facility Requirements&Existing Facility Conditions
Exhibit 2.3
Existing and Projected Vehicle Count
Existing 2017 12027
Patrol Cars 14 18 20
Sedans 9 12 14
S1Ns 2 2 3
Vans 2 2 3
Pick-up Trucks 3 3 3
Motorcycles 6 7 7
SWAT Van I I I
Trailer I I I
Generator(mobile) I I 1
Others 2 2 _1 2
Total 41 49 1 55
Visitor Parking
A review of the survey questionnaire filled out by the respective divisions and sections of the
department reveal that on average approximately 65 to 75 visitors come to the department per
day. More than half of these visitors go to the Records Department. It is assumed that 75% of the
visitors come to the department between 10:00 AM and 3:00 PM and that they average a 30
minutes per visit. Based on this there needs to be 6 to 7 visitor parking places for the 2002
traffic. This will increase to 10 to 12 by 2027.
Total Number of Parking Spaces and Area Requirements
The following exhibits detail the total number of vehicle parking spaces and the parking area
requirement.
Table 2.4
Vehicle Parking Requirements
2002 2017 2027
Employee/Volunteers/etc. 62 83 99
Departmental
Standard 30 37 43
Large 5 5 5
Motorcycles 6 7 7
Visitors 7 9 12
Total 110 141 166
C_
Daniel C. Smith and Associates/KMD Architects Page 21
City of San Luis Obispo Section 2
Police Facilities Master Plan Pro1ected Facility Requirements&Existing Facility Conditions
Exhibit 2.5
Parking Area Requirements
2002 1 2017 .2027
Standard Vehicle Technical Parking Stall @ 350 Sq. Ft. 34,650 45,150 53,900
Large Parking Stalls @ 800 Sq. Ft. 4,000 4,000 4,000
Motorcycles 50 Sq. Ft. 300 350 350
Total 38,950 49,500 58,250
Existing Police Department Facilities and Site
The following pages summarize the existing Police Department facilities and site.
Site Data:
The existing site is at the corner of Walnut Street and Santa Rosa Street, Interstate 101 is to the
north, and the on-ramp access to 101 is less than a block form the site.
Lot Area: 42,410 sq.ft.
Total City-owned Site: 58,910
Existing Building Height: 23'-6"
Existing Lot Coverage: 20%
Buildine Data:
There are:several structures on the site:
a- The main police facility building.
b- A covered carport for department vehicles.
c- Two storage sheds, for property storage.
d- Trash/Generator enclosure.
e- In addition,the police department has acquired the adjacent lot, which has a two-
bedroom house (total area of 188 sq.ft.) and is currently being used for the traffic
division.
The main building is comprised of two stories; the lower floor is at an elevation of
+230'-0", and the upper floor,where the main entrance to the facility is located, is at an elevation
of+241'-0". The curb elevation at the entrance is at+238'-00".
1- Original building was built in 1969
2- The first addition was done in 1982
Daniel C. Smith and Associates/KMD Architects Page 22
City of San Luis Obispo Section 2
Police Facilities Master Plan Projected Facility Requirements&Existing Facility Conditions
3- A second addition is currently (2002) being planned to add a women's locker room.
4- Code Information for the first addition:
Building Code UBC 1979
Occupancy; B
Construction Type: V-N
No. Of Stories: 2
Use Zone: PF
5- Building Area (main facility) including the new addition:
First Level (Gross) 7,095 sgft.
First Level (Net) 5,820 sgft
Second Level (Gross) 8,474 sq;ft
Second Level (Net) 6,969 sgfz
Total Gross 15,569 sq ft
Total Net 12,789 sgft
Building Systems:
The information herein was based on our site investigations and two interviews with the facility
engineer Mr. John Ridley on July 7, 2002, and July 31,2002. We have divided the description of
the building systems into different sections to address each component of the existing facility in
order to aid the needs assessment report with the physical aspect side of the building.
Structural Systems:
The existing structure (1969) was primarily concrete walls and concrete slabs, the first addition
was a mix between steel and wood framing, and the second addition(2002) is planned to be a
combination of steel tubing for columns and wood framing. However, we could not find on the
as-builts any indication or references regarding the compliance of California Codes of Essential
Services Building Act.
Mechanical Systems:
The mechanical system of the facility is comprised of two systems. The original part of the
building has an air handler unit with two compressors and a boiler(boiler room on the first floor
level) with fourteen (14) VAV boxes throughout the building.
The first addition of 1982 added five individual package units (AC-1 thru AC-5) on the roof to
serve this addition.
The dispatch area on the first floor level is being fed from the air handler unit through VAV # 13,
which also feeds part of a corridor and some other rooms. This may be insufficient for the heat
generated by the communications equipment.
Daniel C. Smith and Associates/KMD Architects Page 23
City of San Luis Obispo Section 2
Police Facilities Master Plan Projected Facility Requirements&Existing Facility Conditions
Electrical Systems:
The main power line comes off Walnut Street and enters the building at the first floor level. It
then connects to the main switchgear which is located inside the boiler room on the first level,
and branches out to sub-panels throughout the building. The size or the capacity of the power is
beyond this report.
Back-un System:
The whole building is on a back-up system fed by a generator located near the parking area
outside the building on Walnut street side. This gas generator has about 500-600 hours of service
so far. The transfer switch is located inside the boiler room on the first floor level inside the
boiler room. The tank is located next to the generator and has a capacity of approximately 500
gallons.
Low Voltage-System:
a. Intrusion Alarm Security System:
No Intrusion Alarm security system exists in the building.
b. Fire Alarm System:
The existing Fire Alarm System is unsupervised system and it is not connected together or linked
to a panel.
C. Emergency Exit Lights:
The existing exit lights are on battery back up.
d. Automatic Release Doors:
There are few doors(one exterior door, and a couple of interior doors) connected to automatic
release system located inside the dispatch center on the first floor level.The exterior door is
monitored with a camera connected to the dispatch center.
e. Voice/Data Systems:
The main trunk line for voice/data comes off Walnut Street. The location of the MPOE is on the
lower level at the north comer of the building. The Main Distribution Facility (MDF) is located
on the first floor level.
Plumbing:
a. Domestic Water:
Domestic water comes off Walnut Street, and the water meter is located at the sidewalk in front
of the main entrance.
b. Sanitary Sewer System:
The main sanitary sewer line runs parallel to Santa Rosa street; the building is connected at
Walnut street and Santa Rosa street.
Daniel C. Smith and Associates/KMD Architects Page 24
City of San Luis Obispo Section 2
Police Facilities Master Plan Projected Facility Requirements&Existing Facility Conditions
C. Storm Drain System:
Storm Drain system is located on both Santa Rosa and Walnut.streets. The building has an under
slab perforated pipe system connected to the storm sewer system. The existing drainage system
has frequently been overloaded during periods of heavy rain. This has resulted in water damage
to the lower level northeast site, near expensive communication equipment. Recent repairs
should be viewed as only a"stop gap"measure with an ultimate need for a completely new
system.
d. Gas Line System:
The main gas line comes off Walnut Street, and the gas meter is located near the sidewalk near
the building entrance.
e. Fire Sprinkler System:
The building is not sprinkled.
Americans with Disabilities Act (ADA):.
The facility as it stands right now does not comply with ADA regulations. There is no elevator to
connect the two floors together; also there is insufficient building signage. The toilets (with
exception of the new addition) do not comply with the ADA regulations.
Other Systems:
Roofing system:
The existing roof is composed of two systems:
1- Flat roof with Built-up system.
2- Sloped roof with composite shingle system.
Zoning Data:
These data are based on our meeting dated July 31"2002, with Mr. Ronald Whisenand, Deputy
Director of Community Development for City of San.Louis Obispo.
The existing facility(all three lots) is located within zone "Office".
Zoning Characters: PF
Maximum allowable height: 35 feet, with additional 10' for antennas or architectural features.
Maximum Coverage area: 60%
F.A.R. ratio(floor area ratio): 1.0
Daniel C. Smith and Associates/KMD Architects Page 25
City of San Luis Obispo Section 3
Police Facilities Master Plan Facility and Site Planning Options
SECTION 3: FACILITY AND SITE PLANNING OPTIONS
Introduction
As detailed in the previous section, the San Luis Obispo Police Department needs to develop a
plan over the next twenty-five years for accommodating approximately three times the amount of
space that they presently occupy. Not only does there need to be a substantial increase in the
department's facilities, but also there is a crucial issue in terms of providing sufficient parking
for departmental employees and visitor vehicles. These issues are compounded by the fact that
the existing site at an acre and a half is very constrained. High land costs and limited availability
of centrally located developable land makes identification of a new site a difficult proposition.
Given these conditions the following options were identified and evaluated.
Master Planning Options
In identifying planning alternatives for an expansion of the police facilities there appear to be
three viable options. These options are discussed in the following paragraphs.
Option 1: Expansion on the Existing Site. The existing city-owned site is 58,910 square feet. If
the adjacent lot of 4,900 square feet were purchased it would allow for a total available site of
63,810 square feet. The existing police facility building lower level footprint is 7,095 gross
square feet. In addition,there is an existing house presently utilized by the Traffic and SORT
units, two evidence storage buildings, a covered parking area and a generator enclosure. These
structures take up approximately 3,000 gross square feet on that site. This site layout is shown on
the following page.
To accommodate the 2027 program, it would be necessary to construct a two-story connection to
the existing building-with a footprint of approximately 14,000 gross square feet. The existing
building and the new addition would result in a building footprint of 2 1,100 gross square feet. It
should be noted the 21,000 gross square feet only represents the total area taken up by the lower
levels of the existing building the and expansion facility. This represents approximately 33% of
the available site. Parking could potentially be provided as one level of subterranean parking
under the new structure and the rest as surface parking. As shown this plan would result in full
coverage of the site.
C
Daniel C. Smith and Associates/KMD Architects Page 26
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City of San Luis Obispo Section 3
Police Facilities Master Plan Facility and Site Planning Options
Option 2: Acquisition of Adjacent Facilities. There is an existing two-story building directly
across from the police facility on Santa Rosa Street. The building houses the Washington Mutual
Bank and a personnel services agency. The Metropolitan Insurance Agency owns the building.
The building has 9,019 gross square feet available on two floors of 4.029 gross square feet and
4,990 gross square feet respectively. The site provides approximately 33,500 gross square feet.
This property could be acquired and the existing building utilized for an interim period to reduce
the present and short-term space requirements shortfall. The building could easily house the
Office of the Chief, Administrative Unit, Records Unit, the Neighborhood Services Unit and the
Investigation Unit. These units could be accommodated in the building for ten years. Assuming
that public meeting space is not provided the shortfall would be approximately 10,000 gross
square feet. Construction of an addition on the existing police building starting in 2008 or
construction of a new police facility on another site could reduce this shortfall. The available
area on the Washington Mutual site would provide for 50 to 60 vehicles or about a third of the
long-term need. The rest could be accommodated on the police site.
Option 3: Construction on a New Site. Obviously construction of a new San Luis Obispo Police
Building would provide the ideal solution. A new facility would allow the department to provide
the required agency space, technological infrastructure, parking and other elements essential to
meeting the needs of a modern law enforcement operation. The following provides the site
requirements for a new facility to meet the 2027 requirements.
Daniel C. Smith and Associates/KMD Architects Page 30
City of San Luis Obispo Section 3
_. Police Facilities Master Plan Facility and Site Planning Options
Exhibit 3.1
New San Luis Obispo Police Facility Site Plan Requirements
Structure
Gross Square Feet 42,729
Number of Stories 2
Footprint 21,500
Parking
Staff 99 @ 350 34,650
Department Vehicles- Standard 43 @ 350 15,050
Department Vehicles-Large 5 @ 800 4,000
Department Vehicles-Motorcycles 7 @ 50 350
Visitors 12 @ 350 4,200
Subtotal 58,250
Total Program Component 79,750
Site Elements
Vehicle/Pedestrian Circulation @20% 15,950
Subtotal 95,700
Landscaping @20% 19,140
Total 114,840
Total Acres 2.6
Facility Options Advantages and Disadvantages
OQRtion 1: Expansion on Existing Site. The existing site is located strategically in the City of San
Luis Obispo with easy access to Highway 101 as well as access to east/west connector streets.
Since the site presently accommodates the Police facility there would be little opposition from
surrounding neighbors for its continued use.
The obvious major disadvantage is the limitation of the existing site size. In addition, the
expansion option will necessitate the purchase of the residence at the southern end of the site.
Although it is feasible to construct additional facilities on the site to meet the department's 25
year requirement, it may necessitate a higher than standard construction cost. Similarly the
Daniel C.Smith and Associates/KMD Architects Page 31
City of San Luis Obispo Section 3
Police Facilities Master Plan Facility and Site Planning Options
accommodation of parking will require a parking structure, possibly subterranean or multiple
levels. Overall the site will be developed to its maximum potential leaving little to no
landscaping.
Option 2: Acquisition of Adjacent Building and Site. The additional buildings and site across
Santa Rosa Street will enable the department to meet immediate expansion needs in a timely
manner(less than one year) and have additional parking. This option allows the department to
acquire additional facilities incrementally..The department would not have to purchase the
residence on the south portion of the police site.
The major disadvantage is that the department's operations will be decentralized and
communications fragmented. The acquisition of the Washington Mutual Bank building will also
be expensive. There will also be a need for additional construction for police expansion in ten
years.
Option 3: Construction on a New Site. The construction of a new police building on another site
is the best long-term option. It allows the department to build a facility which has the
technological infrastructure needs for modem law enforcement operations. In would provide
adequate parking for staff, department vehicles and visitors. It would meet all of the codes and
regulations for an essential services building.
The disadvantages are finding a suitably located site with appropriate acreage and allocating the
$10 to $13 million dollars needed to acquire the site and build the building. With the tight fiscal
environment in which California governments at levels are operating, major capital
improvements are not a high priority.
Evaluation of Options and Recommended Actions
In evaluating each of the options there are three major variables which must be considered.
These are:
Limitations of existing site;
Costs for implementation; and
Operational impact.
Each of these variables and their relation to each option are discussed in the following
paragraphs.
Daniel C. Smith and Associates/KMD Architects Page 32
City of San Luis Obispo Section 3
Police Facilities Master Plan Facility and Site Planning Options
Limitation of Existing Site
The existing site at slightly less than an acre and a half is approximately 60% of the site required
to adequately and efficiently accommodate the 25 year building and parking requirements of the
San Luis Obispo Police Department as defined in Option 3. It is feasible to construct a two story
28,000 net square foot addition to the existing police building, but it would only be possible with
the purchase of the southern parcel and the development of parking under the newly constructed
addition. Even with these actions only 88 parking stalls can be accommodated on the site. This
represents only 53% of the total 2027 requirements for 166 spaces. The available square feet on
the site would also limit any architectural solutions to adding on to the existing building. The
total building footprint would take up 36% of the site and would require relocation of the
generator and the LPG tanks. In addition to these limitations there is a significant drainage issue
on the northern portion of the site which causes occasional water intrusion on the fust floor of
the existing building. This could seriously impact the operations of the communication center if
the water intrusion becomes significant with a major storm.
The limited size of the site, the high cost of acquisition of the southern parcel, the drainage
problem and the potential added construction costs for providing under building parking makes
Option 1 a questionable approach.
�. Costs for Implementation
The costs for each of these options are presented in the following paragraphs. It should be noted
that these are order of magnitude costs based on recent costs per square foot for similarly sized
police facilities presented in 2002 dollars.
Option 1: Expansion on Existing Site. There are four cost components related to this option: 1)
the purchase price for the parcel at the southern portion of the site; 2) the site development costs
associated with relocation of existing structures, the emergency generator and the LPG tank; 3)
construction of surface and under building parking; and 4) construction of the 28,000 square foot
addition.
The cost for the existing residential parcel lot is estimated at$350,000 to $400,000. The site
development,parking and addition construction costs are shown in the following exhibit.
C-
Daniel C.Smith and Associates/KMD Architects Page 33
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l
City of San Luis Obispo Section 3
C Police Facilities Master Plan Facility and Site Planning Options
Exhibit 3.2
Option 1 Cost Estimate
Direct Costs
Site Development $1,000,000
Surface Parking 15,000 sq. ft. @$10 $150,000
Under Building Parking* 14,000 sq. ft.@$25 $350,000
Renovation** 10,000 sq. ft @$50 $500,000
Addition 28,000 sq. ft. @$175 $4,900,000
Subtotal-Hardcost $6,900,000
Indirect Costs
A/E Fees 10.00% $690,000
Project Administration 5.00% $345,000
Testing&Inspection 2.00% $138,000
Permits&Plan Review 2,00% $138,000
Soils Testing 0.30% $20,700
FF&E 5.00% $345,000
Subtotal-Softcost $1,676,700
Total Costs
Land Acquisition $375,000
Direct Costs $6,900,000
Indirect Costs $1,676,700
Total $8,951,700
• $15.00 premium for drainage, lighting,sprinklers,etc.
**Assumes 66%of existing building is renovated.
Option 2: Acquisition of Adjacent Facilities.The primary costs associated with this option
would be acquisition of the Washington Mutual Building, renovating it to make it usable for the
police department and renovation of the existing police headquarters building for the required
internal moves. For the renovation costs, it is assumed all of the Washington Mutual Building
and 66% of the police building would require some level of effort. There would also be furniture
and moving costs added. These costs are detailed in the following exhibit.
Exhibit 3.3
Option 2 Costs
Building Acquisition $2,700,000
Renovation(Washington Mutual) 9,019 sq. ft @$40 $360,760
Renovation(existing building) 10,000 sf.Ft.@$50 $500,000
Furniture&Equipment $200,000
Moving Costs $50,000
Total $3,810,760
Daniel C. Smith and Associates/KMD Architects Page 34
1
City of San Luis Obispo Section 3
J Police Facilities Master Plan Facility and Site Planning Options
It should be understood that this would be an interim action which would allow the department a
five to ten year solution to their critical space problems. It would not solve the entire
department's parking problems nor would it provide a long-term answer to the department's
facility needs. This option would allow the City of San Luis Obispo the time necessary for
identification and acquisition of the needed 2.6 to 3.0 acres for a new police department building.
It would also allow for development of a new facility in a period where fiscal conditions are
more accommodating. This option has the advantage of providing for a potential capital
appreciation since both the new building and the existing police facility site will in all likelihood
increase in value over the next five to ten years.
Leasing the bottom floor for five years and then purchase the building could further phase this
option. Based on present lease costs ($1.65 per foot/per month) this would cost$98,000 per year
or$494,000 for five years.
Option 3: New Construction. The major unknown for this option is site acquisition costs. A 2.6
acre site in a geographically suitable location within the city limits will not be easy to acquire.
For the purpose of this cost analysis it is assumed that a site can be identified and that the costs
would be offset to some extent by sale of the existing police facility site. Assuming the site
becomes a cost neutral item the following is the breakdown of direct and indirect costs.
J Exhibit.3.4
Option 3 Costs
Direct Costs
Site Development $1,100,000
Facility Construction 42,729 sq. ft. @$175 $7,477,575
Surface Parking 58,100 sq.ft. @$10 $581,000
Design Contingency Subtotal $9,158,575
Contingency , 10% $915,858
Subtotal $10,074,433
Indirect Costs
A/E Fees 7.50% $755,582
Project Administration 5.00% $503,722
Testing&Inspection 2.00% $201,489
Permits&Plan Review 2.00% $201,489
Soils Testing 0.40% $40;298
Data Communication 5.00% $503,722
FF&E 5.00% $503,722
Subtotal-Softcost $2,710,022
Total Costs $12,784,455
The difference between Option 1 and 3 is approximately 3.4 million dollars. But, this option
C would provide a state of the art facility which would have significant improvements to operations
and maintenance costs and overall appearance as a community asset.
Daniel C. Smith and Associates/KMD Architects Page 35
City of San Luis Obispo Section 3
Police Facilities Master Plan Facility and Site Planning Options
Operational Impact
Option I will have to be staged because of the requirements to construct the addition while the
existing facility continues to operate. This disruption would continue for 12 to 18 months.
Parking for department vehicles would need to be found at another secured site. Existing
structures on the site, i.e., evidence building, existing residences and covered parking would need
to be removed requiring temporary relocation of the functions located in these facilities.
Although the new expansion and the renovated existing facility will provide the amount and type
of space required by the department it will still be a less efficient than a new facility. This is
essential because this is an reality another addition on the original 1969 building with the
problems associated with different portions of the facility having different systems.
Option 2 will have less of an initial disruptive impact on operations since the Washington Mutual
Building can be renovated and the administrative, records and investigation functions moved into
the building without impacting ongoing operations. The areas they vacate can then be renovated
and other functions moved in as appropriate.
But it should be stated, over the long term the department's operations will be split Between two
buildings. This will cause some inefficiency in operations,but not of a nature that will cause a
`✓' major problem with the overall operations of the department.
Option 3 will be the most efficient in terms of overall police department operations. It will
enable the department to put all operations (with the exception of community service units) in
one facility designed for their specific requirements.
RECOMMENDATIONS
AS STATED PREVIOUSLY,ANY CAPITAL IMPROVEMENT PROPOSAL PRESENTED IN
THE PRESENT FISCAL ENVIRONMENT HAS A LIMITED POTENTIAL FOR
IMPLEMENTATION. AT THE SAME TIME, HOWEVER, IT IS ESSENTIAL THAT THE CITY
OF SAN LUIS OBISPO TAKE A LONG RANGE VIEW OF ITS FACILITIES NEEDS AS THEY
APPLY TO THE POLICE DEPARTMENT. TO THIS END THE ULTIMATE LONG TERM
GOAL SHOULD BE THE CONSTRUCTION OF A NEW POLICE FACILITY WITH
APPROPRIATE AREA FOR PARKING AND OTHER ESSENTIAL SITE ELEMENTS
(VEHICLE SALLYPORT, EMERGENCY GENERATOR, BULK EVIDENCE STORAGE, ETC.).
RECOGNIZING THAT THIS GOAL MAY BE SOME YEARS AWAY,THE POLICE
DEPARTMENT HAS CRITICAL SPACE NEEDS THAT MUST BE MET NOW. THIS CAN
BEST BE REMEDIED IN THE IMMEDIATE FUTURE THROUGH OPTION 2,THE
PURCHASE OR LEASE OF THE WASHINGTON MUTUAL BANK BUILDING. BECAUSE OF
THE COST AND OPERATIONAL DISRUPTION CONSTRUCTING ON THE EXISTING
POLICE FACILITY SITE, IT IS NOT RECOMMENDED. IT WILL NOT ADEQUATELY MEET
THE LONG TERM NEED AND WILL ULTIMATELY APPROACH THE COST OF A NEW
CFACILITY.
Daniel C.Smith and Associates/KMD Architects Page 36
City of San Luis Obispo Section 4
Police Facilities Master Plan Communication Center Relocation
SECTION 4: COMMUNICATION CENTER RELOCATION
One of the major tasks of this study is to review the present conditions and location of the
Communication Center and to make a recommendation relative to its expansion and/or potential
relocation. This section of the report addresses this issue.
Existing Conditions
The existing communication unit consists of four separate rooms in the existing San Luis Obispo
Police Facility. The communication center, is a room with approximately 325 square feet located
on the northeast section of the lower level. The room accommodates four communications
workstations (three of which are fully operational,) and other support printers, fax and equipment
necessary for the operation. An adjacent 175 square foot computer room provides space for
VESTA equipment, HP and Novel servers, recorders,the main office CPU and other support
modems and equipment. This area also houses the personnel lockers and a refrigerator. A small
toilet is across the corridor from the communication center. A 155 square foot radio equipment
room houses the Meridian server which supports the 911 system. The room also houses a
computer workstation and all radio related equipment. This room is located on the northwest end
of the lower level. Finally,the communication supervisor occupies an office of approximately
185 square feet on the upper level. The total communication operations occupy approximately
840 net square feet for all functions. This represents only 49% of the 1,702 net square feet
requirement which is programmed for existing communication operations. The majority of the
deficiency is the lack of support spaces (equipment, lockers, etc.) and the limited communication
center which is programmed for today's requirements of 700 net square feet and which grew to
800 net square feet for the five communication consoles.
In addition to the lack of adequate space the general environmental conditions (light, airflow,
lack of day lighting and acoustics) contribute to substandard working conditions for
communications staff. These issues are further amplified by the fact that communication staff
works a twelve hour shift. Finally,the location of the communication center in the northeast
portion of the building make it at risk for potential water damage because of the site's drainage
issue. All of these factors point to the need to relocate the communication operations to an area
which can accommodate an expanded operation with appropriate environmental conditions.
The relocation of the communication function should be coordinated with the other facilities
solution for the entire department. But, the probable lack of immediate funding for any options,
coupled with the critical conditions of the existing communications center requires that an
immediate solution be found for providing the required facilities.
A review of the existing police facility indicated therewere three potential areas for relocation:
1)the existing training center space on the lower level, 2)the investigation section bay and office
on the east side of the upper level; and 3)the conference room toilet and interview room on the
C ! west side of the upper level. Each of these areas has certain advantages and disadvantages.
Daniel C. Smith and Associates/KMD Architects Page 37
j � I
City of San Luis Obispo Section 4
Police Facilities Master Plan Communication Center Relocation
The training area provides approximately 1,430 square feet of space, but has a major
disadvantage due to the lack of nearby restrooms. In addition, using this area would eliminate a
much needed training area. Also, this area would require substantial renovation costs to adapt it
to the needs of the communications function.
The investigation section area provides approximately 1,200 net square feet of space. The major
problem here is that would require the relocation of the investigation section to some other
portion of the building or to leased.space. In addition, there is no directly adjacent toilet. An
additional problem is that this area faces the street, thereby causing security issues which may be
costly to rectify.
The conference rooms, interview area, supply storage, office for the field services supervisor and
one of the existing two toilets provide 1,150 net square feet. Assuming the communication
supervisors stay in the existing office, the total communications function would have 1,330 net
square feet. This alternative allows for both of the existing toilets to be converted to a unisex
toilet, with one serving the general department and one dedicated to communications. The field
services office would serve as a computer room and the radio room would continue to be located
in the lower level. The existing conference room and interview room would provide
approximately 720 net square feet for communication consoles and equipment. Some natural
light could be allowed into the communication center and still provide for security. This
alternative would be the least disruptive and maybe the least costly in terns of renovation costs.
It would provide approximately 80% of the programmed space.
In light of the above advantages and disadvantages the conference room alternative is
recommended as the most effective for meeting the communications units immediate
requirements. It is estimated that renovation costs would be in the range of$70 to $80 a square
foot. Assuming 1,150 square feet, direct construction cost would range from $80;500 to $92,000
and indirect costs would be $28,000 to $32,000. Some indirect costs would be required but this
would be dependent upon what is accomplished with city resources.
C
Daniel C. Smith and Associates/KMD Architects Page 38
Appendix A
Detailed Staffing Plan
L - .
O City of San Luis Obispo Appendix A
Police Facilities Master Plan Detailed Staffing Plan
Quantity Change
Burrau/DivisiontUnit 2002 2007 2012 2017 2022 2027 2002-27
Administration:
Chief of Police 1.0 LO 1.0 1.0 LO 1.0 0.0
Bureau Commander 2.0 2.0 2.0 2.0 2.0 2.0- 0.0
Administrative Lieutenant 1.0 1.0 1.0 1.0 1.0 1.0 0.0
Administrative Sergeant 1.0 1.0 1.0 2.0 2.0 2.0 1.0
Administrative Assistant 111 1.0 1.5 1.5 2.0 2.0 2.0 1.0
ISD Mgr./Info Services Mgr. 1.0 Transferred to Finance Department -1.0
Administrative Analyst 1.0 1.0 2.0 2.0 2.0 2.0 1.0
Administrative Investigator 1.0 1.0 1.0 1.0 LO
Total-Administration 8.0 7.5 9.5 11.0 11.0 11.0 3.0
Administration Bureau
Records Division
Police Records.Clerk 4.5 5.0 5.0 5.0 5.0 5.0 0.5
Police Records Supervisor 1.0 LO 1.0 LO LO 1.0 0.0
Subtotal-Records Division 5.5 6.0 6.0 6.0 6.0 6.0 0.5
Investigation Division
Investigations Lt. 1.0 LO 1.0 1.0 1.0 1.0 0.0
Crimes Against Persons Investigator 3.0 3.0 10 3.0 4.0 4.0 1.0
Crimes Against Property Investigator 2.0 2.0 2.0 3.0 3.0 3.0 1.0
O School Resource Officer 1.0 1.0 LO 1.0 LO 1.0 0.0
DARE/School Resource Officer LO 1.0 1.0 LO 1.0 1.0 0.0
Narcotics Task Force Officer 1.0 1.0 1.0 LO LO 1.0 0.0
High Tech Crime Investigator 1.0 1.0 1.0 LO 1.0 1.0
Elder Crime Investigator 1.0 1.0 1.0 1.0 LO 1.0
Subtotal-Investigation Division 9.0 11.0 11.0 12.0 13.0 13.0 4.0
Property&Evidence Unit
Property/Evidence Supervisor 0.0 1.0 1.0 1.0 1.0 1.0 1.0
Evidence Technician 1.0 1.0 1.0 1.0 1.0 LO 0.0
Property Technician 1.0 1.0 1.0 LO LO 1.0 0.0
Subtotal-Property&Evidence Unit 2.0 3.0 3.0 3.0 3.0 3.0 1.0
Communications Division
Communications Manager 1.0 1.0 1.0 1.0 1.0 1.0 0.0
Day Communications Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 0.0
Communications Technician 5.0 7.0 7.0 7.0 7.0 7.0 2.0
Night Communications Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 0.0
Communications Technician 5.0 5.0 5.0 5.0 5.0 5.0 0.0
Call Taker 2.0 2.0 2.0 2.0 2.0 2.0
Subtotal-Communications Unit 13.0 17.0 17.0 17.0 17.0 17.0 4.0
Maintenance Unit
Maintenance Technician LO 1.0 1.0 LO LO LO 0.0
Maintenance Worker 11 1.0 LO LO 2.0 2.0 2.0
Custodian 0.5 1.0 LO LO 1.0 1.0
Subtotal-Maintenance Unit 1.0 2.5 3.0 3.0 4.0 4.0 3.0
Total-Administration Bureau 30.5 39.5 40.0 41.0 43.0 43.0 12.5
C�
Daniel C. Smith and Associates/KMD Architects Page A-1
I
City of San Luis Obispo Appendix A
Police Facilities Master Plan Detailed Staffing Plan
Quantity chmge
Burmu/DivisionNnit 2002 2007 2012 2017 2022 2027 2002-27
........................................................................._............................................................... ........................................................................................................................... ........................
Operations Bureau:
Patrol Division
Captain 1.0 1.0 1.0 1.0 LO 1.0- 0.0
Lieutenant 2.0 2.0 2.0 2.0 2.0 2.0 0.0
Sergeant(Patrol) 4.0 4.0 4.0 6.0 6.0 6.0 2.0
Sergeant(Bicycle) 1.0 1.0 1.0 1.0 1.0 1.0 0.0
Officers(Patrol) 27.0 29.0 30.0 30.0 32.0 34.0 7.0
.........._Officers(Bicycle)............................................................................. ..........._3:x............3.0..........._5:x..........._5:0 6.0 6.0 3.0
................6..................6..... ...............3.0
Subtotal-Patrol Division 38.0 40.0 43.0 45.0 48.0 50.0 12.0 .
Traffic Unit
Sergeant LO 1.0 1.0 1.0 LO LO 0.0
Officer5.0 5.0 5.0 5.0 5.0 6.0 1.0
-..._..__.....__._..._..._....._........................... ........_...................................................................................._........._.............. ..............._......
Subtotal-Traffic 6.0 6.0 6.0 6.0 6.0 7.0 1.0
Situation Oriented ResRgnse Unit
SORT Sergeant 1.0 1.0 1.0 1.0 1.0 1.0 0.0
..........SORT.Officer....................................................................................... ............3:0..........._3:0 3.0 ...0 3.0 4.0 1.0
Officer ......................_................3.................4..... .............. ..0
Subtotal-Situation Oriented Response Unit 4.0 4.0 4.0 4.0 4.0 5.0 1.0
FST Unit
Field Technician 2.0 3.0 3.0 3.0 3.0 4.0 2.0
Neighborhood Services Unit
Neighborhood Services Manager 1.0 1.0 1.0 1.0 1.0 1.0 0.0
SNAP I1 Coordinato> 1.0 2.0 2.0 2.0 2.0 2.0 1.0
SNAP I Data Input/Process 1.0 1.0 1.0 1.0 1.0 1.0 0.0
SNAP I NEd 1.0 1.0 2.0 2.0 3.0 3.0 2.0
SNAP I Noise' 5.0 6.0 8.0 10.0 12.0 12.0 7.0
Neighborhood Services Technician 1.0 1.0 2.0 2.0 2.0 2.0
....................................................................................................... ........................................................................................................................... ........................
Subtotal-Neighborhood Services 1.0 2.0 2.0 3.0 3.0 3.0 2.0
.T_o_tat_Operations Bureau...................._................................................ .........51.0.........55.0........_58.0......_.61.0......._64.0........_69.0. .._....._18_0-
TOTAL ALL DEPARTMENTS 89.5 102.0 1075 113.0 118.0 123.0 33.5
Excluded from subtotals and
Daniel C. Smith and Associates/KMD Architects PageA-2
Appendix B
Workstation Standards
City of San Luis Obispo Appendix B
Police Facilities Master Plan Workstation Standards
WorKstation Standards
Description and Legend
Full Height Wall (Steel Studs w/
Board on Each
Modular Wall Panel (Varying
Freestanding Desk or
Furniture Work
Desk
Visitors
File Cabinet with Drawer
Systems Furniture.Overhead
Bookcase (Height
UPersonal Computer or
---------------
Circulation and Access
One half of the aisle or access space adjacent to
each open or partitioned workstation is included in
- ___ thesquare footage allocated to that workstation
shown at left). Additional circulation space is
required within the department's usable area for
access to equipment, main circulation between
aisles, etc. An allowance for this additional
circulation is added to the total net space
requirement of each department
CDaniei C.Smith and Associates
Daniel C. Smith and Associates/KMD Architects Page B-1
City of San Luis Obispo Appendix B
Police Facilities Master Plan Workstation Standards
Workstation Standards
Description and Legend
Aisle Space for Systems Furniture
Workstations and Open Equipment Access
Workstations, One-Half of the Space; Includes One-
Aisle's width is Included in Each Half the Adjacent Aisle,
Workstation's Square Footage. Operator Standing
Space, Service Access
and Door Swings, Etc.
Generally Added as a
oil �J 35%Allowance.
Main Circulation Route,
Included in the Total Net
Space of Each
Department, Generally
as a 25%Allowance.
0
1\\_�]
Lateral File Bookpse Bookcase ���File
l
E E
CDaniel C.Smith and Associates
Daniel C. Smith and Associates/KMD Architects Page B-2
City of San Luis Obispo Appendix B
Police Facilities Master Plan Workstation Standards
Workstation Standards
Private Office'Standards
Bookcase Lateral File
o
c+
PO 1
Private Office
108 Square.Feet
G\
12•-0"
Lateral File Lateral File
0
0
P02 \b^/
Private Office
120 Square Feet DA
12•-0"
All Workstation Standards are diagrammatic and are not intended to represent actual workstation
layouts.Actual layouts will be based on user requirements.
Daniel C.Smith and Associates
Daniel C. Smith and Associates/KMD Architects Page B-3
}
City of San Luis Obispo Appendix B
Police Facilities Master Plan Workstation Standards
Workstation Standards
Private Office Standards
IFBookcase Bookmse
q
N
OEM
PO 3
Private OfficeLateral File Lateral File
168 Square Feet
14'-0"
All Workstation Standards are diagrammatic and are not intended to represent actual workstatior
C layouts.Actual layouts will be based on user requirements.
Daniel C.Smith and Associates
Daniel C. Smith and Associates/KMD Architects Page B-4
City of San Luis Obispo Appendix B
C' Police Facilities MasterPlan Workstation Standards
Workstation Standards
Private Office Standards
Bookcase Bookcase Bookcase
IT4
Lateral File Lateral File lateral File
r
PO4
Private Office
252 Square Feet
All Workstation Standards are diagrammatic and are not intended to represent actual workstation
layouts.Actual layouts will be based on user requirements.
Daniel C.Smith and Associates
C -
Daniel C. Smith and Associates/KMD Architects Page B-5
City of San Luis Obispo Appendix B
Police Facilities Master Plan Workstation Standards
Workstation Standards
Systems Furniture Workstations
F
O
0 v
a
SF 1
Semi-Private Workstation
80 Net Square Feet
84 Usable Square Feet '
101-o•
m
j
SF 2
Semi-Private Workstation
0
100 Net Square Feet
80 Usable Square Feet
All Workstation Standards are diagrammatic and are not intended to represent actual workstation
layouts.Actual layouts will be based on user requirements.
Daniel C.Smith and Associates
Daniel C. Smith and Associates/KMD Architects Page B-6
I i
City of San Luis Obispo Appendix B
Police Facilities Master Plan Workstation Standards
Workstation Standards
Systems Furniture Workstations
ir-o
FMI
SF 3
Semi-Private Workstation
120 Net Square Fee[
96 Usable Square Feet
All Workstation Standards are diagrammatic and are not intended to represent actual workstation
layouts.Actual layouts will be based on user requirements.
Daniel C.Smith and Associates
Daniel C. Smith and Associates/KMD Architects Page B-7
City of San Luis Obispo Appendix B
Police Facilities Master Plan Workstation Standards
Workstation Standards
Conventional Furniture/Open Workstations
a'-6•
OW 1
Open Workstation c
60 Net Square Feet h
42.5 Usable Square Feet _
C
OW 2
Open Workstation
80 Net Square Feet
60 Usable Square Feet
N
1
All Workstation Standards are diagrammatic and are not intended to represent actual workstatior
layouts.Actual layouts will be based on user requirements.
Daniel C.Smith and Associates
Daniel C. Smith and Associates/KMD Architects Page B-8
I . 1
Appendix C
Detailed Space Program
C
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