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03/15/2005, BUS 1 - DISPATCH CENTER AND RADIO SYSTEM IMPROVEMENTS
counat M.6nDm 3-15-05 j ac,Enda Report ,)S r CITY O F SAN LUIS O B 1 S P 0 FROM: Bill Statler, Director of Finance & Information Technology Teri Maa, Information Technology Manager Steve Schmidt, Telecommunications Supervisor SUBJECT: DISPATCH CENTER AND RADIO SYSTEM IMPROVEMENTS CAO RECOMMENDATION 1. Approve revised project budgets of$2,884,000 for the construction of a new dispatch center at Fire Station No. 1 and $4,117,900 for radio system improvements. 2. Authorize the CAO to amend the agreement with RRM Design Group for Phase 1 and 2 services from $265,700 to $286,600 to reflect the changed scope of services. 3. Authorize the CAO to amend the agreement with Macro Corporation from $104,300 to $142,700 to reflect expanded options analysis requested by the City along with design of a radio tower at Fire Station No. 1. 4. Authorize the CAO to issue a request for proposals for radio system improvements and award the contract if it is within the engineering estimate of$3,280,000. 5. Authorize the CAO to issue a request for proposals for construction management services to oversee construction of the new dispatch center, and award the contract if it is within the engineering estimate of$305,000. REPORT-IN-BRIEF The Very Short Story. Reliable emergency communications for our first-responders in police, fire, public works and utilities are essential in meeting our "mission-critical" public safety obligations to the community. Our current system simply isn't reliable, and due to obsolescence and related unavailability of replacement parts, this problem will get geometrically worse as time goes by. And as discussed further in this report, even with the actions recommended at this time, it will be almost three more years before this already bad situation will be improved. In addition to taking longer than we would like, replacing our obsolete, undependable system with one that makes sense now and in the future will also be more expensive than we would like. However, we have extensively analyzed a wide range of options, and concluded that the proposed improvements are the wisest use of our limited resources in meeting both our immediate and longer term needs for reliable emergency communications. Not a New Problem on Our Radar. As discussed below, replacing our emergency dispatch center and radio system is among the highest priorities in the 2001-05 Information Technology Strategic Plan, which was adopted by the Council in March 2001. The problems identified then have only gotten worse in the five years since this plan was prepared. Lastly, as noted above, - I Dispatch Center and Radio System Improvements Page 2 even if we start right now, it will be almost three more years before solutions are in place. This means that regardless of which options the Council chooses to pursue, the only unacceptable one is deferral. DISCUSSION Overview The emergency services dispatch center and radio system improvement projects are the two highest-priority technology projects in the City, and have been since March 2001 when the Council adopted the 2001-05 Information Technology Strategic Plan. Both projects are essential in protecting our community by providing our first-responders in Police, Fire, Public Works and Utilities with the reliable emergency communications that they require on a day-to-day basis. Additionally, the radio and dispatch system also support users in Community Development and Parks & Recreation in their day-to-day operations; and in disaster response situations, staff in these two departments also become emergency responders. Significant research and analysis has been invested in both projects to assure that the right radio system that cost-effectively meets our needs will be installed into the new dispatch center that we recommend building on the Fire Station No. 1 site. As detailed below, the dispatch improvement project was initially planned as a remodel within the existing Police Station. However, as we analyzed this approach further as part of the architect selection process, it became clear that remodeling the 35-year old Police Station would be much more expensive than our initial estimates. Accordingly, we emphasized that the concept was likely to change when we recommended that the Council award the contract to RRM Design Group (RRM) in May 2004. As discussed below, remodeling the Police Station would be more expensive than building a new dispatch center. Along with better meeting our dispatch needs with minimal disruptions during the conversion, this was a major factor in our recommendation to build a new center rather than remodeling space within the already-crowded Police Station. Separate but Interrelated Projects. The dispatch center and radio system projects are separate and distinct in their needs and solutions. However, there are technology interdependencies (the dispatch center needs to be linked to our radio system) that are heightened by the fact that both projects are going forward at about the same time. Stated differently, they are linked by the fact that they are both woefully obsolete and need to be replaced now. However, if our existing radio system was adequately meeting our needs, the dispatch center project could move forward with minor impacts on our radio system. Conversely, if our dispatch center was adequate, the radio system upgrade could go forward with minor impacts on dispatch operations. Because of their technology ties, there are advantages in planning and implementing both of these projects at the same time to ensure maximum compatibility between the two systems. However, this also significantly increases the complexity of the projects in minimizing disruption to day-to-day operations and in ensuring that the new systems will work well together. Dispatch Center and Radio System Improvements Page 3 Radio System Further Ahead, But Dispatch Center Is the "Critical Path." From a project management and phasing perspective,the radio system is further along than the dispatch project: it is fully designed and ready to go out to bid now. However, the phasing for the dispatch center becomes the driver for phasing the radio system project for three reasons. 1. It will be much more cost effective to install the radio links once in the new dispatch center, rather than having to then relocate them shortly thereafter. 2. It will be very difficult to find adequate space for the new radio equipment at the Police Station (which is one of the reasons among many for building a new center at Fire Station No. 1.), especially since both the old and new system will need to be operational during the conversion. 3. Placing the new radio equipment in the new dispatch center will minimize operational impacts during the conversion. If the dispatch project was ready first, we could conceptually move forward with it and have the radio upgrade follow; but we cannot cost effectively complete—let alone mitigate the practical consideration of the impacts on our dispatch operations—the radio system improvements without the new dispatch center. In short, the dispatch project is the "critical path" for both projects. And as such, it is best to move forward with both concurrently from a planning and project management perspective. Both Are More Expensive than Original Estimates. Unfortunately, along with technology and phasing interdependencies, these two projects share one other thing in common: as surfaced in the May 2004 report to the Council, they are both going to cost much more than the current budget for them. However, cost is on target with the assumptions in the Five-Year General Fund Forecast presented to the Council in December 2004). Background: 2001-05 Information Technology Strategic Plan Adopted by the Council in March 2001, the purpose of this Plan was to guide the City's use of information technology over the next four years (2001=05) by: . 1. Assessing the effectiveness of the City's current use of technology (back in 2000). 2. Identifying new initiatives that will have the greatest impact in improving customer service, productivity or public access to information. 3. Determining likely acquisition and support costs for these initiatives. 4. Prioritizing and phasing initiatives over the next four years (2001 to 2005). The Plan examined in-depth the following five major areas of infrastructure or common technology in assessing the City's current state of the technology infrastructure and developing recommendations: Dispatch Center and Radio System Improvements Page 4 1. Current applications and system standards. 2. Information technology (IT) organizational structure, staffing and governance. 3. IT infrastructure, application and system software standards. 4. New initiatives in communications and connectivity; multi-media, audio/visual and cable cast ventures; and"e-Government." 5. System support requirements. As noted above, the Plan presented a number of important recommendations in addressing organizational issues and system standards (many of which have since been implemented). It also identified the following high-priority initiatives (with their current status noted): Initiative Status • Public safety "mobile data Completed. computers" (MDC). • Fiber infrastructure and wide area Completed. network improvements. • System security, including secure Completed. (But securing our system against spam, viruses, external information exchange with spyware and unauthorized access will always be a work in others. progress.) • Standardization of"desktop" 75%completed. (Projected completion: May 2005) software. • Migration of network system In progress. (Projected completion:June 2005) software from Novell to Windows. • Migration to standard database In progress. (Projected completion date: October 2005) software(MS SQL Server). • "e-Government." (Providing In progress as resources permit through improvements to the electronic access to City City's web site and electronic publication of key City policy information as well as "24/7" documents such Council agenda reports, General Plan, transaction processing.) special planning studies, budgets and financial reports. • Document management. No plans (or funding)for an organization-wide system,but need partially met by adoption of Adobe Acrobat as City's "e-document"publishing standard, purchase of standalone scanners and recent implementation of organization Intranet. • Radio system rebuild. Design completed. • Dispatch center improvements. Study completed. • Utilities telemetry system rebuild. Under study. As reflected above, we have made good progress in achieving most of the highest-priority initiatives. At this point, with the exception of rebuilding our water and sewer telemetry system, improving our dispatch center and radio system are the remaining high-priority goals that are not in some stage of implementation. Compared with the other initiatives, this reflects two things: /-y Dispatch Center and Radio System Improvements Page 5 1. Several of the key initiatives — such as the MDC and fiber infrastructure projects — were much further along in their planning at the time that the Plan was prepared. 2. And the dispatch center and radio system improvement projects are more complex, and accordingly, have required extensive analysis in developing implementation plans. Why are these among the top priorities in the Plan? For two key reasons: 1. Reliable emergency communications via our dispatch center and radio system are essential in delivering public safety services to our community. 2. Due to its age and related obsolescence, our emergency communications system is not reliable. And this problem will get geometrically worse as time goes by, and the cost of fixing it will only go up, as well. The IT Strategic Plan — which extensively analyzes the need for improvements in these two key components of the City's emergency communication system — is available for review in its entirety in the Council reading file. The following sections of this report further analyze the need for improvements in dispatch center and radio system, options for addressing these needs, their pros and cons, related costs and proposed funding sources. Dispatch Center Improvements Existing Situation As noted above, replacing the public safety dispatch system is one of the highest priorities in the 2001-05 IT Strategic Plan. While there are many reasons for this, the key driver is that the existing dispatch center console over twenty years old and no longer reliable; and because is it technologically, replacement parts are no made by its manufacturer (Motorola). This is compounded by dispatch workloads that are much higher than they were when the current system was installed over twenty years ago. In short, this "mission-critical" emergency dispatch center urgently needs to be replaced and upgraded: an up-to-date, dependable dispatch center is critical to the City's basic, public safety mission; and the existing dispatch center has outgrown its current basement location within the Police Station. A recent analysis of long-term police space needs recommends building a new station at another site, rather than adding onto the current facility. However, given the land and construction costs of a new headquarters police station facility, and the current economic situation, this is unlikely to occur in the foreseeable future. For this reason, any "interim" space solution for public safety dispatch needs to make sense for the next ten to twenty years (and perhaps longer). Original Workscope Summary As approved by the Council in the 2003-05 Financial Plan, the original project workscope for the dispatch center upgrade project included: Dispatch Center and Radio System Improvements Page 6 1. Constructing a new dispatch center in the second floor conference room of the Police Station and relocating dispatch from its current basement location (while keeping the current dispatch center online during the conversion). This would require extensive remodeling as well as electrical upgrades and computer re-cabling. 2. Relocating the second floor conference room and adjacent bathrooms to accommodate this move. 3. Planning for off-site dispatch emergency capabilities. 4. Developing performance based standards and specifications for bid documents for facility improvements, including dispatch consoles, furnishing and computer equipment. 5. Complying with the 2001 California Building Code, including accessibility improvements for people with disabilities as required by the.Americans With Disabilities Act (ADA). 6. Replacing five existing dispatch consoles (four in dispatch and one in the Watch Commander's office) with six new dispatch consoles (five in the new center and one in the Watch Commander's office). 7. Remodeling the existing dispatch center to provide office space for other uses. As reflected above, extensive remodeling of a 35 year-old facility would be required for this project. While high costs for this were anticipated in the project budget, we surfaced even more problems (and higher costs) as we began assessing the condition of this facility in conjunction with our consideration of contract award for architectural services. These are detailed below under the Findings section of this report. Current Budget and Funding Sources As set forth in the 2003-05 Financial Plan — and subsequently amended by the Council in may 2004 through the award of a grant from the Federal Emergency Management Agency (FEMA) in the amount of $200,000 — the current budget for this project is $2.13 million. Of this amount, $1.8 million has been approved by the Council for funding by debt financing, consistent with our debt management policies. Current .. - General Fund"Pay-as-you go" 175,000 FEMA Grant 200,000 Debt Financing 1,755,000 Total $291309000 Note: The City received a grant of$412,200 from FEMA for improvements to our emergency communications system: $200,000 of this was allocated for the dispatch center and $212,200 for the radio system. Dispatch Center and Radio System Improvements Page 7 Key Actions To-Date 1. Award of architectural services contract to RRM Design Group. On December 2, 2003, the Council approved a request for proposals (RFP) for public safety dispatch center upgrade design services. Following an extensive review of the proposals, and a more detailed assessment of building conditions at the Police Station in finalizing the workscope, the Council awarded a contract to RRM Design Group (RRM) on May 18, 2004 in the amount of $265,725 as follows: a. $155,725 for Phase 1 services: Analysis of public safety dispatch center "program" and infrastructure requirements; and assistance in evaluating the impact of integrating the new radio system on the dispatch center project. b. $110,000 for Phase 2 services: Preparation of bid documents and construction administration. However, in recommending contract award to RRM, this report also surfaced the added construction problems facing us at the Police Station in relocating dispatch to the second floor conference room. These surfaced as a result of our intensive negotiations with RRM in assessing the workscope before bringing the contract award recommendation to the Council This in turn resulted in fleshing-out problems earlier in the process than would otherwise have been the case. For this reason, RRM was authorized to only proceed with initial Phase 1 services, with the understanding that the core project workscope— relocating dispatch within the Police Station — might significantly change depending on the outcome of the initial Phase 1 analysis. As discussed below under Findings, this indeed changed: instead of remodeling the Police Station, we now recommend building a new dispatch center at Fire Station No. 1; and our contract with RRM will need to be changed accordingly. 2. Extensive analysis of options and stakeholder involvement. Since award of the contract to RRM in May 2004, City staff from all "stakeholder" departments — Police, Fire, Community Development (planning and building & safety), Public Works (engineering and building maintenance), Administration and Finance & IT — have worked closely with RRM in assessing system"program" requirements, site and building options, and project costs. We held our first "stakeholder briefings" in June 2004 to present the issues, surface options and identify where follow-up research would be needed. This was followed by an intensive period of analysis in developing, refining and comparing options. RRM completed their draft analyses in October 2004, and this was followed by presentations to senior managers in November 2004, with further direction to RRM to research and analyze design and cost options. This work was completed in December 2004, and briefings on preliminary recommendations were held with stakeholders in January 2005. With their concurrence, since then we have been engaged in finalizing our cost analyses and recommendations (with a brief interlude for meeting Mardi Gras IT support needs and working on the 2005-07 Financial Plan). Dispatch Center and Radio System Improvements Page 8 Findings As discussed above, retaining the dispatch center at the Police Station is going to cost more than our initial budget estimates, largely driven by costs of remodeling this 35-year old structure. It should be noted that many of the construction costs associated with the original project scope are not driven directly by the dispatch upgrade project by itself, but rather; by the need to correct existing building deficiencies that must be undertaken as a pre-condition for the project to move forward. In short, while remodeling the Police Station to accommodate dispatch center needs would be the catalyst for many of these costs occurring at the same time as the project, it is not the cause. Key findings that resulted from the extensive analysis of costs in remodeling the Police Station include: Electrical System. The City engaged the services of Thoma Electric to assess the existing electrical system of the existing Police Station and determine if it could handle the additional load associated with moving and upgrading the dispatch center. Three electrical system problems emerged from this assessment: emergency backup power; main electrical service panel; and the resulting need to relocate both of these services on the site. 1. Emergency power. Several deficiencies were identified with the existing emergency backup system, which is comprised of a generator, fuel tank, enclosure and concrete pad. The existing 100kw generator is undersized to carry the Police Station's current load, let alone meet the needs of an upgraded dispatch center, which will increase the number of consoles from three to six. This is compounded by the added electrical needs of the radio system upgrade. Accordingly, to adequately meet both existing and increased electrical load requirements of the building, a new 300kw diesel generator (fuel tank included) is required. The new generator will require a sound enclosure and a larger concrete pad. 2. Main electrical service panel. The existing main electrical service panel is located in a utility room on the lower level of the Police Station. This panel has several water pipes and ducts that run directly above it, which violates current electrical codes. Additionally, this panel is no longer supported by the manufacturer, so replacement circuit breakers are hard to find. Moreover, at some point an air conditioning duct was installed directly into the service panel, apparently in an attempt to prevent the circuit breakers from tripping due to excessive heat. While not directly related to the dispatch upgrade project, these deficiencies should be addressed as part of a possible dispatch remodeling project. This will require relocating a new main electrical service panel adjacent to the emergency generator in the parking lot, and replacing the distribution panels (which will remain in their current location). 3. Site costs. A new masonry enclosure would be required to house both the generator and the main electrical service panel. In conjunction with this, it would make sense to add a trash enclosure to prevent non-Police personnel from entering the secured parking area and reduce road damage from the garbage truck. � �v Dispatch Center and Radio System Improvements Page 9 ADA Ramp Requirements. The size of the remodeling project would trigger the need for an accessibility upgrade to the front entrance of the building. To comply with the building code, the existing handicap ramp needs to be replaced with a wider ramp, including new handrails, support columns, supporting wall and column caps. ADA requirements also dictated that an elevator would have to be installed as part of the remodeling. Fagade Restoration. In May 2003, the trellis at the Police Station public entrance was removed due to safety concerns with dry rot. No remodeling was done at that time: only basic demolition work to meet immediate safety concerns has been done to-date. While not directly related to the dispatch upgrade, given the ADA improvements to the front entrance noted above, these improvements would be necessary to meet Community Development standards. Staff recommended making needed fagade improvements as part of this project. Exploring Site Options Based on this initial analysis, it became clear that we should explore other site options: remodeling the Police Station would be very expensive (and as we would later determine, doing so would be more expensive than building a new facility); result in no additional square footage for the City; not meet dispatch needs as well as space specifically designed for this purpose; and cause the City to invest millions of dollars into a facility that the Police Department has already outgrown. Accordingly, RRM and key project staff were tasked with evaluating the relocation of the dispatch center to other locations in the City, and comparing the pros and cons with remodeling the Police Station. To ensure project feasibility and completion in the near future, site options were limited to those already owned by the City, which resulted in the following short list: 1. Police Station Conference Room (Original Project Location) 2. Police Station Training Room 3. 1016 Walnut(Building Adjacent to the Police Station) 4. City Hall 5. Corporation Yard 6. Fire Station No. 1 (Proposed Project Location) All of these sites share the following drawbacks in varying degrees: interim solution, limited options for future growth and no back-up center. With this in mind, provided in Attachment 1 is detailed analysis of the pros and cons of each site option, which were surfaced in extensive "stakeholder"briefings in June 2004. As reflected in this analysis, Fire Station No. I emerged as the best location compared with the other options. Unique advantages include: this is already a"24n,, public safety site, and there is a close, day-to-day working relationship between fire staff and the dispatchers. Additionally, as discussed below under Revised Project Costs, this option is less expensive than remodeling the Police Station. And for the costs incurred, the City will add building space, rather than incurring higher costs and adding no additional space (other than an elevator shaft). Dispatch Center and Radio System Improvements Page 10 The only downside of this option compared with continuing to locate dispatch at the Police Station is the separation of the dispatch function from other Police operations. While this is a significant concern, the Police Department believes that it can be mitigated in light of the other advantages of this option. Some of these mitigations are reflected in the "programming" analysis of space needs at this site, which allocates a modest amount of space for the watch commander (132 square feet) and officer report writing area (100 square feet) in the proposed 3,000 square foot facility. Site Option Cost Analysis Based on this analysis of site options, RRM was directed to conduct detailed "programming" evaluation and in-depth cost analyses of two main options: 1. Keeping dispatch at the Police Station by relocating it to the conference room as originally planned. 2. Relocating dispatch to Fire Station No. 1 and building a new dispatch center designed for this purpose. In analyzing building a new dispatch center at the Fire Station No. 1, RRM was also directed to consider options for addressing Fire's unmet training facility needs, with the hope that there would be significant economies of scale in "piggybacking" these two together. Accordingly, in addition to detailed cost estimates for remodeling the Police Station, RRM returned in Fall 2004 with four conceptual options for the Fire Station No. 1 site: 1. Build a new stand alone single-story building to house the dispatch center of about 3,000 square feet. 2. Remodel and expand the existing Fire training room for both dispatch and Fire training needs. (Based on preliminary cost estimates, this option was screened-out early as not being cost effective compared with the other options.) 3. Build a new two-story building housing both the dispatch center (second floor) and Fire training facility (first floor). 4. Build two separate buildings: one for the dispatch center and one for a new Fire training center. (This would help in assessing any economies of scale in building both facilities together.) Provided in Attachment 2 is a summary of the likely site locations of each of these options; and provided in Attachment 3 are graphic summaries of the "programming" needs for the dispatch center(Attachment 3.A) and the fire training center (Attachment 3.13). As summarized below, of the main options, building a new dispatch center at Fire Station No. 1 is the lowest cost alternative—and the one we recommend that the Council approve. Dispatch Center and Radio System Improvements Page 11 Dispatch Center and Training Facility Options Estimated New Square Feet Cost Dispatch Training Dispatch Center Police Station Remodel $2,984,100 120 Fire Station No. 1 (Recommended Option) 2,884,000 _3,044 - Regional Training Center Fire Station No. 1 2,147,500 - 3,574 Combined Dispatch/Training Center Single Two-Story Building 4,333,300 3,182 3,574 Two Buildings: Same Time 4,615,500 3,044 3,574 Two Buildings: Different Time 5,031,500 3,044 3,574 Remodeling the Police Station versus new construction at Fire Station No. 1. As reflected above, estimated costs for remodeling the Police Station are higher than building a new dispatch center at Fire Station No. 1 by about $100,000. And for this higher cost, only 120 square feet of building space is added (and this is for an elevator shaft). In short, for less money, we get a dispatch center that fully meets our needs, and results in 2,900 more square feet of new, net space. Dispatch This slightly improves parking and office space One of RRM's major"Phase 1"tasks was shortages at the Police Station, while providing to evaluate dispatch space needs. While added space for other long-term uses at the Fire schematic building designs will not be Station whenever a new Police Station is built in the initiated until "Phase 2," provided in Attachment 3.A are conceptual lay-outs future. for meeting the"programming" needs of the City's dispatch operations, Fire training needs. There would be economies of summarized as follows (in square feet): scale in addressing Fire training needs at this time Dispatch Floor 975 (about $700,000 as a joint project). However, this Offices is not recommended for two reasons: it would Supervisor 132 increase total project costs by 50% ($1.5 million); Watch Commander/Comm Mgr 132 and while important, investing in an improved Fire Officer Report Writing 100 training facility has not yet emerged as a high- Support AreasSecured Entry 36 priority project. Copy, Mail and Supplies 63 Radio and Computer Room 323 What is the "Right Size" for the New Center? Mechanical & Electrical 236 Break/Kitchenette 156 Staff analyzed dispatch staffing levels for the past Dayroom 150 15 years, and call statistics for the past three years. Restrooms and Locker Room 344 Based on this information, we believe a new Circulation @ 15% 397 dispatch center containing six work stations would Total 3,044 provide for our needs now and for the next ten years. Although the current minimum dispatch staffing is two employees per shift, there are many times when at least three are needed, and sometimes as many as five. Six work stations would adequately support these needs and would allow for appropriate short-term growth. In meeting the programming needs for this, RRM has recommended a conceptual facility of about 3,000 square feet. (The actual size will not be determined until the next phase of this project: schematic design.) Dispatch Center and Radio System Improvements Page 12 However, there are three factors that might affect this conclusion: unknown impact of transferring all "911-wireless" calls to the City; options for "contracting-in" for dispatch service to other agencies; and the possibility of contracting-out for dispatch services, Unknown impact: Transfer of 11911-wireless" calls to the City. In analyzing our dispatch staffing and space needs, a major unknown at this time is the workload impact from the pending transfer of wireless 911 calls to local dispatch centers. Currently, if someone calls 911 from a cellular phone, the call goes to the closest California Highway Patrol (CHP) dispatch center. The CHP dispatchers screen the calls, and transfer those that are appropriate to the local police department. Beginning this year, 911 calls made from cellular phone will automatically go to the local law enforcement agency where the caller is physically located. The CHP currently does a good job screening these calls and only transferring those that should be handled by our City police or fire. However, once these calls no longer route through the CHP, they will all come to us, including 911 hang-ups and multiple calls regarding the same incident. This will likely increase the workload of our dispatchers. Unfortunately, the CHP does not keep track of how many cellular 911 calls they receive or transfer, so we are not able to obtain an accurate count of how many are being transferred to our dispatch center. We were able to roughly estimate the number by counting the calls we receive on our seven-digit police emergency line (non-911 line). This is the line to which the CHP transfers 911 calls, and is not used frequently by other sources. The CHP estimates they only transfer to our City about 30% of the 911 cellular calls they receive; the remainder are screened out by them. In this case, we can expect about a three-fold increase in 911 cellular calls received directly by our dispatch center. The following summarizes telephone calls received by the City's dispatch center for 2002, 2003 and most of 2004 for police and fire service. 2002 2003 20044 All Incoming Calls' Not Available 152,339 143,607 All Emergency Calls'- 17,017 17,144 15,380 7-digit Emergency Linea 6,006 6,118 5,978 Police Incidents 28,774 29,224 28,840 Fire Incidents 1 4,023 4,056 1 4,090 'All incoming calls include 911,alarm lines,seven digit emergency line,business lines. 2All emergency calls include: 911,alarm lines,seven digit emergency lines. J 7-digit emergency line:Operator assisted emergencies and cell phone transfers from the CHP Partial Year. January 1 to December 14 In summary, "but for" unknown impact from the transfer of 911-wireless calls, building the new center to accommodate six full work stations should be adequate to accommodate any increase in staff resulting from workload increases during the next ten to twenty years, as well as our current needs during our most busy shifts. Limits on the City providing regional dispatch services. While it will meet City needs in the intermediate term, six work stations will not be enough to accommodate regionalized dispatch services with other law enforcement agencies, or any substantial "contracting-in" for services to other agencies. The City will have some ability to consider contracting our dispatch services to another small law enforcement department should this opportunity arise, but our capacity will be Dispatch Center and Radio System Improvements Page 13 very limited. Increasing the number of workstations beyond six would significantly increase the cost of this project. As such, given the lack of interest at this time, and the institutional and technological challenges inherent in this undertaking, we do not recommend building beyond six stations to meet possible future "contracting-in" opportunities. Contracting-out or regionalizing dispatch services: Not currently a viable option. Before making this significant investment in a City dispatch facility, we evaluated the feasibility and likelihood of contracting with another law enforcement agency to provide law enforcement dispatch services for the City, and/or California Department of Forestry and Fire Protection (CDF) to provide fire dispatch services for the City. After considering this in-depth, we do not believe this is a viable option at this time for the following reasons: 1. No other law enforcement agency in the County currently has the dispatch center capacity to absorb the workload and employees necessary to dispatch City police. The Sheriffs Department has the largest center, housed in the PG&E Emergency Operations Building, and it is still not large enough to house the number of employees necessary to dispatch both County and City law enforcement. In addition, the City has invested considerable resources in our Spillman computer aided dispatch and 'MDC systems in meeting our operational needs; our system is different than that used by the County or other area police departments. 2. By dispatching both police and fire services, and receiving all 911 calls from City residents, we are able to offer our residents a very high level of personal service and connection. Because our dispatchers are on-duty around the clock every day, they act as an after-hours conduit to other City departments and as a community resource to residents and visitors who require assistance of all types. It is not likely that this level of service and connection of resources within the City would be sustained if we were to contract with an outside agency to provide dispatch services. 3. The purpose of the dispatch upgrade project is to create space for the new radio system (a separate but parallel IT project), and to create a dispatch center that is ergonomically and environmentally healthy for our employees. Our radio system must be upgraded in order to have a reliable system for emergency communication, while still ensuring interoperability with other law enforcement and fire agencies. It is not clear that contracting for dispatch services with another agency would accomplish either of these two goals. 4. The option of contracting out to CDF for fire dispatch services is an option, but not a cost effective one. Fire calls account for only about 10% of our dispatch duties. Even if we contracted out this portion of our service, we would not be able to reduce our dispatch staff to realize any cost savings for the City. Currently, an absolute minimum of two dispatchers per shift is required — one to dispatch police units and the other to answer 911 and business lines and dispatch fire units. Even if we were not responsible for the actual dispatching of our City fire units, we still need the second dispatcher to answer the 911 calls and phones. We also considered the possibility of regionalizing dispatch services with other law enforcement agencies in the County and creating a shared dispatch center. Some cities and counties have consolidated their dispatch operations and created large, regionalized centers governed by joint powers agreements. Although regionalization of dispatch services on some scale may make -/3 Dispatch Center and Radio System Improvements Page 14 sense in our County from a service efficiency standpoint, this is a very complex issue both politically and practically. As previously noted, none of the agencies in the County have the infrastructure for a large-scale consolidation of dispatch services with the other local agencies. A dispatch facility would still have to be built. The issues of location, funding, staffing, control and general operation would be very complex to work through, and would take considerable time and resources. The concept of regionalizing is an interesting one, and the best time to examine the possibility would be when the City is prepared to build a new police facility. This is not a viable option at this time. Revised Project Budget and Funding Sources The following summarizes the proposed project budget and funding sources for this project. Project Cost Summary___ Study &Design 323,000 Site Preparation 197,900 Construction 1,075,000 Construction Management 305,000 Equipment Dispatch Furnishings &Equipment 186,400 Technology 220,500 Site Security 35,000 Emergency PowedUPS 165,000 Contingencies @ 15% 376,200 Total $298849000 Project Fund . Summary Pay-As-You Go 175,000 FEMA Grant 200,000 Debt Financing 2.,509,000 Total $29884,000 As reflected above, the proposed funding sources include the "pay-as-you-go" and FEMA grant revenues that have already been appropriated for this project. Consistent with our current funding strategy (and in accordance with the City's debt financing policies), the remaining balance ($2.5 million) is proposed for debt financing. There are two key benefits of using debt financing at this time: 1. Interest rates are at historically low rates. 2. Since this project is now new construction versus remodeling, the term can be extended from the ten years projected in the 2003-05 Financial Plan to thirty years. Allocation of debt service costs. While public safety (police and fire) and other General Fund users account for most of the dispatch center's operations, about 16% of our user radio equipment (handhelds and vehicle radios) is used by employees in water, sewer and parking, who also depend on our the dispatch center for services. Accordingly, the following shows debt Dispatch Center and Radio System Improvements Page 15 service costs for the General, Water, Sewer and Parking Funds, assuming a thirty-year term and annual interest at 5.5%: Annual Debt Service General Fund @ 84% 145,000 Water Fund @ 7% 12,100 Sewer Fund @ 8% 13,800 Parking Fund @ 1% 1,700 Total $172 600 Largely due to the extended term, annual General Fund debt service costs for this project are $90,000 less than the projected cost of$235,000 in the 2003-07 Capital Improvement Plan. Radio System Improvements Existing Situation Like the dispatch center, the City's existing radio system has also been pieced together over the past 20 to 30 years; and like the dispatch center, our radio equipment is unreliable and technologically obsolete. For this reason, the City's 2001-05 IT Strategic Plan identified upgrading the City's mission-critical radio system as one of its highest priority initiatives. These findings were largely based on the age of the system and related lack of manufacturer support and availability of replacement equipment and spare parts. Original Workscope Summary The original project workscope for the dispatch upgrade project consisted of analyzing the City's existing emergency radio system, including: 1. Determining frequency requirements, signal coverage, emergency power supplies, transmitting and receiving equipment, tower and antenna equipment. 2. Evaluating options to improve system performance, and make recommendations. 3. Developing performance standards and specifications for bid documents for the improvements, and assisting in evaluating proposals. Current Budget and Funding Sources As set forth in the 2003-05 Financial Plan — and subsequently amended through the award of a grant from the Federal Emergency Management Agency (FEMA) — the current budget for this project is about$1.3 million, summarized as follows: Dispatch Center and Radio System Improvements Page 16 .. - General Fund"Pay-as-you go" 50,000 FEMA Grant 212,200 Debt Financing 1,023,100 Total $1,285,300 Note: The City received a grant of$412,200 from FEMA for improvements to our emergency communications system: $200,000 of this was allocated for the dispatch center and$212,200 for the radio system. Key Actions To-Date 1. Award of design contact to Macro Corporation. On October 21, 2003, the Council approved a request for proposals (RFP) for radio system upgrade design services and authorized the CAO to award the contract if it was within the project cost estimate of $85,000. Staff issued a request for proposals on October 22, 2003 and four proposals were received by the due date of November 12, 2003. After an in-depth review of the proposal by our multi-departmental project review team, the CAO awarded the contract to Macro Corporation (Macro) in the amount of $79,361. Since that time,. amendments to the workscope in order to analyze additional alternatives have increased the contract total to $104,300 (which is within the CAO's amendment approval authority). 2. Extensive analysis of options and stakeholder involvement. Since award of the contract to Macro in December 2003, City staff from all "stakeholder" departments — Police, Fire, Community Development, Parks & Recreation, Public Works, Utilities, Administration and Finance & IT — have worked closely with Macro in assessing system shortfalls, requirements, options and project costs. Macro provided its draft findings to the project team in March 2004, and the senior managers reviewed updated findings in May 2004. Based on project costs that were far higher than original estimates, Macro was directed to analyze their findings for budget reductions. The results of this work were presented to senior managers in July 2004. Senior managers reviewed final Macro's findings and recommendations, and based on this, we held an interagency briefing, with attendance by 20 local and state agencies, to share with them our plans, and to ensure interoperability of our proposed system with theirs. Findings Like the dispatch center upgrade project, the radio system upgrade is going to cost more than our initial budget estimates. This increase is largely driven by the added costs of replacing a 30 year-old radio infrastructure with a new modern system. Moreover, our budget estimate of$1.3 million was based on a very "high-level, reconnaissance" estimate in the IT Strategic Plan, which in turn was based on earlier preliminary estimates by the Fire Department. However, the costs of updating our radio system only became clear as we began the detailed assessment of the current system, and the extensive work it would take to modernize it in accordance with emerging federal requirements. For example: Dispatch Center and Radio System Improvements Page 17 1. Fixed infrastructure and consoles are 14 years old: 86% of the infrastructure and user equipment overdue for replacement in 2005. 2. Critical back-up systems are over 20 years old. 3. Replacement parts no longer available for fixed infrastructure, and failures are becoming more common. 4. We have an aging inventory of portable and vehicular radios. 5. Our Federal Communications Commission (FCC) licenses are in "Grandfather" status. 6. Due largely to our hilly terrain, there are a number of locations in the City with significant coverage problems. The Executive Summary of Macro's March 2004 report summarizes their key findings and recommendations. (Their full report is available in the Council reading file). In summary, Macro presented the City with the following five options in meeting our radio communication needs: 1. Do nothing 2. Replace the City's existing conventional analog radio system with "like-kind" technology. 3. Replace with a mixed conventional system: digital for police users and analog for all others, like the City of Santa Maria recently did. 4. Replace with a conventional digital system for all users. 5. Replace with a"trunked" digital system for all users. While these concepts are more fully defined in Macro's March 2004 report, the following is a short overview of digital versus analog systems; and conventional versus trunked systems. Digital versus analog. Digital radio is the transmission and reception of sound that has been processed using technology comparable to that used in CD players. In short, a digital radio transmitter processes sounds into patterns of numbers or "digits" (1's and 0's) — and hence the term "digital radio." In contrast, traditional analog radios process sounds into patterns of electrical signals which resemble sound waves. The major benefit of digital radio is the reception of "near-CD-quality" audio, which allows City responders to hear emergency communications more clearly by eliminating the static and hiss associated with analog broadcasts. Conventional versus trunked. Conventional systems (whether digital or analog) are characterized by "hard-partitioning" of users to fixed channels, and the resulting limitation of users to select the clearest channel available. Trunked systems, on the other hand, allow for "soft-partitioning" of channels ("virtually" via software) and automated selection by a central computer of the best available channels for users. On one hand, because they have been around Dispatch Center and Radio System Improvements Page 18 for so long, conventional systems are highly reliable in performing their narrow function. On the other hand, they are rigid, and for that reason, emergency response organizations are typically structured around the radio system, rather than the radio system being designed around the best organizational structure. Because of its ability to "virtually" create any number of talk groups, trunked systems eliminate this constraint. Impact of federal requirements on system design. Attachment 1 also summarizes the impact of federal regulatory changes on bandwidth availability ("Project 25"). The Short Story: While the regulations on "narrow-banding" are not immediate drivers, they will come into play mid- way in the service life of new radio system; and as such, it makes sense to design the new system with this in mind. With this background, the following summarize the pros and cons of each major option- 0 Do Nothing Pros Cons 1. Least costly option. 1. Failures and their duration will increase. 2. Critical public safety systems are the most likely to fail. 3. FCC rules restrict wideband coverage improvements. 4. No congestion improvement. 5. Spotty coverage continues to exist on primary channels. 6. Spotty coverage continues on secondary channels. 7. No privacy/security (voice encryption) improvement. 8. Due to obsolescence, limited ability to perform preventative maintenance or repair. 9. And we may lose compatibility with surrounding agencies. Dispatch Center and Radio System Improvements Page 19 © Replace the Existing"Conventional Analog" System with Like-Kind"Technology Pros Cons 1. Some coverage improvements. 1. Cannot build for the future. 2. Can be maintained. 2. Narrowband increases susceptibility to 3. Less costly than Alternatives 3,4 and 5. interference. 3. Limited congestion improvement. 4. Cannot solve"contact with dispatch" deficiency. 5. No privacy/security (voice encryption) improvement. 6. Long Story Short: It's expensive, doesn't improve anything and it's a technological dead-end for the future: analog systems are simply not where the industry is headed. ® Replace with a Hybrid Conventional Digital and Analog System This is the approach that the City of Santa Maria took in their recent radio system upgrade; they deployed digital technology for their police users; and analog systems for all other users (including Fire). This hybrid includes a combination of both the advantages and disadvantages of conventional analog systems (Option 2) and conventional digital systems(Option 4). Its main advantage to the City of Santa Maria: their Police users had analog radios (handhelds and vehicles) that were in good shape, which they passed down to the other users when Police staff received their digital ones; much of their analog infrastructure was in relatively good shape (although improvements were needed); and due to their flat geography, they do not have the same coverage problems that we have. In summary, their unique circumstances (compared with ours) provided them with this cost saving option. However, as detailed below, it does not offer us similar cost savings due to significantly different circumstances in the condition of our existing analog equipment and geography (and related coverage issues). O Replace with a Conventional Digital System Pros Cons 1. Noticeable coverage and interference 1. Cannot solve "contact with dispatch" advantage. deficiency. 2. Capable of optional security/privacy 2. Limited congestion improvement. (voice encryption). 3. Challenge for surrounding agencies with 3. System conforms with latest FCC rules legacy systems (but can easily be (lower long-term risk). "backward compatible"). 4. Complies with latest digital standards 4. More costly than analog systems. ("Project 25"). Dispatch Center and Radio System Improvements Page 20 © Replace with a "Trunked"Digital System (Recommended Approach) Pros Cons 1. Same as Alternative 4 1. Challenge for surrounding agencies with a. Noticeable coverage and interference legacy systems (but can easily be advantage. "backward compatible"). b. Capable of optional security/privacy 2. Most expensive option. (voice encryption). c. System conforms with latest FCC rules (lower long-term risk). d. Complies with latest digital standards ("Project 25"). 2. Plus: a. Additional message privacy. b. Solves channel congestion deficiency. c. Allows contact with dispatch (via dedicated talk group). d. Includes full-coverage secondary channels. e. Features more similar to Cellular services. Option Cost Summary The following summarizes the costs of Options 2 through 5 (there is no cost for Option 1): O tiori5 ___Option_4___ _ Option-3 Option 2 _ Conventional Trunked Conventional Digital:PD Users Conventional Digital(All) Digital(All) Others:Analog Analog(All) Study and Design 142,700 183,700 183,700 183,700 Infrastructure Electronics 1,974,000 1,647,000 1,554,000 1,414,000 Encryption for Police Users 189,000 189,000 189,000 N/A Site Improvements 249,000 249,000 249,000 249,000 Generators:Fire Stations 2&3 67,700 67,700 67,700 67,700 User Equipment Public Safety Users 732,000 677,000 565,000 514,000 Non-Public Safety Users 385,000 344,000 293,000 293,000 FCC License Fee 9,000 4,000 4,000 4,000 Project Management and Testing 100,100 80,100 80,100 80,100 Contingency @ 7% 269,400 240,900 223,000 196,400 Total $4117,900 $3,682,400 $3,408,500 $3,001,900 Note:All options assume improving transmitters at Fire Stations 2 and 3($131,000),studying mitigaition of interference sources at South Hills($25,000)and establishing a link with the California Highway Patrol($16,000)totaling$172,000. Dispatch Center and Radio System Improvements Page 21 Recommended System Approach After in-depth study and investigation, and based on the recommendations of our radio system consultant and the project review team, we recommend that the. City replace its existing radio system with a trunked digital system. This conclusion is based on a number of factors, including the results of user group interviews by Macro, assessment of user needs, impact of current FCC standards and approved changes in the future, analysis of existing system and site locations, radio coverage problems and analysis of the pros and cons of the reasonable options, including costs. In summary, we believe that the trunked digital approach is the most cost effective one. Even the least costly strategy — replacing our system with "like technology" — is very expensive: $3 million. And given its limited ability to meet future needs, we believe that this would be a very expensive investment in a dead-end technology that will not address many of the current system's performance deficiencies. And unfortunately, none of the system options can be built upon: analog technology has no migration path to digital technology; and conventional systems do not have a migration path to trunked systems. In each case, these are mutually exclusive system decisions. And since these systems have lives of seven to fifteen years, it is importarit to make the right decision in meeting the City's needs over this time frame. Revised Project Funding Sources Based on revised project costs of $4.1 million for the recommended system, the following summarizes the proposed funding sources for this project. Project Funding Pay-As-You Go 50,000 FEMA Grant 212,000 Debt Financing 3,855,900 Total $4117 900 As reflected above, the proposed funding sources include the "pay-as-you-go" and FEMA grant revenues that have already been appropriated for this project. Consistent with our current funding strategy (and in accordance with the City's debt financing policies), the remaining balance ($3.8 million) is proposed for debt financing. As noted previously in analyzing the dispatch center project, the advantage of using debt financing is that interest rates are at historically low rates. However, unlike the dispatch center project, the recommended term remains at ten years. Given the technological and mechanical life of this equipment, this is the longest term that we are comfortable recommending: we do not want to be in the position of replacing equipment that we still owe money on. Allocation of debt service costs. As noted above, while public safety (police and fire) and General Fund users account for most of our radio needs, about 16% of our user radio equipment (handhelds and vehicle radios) is used by employees in water, sewer and parking. Accordingly, I ��I I Dispatch Center and Radio System Improvements Page 22 the following shows debt service costs for the General, Water, Sewer and Parking Funds, assuming a ten-year term and annual interest at 4.5%: Debt Service General Fund @ 84% 409,300 Water Fund @ 7% 34,100 Sewer Fund @ 8% 39,000 Parking Fund @ 1% 4,900 Total $487,300 Because the cost of this system is so much greater than the initial estimates, the General Fund annual debt service costs are also much greater: $409,300 compared with 2003-07 Capital Improvement Plan (CIP) estimate of$125,000. Combined Project Schedules As noted above, the radio system project is designed and ready to go out to bid. (The technical specifications are available for review in the Council reading file.) However, as also discussed previously, the schedule for the radio system improvements must be closely coordinated with the key milestones for the dispatch center project. Dispatch . . Description Council approves dispatch center and radio system projects Mar-05 Mar-OS Request proposals for construction management services Mar-05 Invite bids for Fire Station 2 & 3 generators Apr-05 Award contract for construction management services May-05 Award contract for Fire Station 2 & 3 generators Jun-05 Invite bids for Fire Station 2 & 3 generator site improvements Jun-05 Complete dispatch schematic design Jul-05 Award contract for Fire Station 2 &3 generator improvements Aug-05 Complete Fire Station 2 & 3 generator installation Sep-05 Invite bids for radio system infrastructure Nov-05 Complete dispatch design and present to Council Dec-05 Award contract for radio system infrastructure Jun-06 Complete plan check and invite bids for dispatch ctr construction Jun-06 Award contract for dispatch center construction Sep-06 Begin radio system infrastructure installation Nov-06 Complete radio system site improvements Mar-07 Complete dispatch center construction May-07 Complete dispatch center technology and furnishing installation Jul-07 Complete dispatch center radio installation Sep-07 Occupy dispatch center Oct-07 Complete radio system infrastructure project Dec-07 Dispatch Center and Radio System Improvements Page 23 This schedule shows two key dates: construction will not begin on the dispatch center until September 2006; and the joint project will not be fully operational until December 2007—almost three years from now. FISCAL EMPACT 1. Compared with the Recent Five-Year Forecast. Projected General Fund debt service costs for both projects of $554,300 ($145,000 for the dispatch center and $409,300 for the radio system improvements) are on target with the "order of magnitude" assumption of$538,000 in the recent five year forecast. 2. Compared with the 2003-07 CIP. The revised General Fund debt service cost for both projects ($554,300) is $194,300 higher than the 2003-07 CIP estimate of$360,000. ALTERNATIVES The following recaps dispatch center and radio system options. Dispatch Center Upgrade 1. Do Nothing. As with the radio system, parts are no longer available to repair the dispatch consoles. Additionally, Police has outgrown the existing dispatch center. The existing center is not ergonomically correct and needs additional consoles and space. 2. Implement Other Options. These are more expensive than the recommended alternative. 3. Defer the Project. As with the radio system upgrade, critical public safety communications will be at risk if the existing dispatch equipment is not replaced in a timely manner. Even with the proposed system, it will be almost three years before recommended solutions will be in place. Radio System Upgrade 1. Do Nothing. Critical public safety communications systems will continue to fail until the system becomes so obsolete that it will not be repairable. 2. Implement Other Options. These will not comply with current and future FCC regulations, will not meet the needs of the City's radio users and are not significantly less expensive than the recommended approach. 3. Defer the Project. The existing radio system is not supported by the manufacturer due to age, and replacement parts are no longer available through the conventional sources. Dispatch Center and Radio System Improvements Page 24 CONCURRENCES The review teams for both the radio and dispatch center projects included representatives from the Police, Fire, Public Works, Community Development, Parks & Recreation, Utilities, Administration and Finance & Information Technology. All staff members concur with the need to make improvements to our dispatch center and radio system. However, in developing the final recommendations, staff debated the options in-depth in light of the City's budget concerns. While unanimous concurrence was not achieved (saving costs by using a modular building for dispatch operations and implementing an analogue radio system was preferred by one staff member), others believe that the recommended project concepts will provide a greater cost- benefit for the long term. The CAO based his recommendations on this latter perspective. ATTACHMENTS 1. Dispatch Center Site Options 2. Fire Station No. Site Locations: Dispatch Center and Fire Training Facility 3. Space Needs Analysis A. Dispatch Center B. Fire Training Facility AVAILABLE FOR REVIEW IN THE COUNCIL OFFICE 1. 2001-05 Information Technology Strategic Plan 2. Needs Analysis and Conceptual Design Report, Macro Corporation. 3. Radio Communication System Technical Specification, Macro Corporation G:Information Technology/IT Division/Dispatch Center Project/Council Agenda Reports/3-15-05 Attachment 1 L DISPATCH CENTER SITE OPTIONS OVERVIEW With the assistance of RRM Design Group, key project staff were tasked with evaluating the relocation of the dispatch center to other locations in the City, and comparing the pros and cons with remodeling the Police Station. To ensure project feasibility and completion in the near future, site options were limited to those already owned by the City, which resulted in the following short list: 1. Police Station Conference Room (Original Project Location) 2. Police Station Training Room 3. 1016 Walnut (Building Adjacent to the Police Station) 4. City Hall 5. Corporation Yard -6. Fire Station No. I (Proposed Project Location) All of these sites share the following drawbacks in varying degrees: interim solution, limited options for future growth and no back-up center. With this in mind, the following is a detailed analysis of the pros and cons of each site option, which were surfaced in extensive "stakeholder" briefings in June 2004. SITE OPTIONS Police Station Conference Room. This is the original project location. Pros Cons 1. Meets some dispatch goals for 1. Does not meet dispatch goals for more ergonomic furnishings, safer working storage, break room and other space area, nearby ADA-complaint restrooms, needs. more physical space and some 2. Displaces needed conference room. technology enhancements. 2. Stays within Police Station facility, 3. Significant disruption duringconstruction. (In hind sight, keeping the which has significant operational current dispatch center in operation and advantages in coordinating with other minimizing disruption to other Police Police services and staff. operations during construction in light of the extensive remodeling required and concurrent installation of the new radio system installation, would be a major challenge. Stated simply, we are not sure how we could do this.) 4. Very high cost. 5. No added space for the high cost. Attachment 1 DISPATCH CENTER SITE: OPTIONS Police Station Training Room. This option was previously analyzed along with the conference room, but we took a second close look in exploring all reasonable options. This location has many of the same pros and cons (plus some) as the Police Station conference room, which reaffirmed the initial recommendation that of the two Police Station options, the conference room remodel was the preferable one. Pros Cons 1. Meets some dispatch goals for 1. Higher space loss for other operations. ergonomic furnishings, safer working 2. Lack of nearby restroom. area, break area, more physical space and some technology enhancements. 3. Lose nearby Supervisor and Manager's 2. More space for dispatch than current offices. conference room plan. 4. Same problems as conference room option with significant disruption during 3. Stays within Police Station facility, construction. which has significant operational advantages in coordinating with other 5. Same high cost as conference room Police services and staff. option. 6. No added space for the high cost. 2 1 �f�— Attachment 1 DISPATCHOPTIONS 1016 Walnut Remodel. This site option is an existing Police facility next door to the Police Station. It is an old house currently being used as additional office space. Two options were explored at this location: remodeling the existing building; and demolishing it and building a new structure on this site. Both of these options were eliminated early on in the analysis due to the lot size constrictions, tear down costs, staff displacement and parking problems. The following summarizes the pros and cons of remodeling the space at 1016 Walnut for a new dispatch center. Pros Cons 1. Dispatch near Police Station operations. 1. Renovation triggers ADA, building code 2. Potentially meets dispatch programming and Essential Services Act (ESA) needs. requirements that cannot be cost 3. Dispatch gets more space than originally effectively met. planned. 2. Need to abate likely asbestos and lead materials. 3. Need to "harden" the facility for security. 4. ADA restrooms. 5. Lack of underground conduits for technology between buildings. 6. Need to redo electrical within the building. 7. Extensive interior renovations. 8. Main site electrical costs same as conference room. 9. Dispatch separate from Watch Commander. 10. SORT and Traffic operations displaced: need to find space in Police Station and incur remodeling costs to accommodate them. 11. Undoes recent costs to improve space at this location. 12. Disruption during demo and construction (where does SORT& Traffic go in the interim?). 13. As with the conference and training room options, no added space for cost.. 14. Very expensive option: significantly higher cost than remodeling conference room. -3 - �i� Attachment 1 DISPATCH OPTIONS 1016 Walnut: Demolition and Rebuild. The following summarizes the pros and cons of demolishing the existing building at 1016 Walnut and rebuilding a new dispatch center on the site. Pros Cons 1. Dispatch near Police Station. 1. Improves a site without a long-term 2. Potentially meets dispatch programming future, with a building-type that has no needs. market value. 3. Potentially meets all dispatch goals. 2. Need to build an ADA/ESA compliant building. 4. Dispatch gets more space than originally planned. 3. Need to build multi-level structure to meet City parking requirements. 5. Designed rather than remodeled space. 4. Costly demo because of likely asbestos 6. Probably more space added with a new and lead materials. facility: opportunity within same footprint for multi-story facility with 5. Lack of underground conduits for technology between buildings. structured parking. 6. Main site electrical costs same as conference room.. 7. Dispatch separate from Watch Commander. 8. Disruption during demo and construction (where does SORT & Traffic go in the interim?). 9. Much longer time frame to achieve. 10. Police facility master plan rejected this option. 11. Very expensive option: significantly higher cost than remodeling conference room. -4- �i Attachment 1 DISPATCH - SITE OPTIONS City Hall. With the relocation of Community Development staff to the new 919 Palm offices, space could be made available in the bottom floor of City Hall for a relocated dispatch center. Pros Cons 1. Potentially able to meet many dispatch 1. Dispatch operations remote from Police program needs. operations.. 2. Potential for lower costs. 2. Introduces secure operations at an 3. Dispatch gets more space than originally unsecured facility. planned. 3. City Hall not a public safety site. 4. Police Station doesn't lose conference or 4. City Hall construction disruption training room; gains parking and interior 5. City Hall not an emergency operations space. center(EOC). 5. City Hall near Police Station. 6. City Hall not a "24/7" site. 6. Dispatch near IT support. 7. City Hall day parking limited. 7. Dispatch at City technology hub: fiber 8. City Hall parking not secured. available for system connectivity. 8. No construction disruption at Police 9. Remodel may trigger ADA revisions. Station. 10. May not be significantly cheaper. 11. No added space for the cost. 5_ 4-9 YI Attachment 1 CENTERDISPATCH SITE OPTIONS Corporation Yard. While this site has several advantages, they are not as strong as Fire Station No. 1 (as discussed below). However, this would be the second best option. Pros Cons 1. Site space available. 1. Introduces secure operations at an 2. Potentially able to meet all dispatch unalarmed facility. goals in some fashion. 2. Dispatch operations remote from Police 3. Potential for lower costs. Station and Fire Stations. 4. Police Station gains parking and interior 3. Corporation Yard is not public safety office space. site. 5. Police Station doesn't lose conference or 4. Corporation Yard is not a"24/7" site training room. (unattended nights and weekends). 6. Police gains new (not remodeled) 5. Need to build an ADA/ESA compliant dispatch center designed for this building. purpose. 6. Technology infrastructure at the site 7. Located at Police vehicle maintenance must be added for new building. facility. 7. Some Corporation Yard construction 8. No construction disruption at Police disruption. Station. 8. Corporation Yard day parking limited 9. Located near site under consideration for and not secured. future Police Station Headquarters. 9. Corporation Yard affected by upcoming 10. Adds "new space"to the City's Prado Road interchange. inventory. 10. Corporation Yard is in a flood plain. 11. Located near"flood" EOC in the event 11. Unattached dispatch center vulnerable. of a disaster. 12. May not be significantly less expensive 12. Freeway accessibility. than other options. 13. Unclear future, long-term use of this facility. -6- / D Attachment 1 DISPATCHOPTIONS Fire Station No. 1. Based on the pros and cons of this location compared with the other options, this is the recommended site for a new dispatch center. This is already a "247' public safety site, and there is a close, day-to-day working relationship between fire staff and the dispatchers. Additionally, this option is less expensive than remodeling the Police Station. And for the costs incurred, the City will add building space, rather than incurring higher costs and adding no additional space (other than an elevator shaft). The only downside of this option compared with continuing to locate dispatch at the Police Station is the separation of the dispatch function from other Police operations. While this is a significant concern, the Police Department believes that it can be mitigated in light of the other advantages of this option. Some of these mitigations are reflected in the"programming" analysis of space needs at this site, which allocates a modest amount of space for the watch commander. (132 square feet) and officer report writing area (100 square feet) in the proposed 3,000 square foot facility. Pros Cons 1. Potentially able to meet all dispatch program 1. Operational concerns with locating dispatch needs goals in some fashion. away from other Police operations. 2. Potential for lower costs. 2. While there are many other examples in the 3. Police Station gains parking and interior City where departments manage co-located office space. operations at other sites, this will be a 4. Police Station doesn't lose conference or "paradigm" shift for the Police Department, training room. even on an interim basis. 5. Site space available at Fire Station No. 1. 3. May not be significantly less expensive due 6. Adds "new space" to the City's inventory. to ADVESA compliance; underground fiber 7. Provides training room for Fire in the future conduit;replacement of SBC telephone when a new Police Station is built. feeds into Fire Station No. 1;electrical upgrades and new generator; and potential 8. Police gains new (not remodeled) dispatch for"project creep." center designed for this purpose. 9. No construction disruption at the Police 4. Some disruption at Fire Station No. 1 during construction. Station. 10. Minimal construction disruption at Fire Station No. 1. 11. Secured parking. 12. Near but separate from Fire operations. 13. Located in another"24/7`'operation. 14. Located near EOC in the event of a disaster. 15. Located near site option for future Police Station Headquarters. 16. Dispatch would be located at the City's back-up technology hub: fiber available for radio and system connectivity. 17. Located near radio support. 7 Fire Station No.1 Location Optio,., Attachment 2 O New Dispatch Building W ROUNDHOUSE ROAD • New 3,044 square ' F ----_.................._ NEW DISPATCH _ f BUILDIN foot building for . !� Dispatch m J I FIRE STATION Y1 � f _ © Remodel & Expansion I W New 1,870 SF Training ROUNDHOUSE ROAD Building 3,151 SF Remodel and G ` J Addition to the Existing tiz I �y.� Fire Station for Dispatch h- IYEW TRALING yG r - svILDI • Structural building a p:. constraints. No tiered I Dispatch Floor {, FIRE nAno 1- YI REMODEL AND I ADTATI N. TO E%ISTINO FIRE STATION i e,P9...' 2 city of san LUIS oBispo 1 Fire Station No.1 Location Optio,is Attachment 2 0 Two New Buildings: Separate J R01][NDHOUSEROAD • New 3,044 SF Building for BUILDI�� NEW DISPATCH Dispatch New 3,574 SF Building for ,C I w r. Training Uses more site area with two buildings Provides improved EOC r Provides expanded 'FIRE STATI U 81 NEW NING Dispatch for major event BUILDING use 0, 0 New Two-Story Building: Combined ROUNDHOUSE ROAD • New 6,756 SF Building for NEW DISPATCH Dispatch & Regional BUILDIN Training Regional Training Center and Equipment Rooms on the First Floor Dispatch Center on the Second Floor FIRE STATIO LJ Minimizes building footprint #1 Provides improved EOC 0 i Provides expanded Dispatch for major event use 4 city of sAn Luis OBISPO 2 Dispatch Center Programming: uunceptual Lay-Out - Attachment 3.A Dispatch Floor 25-0° Efficient layout for 6 T dispatch positions a SCREEN WW1 Ergonomic console SECOTY positions with sit/stand MONITOR capabilities 9 Individual temperature _12° TIER 3 controls at consoles ........ . _. ADA compliant room ... T. layout and furnishings DOWN 0 9 Windows for natural _g• PRINTERS❑TIER 2 ❑ - light OVERH T- Tiered floor for PROJECTOR maximum viewing of I DOWN0 9 screens and security TIER I monitors Supervisor's Office , 1�-0" Private space for managerial tasks (shared) �� Workspace for �— `- o administrative duties L Directly adjacent to 1Dispatch Floor FULL HEIGHT'/ DISPATCH FLOOR • ADA compliant room and WINDOW TO furnishings DISPATCH • Window with view to Dispatch floor 2 city of san tubs OBISPO 1 1�3� i 1 Dispatch Center Programming: wnceptual Lay-Out _ Attachment 3.A Watch Commander/Communications Manager Office 12'-0" • Private space for I meetings (shared) --} • Shared workspace C for managerial - duties _i o Directly adjacent to Dispatch Floor L ^i ADA compliant room and f imishings FULL HEIGHT DISPATCH FLOOR Window with view to WINDOW TO Dispatch Floor • Preserves Police DISPATCH Department "Family Ties" 3 Copy, Mail and Supply Areas 9'-0" • Workspace adjacent to 4'-6" copier • Storage for supplies UPPER i • FULL-HEIGHT • Mailboxes CABINETRY I STORAGE • Preserves Police o Department"Family Ties" FULL HEIGHT Close proximity to OFFICE SUPPLY/ - MAILBOXES CABINETRY Dispatch Floor FORM STORAGE Efficient layout— square footage combined with circulation TO DISPATCH city of san LUIS OBISPO 2 Dispatch Center Programming: conceptual Lay-Out -- Attachment 3.A Restrooms and Locker Room TO DISPATCH TO DISPATCH TO Men and Women PARTITION Restrooms WALL • Accessible Men MEN'S " OMEN'S and Women Locker REST o RTP Rooms to store -- ;-DEMOUMEIE - personal items WAIL • Location of Restrooms to be directly adjacent to 8'-0" 12'-4" 80" the Dispatch Floor • ADA compliant rooms ■�� 5 Equipment Room 19'-0" Space for radio, "� ---- computer, 911, phone, M security, and City network equipment DATA/VOICE "Blade Technology" 0PENETRATION reduced room size and number of racks Ease of maintenance MID Conditioned space PENETRATION 5'-0" �4'-6" 5'-0" Close proximity to Dispatch Floor ADA compliant room and equipment 6 city of san Luis oBispo 3 1 -3tc Dispatch Center Programming: Gunceptual Lay-Out - Attachment 3.A UPS and Electrical Room 12'-0" Space for uninterruptible power supply (UPS) system & redundancy -!-REDUNDANT UPS Space for main o -- -= switchgear and o MAIN SWITCHGEAR electrical panels uPs • Close proximity to MISC. ELEC. PANELS Dispatch Floor andEquipment Room • ADA compliant room Report Writing Office Workspace for report writing duties __ Directly adjacent to • Dispatch Floor ADA compliant room and CD �� furnishings Windows with view WINDOW W/ VIEW to Dispatch Floor DISPATCH FLOOR Preserves Police TO DISPATCH FLOOR Department Family Ties" 111 city of San lues OBISPO 4 Dispatch Center Programming: Lonceptual Lay-Out Attachment 3.A Break Room/Kitchenette . Space away from Dispatch Floor to take breaks TO PATIO . Kitchen appliances for cooking and reheating CABLE TV OUTLET WINDOW ABOVE REFRIGERATOR—, food REFRIGERATOR Storage for supplies II Table with chairs MICROWAVE 0 Close proximity to GARBAGE Dispatch Floor DISPOSAL . Adjacent to patio DISHWASHER- . ADA compliant room, furnishings, and equipment OVERHEAD CABINET Preserves Police RANGE W/ HOOD ABOVE—," TO DISPAICH Department"Family Ties" 9 Dayroom TO PATIO Combined quiet room and workout area 12 -0`1 Space away from WINDOW Dispatch Floor to decompress Space for sofa, TV, TRFADMILI and treadmill CD • Treadmill for stress mitigation • Close proximity to Dispatch Floor El a Efficient room layout 0 Adjacent to patio TO DISPATCH 0 ADA compliant room and furnishings 10 city of sAn Luis ol3ispo 5 Dispatch Center Programming: wnceptual Lay-Out Attachment 3.A Dispatch Space Needs Summary Dispatch Floor 975 Offices Supervisor 132 Watch Commander/Communications Manager 132 Officer Report Writing 100 Support Areas Secured Entry 36 Copy, Mail and Supplies 63 Radio and Computer Room 323 Mechanical & Electrical 236 Break/Kitchenette 156 Dayroom 150 Restrooms and Locker Room 344 Circulation 15% 397 Total 3 044 city of san lues oglspo 6 i Fire Training Space Needs Analysis Attachment 3.B Training Officer/Chaplain Office • Shared workspace for 16'-0" administrative duties -- • Shared workspace • Space for meetings r • ADA compliant room and furnishings • Direct access to Lobby • Window with view to Lobby TO LOBBY . Workspace for PIO (Public Information Officer)during an EOC event Hospitality Alcove • Dedicated preparation area for refreshments • Storage area for supplies 10, O Countertop coffee machine , I `V with direct plumbing • Undercounter dishwasher UNDER COUNTER _ _ Undercounter refrigerator REFRIGERATOR Countertop microwave COFFEE. ADA compliant space MICROWAVE DISHWASHER• Direct access to Lobby and hospitality service table city of San LUIS OBISPO 2 Fire Training Space Needs Analysis Attachment 33 Table and Chair Storage Rooms • Dedicated storage space for each classroom 10'-O° • Defined floor area for tables and chairs storage • Built-in cabinetry and shelving for training o materials c • Direct access from training classroom y TO TRAINING CLASSROOM EOC Storage Room • Dedicated storage for EOC 10'-0' materials Built-in heavy duty shelving for EOC materials o • Direct access from training 0 classroom TO TRAINING CLASSROOM city of San LUIS OBISpO 3 � -yl Fire Training Space Needs Analysis Attachment 3.B Public Restrooms Accessible Men's and Women's Restrooms • Accessibility compliant room layout MEN'S - o - Accessible highflow odrinking fountain • Adjacent to Lobby TO LOBBY - — 0 i WOMEN'S 2r-0' city of san lues osispo 4 J.,-q),1 council m cm oinn b um ;city of san Luis omspo, aammistaation bepaatment�� RED-FIFE DATE: March 9, 2005 MEETING AGENDA DAT /S > fTEM #__ TO: City Council VIA: Ken Hampian, City Administrative Officer FROM: Wendy George, Assistant City Administrative Officer SUBJECT: Missing Attachment to Dispatch Center and Radio Systems Upgrade Improvements Agenda Report The attached diagram was inadvertently left out of Attachment 3.B of Business Item#1 for the March 15, 2005, Council Meeting. It should be inserted between pages 1-39 and 1-40. Thank you. COUNCIL r CDD DIR CAO C FIN DIR ACAO FIRE CHIEF ATTORNEY-- PW DIR CLERK10RIG . POLICE CHF DE DS RCC DIR UK DIR HR DIR FL-2 Training Space Needs Ai,..,ysis Attachment 33 Regional Training Classroom L +To LDM ^ 66'-0' _ • Efficient room layout for 70 • Dedicated wheelchair people accessible seating areas • Room can be divided into two • Built in audio/visual 35-person classrooms equipment • Accessibility compliant room Improved space for E09 layout and furnishings and planned events Lobby • EOC media relations area • Lobby entrance is separate from Dispatch TO TRAINING • Space for training 'ICLORO095� registration • Space for gathering during TO RESTROONS breaks 00 NOsarum. Adjacent to hospitality supplies and preparation TO OMCE area • Space for hospitality service table VIII • Adjacent to restrooms • Adjacent to Training Officer/Chaplain Office 2 city of san Luis OBISPO