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HomeMy WebLinkAbout118-91 RESOLUTION5 • RESOLUTION NO. 118-91 A RESOLUTION APPROVING A NEEDS STUDY CONTRACT WITH ROTH & SHEPPARD ARCHITECTS TO RESEARCH THE FUTURE NEEDS OF THE POLICE DEPARTMENT, MUNICIPAL COURT, AND PROSECUTOR'S OFFICE. BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE CITY OF FAYETTEVILLE, ARKANSAS: Section 1. That the Mayor and City Clerk are hereby authorized and directed to execute a contract in the amount of $18,000.00 with Roth & Sheppard Architects to research the future needs of the police department, municipal court, and city prosecutor's office. A copy of the contract authorized for execution hereby is attached hereto marked Exhibit "A" and made a part hereof. PASSED AND APPROVED this 18th day of June , 1991. APPROVED• By /�(-7 /v j -<— Mayor ATTEA,,a31"S-� rf' ST: 10/I yf City Caerk F _ N S• ,```'L �-�fRa1Yla o----- • ROTH C: SHEPPARD ARCHITECTS FAX TRANSMITTAL DATE: //�'�/�/ TO: ec/(/J COS �^ / / e Aerie: 50/ 52/ 6376 2185 Broadway Denver Colorado 80205 303 296 8850 NUMBER OF PAGES (Including cover sheet): REFERENCE: FROM: aer A//7 Atn.5/4NS 45 R6oaEsM-D• f•ydfizi ,,l S o Cireedara0 Gird qtril i� ` �: A VG!/w /7 'site /-3 /6-/7 ationien Afen.✓y at/ text /6 T II E AMERICAN INSTITUTE O F A R c. SII I Tr E C T S AIA Document 13727 Standard Form of Agreement Between Owner and Architect ,for Special Services 1988 EDITION THIS DOCUMENT HAS IMPOR7>1NT LEGAL CONSEQUENCES; CONSULTATION WITH AN AT7ORNIiY IS ENCOURAGED WITH RESPECT 70 /7S COMPLETION 01? MODIFICATION. AGREEMENT made as of the Nineteen Hundred and BETWEEN the Owner: (Name and address) and the Architect: (Name and address) day of The City of Fayetteville, Arkansas 113 West,Mountain ,,.I., a• Fayetteville`;Arkansas 72701'z 20- .' aA . Roth + Sheppard Architects& 2185 Broadway Denver, Colorado 80205 For the following Project: (Include detailed description of Project location, address and senile) in the year of p_— NEEDS STUDY for the Fayetteville Police:DepartmeE,Prosecutor's-Office;''and lie-Municipal-Courtx - aincluding FUTURE POLICE OPERATIONS; PERSONNEL; PROJECTIONS,' SPACE' NEEDS; xt a ADJACENCY DIAGRAM OF OPERATIONS AND ESTIMATED COST OF PROJECTCOMPLETION.. a a The Owner and the Architect agree as set forth below. Copyright 1972. 1979, ©19R8 by Tho American Institute of Architects. 1735 Nov AFork Avenue, NAV.. Washington, D.C. 20006. Reproduction of the material herein or substantial quotation of its provisions without written permission of the AIA violates ❑1c copyright laws of the .11ni!cd States and will be slbjCCI to legal prosecution. AIA DOCUMENT 8727 • OWNER -ARCHITECT AGREEMENT • WAR FDI'I'ION • AIC • ©1988 • 111E AMERICAN INSTITUTE OF ARCIIITECT:S, 1735 NEW YORK AVENUE. NW, WAST IINGTON. D.C. 201106 B727-1988 1 ARTICLE 1 ARCHITECT'S SERVICES (fiery list those services to be provided by the Architect under the ?limns and Conditions of this Agreement. Note under each service listed the method and means of compensation to be used, if applicable as provided in Article 8.) 1.1 PROGRAMMING SERVICES Programming Services shall include programming work sessions, including key City Staff members in order to identify the needs and goals of the Project. The initial programming session will review general goals and organization and will target key individuals for detailed interviews and questionnaire response. Subsequent work sessions with City Staff will address FUTURE POLICE OPERATIONS, PERSONNEL PROJECTIONS, SPACE NEEDS and ADJACENCY DIAGRAM OF OPERATIONS. Additional features of the PROGRAM will include; A u • MISSION STATEMENT for the -Department and other facilities and functions that .may impacted by. this project. t . -. ..• r. GENERAL GOALS:,d�e))fining objectives for the building, its operations and* construction. i,. t+{ °^Sa " , , , S °S ECIFIC GOAI *' •• `t•' y operations, staffing projections specific' organizational iSsl „ ' •• •• ate. It'y�+=' y , y • DIVISIONAL gni ds, goals; assumptions and details J of each drvisic 1 I •I 1 L' - .�a ?e4; ,t' 1 4. - . I' a., SUMMARY{SPACE NEEDS,. Air At \('1 .It i,I,IIREMENTS:and.SPACE >. STANDA}t 1% _ '. - t• . :•.;•;•.,. fp! ;3 ...• ," ; ••.. 4.s. • .. /t BUDGET ..1.1; • d,1 i :,,j, t;ueral level Of quality desired. r %,•1„ {;4'i'li f. j'7'.b f,e,,r e;t i?:. ICONSTRUCTION ISSUES 'defining building construction type, life safety and ;{ titiilding code issues in 1.2 CONCEPT DESIGN: Concept Design services shall include alternative concept diagrams of how the Police Department, Municipal Court and Prosecutor's Office may occupy the proposed new building. Concept diagrams are provided to allow the City of Fayetteville the opportunity to evaluate and prioritize different approaches in satisfying the present and future needs of the various City Departments impacted by the Project AIA DOCUMENT 8727 1, OWNER -ARCHITECT AGREEMENT • 19RH EDITION • AIN^ • ©19H8 • TI AMERICAN INSTITUTE OF ARCIIITEQS, 1735 NEW YORK AVENI IE. N.W., WASIIINGTON, D.C. 200116 B727-1988 .2 • • TERMS AND CONDITIONS OF AGREEMENT BETWEEN OWNER AND ARCHITECT OWNER'S RESPONSIBILIITIES 2.1 The Owner shall provide full information regarding requirements for the Projeet. The Owner shall furnish required information as expeditiously as necessary for the orderly progress of the Work, and the Architect shall be enti- tled to rely on the accuracy and completeness thereof 2.2 The Owner shall designate a representative authorized to act on the Owner's behalf with respect to the Project. The Owner or such authorized representative shall render deci- sions in a timely manner pertainingtodocuments submitted by the•Architect in order to -avoid -unreasonable delay in the orderly and sequential progress of the Architect's -services. ARTICLE 3 USE OF ARCHITECT'S DOCUMENTS 3.1 The documents prepared. by the Architect for this Proj- ect are instruments of the Architect's service for use solely with respect to this Project and, unless otherwise provided, the Architect shall be deemed the author of these documents and shall retain all common law, statutory and other reserved rights, including the copyright. The Owner shall be permit- ted to retain copies, including reproducible copies, of the Architect's documents for the Owner's information, reference and use in connection with the Project. The Architect'a docs mentsshell-ne• ^^d,. the Owser or others on other peal- - •eetsrfoF-additionc to thic Project or-fer-eetnpletion of the Project by othercrueletc the Architect is adjudged se-bc in default under thisagruomentreateept-by agreement -in .siting and with appropriate compensation to the Architust.r ARTICLE 4 ARBITRATION _} may: by bothparties consenting l 4.1 Claims, disputes or er matters In •question between the parties to this Agreement ising out of or relating to this Agreement or breach thereohl aW be subject to and decided by arbitration in accordance with the Construction Industry Arbitration Rules of the American Arbitration Association cur- rently in effect unless the parties mutually agree otherwise. 4.2 A demand for arbitration shall be made within a reason- able time after the claim, dispute or other matter in question has arisen. In no eventshall thedemand for arbitration be made after the date when institution of legal or equitable pro- ceedings based on such claim, dispute or other matter in ques- • MISCELLANEOUS PROVISIONS - tion would be barred 6S7 -the applicable -statutes of limitations. x..„61 Unless otherwise provided, this Agreement shall be gov- 4.3 -.No arbitration arising out of or relating to this Agreement - errted .by the law. of the principal place of business of the shall include, by consolidation, joinder or in any other.man- •„Architectr • ,ua, '- -" '' - _. ner, an additional person or entity not a party to this Agree - matter in question not described in the written consent or with a person or entity not named or described therein. The foregoing agreement to arbitrate and other agreements to arbi- trate with an additional person or entity duly consented to by the parties to this Agreement shall be specifically enforce- able in accordance with applicable law in any court having jurisdiction thereof. 4.4 The award rendered by the arbitrator or arbitrators shall be final, and judgment may be entered upon it in accordance with applicable law in any court having jurisdiction thereof. ARTICLE 5 TERMINATION OR SUSPENSION 5.1 This Agreement may be terminated by either party upon not less than seven days' written notice should the other party fail substantially to perform in accordance with the terms of this Agreement through no fault of the party initiating the termination. 5.2 If the Owner fails to make payment when due the Archi- tect for services and expenses, the Architect may, upon seven days' written notice to the Owner, suspend performance of services under this Agreement. Unless payment • in full is • received by the Architect within seven days of the date of the notice, the suspension shall take effect without further notice. In the event of a suspension of services, the Architect shall have no liability to the Owner for delay or damage caused the Owner because of such .suspension of services. 5.3 In the event of termination not the fault of the Architect, the Architect shall be compensated for services performed prior to termination, together with Reimbursable Expenses then due and all Termination Expenses as defined in Paragraph 5.4. 5.4 Termination Expenses shall be computed as a percentage of the compensation earned to the time of termination, as follows: .1 For services provided on the basis of a multiple of Direct Personnel Expense, 20 percent of the total Direct Personnel Expense incurred to the time of ter- mination; and For services provided on the basis of a stipulated sum, 10 percent of the stipulated sum earned to the time of termination. ARTICLE 6 • mens; except by wriiten'ebnsent containing a specific refer ` 6.2 Causesof aaionbetween the .parties .to this Agreement - ®pence to this•Agreement•signed-by the Owner, Architect and pertaining to sets or failures to act shall be deemed to have i any otherPersonor entity -sought. to -be -joined Consent to '_ i':acerued'and [happlicable licable statute of limitations shall com- . arbitration involving an additional person or entity shall not mence`to run not later than the date payment is due the Archi- • constitute consent to arbitration of any claim, dispute or other tett pursuant to Paragraph 8.4. • AIA DOCUMENT 0727 • OWNER -ARCHITECT AGREEMENT • 1988 EDITION • AIA® • ©1988 • THE AMERICAN INSTITUTE. OF ARCHITECTS, 1735 NEW YORK AVENUE, N.W, WASHINGTON, DC. 20006 B727-1988 3 6.3 The Owner and Architect, respectively, bind themselves, their partners, successors, assigns and legal representatives to the other party to this Agreement and to the partners, suc- cessors, assigns and legal representatives of such other party with respect to all covenants of this Agreement. Neither Owner nor Architect shall assign this Agreement without the written consent of the other. 6.4 This Agreement represents the entire and integrated agree- ment between the Owner and Architect and supersedes all prior negotiations, representations or agreements, either writ- ten or oral. This Agreement may be amended only by writ- ten instrument signed by both Owner and Architect. 6.5 Nothing contained in this Agreement shall create a con- tractual relationship with or cause of action. in favor of a third party against either the Owner or Architect. 6.6 Unless otherwise provided in this Agreement, the Archi- tect and Architect's consultants shall have no responsibility for the discovery, presence, handling, removal or disposal of or exposure of persons to hazardous materials in any form at the Project site, including but not limited to asbestos, asbestos products, polychlorinated biphenyl (PCB) or other toxic substances. ARTICLE 7 PAYMENTS TO THE ARCHITECT 7.1 DIRECT PERSONNEL. EXPENSE 7.1.1 Direct Personnel Expense Is defined as the direct salaries of the Architect's personnel engaged on the Project and the portion of the cost of their mandatory and customary con- tributions and benefits related thereto, such as employment taxes and other statutory employee benefits, insurance, sick leave, holidays, vacations, pensions, and similar contributions and benefits. 7.2 REIMBURSABLE EXPENSES 7.2.1 Reimbursable Expenses are in addition to the Architect's compensation and include expenses incurred by the Archi- IP tect and Architect's employees and consultants in the interest of the Project for: .1 expense of transportation and living expenses in con- nection wiih out-of-town travel authorized by the Owner; . 2 long-distance communications; 3 fees paid for securing approval of authorities hay ing jttrisdietion over the Peoject, . 4 reproductions; .5 postage and handling of documents; . 6 expense of overtime work requiring higher than regular rates, if authorized by the Owner; . 7 renderings and models requested by the Owner; .8 expense of additional coverage or limits, including professional liability insurance, requested by the Owner in excess of that normally carried by the Architect and the Architect's consultants; and A Expense of computer aided design and drafting equipment time when used in connection with tho 7.3 PAYMENTS ON ACCOUNT OF THE ARCHITECT'S SERVICES 7.3.1 Payments on account of the Architect's services and for Reimbursable Expenses shall be made monthly upon presen- tation of the Architect's statement of services rendered or as otherwise provided in this Agreement. 7.3.2 An initial payment as set forth in Paragraph 8.1 is the minimum payment under this Agreement. 7.4 ARCHITECT'S ACCOUNTING RECORDS 7.4.1 Records of Reimbursable Expenses and expenses per- taining to services performed on the basis of a multiple of Direct Personnel Expense shall be available to the Owner or the Owner's authorized representative at mutually convenient times. ARTICLE 8 BASIS OF COMPENSATION The Owner shall compensate the Architect as follows: 8.1 AN INITIAL PAYMENT OF Zero Dollars (5 be made upon execution of this Agreement and credited to the Owner's account at final payment. 8.2 COMPENSATION FOR THE ARCHITECT'S SERVICES, as described in Article 1, Architect's Services, shall be computed as follows: (Insert basis of compensation, Including stipulated sums multiples or percentages, and identify the services to which particular methods of compensation apply, q necessary) 0 ) shall 1.1 Programming Services; Stipulated sum not to exceed Ten Thousand and no/100 Dollars ($10,000.00) 1.2 Concept Design; Stipulated sum not to exceed Five Thousand and no/100 Dollars ($5,000.00) • 7.2 Reimbursable Expenses as defined in Article 72 of this Agreement shall not exceed Three Thousand and no/100 Dollars ($3.000.00) Arm, 4 9727-1988 AIA DOCUMENT 8727 • OWNER -ARCHITECT AGREEMENT • 198H EDITION • AIA° • ©1988 • THE AMERICAN INSTITUTE OF ARCHITECTS. 1735 NEW YORK AVENUE. NW., WASHINGTON, D.C. 20006 8.3 FOR REIMBURSABLE EXPENSES, as described in Article 7, and any other items included in Article 9 as Reimbursable Ex- penses, a multiple of One ( 1 .0 ) times the expenses incurred by the Architect, the Architect's employees and consultants in the interest of the Project. 8.4 Payments are due and payable .th }' ty ( 3Q. ) days from the date of the Architect's invoice. Amounts unpaid forty five ( 45 ) days after the invoice date shall bear interest at the rate entered below, or in the absence thereof, at the legal rate prevailing from time to time at the principal place of business of the Architect. (insert, rate of interest agreed upon.) 11% /.month on unpaid balance • (Usury laws and requirements under tbe Federal Truth in Lending Act, similar state and local consumer credit laws and otber regulations at tbe Owner's and Architect's principal places of business, the location of tbe Project and elsewhere may affect tbe validity of this provision. Specific legal advice should be obtained with respect to deletions or modifications, and also regarding other requirements sucb as written disclosures or waivers.) 8.5 IF THE SCOPE of the Project or of the Architect's services is changed materially, the amounts of compensation shall be equitably adjusted. ARTICLE 9 . OTHER CONDITIONS 9.1 Initial programming work session will occur within one week of the notice to proceed and will last a minimum of three days. A second programming work session will occur within ten days of the first + session and will be followed by the conceptual design work sessions. Project completion and submittal of the final draft of the programming and conceptual design report will occur withinone monthof the rlit notice to proceed. r ark- • k - , ~ w f .• ..r 9.2 Basic services do not include mechanical, electrical or structural design services which, may be required • '• to evaluate the existing building: If such services are required they will bebilled tothe`City at one •ti;;,•l times (1.0) the amount billed. the -Architect?- "' $ + 9+ tiro ' rte . z •,. i'° 9.3 Inasmuch as the remodeling and/or • 'rehabilitation of an'existing • building requires !that certain assumptions be made regarding existing conditions; and because'some of these assumptionsmay not; • i.. be verifiable without expending additional sums of money:. or destroying otherwise• adequate or s. serviceable portions of the building, the Owner agrees that, except for -negligence on the part of the Architect, the Owner will hold harmless, indemnify and defend the Architect from and against any and :, all claims arising -out -of the professional services provided under this agreement. • . ; • .- 4• ,. 9.4 When expenses are required and authorized by the Owner, the Architect will be compensated for such ' expenses at the Architect's standard hourly rates as follows: -t • w „'Principal () ` ° 4.•- - '0- • Project Architect Technician Clerical Yr - $80.00/ Hour $50.00/ Hour $40.00/ Hour $25.00/ Hour This Agreement entered into as of the day and year first written above. OWNER ARCHITEC (Signature) 1 • my.p. Wrneeer A flan'', / , ilio -R (Printed name and title) /f1/9/0,-? (Printed name and title) AIA DOCUMENT B727 • OWNER -ARCHITECT AGREEMENT • 1988 EDITION • AIAe • ©1988 • THE AMERICAN INSTITUTE OF ARCHITECTS, 1735 NEW YORK AVENUE, NW, WASHINGTON, D.C. 20006 13727-1988 5 1 1 1 1 1 1*. 1 1 1 1 1 i• 1 ROTH .: SHEPPARD ARCHITECTS PRE -ARCHITECTURAL PROGRAM FAYETTEVILLE, ARKANSAS put w/ Seo , 01,; ;- MICROFILMED 2185 Brn,dwav Denver Colorado 81) 303 296 8850 POLICE DEPARTMENT, MUNICIPAL COURT AND PROSECUTOR'S OFFICE JULY 1991 75 ROTH :: SHEPPARD ARCHITECTS July 31, 1991 Harold Dahlinger Facilities Superintendent City of Fayetteville 113 West Mountain Street Fayetteville, Arkansas 72701 Dear Harold: 2185 Broadway Denver Colorado 80205 303 296 8850 We are pleased to submit the final draft of the Pre Architectural Program for the City of Fayetteville Police Department, Municipal Court and Prosecutor's Office. The Program projects the building needs for the City to the year 2012. The Program is intended to be a working document and we will update with new program information as it becomes available. This document along with the Conceptual Design floor plans and Conceptual Design cost estimate satisfies the services required per our agreement and purchase order dated lune 26, 1991. The programming effort defined the operational goals of the Department, the Municipal Court and the Prosecutor's Office. Space needs were derived from the understanding of these goals in an appropriate and conservative manner and were revised to address the constraints of the existing Systematics building wherever it was most appropriate. The Program defines optimum space needs for the Department and identifies that the total area required including factors for circulation, structure, mechanical and electrical exceeds the available space within Systematics. With that in mind the design must utilize the Program as a guide only with the understanding that perhaps an optimum facility is unattainable but an acceptable facility is. The study does show that space within Systematics will meet the needs of the Police and the Municipal Court for possibly ten years if the compromises defined in the concept design drawings are accepted and implemented. The Program is subdivided by Department and Division with important descriptive staffing information, building factor information and space standards located at the beginning. Please feel free to call us if additional explanations and clarifications are required. HaroldDahlinger 2 July 31, 1991 The information and assistance provided by the City staff has been most helpful. We particularly want to acknowledge the efforts of Assistant Chief Gerald Bradley, Lts. Tim Helder and Rick Hoyt and Fiscal Officer Judy Cohea of the City of Fayetteville Police Department. We are available for any questions you may have about the Program and look forward to our continued working relationship in the design phases of the project. • Je rey L. Sheppard AIA CITY OF FAYETTEVILLE, ARKANSAS PRE ARCHITECTURAL PROGRAM POLICE DEPARTMENT, MUNICIPAL COURT AND PROSECUTOR'S OFFICE JULY 1991 TABLE OF CONTENTS PART 1.0 PART 2.0 PART 3.0 PART 4.0 PART 5.0 PART 6.0 PART 7.0 PART 8.0 PART 9.0 PART 10.0 PART 11.0 AREA FACTORS SUMMARY SPACE NEEDS STAFFING PROJECTIONS SPACE STANDARDS PRELIMINARY CODE ANALYSIS CHIEF OF POLICE COMMUNICATIONS ADMINISTRATION DIVISION PATROL DIVISION DETECTIVE DIVISION COMMON FACILITIES MUNICIPAL COURT PROSECUTOR'S OFFICE CONCEPT DESIGN CONCEPT DESIGN COST ESTIMATE AREA FACTORS and STAFF / SUPPORT DEFINITIONS The PROGRAM AREA REQUIREMENTS identified in each of the Divisions and in the summary sheets define area in three relative terms as follows: NET AREA, GROSS DIVISION AREA or GROSS AREA and GROSS BUILDING NET AREA refers to the total assigned area of the space GROSS DIVISION AREA or GROSS AREA refers to the NET AREA plus a factor of 25% to cover circulation GROSS BUILDING AREA refers to GROSS DIVISION AREA plus a BUILDING FACTOR of 25% The 25% BUILDING FACTOR consists of the following: Lobby and Reception 30/0 Design Contingency 5 Major Circulation 5 % Stairs and Elevators 3% Rest rooms, Jan. & Mech. 6.5% Structure 2.5% These 25% factors are conservative and are generally acceptable for a spacious and functional facility. They are used as•a guide only and historically the actual efficiency after design may range within ± 20% depending on the thoroughnessand attentiveness on the part of the user and the designer. The PROGRAM AREA REQUIREMENTS contain columns for STAFF and SUPPORT. These columns define whether the specific space is assigned a staffing allocation or if it is a support space only. An example of this is the Chief of Police Office which is assigned a staff of one, the Chief, and the Chief's Conference Room which is a support space for 14 guests or conferees. • • CITY OF FAYETTEVILLE PROGRAM AREA REQUIREMENTS ON en CO 0 Q Q N ulN NO VI 1. V fol N< N tel in O CO OQI M O i0 ON 0 n 011 O O W N NII. O vi vi ilei N n1 m Q 1f1 em+f N‹ 0 0 W W Z 0 W U O of 01 0 0 0 VI VI W W m^ ^ h W F n ce 0. N 0 O N u1 Q Q Q CO VI 10 in O^ N N< N en N.— en V1 m CO V1 Q VI Q O W Si N O V1 Q eh en OI e1 -Q VI 1 1 N <Cg NN - V1 0 W W z 0 W VuD Vf V1 eh N O V1 W_ W L '-' NON N O< 0_ N 10 OI N 10 Q V1 Lfl Q h N n ON < eh M O en N OI cc r r N Q O U VI VI l0 Q Lel mi.— m H W m N < X H W N Nt. O Q NN N Vel QN1 eh P1 Q V1 O• NMM WON m V1 T N n Q s V� <6 < y<j imp Z W wet w oe O z Z ~ z< tg z< W o o U U S < >_ " W% O o U O 0 W aW Z •N C> Z y 0 m d 0 m 1 on x 1- vl vu«ou i-uu De .o n 0 a+b TOTAL GROSS BUILDING August 9, 1991 STAFFING PROJECTIONS Over the past 20 years, methods for providing police department staffing projections have changed significantly. In the 1970's and 80's generally accepted national ratios of police officer/ citizen per -capita were utilized to generate appropriate staffing levels. Projections for increases in staff were directly proportional to population growth. The police officer/ citizen -per capita ratio has many disadvantages. Among them are generalizations relative to demographics, economic condition, age, and family status and the impact these factors can have on crime and calls for service. In many cities, although population may have declined, calls for service and crime have increased. In view of these circumstances it is an unsound management practice to determine staffing levels within police agencies by merely establishing a police officer/ citizen -per capita ratio. A more appropriate method, as recommended by the F.B.I., is to determine staffing based on the demand on the agency. Demand for police service is based on the following 'work generating' variables. 1. Calls for service 2. Investigative case load practices 3. The service delivery policy and procedures established by local government and community expectation ( tradition ). The first variable, based on calls for service, is used to describe the number of uniformed officers needed to answer citizen calls for police service. The second variable is based on follow -up practices related to the type of offence, and the investigative services required. The third variable identifies the number of officers needed to deliver those services placed upon the agency by community tradition, its elected officials, and administrative concerns for threats to public safety. variables 2 and 3 were derived from interviews with agency personnel and statistical data gathered from information provided by the International Association of Chiefs of Police, U.S. Department of Justice Uniform Crime Reports and police departments of a size similar to Fayetteville's. Analysis of this documentation leads to the following guidelines for allocatingtime to a patrol units activities: Responding to calls for service; 35% Patrol administrative activity; 35% Non - directed patrol activity; 30% Man power and hours required to respond to calls for service were tabulated by documenting calls for service and the average response time ( variables such as type of call, severity of call, shift, and personnel availability are all factored into the average response time ). Documentation from 12 months of calls for service including response time and t me for report writing, based on data generated by the Fayetteville Communication Center's computer aided dispatch system were analyzed for the City of Fayetteville Police Department. Using this information calculations were performed to determine the number of patrol units needed to respond based on the 35% ratio of time allocation explained above. The calculation to determine patrol units is performed in the following manner: 1990 calls for service --------------------- = Patrol units required # of hours a patrol unit ( if 100% of time is spent responding to calls ) works annually August 9, 1991 22,721 hours 8 hrs. times 365 days 7.78 patrol units divided by 35% = 7.78'patrol units = 22.23 ( # of patrol units required to respond to calls for service based on a patrol unit utilizing 35% of his/her time to respond to calls for service) Research indicates that it takes an average of 1.78 police officers to staff a one- officer patrol (unit ) car 8 hours per day 365 days per year. We confirmed this research by deducting the Department's training and comp. time from the available time and then dividing the remainder into the available time 2920 - (Training, Comp Time) = 1629 2920 = 1.78 (Availability Factor) 1629 Thus: 22 ( patrol units) times 1 78 = 39 ( police officers ) Utilizing available 1991 calls for service and response time data, ( a 7% increase over the similar period in 1990), projecting the available data to the end of 1991 and utilizing the same formula results in a patrol staffing of 42 patrolmen. In order to retain the level of service identified by tradition in the City of Fayetteville and address the increased calls for service workload and the increased number of reported crimes, ( The City's number of reported crimes increased at the rate of 9.4% per year over the last two years) it is recommended that the staff be increased by a minimum of 5 patrolmen in 1992. We can forecast, optimistically, that while the 7% increase in calls for service can be documented for the past year, modifications in policing methodology and efficiency in the Department's ability to increase the time spent on non - directed Patrol activity will contributed to a lowered increase in reported crimes and calls for service. The fol owing table projects the 7% increase to the end of 1991 and a lower increase (t 2%) thereafte to the year 2012: CITY OF FAYETTEVILLE, ARKANSAS PATROL STAFF PROJECTION based on 7% yearly increase in Calls For Service Time to 1992 and a 2% increase thereafter YEAR TOTAL HOURS TOTAL PATROL 1990 22721 40 1991 24311 42 1992 24798 43 1993 25294 44 1994 25800 45 1995 26316 46 1996 26842 47 1997 27379 48 1998 27926 49 1999 28485 50 2000 29054 51 2001 29636 52 August 9, 1991 2002 30228 53 2003 30833 54 2004 31449 55 2005 32078 56 2006 32720 57 2007 33374 58 2008 34042 59 2009 34723 60 2010 35417 62 2011 36126 63 2012 36848 64 • The table depicts a straight line increase of approximately one patrolmen per year through the year 2012 bases on a continuous increase in calls for service of 2% per year. It is recommended that the City project this need if calls for service continue to increase and the desire remains to maintain the level of service historically provided to the people of Fayetteville. Evaluation of current Detective staffing and interviews of key personnel determined that growth of the Division based on increased caseloads is inevitable. Further evaluation of task responsibilities revealed, as in the case of Property and Evidence management, that personnel tasks where complicated by other facets of Departmental requirements. Recommendations were made to increase staff to cover the requirements of the other facets allowing Detectives, in this case, to concentrate on their caseloads, thus potentially alleviating the need to increase Detective positions dramatically. Evaluation of caseload increases between 1988 and 1990 revealed an increase of 31%. Current caseload activity through the first 5 months of 1991 and projected over the next seven month reveals that caseload activity will continue to increase at the alarming rate of 87.5% over 1990. It is not prudent to react to this projection and increase staffing dramatically but rather to maintain or increase moderately for the next year in anticipation that revised operational methodology suggested in this report will be able to mediate the impact of the projected caseloads. Statistical evaluation of Police Department staffing has yielded guidelines for the ratio of civilian to sworn employees Common sense evaluation of civilian staff based on task workload and increase in sworn personnel are initially utilized to understand how civilian employee counts will increase based on projections determined by the previously identified methods. Final figures are evaluated based on the statistic that one civilian employee is necessary to support 4 - 6 sworn personnel. Current Fayetteville PD statistics including Communications personnel reveals a ratio of one civilian employee to 2.59 sworn, which may be indicative of inefficiencies in operations or task requirements of the civilian employees outside of normal and customary police service. It is our contention that a number of factors must be considered when determining the personnel requirements of a police agency. For the purposes of this staffing projection synopsis we have concentrated on the more important variables which effect demand for police service. Thus, we have based our projection methodology on calls for service, investigative caseload, and agency policy procedure. Only after these variables were identified and the agencies assignment availability determined were the actual number of police officers required to staff the organization identified. August 9, 1991 CITY OF FAYETTEVILLE, ARKANSAS POLICE DEPARTMENT, PROSECUTOR'S OFFICE AND MUNICIPAL COURT SPACE STANDARDS a a 350 SF 180 SF D c) o 150 SF A Chief of Police B Assistant Chief Captain C Lieutenant OPS/IA Office Communications Mgr. Crime Prev. Sgt Training Sgt. Detective Supervisor Det Fiscal Officer 0 0 0 120 SF a 80 SF 36 SF Iminmr 4 D Property Services Mgr. E Patrol Sergeants Detectives . F Records Clerks Warrant Clerk G D Data Entry / Dictation Detective Secretary 50 SF Ja D 100 SF H Interview Room Break Room 80 SF 000'00 00000 400 SF 0 100 SF a 64 SF 1 Admin. Secretary 1 Training Room Classroom (Similar) Briefing Room K Chiefs Reception Detective Reception (Sim) L Prosecutor's Reception Hot Check Clerk Prosecutor Warrant Officer • prm 00 180 SF 0 C D C D C D C D 200 SF 1 CI D C D 4 D 150 SF • M Judges Chamber's N Municipal Court Conference Room Prosecutor's Conference Room Patrol Conference Room 0 Communications Break / Conference Juvenile /Crime Preven. Conference Chiefs Conference Room n a D a D a D a a D a D 350 SF a a a a a 300 SF I, D D D D D Q Detectives Conference Room CITY OF.FAYETTEVILLE, ARKANSAS PRE ARCHITECTURAL PROGRAM POLICE DEPARTMENT, MUNICIPAL COURT AND PROSECUTOR'S OFFICE JULY 1991 PRELIMINARY BUILDING CODE ANALYSIS SYSTEMATICS BUILDING REMODEL r APPLICABLE CODE: TYPE OF CONSTRUCTION: OCCUPANCY GROUPS: OCCUPANCY SEPARATION REQUIRED: OCCUPANT LOAD FACTOR: ALLOWABLE AREA SPRINKLERED: UNSPRINKLERED: ALLOWABLE NUMBER OF STORIES SPRINKLERED: UNSPRINKLERED: ALLOWABLE HEIGHT: EXITING REQUIRED: LEVEL ONE - LEVEL TWO - COURTROOM - DEAD ENDS: EXISTING BUILDING DESCRIPTION: NUMBER OF STORIES: HEIGHT: AREA. SPRINKLERED: Standard Building Code, 1982 Ed Type IV - Unprotected Offices - Business Courtroom Assembly, small Business/ Assembly - 2 Hours Offices - 1/100 s.f. Courtroom - 1/40 s.f. 34,000 s.f. per floor 17,000 s.f. per floor 5 2 55' 2 2 1 With access to a main exit Not to exceed 20' 2 ±28' 11,745 GSF Level One and Two 23,490 GSF total No DIVISIONAL SPACE PROGRAM • CHIEF OF POLICE The Office of the Chief of Police consists of the Chief of Police, an Assistant Chief (a planned future Assistant Chief), one lieutenant a future Internal Affairs office and one Secretary. Currently, the Chief of Police office area is staffed by the Chief, one assistant Chief, one lieutenant and two secretaries. Access to the Chiefs office is virtually unrestricted and storage located in a loft above the Chiefs office is accessed through the office. The secretary / reception area is overcrowded and nonfunctional for its purpose. The Chiefs, Assistant Chief's office as well as the lieutenant's office have no windows or natural light. Administrative assistant workload is shared by the Assistant Chief and two lieutenants. 1. GOALS: Goals for the operation of the Chiefs office are as follows; • That the Chief be able to confer with up to 4 people in his office at one time in an informal setting • That persons waiting to see the Chief and/or the Assistant Chief(s) will wait in the public lobby until they clear security and can be escorted to the Chief's reception area. • That the reception area will seat four persons comfortably and that this ' seating be somewhat distanced from the Chief's secretary. • That the secretarial/reception area be staffed during normal business hours by one person; the secretary to the Chief. • That the secretarial/reception area be self sufficient and have its own office supply storage, separate file storage for training files and OPS/IA files and a photocopy area. • The Chief's secretary will continue to manage the petty cash and deposits for the Department and will be able to do so in a secure safe manner. • That this suite must be operational 24 hours per day and must have emergency power in case of a power failure. • That the Chiefs office will be capable of monitoring emergency frequencies and tieing in to the Department's computer system. 3. CONCEPTS: • The reception area should be the focal point of the Chiefs office suite • The Chief's suite of offices should have an adjacent conference room capable of seating up to 24 people and equipped with enough power for TV cameras, radios and other AV equipment. The conference room will be shared by the Assistant Chiefs as well as other members of the Department. �••The Chief's office area will have a closet area and coffee bar to serve the Chief's staff and guests. • A secondary secure access to the secure portion of the PD should be planned for this suite of offices. 4 Chief EEngj Department EJ waiting Conference Access Secure Circulation i • The Records counter will serve as the reception area for the Department allowing the Chiefs secretary more privacy for specific tasks. • A private photocopy, file storage and office supply storage area should be accessible from the Secretarial/Reception area. • The Chiefs secretary's space should be semi -private, the desktop should be shielded from lookers and the space should allow 1 on 1 private meetings. T 1 T • T T File Storage Chiefs Secy Waiting Supplies/ Copy 1.: 0o p p In W 4f1 N H N N O N V1 .� m N O N W � W O ' z � � EwIn 0 7 N - W_ W 000000'acpopoo • C W vt (O Y1 tf1 N N ,c O Il1 to { N N2 rn — — en --N- ID < - N o N WO W Z O 7 q H W_ W O < OC r � H 0 0 0 0 0 0 u1 O 0 IR 0% t��1 m If1 tN�1 N N^ O • - m N < - N • 0 W O: WO � 7 � W N W W O W � C N < 0 rn Q N i N i E f7 W i I I i- i i i OC 1 1 1 1 d i i i i i a 7 z Z N vt •N n W ' i zz W = C U V Lu 7 toLu d _N W. W V 0 ` L q (j E. m JS oC y p W Z oe oc ov EU 8 e < oe O W o „ .. a W < U<6S0 H Z 0 W y/� yj S i < J a - x V 0 d U H U DIVISIONAL SPACE PROGRAM COMMUNICATIONS The Communications Center of the City of Fayetteville is currently a completely autonomous branch of City services that provides emergency communications and dispatch for the Fayetteville Police and Fire Departments. The Center is located on the main floor of the existing Police Department at a critical intersection of Police and jail circulation. The Center contains 3 consoles in an extremely cramped and substandard environment. The Dispatchers currently provide typing services to the Patrol Division of the Police Department, in addition to the communications and computer services they provide. The typing of Patrol reports is accommodated on a needs and when time allows basis as there are times when dispatchers are not busy. The service may in time be a distraction to the dispatchers when their workload increases and it is recommended that strict regulations be imposed if the service continues. The current plan is that the Communications Center remain in the existing Police Building and that they expand as needed into the Police Department space after the Police depart. A study was completed in December, 1990, by Hailey / Associates / Architects, that identified the needs of the Communications Center and addressed several alternative methods that the needs could be met. A review of the study revealed that the assessment was within current standards for communications and dispatch centers and the area requirements are for the most part included in this updated report. , . An evaluation of the advantages and disadvantages of moving the Communications Center was requested by the City of Fayetteville as part of this report. The major issues that will assist in • the decision as to whether or not the Dispatch Center moves to the Systematics Building along with the PD are as follows: DISPATCH STAYS IN EXISTING DISPATCH MOVES TO SYSTEMATICS The existing 911 telephone equipment can A new Communications Center can be remain in its present location and avoid the constructed in the Systematics building additional. cost of moving it (t $20,000) incorporating several items that cannot be incorporated in the existing building i.e. The Communications Center can be the last raised computer flooring for flexibility and entity to move or relocate cable access. There is adequate space in the existing Dispatchers can continue to provide typing building to house the entire services to the Patrol Division Communications Department Communications can continue to handle the The Department's main frame computer business phones of the Police Department. serves not only the computer needs of the Police but also the CAD needs of the Dispatchers and Communications dispatch. It is advisable that the computer Supervisors can continue to communicate remain in close proximity to the with the Patrol Supervisors Communications Center as the Dispatch personnel are the only ones qualified to The Communications Center can be designed perform critical Back - ups into a secure portion of the new building without being totally accessible to the Police • Department in a 'fishbowl' location as in the current location • The recommendation, after serious consideration, is that the benefits of moving the Communication Center far outweigh the reasons for keeping the Center where it is. The cost of • moving the 911 Telephone equipment (This cost may be absorbed by the County) should not be a determining factor in that the Systematics building can provide a potential for a state of the art communications center for years to come. 0 I 4 in I— z W 0 oe 5 < Lu a U > W < 7 f W V 4-' V i C- O O O O O O O g 8 0 0 m .< Vf ut CD O•aD u1 u1 v1 N p� ^ ^ Or ^ ^ ^ ^ ^ O N O N W W aV Z a CD W IA _ W 1S CO• 2 N 0000000000 O N 0< N O N W cc Wg Z a CD W V1 V ^ U1 W LL N O OLL ^ N 0 0 0 0 0 0 0 0 0 0 O co T ^ O' p. W O W a Z a CD W N u N u ^ W LL N LL ^ ^ a in co 0% a < r N r r , , , M1 W r r r r Y. < O r r r r r paL r i r i 0 Z) u H Z ^ N in N W ^ ^ X 1 W N 8 ci R E V C z ? S E U o ad 8l < d U U u U 1 OL O ,X aaaaE �'<5 •Ya "' > _ _ _ _ 7 ' 10 < O VCoOV Wf-m J J W r r <I V O ' N H H V i • I • DIVISIONAL SPACE PROGRAM ADMINISTRATION M The Administration Division is proposed to manage and administer the police functions of Records, Personnel, Training, Juvenile Section and Crime Prevention. The Division endeavors to provide the public with a quality level of professional law enforcement service by excellent employees through anticipating, recognizing, and responding to the needs of the community and the City of Fayetteville government. Currently the communications dispatchers are responsible for typing a majority of Police Department reports. It is the consultant's recommendation that the police clerks of the Records section be responsible for this typing and filing when the Department moves to its new quarters. The Police clerks of the Records Section are the first to greet the majority of citizens that seek Police assistance at the Department, and their friendly, helpful demeanor is important in establishing trust with citizens and guests. The Police clerks are also responsible for generating information on department performance and assuring that the records system and paper flow is adequately maintained. The Fayetteville Communications Center monitors and dispatches radio traffic for the Police and - Fire Departments. The dispatchers are responsible for those typing and filing tasks associated - with the use of the state and national crime computer. They act as a 24 hour resource and information service. The current plan is for the Communications Center which is a completely autonomous group within the existing building, to expand within the building when the Police Department moves. It is the consultant's recommendation that this plan be reconsidered and • that the Communications Center move with the Police Department inasmuch as their work tasks are related. 1. GOALS: Goals for the Staff Support Division are as follows; • The Records clerk will continue to be the front desk for the Police Department • Records clerks will work with the Investigation Division in reviewing reports • The Records section will be staffed sufficiently to provide the ability for archiving and purging files when time permits • Security for the Records front desk will include a panic alarm to protect the clerks • The Records section will have its own photocopy room and will not share with other divisions • NCIC, ACIC and other law enforcement computer terminals should be. located in Records, Dispatch and in the Squad room • There should be a separate area with limited access for archive files • The Department computer system has the arrest module software for incident reporting records but is currently understaffed to initiate it. A goal of the Department is to get all portions of the electronic records keeping • operational. • The Fayetteville PD training. program will continue to be a hands on • program. Training will consist of hand gun retention, deadly force, pr24 baton training, drill and practice training and other physical training exercises. • There are currently 5 Records clerks and the Department should plan for additional clerks if the dispatchers are relieved of the task of typing Patrol reports. • The current juvenile officer also performs OPS/IA services when necessary in a lieutenant's office within the Chiefs suite. 2. CONCEPTS: • The commander of the Administration Division may be an Assistant Chief or a Lieutenant. The commander's office will be near the Records Section. • The current Records window is just a window to the public lobby that does • not provide the level of protection desired. The new Records front desk should be a counter that provides a welcome entry to the police facility and also provides increased security for the clerks. The front desk should not be imposing and should not assume a command position in the public lobby. The front desk clerk's position should be elevated so that the seated eye level of the clerk is even with the standing eye level of a visitor. • The Records desk front desk will have an alarm button built into the counter to alert the Department of any problems at the front desk • The front desk should be designed to be able to accommodate 3 windows or work areas if more than one person requires service • The Records front desk should have counters for arranging reports and files, a separate but adjacent area for law enforcement computers and printers, fax availability, static reducing floors and file drawer storage as required and secure cashier storage as the front desk will continue to accept payments for traffic tickets, bonds and report copies • Accident reports are on computer. Filing cabinets should be provided for up to 2 years of reports. One year will fit in one letter sized file drawer at the present. • Complaint reports (Crimes against property, vandalism, break ins, etc.) will be taken at the front desk. Additionally, the front desk will be responsible for directing citizens for fingerprinting, completing Municipal Court reports and other PD assistance. - • Incident reports are also kept in the Records clerks office. 4 years of reports are currently kept with 2 file cabinets per year, total of 8 file drawers • Archival reports are currently located in the storage loft area above the Chiefs office. The archival records storage should ideally be in a secured, temperature and humidity controlled and fire resistive room in the Records section with access by only authorized personnel. Archival storage should contain; incident reports forever, accident reports for 3-5 years, complaint reports for 3 years, traffic violations for 5 years. Future plans for Archival records must consider space and storage for microfilming • Juvenile records must be kept in a separate secure location adjacent to the S juvenile officer. Current required storage for juvenile files is 2 4dr vertical files. Runaway records may be kept in the general records file storage area • Records clerk / typists will continue to type dictations as the their prime responsibility but should be available to assist the front desk when necessary. Their stations should be located so that they have a view of the front desk area. The Warrant officer position of the Patrol Division can be staffed by a clerk therefore adding the officer position back into patrol. The clerk should be located at or near the booking desk so that he may escort a citizen to a secure interview room for confidential conferences. Warrant Booking Officer Security Desk Zone Interview Room An officer/press room should be accessible to the Records area so that officers and media representative may be able to get copies of reports and other information from the Records Section while out of view of the public in the public lobby. This room should be monitored by the PD. Records Front Desk I I • The Administration Division should have a photocopy room with sorting bins outside but adjacent to Records. This room will be used by the entire Department, however the Records area will have its own smaller copy area. • A fingerprint and photo room should be located adjacent to the public lobby and accessible both from the Records area for clerks and from the lobby for the public. The room will be used for identification purposes only. • A separate secure and acoustically isolated room will be provided for the transcription of patrol reports and the typing of investigative reports. The room should be planned to support 3 clerks in modular work stations. • The juvenile officer should be located in a private office in the secure portion of the facility with an adjacent conference room with a capacity of 4 6 people for confidential discussions with parents and court officials. This conference room may be shared with other service such as crime prevention or training. The juvenile officer will continue to work in crime prevention and will not deal with arrested juveniles. I. luv. Off A —Secured access for Records The Training section should have access to a training room to provide physical training for 12 people. The room must have audio - visual capabilities for taping LETN and other training programs. Training storage room should be large enough to store Redman Suit, body bag, PR24's, dummy hand guns, AV equipment, the training library and training file storage (currently 4 4dr verticals). Storage is not required to be in one room but must be easily accessible to the training officer. E ning / cer Training Room Training Classroom Training movable partition Storage )4 Crime prevention administers the DARE program and other prevention type services. The Crime Prevention office should be designed to easily accommodate seating for 2 visitors and should have space to accommodate 2 crime prevention officers in the future. The office should be adjacent to a storage room and a shared conference room. 44 Juvenile Crime Crime Officer Prev. Prey. Crime Prev. Storage I. Juvenile Shared Conference Files Room The growth of the Department will require that Photocopy services be decentralized but will be managed by the Administration Division. The future facility will be designed to allow for 4, and possibly 5 if Communications moves as well, copy centers decentralized throughout the Department. Two of the copy centers will be in the secure areas of Records and Communications and will only be accessed by authorized personnel. RECORDS Central SQUAD ROOM / PATROL Copy ' CHIEF'S SECRETARY • Files • Pers. • DETECTIVE SECRETARY Files Copy �� DISPATCH • Currently felony evidence is stored in a secured room within the Detective Division while misdemeanor evidence is stored by shift supervisors of the Patrol Division. The decentralized method of property evidence storage will continue to cause problems in proper procedures and proper chain of custody. It is the consultant's recommendation that PIE storage be under •the management of the Administration Division and that a non sworn • person be in charge of the related tasks of central supply, uniform and PIE _p storage. r 1 Uniform Storage Property Services Manager r Central Supplies 1 • p pO W VOpQ1 O 0.1 V1 O loft O N S O N N N {A en C O Ia N La N 6 - N N M .� --- - I- O N . .- ^ r^ r r r r^ r r .-. r of • W 0 W 1 Z Cl W ~ - - N M N .- M M W LL h O O O O O O p O O O O pp O 00000 000 000 6a ut O M m 0 In S m N N O O M N In O O h 00 ut L0 ga N W �t W L . O � W N V- - N N Ot .- - N N W W ^ W O 0000000000S N O O O O O O O O q 00000 000 0 0 0 W H O M O O to O N N to O O. N N an O O h vt O N N N O N K -- —' N_ M-- 10 — N N m M• N r f1 7 ef\ < r r ON r 2 W Q CD Z � W lA — r M .- f0 - - - r W tL ^ lL d N a p •N. lD O, O n I N 1 1 1 1 I 1f1 I 1 1 -- r 1 1 1 1 I I I I I I 'Si 1 1 1 1 1 : 1 I I . O . 1 1 1 1 1 1 1 1 1 I• • 11 1 1 1 1 1 1 1 a 1 1 1 1 1 I I D r z Z - N � N O r �' S W y XI - W N z a f z 2 G z oe ON to A E E 0 . W >-J 0 ≥ N N E S > ae > z oc d o o a y o$ $ m In a W y of W W 0 a G N O y w q OG �y �/ .d. H •Z In q F Yom. a Z a a A 0 cc �UJ p cc E_ 2 m C ^ C • •- lijw W S1 ❑� m 5 w ac 11 V ❑ V V ii Z Vt s a l U 4 Vf U V vt w r r V 0 a 9- J • ❑ V V^^ • I N N 00 000 0 O uia ta in o m e 5 N a — in 'O N N N 00 000 S in it of 0 C O O N C 4 .4 W C, U C 2 6 C�•/I�� • u ,.- iA F V u F W IC C O W C C O R m % m IC %_ H Vii N N Z Q C DIVISIONAL SPACE PROGRAM PATROL DIVISION The Patrol Division is the largest of the Department's divisions in terms of the number of personnel assigned to it. The Patrol Division's prime responsibility is to provide law related enforcement and service to the community of Fayetteville, 24 hours a day, seven days per week, 365 days per year. Patrol personnel spend more than 80 percent of their on -duty time out in the community. When in the building, officers are engaged in writing reports, preparing property or evidence, receiving training, being counselled, conducting interviews, conducting investigations, receiving instructions for assignments for work or preparing to begin or end their work day. • 1. GOALS: Goals for the Patrol Division are as follows; • Patrol work areas will be free from intrusion by non -department personnel • Officers will have an adequately sized and equipped briefing or roll call room in which to conduct pre - shift preparations, and inspections. • • Officers will be able to segregate adult and juvenile witnesses, victims, and suspects when conducting interviews or interrogations • The Roll Call Room will be able to accommodate 30 or more personnel at tables and be able to utilize all commercially available audio-visual aids and • LETN during presentations. Infrequent large briefings as during UofA football games will occur in the larger training rooms. • The quality, quantity and size of the lockers will be increased to serve the needs of approximately127 sworn personnel in the year 2012. 2. FACTS about the Patrol Division are as follows; • There are currently 1 captain, 2 lieutenants and 4 sergeants in the Patrol division. The lieutenants report to the Assistant Chief. Additionally there are 36 patrolmen divided into three shifts as follows; Morning 10 Afternoon 12 Night 14 • There are 2 canine officers in the Patrol Division. The canine officers work two shifts, 5 PM to Midnight and 11 PM to 6 AM. • The Department usually has one officer per car with the exception of when Field Training Officers (FTO) are training rookies. • Roll call/briefings usually currently have 7 to 10 people, however several • times during the year the briefing room will have to accommodate 30 people. • The. Division currently uses a Squad Room as a multi purpose room in • which officers write reports, deposit property and evidence, have breaks and eat lunch. • Currently the Lieutenant's office serves as the Watch Commanders office with the Lieutenant currently on shift acting as the Watch Commander. The office can be centrally located in the new building. • All evidence and reports are turned over to the shift supervisor by the patrol officer. Felony evidence is under the control of the Detective Division while misdemeanor evidence is under the control of the patrol shift supervisors. The consultant recommends that all evidence be under the control of a single entity preferably a civilian employee who may have other administrative duties. This will simplify the property / evidence chain of custody and allow patrol and detective personnel to concentrate on their respective duties. 3. CONCEPTS for the future operation of the Patrol Division are as follows; • The Patrol Division should have access to interview rooms in order to interview victims and/ or witnesses. The interview rooms should be located close to the public lobby. The rooms must be sound treated for confidentiality and may have an adjacent media room in which to surreptitiously monitor and/or record witness/victim/suspect interviews. Additional interview rooms should be located at the jail cells and booking area for bondsmen and attorney / client interviews. • The watch commanders office should be able to monitor the jail area. • An area for 2 separate kennels and a storage area for canine training storage should be incorporated in the new facility. The canine training storage area should be large enough to contain bite suits, sleeves, bars and other requirements of the canine patrol. '2. The Patrol squad room should be adequately equipped with counters and tables for writing reports and completing accident diagrams, should have adequate personal file drawer space for personal arrest notes and reports, • in - house computer terminals and typewriters for report completion. • Interview rooms should be located adjacent to or near the squad room and should be equipped with a monitor room sandwiched between 2 interview rooms. • The squad room, staff locker rooms, and roll call room should be in close proximity and support the movement of large groups of officers without congestion during shift changes. V. Roll call / 1 Sergeants Briefing , J Locker I I Room Squad Rool J[Euir!ment] • The new building will incorporate new methodology for the processing, logging and storage of evidence. Evidence locker 'bins' will be incorporated in the design between the squad room and the evidence storage room. The adjacencies will be designed such that the writing of reports and the filing of property and evidence will occur in a well thought out traffic pattern to avoid inefficiencies and chain of custody problems. Squad Room Evidence Prep Secure Transfer Bins ' Property /Evidence Storage Security line Ii. 4p • Patrol Lieutenants and Sergeants will have an adjacent, private conference room used for private meetings and confidential counseling sessions. • Locker rooms will provide for complete change of clothes and dressing area. The Locker rooms will be designed for a 90% Male and 10% Female ratio. • The equipment room should be in the vicinity of the roll call room and ® should be able to provide the necessary equipment (Flashlights, radios, tape recorders etc.) to the patrol shift as they are leaving the facility. • The jail is currently in the existing building and plans are that it will remain there. The design will have to incorporate some method of temporarily holding a prisoner at the Police Department prior to his/her safe transport to the jail. The new Police Department space should include a Sally Port as well as booking and processing facilities and temporary holding cells. If the size of the new building prohibits these additional spaces then all booking and holding will remain at the existing. building. In this case consideration should be given to constructing a sally port at the entry to the existing jail. • Patrol officers escorting prisoners and suspects into the building should have a clear and clean traffic pattern to the booking stations. The processing, fingerprinting and photographing should take place in a separate room as should the Datamaster Intoxilizer and the file storage. 7 Process. Finger Pr. & Photo Booking 10 Holding Intox I ile Storage • The Warrant Officer is currently a sworn officer. We believe that this position can be staffed by a booking clerk.. This position enters warrants in computers, mails warrants, and deletes warrants after time is served. The work area must be in a location compatible with booking as well as the jail. Adequate space must be provided for at least 10 - 4dr vertical file cabinets. • The ERT arsenal is included in the Patrol Division list of spaces, however it is the consultant's recommendation that it be located adjacent to the Investigations conference room separated by secure pairs of doors so that the ERT can be briefed while preparing for an assignment. Ii ERT I Detective conference & Equipment I briefing room •& Arsenal it • K9 Officers have additional equipment to store in their personal lockers so provision should be made to locate their lockers as close to the K9 =. equipment storage room as possible. • A kennel area. should be provided for the K9 dogs preferably inside adjacent to the Sally Port because of weather considerations. I. I® a COO N O p O O O N O O O O O ID O W m 'n N O N O N Ut IH 1� O aD O in 0 m 0 N �' i i Q^ N^^ N N -m N Nii ^ 6 1 1 1 - r I I, 0 N r Q Q ^ ^ ^ ^ P1 N ^ ^ ^ ^ ^ N N O I Z, r a , r • o � W N ~ ^ �1 O+ N O+ Q ^ LLJU ^ N a H CL N W m N to f'•1 N Yi IA N^ C O In C en O N ....fn i N o a r r r r r r•, 0 N - O ^ — ^ ^ ^ ^ P1 N ^ ^ ^ ^ ^ N N W I r r Z 1 , r O V WV H W W ^ ^ N •D Oa CL d V~i COO N O O O O O C1 0 0 0 O O O 0 W c0 O O N 0p In C In o Q O m O to omo N ^ N : N N i o, I r r r , O• ^ ^ ^ ^ W O • r , Z • , r W W N N In ^ n N. .- O W W ^ ^ ^ N O I` o d N Q C, N N .- O Q emn P I r r r r Q I r r r,• 1^, r ^ , 1' f' 11 1,• 1 1 r, I r I , 1 , , , • , I r r , C Q ^ ^ ^ ^ N ^ ^ ^ ^ ^ O d , • r ^ Z ^ N O N Q ^ — i W N Z C Z C Lu W G CC � Y r O C 5 E o L -J' d Z L A^ NE 8 qr-Y g EIn Z EI -LI _^ j oe Z C ?; m en $ EEyL $ E E ` °' W W d ?I y -y L L I- - _ C J V1 N N N OC a d .'Z 6 OC C V C d d O ___ L A E y A A IY C≤ 1 W r > _e g e A 4 O C G C Z L A N C O A JC G A W W ` Q W A A A A A S A A B L O A < V 1 1 L 1 1 Cfl N IL d a w Y C m m 3 a ?i In m d 2 In N W J U d O m V Z W Or • 0 C T N P P U, u1 ' Iq Q - Q Q U1 'p n Q - n n P 'p O N. n a W OC a 6 Z ;e O a N H J W Z Q � J 9 O CJ r i DIVISIONAL SPACE PROGRAM DETECTIVE DIVISION The current staffing of the Detective Division consists of 4 detectives, 2 supervisors and 1 civilian employee. This staff is currently located in the HQ building as well as in the Interim City Hall. The Narcotics section of the Division is currently part of the 4th judicial DTF consisting of one supervisor, 2 detectives, 1 secretary. and a fiscal officer and a federal DEA Task consisting of 1 secretary and 1 detective located along with personnel from Springdale, Washington County, U of A and a rural agency in a remote location. The Division also proposes to have an airport interdiction program and offices 3 people and 1 dog at Drake Field. The Detective Division has doubled in manpower in the last 4 years and has increased in physical size from a 200 SF agency 10 years ago. The per year caseload excluding drug enforcement cases has increased as follows; 1988 1457 cases 3 detectives 1989 1620 cases 4 detectives 1990 1920 cases 4 detectives 1991 1500 cases 4 detectives (through May 1991) Current estimates are that the 1991 total cases will exceed 2200. The majority of cases are crimes against property however child abuse and other CAP'S are being reported more and more. The Department is currently giving priority to drug cases. There was one felony drug case in 1986, there have been more than 100 to date this year. The Detective Division of the Fayetteville Police Department performs the following functions: • Follow - up investigation consisting of efforts to interview victims and witnesses; locate, identify and preserve physical evidence; recover stolen property; identify, locate, interview and arrest suspects; present the case to the prosecutor and cooperate in the prosecution of the defendant, • Self - generated investigations • Investigations assigned by the administration 1. GOALS for the Detective Division are as follows; r • Continue the on - going program to respond to the illegal drug problems within the City of Fayetteville. • Provide future space in the new building to be able to house the narcotics agents currently working with the Drug Task Force (DTF). • Provide a secure and unnoticeable method for the DTF to access the building, and particularly the property room, without having to go through public spaces • Allow the' detectives in the DTF the ability to access the detectives conference room without having to -go through any of the public spaces of the building. •t 1• 2. CONCEPTS for the future operation of the Detective Division are as follows; • Revise the method of storing and accessing central records and sensitive and intelligence files so that detectives will have only limited access. r Central Records Security lines—. Detective r Sensitive Intelligence files J • Access to Sensitive and Intelligence files will be limited to only authorized personnel of the Detective and Administrative Divisions. • Reception area of the Detective Division will be semi secured from the public lobby and from the Detective Bullpen. Soft interview rooms will be provided for victims and witnesses and will be located adjacent to the reception area. r Supvsrs Detective j Bullpen rE Limited visual Secy access only I TI Soft Detective Interview Reception Rooms • The Detective. Bullpen area will be made up of 64 - 80 SF cubicles separated by 48 - 60" high partitions designed to provide adequate visibility from the Detective Supervisors. • The Detective conference room will be designed to allow an adjacent space for ERT equipment storage and ERT preparation to open into the conference room and allow briefing of the ERT while they are preparing for an operation. ERT Detective conference & Equipment I briefing room & Arsenal 1 J� • Provision 'should be made in the detective clerical area for 2 secretaries in • the future. Access to the reception area should be by escort or a semi secure method from the public lobby. File storage and interview rooms should be accessed off the reception area. File Storage € Spvsr Spvsr Spvsr and Copy Rm €: '____SeSurityl Public Reception / Det. Bullpen Lobby p Waiti g T " I I ;; Clerics Int. Int. Eqmt Future DTF • The soft interview rooms off the Detective reception area need not have a monitor room but should have the capability of remote AN monitoring. • The Division should have access to a small evidence/ property processing laboratory that will be equipped with a small hood/vent and sink on chemically resistant counter tops. The room should be provided with adequate safe and secure storage cabinets and shelving for the storage of chemicals and equipment. The Lab will not have an eyewash or emergency shower. • A supply and equipment storage area will be provided for the storage of drug test kits, office supplies, binoculars and other surveillance equipment, flashlights and radios. • A small closet area of about 50 SF should be included in the lab area complete with plumbing for a future dark room for the department. • Because of size limitations the detective area will attempt to provide 80 SF work stations for 12 detectives with the understanding that the space could be modified to,accomodate 15 detectives in 64 SF work stations. 0 0 0 0 o N o 0 0 0 0 0 oOp0 0 0 oo O N ^ N OC 0 P n- O^ ^ I' N N M ^ O t� N N N N co ^ < I P O N W c• W O Z a 0 n .- in ^ M^ M ^ N N N 0 W_ M 0 < d N I. W m0C O0 omo�o�0'a00 0Vi N. It N OC M ^ — N ^^ M^^^ P N N P 0< • M O N Qr ^ ^ N ^ ^ ^ ^ N ^ ^ ^ W � W O Z a CD W N r N n ^ N — N ^ N N W W N cz H O- N 000 ootn0000000000000 W co N O O m O O N N O N P 0 {D O N M P N P N ^^ N^^^ N N N 0 N N . T W WQ z d 0 D W N r WW ^ _ W 0: ta a N coo a0 0 '.O 0 N N. < N M < < < < < < < N LU 1 'I ZZZZZ Z < < z O I I I a 1 I 1 1 1 ^ 1 I 1 1 1 D U Z ^^ P ^ ^ N^ M P r W N X H W N en r z a c J W J N OC C OC J - C A C a z z �� g g oe O O 6 < c N a yy$ r N••' pe < <We ≥ ode c •-. ≥Cd O < W W a�i W •0 yu arZi $> p W u Q"1 d a m < yrj tt U Y i ^' V U V W I r r O 00 VU V. d O r r U DIVISIONAL SPACE PROGRAM COMMON FACILITIES Common Facilities is a term used in this program to describe portions and rooms in the building which will be used by the public and police personnel on a regular basis. Responsibility for the maintenance of all common facilities will rest with the Administration Division of the Fayetteville Police Department This Divisional Space Program is divided to address the areas serving personnel and the areas serving the public separately. 1. GOALS: PUBLIC AREAS • To provide the public with easy and clearly identifiable access to police counter services such as Records, the Investigation Division and other areas as addressed in this program. • To provide the public with a comfortable, quiet place to wait to be seen for appointments with Patrol Officers or Detectives. • To provide separate but connectable circulation paths for the lobby of the Municipal Court and the Police Department lobby so that fines and fees can be paid at the Police Department counter without having to go through the • secure portion of the building. EMPLOYEE AREAS • To provide an adequate exercise room so that the physical condition of employees may be maintained • To provide employees with adequately sized locker room, shower and toilet facilities with sufficient locker space for employees through the year 2012 and beyond • To improve the quality of interviews and interrogations and provide more rooms for this use • To improve working conditions by providing adequate work space for the task. . • To provide appropriate security features for the building • To consolidate similar programmed spaces in one area so that employees may complete their specific tasks more efficiently and with increased morale • To be able to maintain the building in a clean and professional looking condition 2. ASSUMPTIONS PUBLIC AREAS • A majority of the public coming to the building may need services located at the Records counter or at the Municipal Court • Rest rooms will be provided for the public in the main lobby of the building • The building will be accessible to the handicapped • Not all visitors to the Fayetteville Police Department will be there for positive reasons EMPLOYEE AREAS • Provision of adequate exercise space and equipment in the work place will encourage physical conditioning and improve performance of mental and physical tasks • Improvement of working conditions will improve the relationship between employer and staff • Police personnel need to store spare uniforms, accessories, equipment and personal toiletries at the work place 3. CONCEPTS PUBLIC AREAS • The main lobby will be large enough to accommodate the various reasons for public accessibility and counters for service • main lobby will be furnished with comfortable but durable and secure .The seating which can be viewed by the front desk • Interior walls of the main lobby will provide a security barrier to protect employees and the secure portions of the building • Circulation throughout the facility will be designed to prohibit unauthorized people from wandering into secure portions of the facility EMPLOYEE AREAS • Employee lunchroom and lounge will be spacious and comfortable enough to accommodate up to 24 people • The employee kitchen will contain appliances for the storage and • preparation of food • The exercise room will cater to the needs of both male and female employees and be accessible to both from their individual locker rooms • All employee toilet rooms will be built with oversized stalls for privacy and to accommodate the equipment worn by law enforcement personnel • Locker rooms will be built to accommodate more lockers than current staff can utilize • i Oco O LA La O: • O+ W O W 1 Z a O La W Vf • WW W OOC � O. N W 00 or' u c0 e V oN OC Q 1� N P1 N en LA O Q N 0 p - O� - . - - - - uwi O Z i CD W 1n O W W ^ w W O M If1 �O V1 ifl ni V1 0 La �y OC Q .to en. N O Q N en •ox N r- r N- r r r r w O Z a O U, W Vf U o � W C N o - CNN n a IA 0' NN i - n O� W a N O d i i D U ti z o en X H W' N z Vf E 8E gc z E oe 8 Egg W ICY W z .g Yy OC C C a W %` 01 OL p 01 4N O 6 W V OE z JO Jp OC C C 2 $ W Q W < y oe x u N E E ._ u c w • < OLa Z W g� g� O O ,K J 7 J Q W 5 0 4 2 2 3 3 cz w 'J 1 vo C9 > O Q 0 O U a O O DIVISIONAL SPACE PROGRAM MUNICIPAL COURT The City of Fayetteville Municipal Court has exclusive jurisdiction to hear, to try and to determine the guilt or innocence of an individual who has allegedly violated provisions of the Charter or Code of the City of Fayetteville. In addition, the Court also manages agency services and activities relevant to the maintenance of a judicial system that strives to render justice on an individual case basis, and by these processes, attempts to secure and serve the public welfare and safety through code/charter adjudication. The Municipal judge is currently a part time position. The position is an elected position. Presently, an interim judge has been appointed by the Governor. 1. GOALS: Goals of the Municipal Court are as follows; • To render judgement on an individual case basis in a timely manner. • To impose penalties through a variety of sentencing alternatives and sanctions. • To provide the community with an accessible judicial system. • To provide the City Board with observations on trends in the community as they are identified by the Court. 2. FACTS: Findings of this Study are as follows; 0 • Current arrangement of work stations for the Court Clerks is inadequate during Court time and in the process of preparing for Court. Each work station lacks accessibility to an adequate layout table for arrest records and other Court documentation. • Court Clerks area during Court time becomes hectic with the movement of attorneys in and out of the space. • The full time Bailiff and Probation Officer interviews defendants doing public service, and probation. He meets with attorneys, handles jail time commitments and requires a private office separated from the rest of the Court Clerks in which to carry out confidential discussions. Current location of the Bailiffs workstation is at the reception area of the offices and is not appropriate. • There are currently two Small Claims and Civil Clerks that handle a majority of the clerical and filing tasks of the Court. Filing cabinets should be within their reach at their work stations and not decentralized throughout the office. Each Clerk must have a computer terminal and typewriter within their works station. The Civil Clerks should serve as reception for the office. • There are currently three Criminal Clerks one of which knows both Civil • and Criminal procedures and floats between the two. One of the Criminal Clerks does most of the data entry and should be in a semi -private space without any public interaction. The other Clerk is a County Clerk and deals with County dockets, money, trial notifications, "not guilty" pleas, sets up all trials, handles transfer cases from other jurisdictions, and deals with the • Public. • The Court Clerks handle 300-400 hot check warrants per month on a bi- monthly basis. A more appropriate method would be to add staff so that this can be done on a weekly basis and eliminate the growing accumulation of warrants (The Police Department has approximately 11,000 active warrants). • Collections have been a continuing problem with the Court. Current collections are about 76% and a task force is looking into methods of improving collections. • The Clerk of The Court currently shares an office with the Judge. The judge is part time but the time Court is in session the Clerk of The Court has no work station in which to perform the necessary duties. The situation will become worse when and if the position of the judge becomes full time. • The existing conference room is located off the front of the Courtroom near the Bench. While this location may work for judge/Attorney conferencesit is disruptive to Court operations for other conferences. Additionally this conference room is used for other City departments as well as staff meetings. . The existing space does not have a centralized supply and coffee area resulting in the disruption when these areas have to be accessed. 2. CONCEPTS: • The Court Clerks should have a large counter at the reception area with a barrier to provide privacy for the individual workstations. The Clerks should have an open conference area in which Attorneys and defendants may review court records. Public Access I � J Court Conf. Court Clerks Space Clerks File Storage I ] n 1!. • The Reception area should have seating for about 6 people. • The Bailiff / Probation Officer should have a confidential office adjacent to the Court in which to interview. If the Municipal Court moves from the Municipal Building a method must be devised to assure the collection of fines and payments. There is a question of whether it is legal for the Municipal Court to accept payments and the Court is currently researching the legality. A method that will be considered is an additional Clerk whose sole responsibility will be to receive payments, work with collection services to collect bad debts, arrange partial payments and manage the collection of money. The physical position of this office could then be designed to assure timely collections after Court appearances. The Clerk of The Court requires space for law books, dockets, bank statements and requires conference space for ±2 guests at the desk or at a small conference table in the office. The Judges Chambers will require bookshelves for law books that are not kept at the Bench, conference seating for up to 4 people in addition to the judge, and should be in a secure location adjacent to the Court Room. • The conference room should be located at the rear of the Court Room in order to minimize disruption of Court proceedings. The Driver Control Officer should be able to access this conference room one time per week to work with individuals whose licenses have been suspended. Conference E)E) Clerks Court Room . Storage E k of support rt Bench 1 udges J Chambers L J J • Docket books dating back ten years should have their own storage area that is easily accessed by the Clerks but not accessible to the public They do not have to be in a secured area. Public Access Copy Court Area Clerks (Dock:$torae 1 • Future growth for the Municipal Court may require up to 12 clerks in 20 years. • The judge's chambers should have the capability of small conference meetings with up to 4 people, should have a security buzzer and be adjacent to the Courtroom, and clerks. • • The Courtroom should have an elevated bench, and witness box. It should have a recording system and be able to seat up to 120 people in the rear of the room. • Minimum file storage requirements for the Court Clerks are as follows; Small Claims and Civil Clerks; 8 4dr vertical file cabinets Criminal Data Entry; 1 3dr vertical file cabinet Affidavits Data Entry; 1 4dr vertical file cabinet Monthly Dockets Data Entry; 1 2dr vertical file cabinet Storage requirement growth should be programmed along with staff growth. i < H u0i ran g $ g o N OWC V :n N m n nn O N ~ r W � Z a O � W N V tar.. H W W 0 W a ~i O C O M O O g O O O :nUNO�0 N oC n1 V $ u1- N aD CaLa V < -. P1 V N F r — — — — W CC W2 O D W A V V of N • at CL H < O O O u1 O 0 0p 0 0 0 :n '.0 LU p O' < l V r r r r n •W � z� W Vl u 0 • W W a y N O^ N CO ^ N La — N e+1 W Q • I- 0. a U Z N n c0 Q n < I- - W1 -In In z z c4 i �u . c o1e '`tj E= Q W 6 W W z 0. Y < p ec ti c mtatE xx g, t<- >' V 0 a O < U V W W Z• O O h F F Ci f LE DIVISIONAL SPACE PROGRAM PROSECUTOR'S OFFICE The City Prosecutor's Office is charged with prosecuting civil and criminal cases for the City of Fayetteville. The Prosecutor's Office works closely with the Police Department and the Municipal Court in processing the necessary court documents and warrants. 1. GOALS: Goals of the City Prosecutor's office are as follows; • To continue in a close working relationship with the Police Department, and the Municipal Court. • To manage and have at hand a concise law library within the office of the Prosecutor. • The City Prosecutor will be the supervisor of two other prosecutors as well as several clerks as the Prosecutor's Office grows with the increase in cases. • The City Prosecutor's office should have the capability of confidential meetings with up to 3 other people. • The Reception area should have the ability to access a secure refuge room due to the sometimes volatile nature of the people arriving at the Prosecutor's Office. • The Prosecutor's Office need not be adjacent to the Police Department or the Municipal Court but should be provided with the ability to have data connections to these other offices in the future. • Escape routes should be designed into the layout of the offices in order to allow a secondary means of exiting should negotiations in family disputes and other volatile cases get out of hand. • In 1981 the Prosecutor's Office handled 1800 cases, in 1991 there are 11,000 active cases with a growth of 12-1/2% per year. DWI cases increased from 80 - 150 in 1985 and are currently at 1000. The design of the Prosecutor's Office should allow for this growth. 2. CONCEPTS: Concepts of the City Prosecutor's are as follows; • The reception area will, in addition to providing reception services, do filing of charges and interviewing witnesses. The position will be manned by a Clerk and will have some degree of protection provided. kY3 fR Reception :F Reception and Desk Waiting Area Security Window _ at or other Barrier •• The reception area will have the ability to seat a minimum of 5 people with the understanding that appointments with the Prosecutor will be scheduled. • A secure interview room with seating for up to 4 people should be located of the reception area. The room should be equipped with microphones and recorders. Recept. Reception I Interview Clerk • The Prosecutor's office should be designed to allow for 2 or 3 walls of bookcases for law library space, meeting space and personal office space. There is no need for any file storage other than included with the desk, no computer, no credenza. • The Clerk and Prosecutor positions that will occupy a rear office can be in. workstations but must have the filing space in the immediate location. Currently the filing space need contain 8 - 4 dr. vertical files but may grow as the requirements are to keep 4 years of cases. • The Prosecutor I position will have a private office with the ability to conference with 1-2 guests usually attorneys making payments and settling cases. Filing space can be limited to 2-3 file drawers. There is no present need for a personal computer. • The Hot Check collection program currently consists of 1 coordinator and 2 clerks. There will be a Warrant Officer assigned full time in the Fall 1991. • The Hot Check program coordinator processes 150 computerized check reports per week and expects to process 700-1500 when the program is fully. operational. There is a need for 10 - 4 dr check files. The hot check files must be kept separate from other cases. • The Hot Check program staff can all be accommodated with open office • type furniture. • The Prosecutor's Office will initially have a conference room with seating for 8 people that will be able to be subdivided into two clerks workstations when the need for additional staff requires more space. . I Recept. Reception Interview Clerk j- Secure Door rrI ' Pros. 1 1 Clerk 4rosecutorJ 4ros.ii j Conference lerk Escape Route Door PROSECUTOR'S OFFICE ADJACENCIES w u1 N N N 1� IC S N 6 ^ ^ ^ 1+1 ^ ^ If+1 ^ ^ ^ C N W 0 -- I.. 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