Queen Creek Police Department Master Plan

Master Plan

Welcome to The Queen Creek PD Master Plan

Statement of Purpose

This report is for the Queen Creek Police Department in response to current law enforcement infrastructure requirements and the growing needs of the town for the next 20 years. It was developed in partnership with Police Department Leadership and Arrington Watkins Architects. The driving force of the report is based on workspace availability, town and department growth and the desire to provide exceptional policing services.

Executive Summary

The Town of Queen Creek is amid a population explosion and is expected to increase by at least 76% over the next 10 years. According to an estimate provided by the Arizona State Demographer, Office of Economic Opportunity, the Town has at least 70,956 residents as of July 1st, 2022. It is expected that the build-out population will be at least 150,000. Due to the population growth and the desire for more proactive policing services, the Town started their own municipal police department in January of 2022. Replacing the County Sheriff after 30 plus years

policing services was no small task. The newly developed police department inherited a limited amount of operational space at the Queen Creek Public Safety Building and Community Chambers located at 20727 E. Civic Parkway. The existing facility was designed as a substation and it complemented the Sheriff’s infrastructure in providing policing services to the Town. However, today, the facility is being used as the police department

headquarters and is the primary space resource for the new department’s personnel and vastly growing infrastructure needs. The department is in the process of replacing, establishing, and expanding its own policing resources and infrastructure. They have already converted common-use areas into employee workspaces. Based on the expanding population and overall workload, the police department is expecting to nearly double the number of personnel over the next five years, hiring at least 20 new employees annually. Along with additional workspace, the Department must continue to expand its overall policing infrastructure.

In May of 2022, the Queen Creek Police Department hired Arrington Watkins Architects to further develop and outline the police department’s infrastructure needs and develop a police facility master plan. Listed below are the required policing facilities/components.

These law enforcement facilities and components are required to account for “catching up” to current policing needs. As the department and Town grow, additional space will be required to manage the expansion. The master plan includes a timeline, generalized floor plans, and cost estimates to aid leadership in planning for the construction of the police support facilities. Our team at Arrington Watkins Architects worked with the police department leadership to provide a vision for the development of these facilities. Each facility contains required policing components or units and is based on leadership growth projections, which are given space requirements and gathered into complementary complexes. The complexes

Complex 1

Completion - FY 24-25

Lead Time - 2 years

Training, SWAT, & LVS

$44,781,689

P&E and Impound Lot

$21,746,670

K9 facility

$3,001,288

Total

$69,529,647

Complex 3

Completion- FY 32-33

Lead Time - 2 years

Substation

$28,576,290

Vehicle Repair Bay

$4,748,425

Total

$33,325,345

take into consideration which specialties or functions best reside together. The master plan proposes four public safety complexes, fully staffed, in a prioritized timeline with a completion date for each complex and a conceptual cost estimate. The completion dates of each complex coincide with the department’s projected personnel growth. This plan is flexible, considering that circumstances change from year to year. The department will need to evolve and adapt by sliding project timelines and repositioning or modifying components within the project. The overall driving force for this study is based on workspace availability, Town and department growth, and the desire to provide exceptional policing services.

Complex 2

Completion - FY 26-27

Lead Time - 2 to 3 years

HQ, Dispatch, & Radio

$39,619,174

Parking Solution

$20,000,000

Total

$59,619,174

Complex 4

Completion - TBD

Lead Time - 2 years

Detention Center

$13,430,966

Municipal Court

$24,774,916

Prosecutor’s Office

$9,107,393

Total

$47,313,275

Study Goals

Identify town growth trends

Identify police department growth trends

1 2 4 3 5

Develop a prioritized timeline based on trends and required spaces

Identify the physical spaces required

Develop an estimation of costs to determine future funding requests

This study is not intended to provide a detailed analysis of the various systems and technical requirements of the project. These elements will be established in more detail during the design phase.

Background

Introduction

Population growth, business development, and rapid economic expansion are the primary drivers behind the Town’s need to enhance municipal policing services and critical infrastructure. Queen Creek is estimated to increase its population by at least 76% over the next 10 years, from 70,956 in 2022 to 124,900 in 2032.

In 2007, the Queen Creek Town Council undertook a process to establish a vision for the community. It established a process with broad-based focus areas, underlying goals, assignments, and established timelines for completion. This formalized process resulted in the creation of the Corporate Strategic Plan. The Town focuses resources on what is most important to achieving the Council’s vision by designating five strategic priorities. These priorities guide Town departments as they shape programs and set long-term goals. The five strategic priorities are (1) Effective Government, (2) Safe Community, (3) Secure Future, (4) Superior Infrastructure, and (5) Quality Lifestyle.

In 2019, Queen Creek completed a study on law enforcement services. The Town had been contracting with Maricopa County Sheriff’s Office (MCSO) for law enforcement services since 1990. As the town grew, the need for policing services grew. Although MCSO served the community well, the Town desired a more comprehensive approach to community-oriented policing services that would enhance engagements and partnerships within the community. The specifics are outlined in the Town’s Corporate Strategic Plan 2021-2026, items 2.6, 2.7, and 2.8.

2 .6 |

Continue building the department infrastructure and foundational elements including policy/ procedure, staffing, training programs, internal oversight, communication, workflows, technology, reporting, equipment, supplies, software, IT systems, budgets, deployment plans, schedules, and other processes. With these organizational rudiments, QCPD will be able to ensure a smooth transition from county law enforcement to local policing methodologies.

2 .7 |

Increase community engagment and partnership by focusing on building trust, transparency, legitimacy, and a safe social environment

2 .8 |

Develop and implement the police program facets outlined in the 2019 police services study (e.g., “Desired Police Program – Defined”) . These steps, philosophies, systems, and operational patterns will provide a structured effort necessary to engage the community, develop partnerships, deliver desired level of service, and maintain a high quality of life.

In January 2022, the Queen Creek Police Department started providing policing services to the residents of Queen Creek. Operations for the new department are conducted out of the existing Community and Law Enforcement Facility which was built in 2017. The facility was built as a substation, so the new police department has changed many existing spaces into more accommodating staff work areas.

For example, the existing patrol briefing room was changed into cubicles for detective and support staff; an office was converted into a locker room; a conference room was turned into a multi-person office, several storage rooms were turned into workstations; hallways have been equipped with storage fixtures; gathering spaces have been walled off for offices/ cubicles; and storage facilities have been moved outside into portable fixtures.

Secure parking is also extremely limited. This is complicated by the need for outdoor storage and numerous parking spaces that have to be reserved for nonpolice personnel.

Along with a growing population comes a greater demand for policing services. The department’s new proactive and community engagement approach to policing also increases the overall workload and calls for service. More calls for policing services drives the need for additional policing staff and more staff creates a greater demand for policing infrastructure and workspaces.

This graph shows the completion of new public safety complexes

1, 2 and 3 which increase the workstation supply in correlation with new employment and the workstation demand.

Fig. 01.01 | Diagram shows the available space for PD staff

Town Population

Estimated Town Population Growth

According to the US Census Bureau, between July 1, 2020, and July 1, 2021, the Town of Queen Creek was ranked 3rd amongst the fastest-growing cities in the United States with a population of 50,000 or greater, showing an 8.9% population increase.

The Town has grown tremendously over the past decade. The United States census information shows the Town has grown from 4,300 in 2000 to over 66,000 in 2022, a growth rate of 5.28% annually, and its population has increased by over 11% since the 2010 census.

According to an estimate provided by the Arizona State Demographer, Office of Economic Opportunity, the Town has a current population of 70,956 (as of July 1, 2022), The Town is projecting a buildout population of at least 150,000 (possibly by 2040).

Fig. 01.03 | Appendix E - Growth Projections Slides for FY23

Fig. 01.02 | From Queen Creek FY23

Police Department Staff Numbers

The Queen Creek Police Department started law enforcement services in January 2022 with 73 total police personnel (64 sworn and 9 professional staff positions).

The department is currently projected to grow by at least 20 employees per year for the next 5 years. Police leadership has estimated that by 2038 the department will reach full law enforcement services with a total of

approximately 437 police personnel (260 sworn and 177 professional staff positions).

Full law enforcement services would include detention, court security, and dispatch positions (which are currently contracted with another municipality).

See department projection matrix Figure 1.04.

A detailed future organizational chart in the next section will show the breakdown of all positions and placement of each group for deployment. But first let’s look at the FBI ratios of policing personnel per 1000 across the United States.

Fig 01.04 | Appendix E - Staff Plan Build Out FY38

National Policing Services Ratios

According to the Federal Bureau of Investigations, in the United States, municipalities average 3.4 law enforcement personnel for every 1000 persons in the population. This average combined both sworn personnel (at 2.4 per 1000) and professional staff (at 1.0 per 1000). In Queen Creek’s start-up year, the police department employed 64 sworn officers and 9 professional staff for a total of 73 police personnel.

Using the population estimate of 70,956 (provided by the Arizona State Demographer, Office of Economic Opportunity), the Queen Creek Police Department had only 0.9 sworn officers and 0.13 professional staff per 1000 residents. A combined total of 1.03 law enforcement personnel per 1000 is well below the national average. Based on buildout projections, a population of 150,000, with 260 sworn and 177 professional staff (a total of 437 employees), would equate to 2.91 police personnel per 1000 population (1.73 sworn and 1.18 professional staff per 1000).

see: https://ucr.fbi.gov/crime-in-the-u.s/2012/crime-in-the-u.s.-2012/ tables/74tabledatadecoverviewpdfs/table_74_full_time_law_enforcement_employees_ by_population_group_percent_male_and_female_2012.xls

Queen Creek PD Growth Per 1000 Population

Organizational Charts

For the purpose of this plan, the department is led by the Chief of Police and divided into the following divisions:

• Operations Bureau

• Support Bureau 1

• Support Bureau 2

• Support Bureau 3

• Office of Administration.

These organizational charts were provided by department leadership to help plan the growth and to realize a properly staffed, full-function police department fully.

Based on the programming sessions and many discussions with leadership, the organizational charts were updated with a proposed deployment of management, supervisory, and line-level positions at each complex. Personnel deployment locations can and will fluctuate as additional information becomes available.

Executive Command | FY38

The Executive Command creates the vision, sets the direction, and provides leadership for the department. These positions are slated to be housed at the police department headquarters.

Chief Management Analyst Associate OOA Commander Operations Bureau Assistant Chief Support Bureau Assistant Chief

Deployment:

Headquarters Complex

Substation Complex

P&E / Training Complex

Detention / Courts Complex

Proposed 2038 Queen Creek Police Department Organizational Chart

Office of Administration

The Office of Administration Commander reports directly to the Chief and is divided into the Professional Standards and Administration Services. This bureau maintains policing accountability standards, the department's fiscal budget, and community outreach programs. This bureau is best suited to operate out of headquarters being near to the executive team.

Proposed Deployment:

Operations Bureau | FY38

The Operations Bureau is directed by an Assistant Chief and is divided into Patrol and Special Operations Units. This bureau is highly visible to the public providing patrol, traffic, school resource officers, and other uniformed policing services. This bureau has been decentralized, placing patrol officers closer to their assigned areas of enforcement at a substation and at headquarters. Decentralization will also reduce traffic congestion in the town center and allow for better response times to calls for service.

The Support Bureau 1 is directed by an Assistant Chief and is divided into Special Investigations, Criminal Investigations, and Investigations Support. This bureau gathers information and evidence to facilitate the identification, apprehension, and prosecution of persons responsible for committing crime; and to provide intelligence, investigative, tactical, and technological services in support of the police department’s mission. This bureau has been decentralized, placing Special Investigations at a separate, lower profile location and the other two sections are located at headquarters. Support

Support Bureau 2

The Support Bureau 2 is directed by an Assistant Chief and is divided into Records, Property & Evidence, Training, and Hiring & Recruitment. This bureau oversees the public records section, all department recruitment and hiring, storage of all property and evidence seizures, and is responsible for departmental training. Both Records and Recruitment are best deployed as part of the headquarters complex, while Training and Property & Evidence have been decentralized.

Proposed 2038 Queen Creek Police Department Organizational Chart

Support Bureau 3 | FY38

The Support Bureau 3 is directed by an Assistant Chief and is divided into Communications and Detention Units. This bureau is unique in that the department currently contracts these services through other municipalities or in conjunction with County Jail Operations. As the Queen Creek Police Department grows, the decision to incorporate these services within the town will need to be determined. This bureau has been decentralized, placing Communications as part of the headquarters complex and detention will become part of the final complex which would include a Town Court facility.

Process & Organization of Study

Master Planning Process

To date, the Arrington Watkins Architects design team has interacted with personnel and representatives from the Police Department to gather information and data. The team participated in site tours, facility floor plan examinations, a series of programming work sessions & workshops, questionnaires, and multiple discussions with police leadership regarding the future of policing in Queen Creek. The design team received direction on department standards and observed or discussed various deficiencies in the police department infrastructure. Planning sessions outlined project requirements, space adjacencies, and basic needs of the various facilities.

Fig. 03.01

Program Data and Research

At the kickoff meeting, the police department provided an overview of the newly formed department, a brief history, current issues, and a local growth/workload projection. Police department leadership provided town data and studies from the past few years to develop a matrix of future growth for the police department. A summary of the Police Department Growth Projections is provided in the diagram below (See Fig. 03.02).

Fig. 01.04 | Appendix E - Staff Plan Build Out FY38

Tours

During the program analysis phase, Arrington Watkins Architects and members of the Town of Queen Creek toured various existing police facilities from several different cities, including Queen Creek PD Headquarters, Barney Sports Complex (currently developing QC PD proposal), Gilbert Property and Evidence, Buckeye Property and Evidence, and Buckeye Training. Each one had its own unique elements for organization and layout efficiency. The tours were instrumental in gaining further understanding and insight into Queen Creek Police Department’s needs and requirements. (See Appendix D for more data).

Queen Creek Headquarters

The tour of Queen Creek’s Police Department HQ occurred on June 30th after the kickoff meeting and was attended by both the Arrington Watkins design team along with several Queen Creek Police Department personnel.

The headquarters building was built in 2017 and had served as a substation for the County Sheriff. The new police department is currently squeezing into the existing space, which is extremely overcrowded. They have immediate needs for more offices, patrol workspaces, general and specialized storage, personnel lockers, additional staff and fleet parking, and broader backup power. Leadership estimated they need at least double the size of the current station now.

Figure 03.02 | Appendix D - D1 Queen Creek PD Photos

Barney Sports Complex

The tour of the Barney Sports Complex occurred on August 12, 2022, and was attended by both the Arrington Watkins and the existing sports complex design team. The site was being proposed as a possible joint venture for a public safety complex that would house both fire and police department amenities. The town requested to have Arrington Watkins consider placing several police department infrastructure needs into the existing facility. The facility appeared to fit public safety development well and was instrumental in shaping the police department master plan. The police department is considering the placement of the following amenities at this site: The property & evidence facility, the vehicle impound lot, the training facility, SWAT, large vehicle storage, and the K9 facility.

Buckeye Training

The tour of the Buckeye Training Facility occurred on August 11, 2022, and was attended by the Arrington Watkins team along with the Queen Creek CIP manager and members of the police department. The facility provided many ideas for the training facility layout, large vehicle storage, and the required spaces or potential adjacencies.

Figure 03.03 | See Appendix D- D2 Queen Creek Sports Complex

Figure 03.04 | D3 Gilbert Evidence Photos

Gilbert Property & Evidence

TThe tour of the Gilbert Property and Evidence occurred July 13, 2022, and was attended by both the Arrington Watkins team along with police department leadership and property technicians. Currently, the Queen Creek Police Department has an intergovernmental agreement (IGA) with the Gilbert Police Department for the storage and processing of their evidence/ property items at this facility. The Gilbert Property and Evidence facility is a large complex that also houses the Town of Gilbert’s Fire Resource Center and a larger vehicle impound yard. The facility provided many ideas for storage layout and adjacencies to workspaces. Queen Creek plans to continue to use the Gilbert facility until they build their own facility.

Figure 03.05 | Appendix D - D4 Buckeye Property and Evidence

Figure 03.06 | Appendix D - D5 Buckeye Training Facilities

Facility

Examinations

Several other existing police facilities were reviewed by the design team and police leadership; however, the architectural drawings were reviewed and not toured. The goal was to understand the approximate square footage, spatial relations, and necessary program elements. The facilities studied were a Peoria Police Substation, the Phoenix Police Black Mountain Precinct building, a Tempe Police Substation, and the Tempe Property and Evidence facility (See Appendix D for more data).

Peoria Police Substation

The Peoria Police Substation was designed in 2016 by McClaren, Wilson & Lawrie Architects, and built at 23100 N Lake Pleasant Pkwy in Peoria, Arizona. The 17,000 square foot facility features a primary patrol function with a temporary holding facility. It also included amenities for K9 training, defensive tactics training, SWAT resources, and a community room. The facility was the second phase of a multiphase construction program. Phase one included a fire station. The subsequent phases include a community center and an expanded law enforcement facility. The floor and site plans provided many ideas for facility layout, required spaces, and adjacencies.

Phoenix Police Black Mountain Precinct

The City of Phoenix Police Precinct was designed in 2009 by Arrington Watkins Architects and built at 33355 Cave Creek Road in Phoenix, Arizona. The 30,000 square foot facility features a primary patrol function with a temporary holding facility and includes a vehicle maintenance facility, detective workspaces, a firing range, and a community room. The floor and site plans provided many ideas for facility layout, required spaces, and adjacencies.

Tempe Police Substation

The City of Tempe Apache Police Substation was designed in 2005 by Arrington Watkins Architects and built at 1855 E Apache Blvd in Tempe, Arizona. The 45,000 square foot facility features a primary patrol function, a traffic enforcement bureau, and a communications center. Moreover, the facility touts a community room, additional training classrooms, and is adjacent to a police property and evidence facility and large vehicle storage building. The floor and site plans provided many ideas for facility layout, required spaces, and adjacencies.

Tempe Property and Evidence

The City of Tempe Property and Evidence Facility was designed in 2005 by Arrington Watkins Architects and built at 1875 E Apache Blvd in Tempe, Arizona. The 29,000 square foot facility features a large central evidence storage space, with separated drug and weapons vaults, large walk-in refrigerators and freezers, an inspection bay, and multiple storage yards. The facility also includes a one-hundred-foot monopole of emergency communications. The floor and site plans provided many ideas for facility layout, required spaces, and adjacencies.

During programming sessions, Arrington Watkins presented example projects, and floor plans, and generated discussions to seek out department needs. Comments were captured in meeting minutes and spreadsheets which were further refined by questionnaires and tours. Ultimately the sessions were compiled into a chief’s workshop for further discussion and direction. Other elements gained were the updates to the police department growth matrix. (See Appendix C for data).

The master plan was further developed by gathering the listed components and amenities into clusters of relevant adjacencies which were plugged into groupings (Figure 3.08 is a bubble diagram of special relationships). The larger colored bubbles represent a policing function that has the potential of being the main component or even the only component at a geographical location. The smaller blue bubbles are less likely to be a “stand-alone” function and need to cluster with one of the larger bubbles. The design team considered several options and groupings but ultimately came to a decision of forming four groupings.

For some grouping, it made sense to be moved further away from the headquarters building. One example was the substation. This facility needed to be positioned geographically on the opposite side of the community near major roadways or other critical infrastructure (e.g., State Route 24 and the new emerging commercial and residential developments). The Substation location is a way to decentralize the patrol component from headquarters and provide better response times, less crowding at HQ, and more efficient patrol operations.

Police Facilities Relationships

Police Facilities Relationships

Determining what would be grouped at the substation ran through many variations like training, detention, communications, and so on. As information continues to be developed, other factors will influence the decisionmaking process and the project will evolve.

An example of this evolution was a space needs assessment for a joint venture with the fire department at an existing sports complex. The Town had already started a study that was instrumental in the connection between the Property & Evidence facility and other police department components such as training, SWAT, and K9. All of which allow the Town, the Police, and Fire Departments to gain greater efficiencies and utilization of the space.

As the grouping discussions continued, Arrington Watkins added questionnaires to aid in the data collection and decisionmaking process (Appendix G). Knowing that additional information could always affect the outcome of the groupings, the plan was designed so that the components and amenities could always be reorganized by removing one component from a group and adding it to another.

For example, the traffic unit is a policing component that could be plugged into a substation or headquarters. Knowing that State Route 24 would bring heavier volumes of traffic, placing the traffic unit at the substation might be more efficient than at headquarters.

Based on the known information and data collected in the master plan process it was determined to group the Queen Creek police resources into four public safety complexes, shown in figure 3.11.

Police Facilities Relationships

Questionnaires

The design team created and posted questionnaires, which were filled out by the Town’s Police Department members. The goal in mind was to further understand PD needs and their decisionmaking process. The data gathered focused particularly on property and evidence, substation, SWAT, K9, vehicle repair, and training facilities. It informed program adjacencies, combination of departments spaces, and/or desired space (See Appendix G for detailed questionnaires)

Example Question: "The K9 unit should have the following amenities and spaces"

Fig. 03.11

Appendix G - Substation, SWAT, & K9

Organization of Policing Components

A complex is a geographical location that houses the proposed police components, groupings, and amenities. Currently, the only existing complex location is Public Safety Complex 2 – PD Headquarters which houses the entire police department. The other three complexes are conceptual in both the floor plans and the site plans. There are no physical selected sites.

Fig. 03.12 | Proposed Complex Locations

After the complexes were formed, the details of each component within the complex were listed in the programming spreadsheets. The spreadsheets contain a detailed listing of staffing positions, special areas, shared areas, and site requirements. To convey the tabulated information, concept floor plans, and site plans were prepared to document the relationships of space. And finally, each complex includes conceptual estimating of construction costs based on cost-per-square-foot market trends for the specific facility type in this geographic location.

1

Complex 1 | Total Cost $69, 529, 647

Training/ SWAT and LVS | $ 44, 781, 689.

The master plan is organized into the following four public safety complexes:

Approximately 41,396.58 SF in buildings, and 4.33 acres of site development is planned.

Property & Evidence/ Impound | $ 21, 746, 670.

Approximately 18,853.6 SF in buildings, and new 3.82 acres of site development is planned.

K9 | $ 3, 001, 288.

Approximately 1,342.26 SF in buildings, and .6 acres of site development is planned.

2

Complex 2 | Total cost $59, 619, 174

HQ, Dispatch, & Radio Services | $ 39, 619, 174

Renovation and the addition of approximately 22,072 SF to the existing headquarters facility

Site development varies into multiple options. See appendix C for proposed site sizes.

Recommended Parking Solution | $ 20, 000, 000.

3

Complex 3 | Total cost $33, 325, 345

Substation | $ 28, 576, 290.

Approximately 23,309 SF in buildings, and 4.03 acres of site development is planned. Vehicle Repair Bay | $ 4, 748, 425.

Approximately 5,485 SF in buildings, and 1.78 acres of site development is planned.

4

Complex 4 | Total Cost $47, 313, 275

Detention Center | $ 13, 430, 966

Approximately 8,322 SF in building is planned.

Municipal Court | $ 24, 774, 916.

Approximately 15,883 SF in building is planned.

Prosecutor’s Office | $ 9, 107, 393.

Approximately 8,602 SF in building is planned.

Timeline for Complex Construction Workstation Supply & Demand

To accommodate the growth of Queen Creek and provide appropriate policing services, police department leaders have projected the necessary staffing to be approximately 437 employees by 2038. Our goal is to provide appropriate workspaces for the entire department, adjusting as the department grows. Due to shift work and the ability to share workspaces, modifications were made to reduce the number of workstations required for most shift work employees. Based on police department projections of 437 staff members, it was calculated that 258 positions would have assigned workstations and the remaining 179 shift work employees could share workstations. The ratio of employees to workstations was determined with the following ratio:

As shown in Fig 1.01 above, the existing HQ facility has a capacity of 57 workstations (gray bar) based on the original design layout. At the end of FY 21/22 the police department had 73 total employees, which included 34 patrol officers

This graph shows the completion of new public safety complexes 1, 2 and 3 which increase the workstation supply in correlation with new employment and the workstation demand.

(shift workers). Subtracting the patrol officers or shift workers from the total employee count results in a total of 39 police department employees that require an assigned workspace. Adjusting the shift working employee’s workspace based on the 1:6 ratio, the 34 patrol officers can share 6 workstations, placing the total workstation demand at 40 workstations. By the end of FY22/23, the department plans to hire 15 new employees, increasing the total number to 88. Of the 88 employees, 37 will be assigned to shift work and can share building workspaces. The new workstation demand would then be increased to 58 workstations (blue line), surpassing the existing station's original design capacity (gray bar). Obviously, workstation demand is not the only factor associated with space accommodation. The need for additional storage and other special workspace areas also increases with additional staff. These growing space needs have already resulted in overcrowding of the police headquarters building. The chart above (Fig 1.01) shows the workstation demand projected over time which is adjusted for the use of shared workstations for employees that work shifts. As the department builds new spaces or complexes, the graph bars increase, depicting the quantity or supply of workstations. Any time the line is above the bar, additional workspaces or higher efficiency spaces will need to be provided.

Fig. 1.01 | Diagram shows the available space for PD staff

Construction Timeline

FY

Under ideal circumstances, the design of a new complex or facility would take about 6 months and the construction would take another 18 months. Once funding is established it will take a minimum of 2 years to complete. Depending on how Complex 2 is phased or processed, it may take up to 3 years for completion.

Fig 03.13 | Proposed Start of Complex Development and Estimated Completion

Detailed breakdowns of the phases and cost estimations are included in the concept planning and estimations section.

Considerations

Complex 1: Property and Evidence, SWAT, K9, Training. Built first as the current police station does not have a Property and Evidence Department. (Higher priority to store property and evidence).

Complex 2: HQ built second. The HQ buildings usage has drastically changed since it was conceived as a substation. The building was completed in 2017 and would be due for an update to the interiors around 2027. When renovations begin, the existing HQ building will be approaching 9 years of age. This will have a considerable impact on the staff in the building during the construction phases or process.

Complex 3: Substation and Vehicle repair. Would be built third, allowing QCPD to develop further, evaluate evolving conditions, and acquire the needed land.

Other Considerations: The existing HQ building has already exceeded the building capacity (in 2022). Additional workspace will need to be found to accommodate new staff between now and the completion of Complex 1. Potential solutions include finding a building to remodel instead of building a new building; fast-tracking a project to decrease construction time; or renting (an existing building or portables). Multiple solutions may be necessary to close the gap during construction.

During the renovation and expansion of the existing HQ building (Complex 2), the construction will severely impact multiple workstations. A total of 57 workstations will need to be temporarily relocated due to the extensive remodel. Potential solutions include adding additional programming to Complex 1 to include a space for temporary workstations, and/or renting portables/office space.

Public Safety Complex 1

While researching and formulating this plan, the police department had another independent study being conducted for a joint venture with the Fire Department. The additional study on the Barney Family Sports Complex was instrumental in forming the Public Safety Complex model with the abovelisted task groups. However, this study presents the property and evidence facility with the vehicle impound yard separate from the training facility, SWAT, large vehicle storage, and K9 facility.

Public Safety Complex 1 is formed by the following components and amenities:

Property & Evidence

Vehicle Impound Yard

Training Facility

SWAT & Large Vehicle Storage

K9 Facility

Property and Evidence Facility & Vehicle Impound Yard

Property and Evidence is a critical program to any operating police department. These services are typically delivered by a stand-alone facility due to a strict adherence to the chain of custody on all items stored or processed. Maintaining best practices, policies, and procedures regarding evidence storage will allow this facility to co-exist with other police department amenities.

Currently, Queen Creek is under contract and utilizing the Gilbert Police Department to store and process evidence/ property. The Queen Creek Police leadership has expressed that building the Property and Evidence Facility is a high priority for the long-term management of their own evidence and property.

The design team determined that this facility should be programmatically broken down into the following functions: (1) Property and Evidence, (2) Crime Scene Investigations, (3) vehicle impound yard, and (4) common or shared spaces.

This facility is estimated to require 19,000 Square Feet, with a minimum site area of 4 acres, and a total project cost of $22.8 Million (land acquisition costs are not included). For further reference and details, see attached spreadsheets, cost estimates, and conceptual drawings in Appendix A, B, and C.

Training Facility & SWAT and Large Vehicle Storage

Police officers are required to have hundreds of hours of annual or ongoing instruction. The differentiated instruction strategies used to provide basic in-service and advanced officer training help meet specific competencies and build employee consistency and confidence. The Queen Creek Police Department needs a facility that will build and maintain critical skills and abilities. While some amenities will still have to be accessed through partners at other facilities, such as a driving track, the Queen Creek Police Department has identified the following critical functions that must be included at a local training center: (1)A simulation shoot house, (2) instructional classrooms, (3)dirty classrooms, (4) a multipurpose defensive tactics room, and (5) and fitness/wellness facilities. The ability to add a future live firearms range has also been placed in the plan to ensure a well-trained organization.

From the various discussions and the development of conceptual materials, the Town of Queen Creek will provide a public safety training facility and seek to integrate these more fluidly.

“Real world” training and simulations will better prepare officers to operate as a team or individual in a wider range of conditions or circumstances. Considerations that should be carried forward as the project develops include:

•Integrate the ability to perform and think with simulation and evaluation.

•Be able to observe and capture (record) performance, review with trainee/student, and repeat (e.g., provide “after action review”).

•Overlap training of associated groups (professional staff and sworn officers). For example: officers, intel, forensics, and dispatch training together in same scenarios, building team skills.

•Be a “learning organization.” Add to the body of knowledge in the field. Create a knowledge base of training to share with a larger audience.

•Coordinate and train with outside agencies across all levels of authority.

•Training should provide more emphasis and practice on high frequency events. Traditional training focuses primarily on high risk, low frequency events.

The training facility, SWAT accommodations, and large vehicle storage have similar infrastructure needs and space requirements that make the two groups ideal to pair together. This section also includes the workspaces for the K9 officers, but the K9 kennels and training area are detailed separately in the next section. The building will contain office/workspaces, a sim-shoot house area, classrooms, dirty classrooms, a defensive tactics area, an indoor shooting range, large vehicle storage, an employee fitness/wellness center, and shared spaces such as restrooms and a break area. The conceptual drawing includes workspaces for the training, special investigation, and K9 units.

The site location has not been determined. The site includes surface parking areas, a POPAT training course, large vehicle storage, and a 25-yard indoor shooting range. The facility will include additional site security using CCTV monitoring.

This facility is estimated to require 42,000 Square Feet, with a minimum site area of 4.5 acres, and a total project cost of $44.8 Million (land acquisition costs are not included). For further reference and details, see attached spreadsheets, cost estimates, and conceptual drawings in Appendixes A, B, and C.

K9 Facility

The construction of a K9 Area will allow for officers/ handlers and dogs to perform training and duties in relative isolation while maintaining proximity to other PD facilities. The K9 building is separated from the main facility to minimize disruptions to other personnel.

Using the input from meetings, interviews, and questionnaires, it was determined that the K9 facilities needed to be placed on an adjacent site to the Training

Facility, allowing for K9 officers/handlers to remain close to their dogs while in the office. Features will generally include kennels, storage, dog wash, and K9 training/exercise area. The estimated K9 kennel building is under 2,000 square feet, which will require less than 1 acre of site improvements, and a total project cost of $3.0 Million (land acquisition costs are not included). For further reference and details, see attached spreadsheets, cost estimates, and conceptual drawings in appendixes A, B, and C.

Complex

This complex of facilities is estimated to require nearly 62,000 square feet of building, to be constructed on a minimum of 9 acres, with a total project cost of $69.5 Million (land acquisition costs are not included). For further reference and details, see attached spreadsheets, cost estimates, and conceptual drawings in appendixes A, B, and C.

Public Safety Complex 2

Headquarters

After an examination of the existing facility and recognizing that it was designed as a substation for the Sheriff’s Office, the Police Department needs to expand the current building footprint to function as the Queen Creek Police Department Headquarters Complex. An expansion and renovation may need to occur in phases, creating space for the Office of Administration, Operations Bureau, and components of Support Bureaus 1, 2, and 3. The facility was programmatically broken down into these divisions or bureaus, which are further divided into individual functions. See organizational charts (Appendix E) for recommended function locations.

At this facility, we propose expanding the footprint by adding 39,000 new square feet, renovating the existing Police Department space, and building a parking structure (or purchasing additional surfaces/land for parking).

A suggested addition to the Police Headquarters is the Communication and Radio center which would reside in

HQ OVERALL PLAN

Public Safety Complex 2 is formed by the following components and amenities:

HQ |

Office of Administration

Operations Bureau

Patrol Operations

Special Operations

Support Bureau 1

Criminal Investigations

Support Bureau 2

Records

Hiring & Recruitment

Support Bureau 3

Communications & Radio

Parking Requirements

Option 1 | Additional Surface

Option 2 | Parking Structure

Support Bureau 3. Queen Creek is currently contracting 911/Dispatch Call Center services through a neighboring municipality. The programmed dispatch and radio station component focuses on meeting the needs of a self-sufficient police call center located at the current headquarters location. See the Communications spreadsheet (Appendix A) and Complex 2 (Appendix C) drawings for additional information.

Headquarters Parking

The current Headquarters location has many parking limitations that need to be addressed.

The site currently has 167 parking spaces, comprised of 82 public parking spaces and 85 secured parking spaces. To accommodate the expansion (170% increase in building size), it was determined that a minimum of 418 parking spaces would be required, comprising at least 118 public parking spaces and 300 secured parking. We were unable to fit the required secured parking within the existing secured area with surface parking alone. Therefore, additional parking options were created.

Note: When the original estimation of costs was completed, the parking options were focused on four different opportunities. Some of which were modified or cut after the report was compiled. As such, the estimator’s documents are somewhat disjointed and do not fully describe the final option or direction for HQ parking. As such, the subsequent narrative will attempt to provide some additional explanation and clarity. Editor notes have also been added to the estimator’s documents as needed.

Parking Option 1 (Fig 5.02) is comprised of four distinct components:

• (#1) Secure area surface parking (new), which includes 10 spaces on existing Town-owned property (will require site work).

• (#2) Public surface parking (new) which includes 54 spaces on existing Town-owned property (will require site work; is currently a retention basin).

• (#3) Secure area surface parking (new), which includes 27 spaces on existing Town-owned property (will require site work; is currently a retention basin on the outside of the secure fence line).

• (#4) Secure area surface parking (new), which includes 206 spaces. Most of this area would require the purchase of adjacent properties, extensive demolition, and site work. To build this area, 12 existing spaces (previously located along the eastern edge of the existing secure parking area) must be deleted to provide the appropriate flow and configuration.

Four adjacent properties must be purchased for this parking package to be fully realized. We understand that this option may be less desirable if the acquisition of the land is costly or problematic. This layout maximizes the amount of secured surface parking if the adjacent properties were purchased.

Together with existing parking, this option would provide 452 total spaces (316 secure & 136 public). This option exceeds the minimum required parking area by 16 secured spaces and 18 public spaces. The cost estimate for all components of Option #1 would be approximately $7.3 Million (not including the required land acquisition and additional site work/demolition associated with the existing buildings).

Parking Option 2 (Fig 5.03) will only provide additional secure spaces on existing Town Property. Although similar to components #1 & #3 of Parking Option #1, this configuration retains 12 spaces on the east end of the secure lot. This option is comprised of the following new parking spaces or components:

• (#1) Secure area surface parking (new), which includes 10 spaces on existing Town-owned property (will require site work).

• (#2) Secure area surface parking (new), which includes 36 spaces on existing Town-owned property (will require site work; is currently a retention basin on the outside of the secure fence line).

Together with existing parking, this option would provide 213 total spaces (131 secure & 82 public). This option alone does not meet the minimum number of required parking spaces (short 169 secured spaces and 36 public spaces). The cost estimate for Option #2 would be approximately $1.3 Million.

Parking Option 3 (Fig 5.03) will provide both secure and public spaces on existing Town Property. This option includes the construction of a three-story parking structure that would be placed on the existing public parking lot west of the Law Enforcement - Community Chambers building (QCPD HQ). Although this building would delete 78 existing public spaces, it would add 198 secured spaces and 65 public spaces. Together with existing parking, this option would provide 352 total spaces (283 secure & 69 public). This option alone does not meet the

minimum number of required parking spaces (short 17 secured spaces and 49 public spaces). The cost estimate for Option #3 would be approximately $17.1 Million

To provide the needed number of parking spaces, we recommend the following option combination:

• Component #2 of Option #1 (54 public spaces)

• All of Option #2 (46 secured spaces)

• Option #3 (198 secured spaces and 65 public spaces)

Together with existing parking, this combination would provide 452 total spaces (329 secure & 123 public).

This option exceeds the minimum required parking area by 29 secured spaces and 5 public spaces. The cost estimate for this combination would be approximately $20.0 Million.

Complex 2 Summary

This complex of facilities is estimated to require nearly 40,000 square feet of building expansion and renovation, to be constructed on the existing headquarters site, and will require an expansion of the available parking. A total project cost, with the recommend parking solution, would be approximately $59.6 Million. For further reference and details see attached spreadsheets, cost estimates, and conceptual drawings in appendix A, B and C.

Public Safety Complex 3

Police Substation

The new substation will emphasize the Operations Bureau more and will include flexible growth spaces for Patrol Operations, Traffic Unit, Special Operations, and other department functions. Substations can enhance services by improving response times, better integration into the community, and providing community meeting spaces.

The purpose of Patrol is to respond to calls for service, enforce state and local laws, act as a crime deterrent, enforce traffic laws, investigate criminal activity, investigate traffic collisions, and assist with special assignments as requested. The Department has shifts or squads covering the day, swing, and graveyard hours. There are currently two squads per shift to cover both ends of the week. The squads work 4-day/10-hour shifts. There is one overlap day where both squads are present for each shift. As the department grows, additional shifts and patrol squads will be added to better manage workload and call volume.

Public Safety Complex 3 is formed by the following components and amenities:

Operations Substation

Patrol Operations

Traffic Unit

Special Operations

Temporary Holding Facility

Community Room

Vehicle Repair Bay

Queen Creek Police Fleet Maintenance

The primary task of the Traffic Unit is traffic enforcement, education, collision investigation, and Driving Under the Influence (DUI) enforcement. The Traffic Unit also has several auxiliary duties that keep the officers out of the field for some of their patrol time.

This Substation facility is estimated to require 23,000 square feet, with a minimum site of 4 acres, and a total project cost of $28.6 Million (land acquisition costs are not included). For further reference and details see attached spreadsheets, cost estimates, and conceptual drawings in appendix A, B and C.

Vehicle Repair Shop

The Queen Creek Police Department’s fleet is maintained by the Town’s Fleet Services. To date, the PD fleet is approximately 100 vehicles and is projected to grow to nearly three times that by the 2038 build-out. The best practice for determining the “maintenance repair factor” (MRF) indicates that the light-duty vehicle type is established as a base unit (1.0 unit) to determine the average maintenance/repair labor hours expended per vehicle type. The more complex vehicle types with more intensive maintenance receive a higher unit count. Our fleet program breaks the vehicles into various vehicle types with MRF units or the average maintenance labor hours.

Light Duty (1.0 units)

Patrol vehicles (2.4 units)

Heavy Duty (3.9 units)

Rolling Equipment (1.0 units)

For example, a detective vehicle is factored as light duty and receives a 1.0 MRF compared to the patrol vehicle, which receives a 2.4 MRF, and a Heavy-duty vehicle which receives a 3.9 MRF. Now factor in an annual mechanics availability (time to work on vehicle minus vacations, holidays, sick time, etc.) per year to understand the number of mechanics needed to maintain the fleet.

Our study is based on providing each full-time mechanic with a workspace of 1.5 vehicle bays. We also assume that they will have approximately 1,455 hours per year to perform their services. And, according to the American Public Works Association (APWA), the national average for hours of labor per vehicle is 23.

With the time and manpower it takes the shop to repair one refuse truck, they could have repaired three patrol vehicles or seven and a half sedans.

Based on the police department projection of 284 fleet vehicles at the 2038 build-out, we estimate a minimum of 8 full-time fleet technicians and approximately 12 vehicle service bays to maintain the PD fleet properly.

See Appendix E for the QCPD Vehicle Repair Bay - growth breakdown spreadsheet.

OVERALL PLAN (5,485 GSF)

VEHICLE REPAIR BAY 1

•Workforce skills

•Working conditions

•Availability of tools and equipment

•Vehicle utilization

•Vehicle age

•Parts availability

Fig. 06.02 | Appendix C

This facility is estimated to require 5,500 square feet, with a minimum site area of 2 acres, and a total project cost of $4.75 Million (land acquisition costs are not included). This conceptual design is for existing police fleet maintenance. Future projections based on fleet factors and growth may require additional maintenance facilities or vehicle work bays.

For further reference and details, see attached spreadsheets, cost estimates, and conceptual drawings in appendixes A, B, and C.

There are many other variables to consider in Fig. 06.03 | Appendix

Complex 3 Summary

This complex of facilities is estimated to require around 30,000 square feet of building, to be constructed on a minimum of 6 acres, and a total project cost of $33.3 Million (land acquisition costs are not included). For further reference and details see attached spreadsheets, cost estimates, and conceptual drawings in appendixes A, B, and C.

Public Safety Complex 4

Detention Center

The Detention Center is a temporary holding facility, capable of holding detainees for up to 72 hours with no legal requirement for medical services or prisoner recreational programs. The timeline for the detention center is independent of the other police department programs and is based on when the Town wishes to provide its own Detention Services. The detention center would be located in the downtown area near or adjacent to the Town Court. This facility is estimated to require 8,300 square feet and a total project cost of $13.4 Million (land acquisition costs are not included). For further reference and details, see attached spreadsheets and cost estimates in Appendixes A and B.

Public Safety Complex 4 is formed by the following components and amenities:

Detention Center

Municipal Court Office of the Prosecutor

The complex adjacencies will allow all three programs to run independently from each other and yet efficient based on their close proximity.

Municipal Court

The Municipal Court will provide trial services for misdemeanor/petty criminal offenses, protective orders, and civil violations that occur within the Town of Queen Creek. Currently, the Town utilizes the standard County court systems for all proceedings, except for Town Code Violations and civil abatement processes. These two areas are managed through separate contracts.

The timeline for the Courts facility is independent of the other police department programs and is based on when the Town wishes to provide its own court services. The Town Court will be in the downtown area, near the Police Department Detention Center and the Office of the Prosecutor.

This facility is estimated to require 16,000 square feet and a total project cost of $24.8 Million (land acquisition costs are not included). For further reference and details, see attached spreadsheets and cost estimates in Appendixes A and B.

Office of the Prosecutor

The Town Prosecutor Office would be responsible for prosecuting most misdemeanor crimes that occur within the Town of Queen Creek. The Town of Queen Creek currently utilizes the county court systems and the associated County Attorney Offices for prosecutor services. The timeline for the Office of the Prosecutor facility is independent of the other police department programs and is based on when the Town wishes to provide its own prosecuting services.

The Office of the Prosecutor will be in the downtown area and near the Town Court Facility. This facility is estimated to require 8,600 square feet and a total project cost of $9.1 Million (land acquisition costs are not included). For further reference and details, see attached spreadsheets and cost estimates in Appendixes A and B.

Complex 4 Summary

This complex of facilities is estimated to require around 33,000 square feet of building and a total project cost of $47.3 Million (land acquisition costs are not included). For further reference and details, see attached spreadsheets and cost estimates in Appendixes A and B.

Master Plan Area Summaries

The building summary for all master plan spaces is listed in the spreadsheet below. Each component or function is assigned an ID.

Property & Evidence is assigned to A-1. Substation components are assigned to B-1, C-1, and E-1, with Vehicle Repair assigned to L-1. Headquarters and Communications are assigned to N-1 and G-1, which includes several other department components. The Training Center is assigned I-1, with Special Investigations assigned to J-1. K9 is assigned to K-1. Detention, Courts, and the Office of the Prosecutor are assigned to H-1, O-1, and P-1.

Next, the net square footage is marked up for circulation and gross up (wall thickness, structure, etc.) to get the total (gross) square footage

(Net SF + Circulation SF + Gross Up SF = Total Gross SF). The building summary of the square footage for each division is shown in the following spreadsheet:

Appendix A

Site Summary

Include

No free access to evidence storage areas

Close proximity to Evidence Supervisor, but no access to property storage

Must be large enough for a bicyle

One restroom accessable to property staff and the other for crime scene staff. The crime scene staff will not have access to property storage and the Property staff does not want to badge in and out to use the restroom.

Separate supply rooms for property staff and crimescene staff.

Commerical Ice Machine / drinking water fill station / sink / First Aid Supplies

Private offices are preferred, however there is an option to provide shared offices (SO01) for patrol SGTs if design efficiencies are needed

Outside of secured detention area.

Police Officer processing area

Detective / Attorney interview room

3 male & 3 female holding cells: two bunks & toilet / sink combo per cell, Cuff ports in doors

1 male & 1 female group holding

No sight or sound of adult prisoners. Separate entry to juvenile holding, bench / bunk.

Padded Cell

sink, commerical refrigerator, commerical freezer, oven, microwave, service cart

Secure after hours bond payment window. Ballistic glazing, talk around frames, pass port / tray. Adjacent to prisoner release vestible. Space included in Prisoner Release

Secured prisoner release vestibule. Vestibule will be used for after hours bond payments from persons not in-custody. Two door vestibule but only one door open at a time. Door controls secured inside bond window. CCTV in vestiblue and exterior door. Well lite.

Brinks cash deposits, linens, blankets, various supplies / vendors, PPE supplies, Mobile Computers with chargers, restraints,

3 breath machines, 1 blood draw chair

4 worstations. Door access controls. Detention CCTV monitoring & control. Central detention location with views / windows to surraounding areas

Gray back ground, ceiling mount camera system, lighting system

Gun lockers at each detention center entry

Court monitor system wall mount and secure

Bench with room for 3 prisoners and cuff ports

Phone system for attorney to speak with prisoner in confidence

Sound mitigation: Insulate wall, above ceiling, boot returns, door frame and sweep

Windows and lighting: use of clerestories & skylights perferred, to "normalized enviroment", windows preference to be 5' plus high, no views from exterior to occupied workspace, shatter-proof film on all exterior windows

Floor drains provided in all holding cells

Prisoner property to be stored in secure location with limited access. Possible entry thru command center.

Storage to include matresses, PPE, cleaners, jumpsuits, blankets…

In command center

Near dorms and dorm entry area (could be in command center). Used for Dorm check-in / out.

Phone wall mount, sucide prevention, control of phone use in command center

Inside detention area

Judge, clerk, attorney

In-use in wide corridor with multi camera views. When not is-use storage chair in cell. Not near in-take. In view of command center. Provide cell to place prisoner in while strapped to the chair.

Single occupant cell, while strapped into restraint chair. Perforated metal walls and door. Room to allow detention staff access around chair

General Note: UV and ionization are used throughout the detention center, desire smooth and secure transfer between jail and court.

Typically family and friends of the arrestee wait near the prisoner release area. This exterior area should be well lite and CCTV (see SA12 below). After hours call button with signage - button activates CCTV recording and calls command center.

Provide space for Live scan machine and separate ink / pad station for power outages.

Hold 10 to 12 subjects standing.

Provide wardrobe for uniforms in office. Inlieu of a full size locker in locker room.

Combine Staff restrooms, staff break room and Kitchen into same space

Room has to be able to be 100% dark.

Space captured in detention interview room.

Within detention secured area

Double door entry into safety cell. Designed to mitigate sound and noise made by prisoner kicking cell door. CCTV Optional space. If not used the Safety Cell is where strip searches will take place.

No toilet or sink

Typically family and friends of the arrestee wait near the prisoner release area. This exterior area should be well lite and CCTV.

1:3 Ratio - shift work. 1 parking space per 3 employees

5 patrol spaces provided within secured yard

Door large enough for pallet movement

Near Vehicle Storage

M-Rap 9x26x13, Equipment Truck 9x30x13, Negotiations Truck 9x25x13, BearCat, Box Trucks, Command Vehicle

VirTra Rear Projection (30' x 30') Front Projection (24' x 30'), Could viewing area be combined with DT Room or Classroom with movable partition?

Bulk storage chain link cages are lockable

This includes space allocation for staging area, firing lane and bullet trap area. Staging area is 15 feet, Firing lane is 150 feet and bullet trap area is 15 feet. Squirrel Trap preferred https://actiontarget.com/products/tct/ Near shooting range. Viewing window into range. Increased sound mitigation. Air condition space

Equipment repair, air compressor, shop tools and machinery

Include catwalk above for observation. Reconfigurable interior walls

During 8/30 meeting PD decided that a dedicated DT room was not needed, but could be facilited in another space; like LVS area

During 8/30 meeting PD decided to reduce scope and remove the range. If space is availible the site space should be labeled "future PD Training Facility"

Adjustments per code

Chief requested 80 parking spaces for all training being under 100% usage at one time.

Adjust per code

Sound and noise mitigation - Insulated full height walls, ceilings, and door ways

Near parking lot

Ventilated, power outlet, side arm storage

Executive suite

4 Adult / 2 Juvenile holding cell. Sight and sound seperation. Half with toilet controlled from outside of cell

2 Adult / 1 Juvenile interview room. Sight and sound seperation

Dark room with light switch for green light on opposite wall

Camera, lights, grey background, fingerprint computer (Live Scan)

HQ needs to double in size, PD desires a separate lobby and have two windows

Provide 2 mechanics bike rack to hold bicycles

Provide electrical outlets and cable management to charge bicycle accessories for "at-the-ready" bicycles

40 Shields

Front desk / part of lobby, receptist and records request service desk

Near front desk / lobby

Detention Area

Executive LT position is actually the Detention LT position with two offices, 1 in detention and the other with the chief

neutral On Chief's floor

Near patrol fleet parking. Includes commerical ice machine, vacuum, vehicle cleaning supplies, patrol vehicle supplies: cones, crime scene tape, road flares…etc

Ratio 1:1 (shift work considered, patrol count /2)

Estiblished in the Chief's master tab in the FY38 buildout

Existing parking lot = 82 Public parking spaces

300 parking spaces in parking structure with no additional land purchase. Or option to purchase adjacent land for surface parking in lieu of parking structure.

Printers (3) contracted by Ricoh Soft interview room

Ballistic glazing with secure pass thru. Talk around frame (no eletronics). Include couch, toy box and soft / homie feel.

Sound mitigation: Insulate wall, above ceiling, boot returns, door frame and sweep

Entry door bolted from interior, door into office area electronical controlled from reception area

Windows and lighting: use of clerestories & skylights perferred, to "normalized enviroment", windows preference to be 5' plus high, no views from exterior to occupied workspace, shatter-proof film on all exterior windows

Secured computer terminals. No views from exterior

Staff parking 1:1 ratio. 1 space / employee

Appendix B

PROGRAM ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

December 9th, 2022

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

PROJECT DETAILS

Basis of Estimate

This estimate has been prepared at the request of Arrington Watkins Architects and is to provide a program level estimate of project cost for the Police Department Study project, located in Queen Creek, Arizona.

The estimate is based upon measured quantities and built-up rates prepared from the program submittal package received through December 8th, 2022, prepared by Arrington Watkins Architects.

Where information was insufficient, assumptions and allowances were made based wherever possible on discussions with the architect and engineers.

Delivery method is to be determined, but CMAR would be ideal for a majority of the projects provided.

It is understood that the project will be procured using a CMAR procurement arrangement where the CMAR will be required to receive a minimum of three subcontract bids for each trade. It has been assumed that the CMAR will only be allowed to self-perform work for the project under competitive bidding circumstances.

The estimate is based on the assumption that the CMAR and all subcontractors will be required to pay market wage rates.

This estimate is for the sole use of providing budgets based on the program documents. The estimate is not to be used for comparison with actual bids received at any time. An updated estimate based on final construction documents will need to be provided for comparison with bids.

Unit pricing is based on December 2022 costs. Construction cost escalation has been carried at 10% in the estimate and assumes a Q1 2024 construction start. A design and estimating contingency has been included in the unit rates.

A CMAR construction contingency of 3% has been included

Items Specifically Excluded

. Hazardous materials abatement

. Costs associated with phasing the construction work

. Photovoltaics and other renewable energy resources

. Murals and works of art

. Mock-ups

. Work outside the site boundaries unless noted otherwise

. Land and legal costs

. Items marked as "Excl." in the estimate

. Escalation beyond a 1st Quarter 2024 construction start

TOWN OF QUEEN CREEK POLICE

DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

SUMMARY - TOTAL PROJECT COST

*Editor Note: The total price for Complex 2 in this summary/entry does not include the $20 Million recommended parking solution. The actual total should display $59,619,174. This would bring the total project cost to $209,787,441. *

TOWN OF QUEEN CREEK POLICE

DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

*Editor Note: The total price for Complex 2 in this summary/entry does not include the $20 Million recommended parking solution (which already includes the margins & adjustments). The project cost should actually display $209,787,441.

TOWN OF QUEEN CREEK POLICE

DEPARTMENT STUDY

ESTIMATE OF PROJECT COST SUMMARY

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE

DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

MARGINS & ADJUSTMENTS

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE

DEPARTMENT STUDY

ESTIMATE OF PROJECT COST SUMMARY

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE

DEPARTMENT STUDY

ESTIMATE OF PROJECT COST SUMMARY

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE

DEPARTMENT STUDY

ESTIMATE OF PROJECT COST

TOWN OF QUEEN CREEK POLICE DEPARTMENT STUDY

TOWN OF QUEEN CREEK POLICE

DEPARTMENT STUDY

Appendix C

TOTAL PARKING = 452

PUBLIC 136 (EXISTING: 82 PROPOSED: 54)

SECURED 316 (EXISTING: 73 PROPOSED: 243)

PROPOSED 2 FLOOR EXPANSION (16,269 SF) PROPOSED 1 FLOOR EXPANSION (5,803 SF) EXISTING PROPERTY BOUNDRY PROPERTY BOUNDRY

MUNICIPAL SERVICES B BOUNDRY

PROPOSED 2 FLOOR EXPANSION

EXISTING BUILDING

PROPOSED 1 FLOOR EXPANSION

PROPOSED PURCHASE OF ADJACENT PROPERTIES ~2 ACRES

PARKING STRUCTURE

MUNICIPAL SERVICES B BOUNDRY

PROPOSED 2 FLOOR EXPANSION

EXISTING BUILDING

PROPOSED 1 FLOOR EXPANSION