HomeMy WebLinkAboutCivic Center Programming Document ' 4
CITY OF DUBLIN
AGENDA STATEMENT
CITY COUNCIL MEETING DATE: November 18, 1986
SUBJECT Civic Center Programming Document
EXHIBITS ATTACHED Executive Summary
RECOMMENDATION 1) Receive brief presentation by Design Team
2) Make determinations on issues noted in conclusions
3) Pursue additional discussion and public
input on potential facilities to be
accommodated at Civic Center
FINANCIAL STATEMENT: The Financial Statement will be discussed as a
separate item.
DESCRIPTION The firm of George Miers & Associates has been working
for the past 2 months on the development of a building program for the
Dublin Civic Center.
This effort has required City Staff to project staffing and population
increases for the City of Dublin. An attempt was made to determine an
appropriate projection which would allow space to adequately service the
community. The design team has met intensely with individual departments
and reevaluated the data in conjunction with the City Manager. It has also
been studied by the Civic `Center Advisory Committee (CCAC) , which consists
of 8 Staff members and 2 representatives of the City Council .
The Architect has also conducted extensive research on the average amount of
office space required by comparable agencies . The results of their research
are included in the first section of the programming document.
The conclusion which has been reached by the Civic Center Advisory Committee
and the Design Team is that the City should pursue the program which will
accommodate growth through the year 2005 . This scenario is based upon a
population of 40, 000 residents and would accommodate the necessary personnel
to provide public services . The CCAC felt that given a probable completion
of the facility in 19188 that it would be inappropriate to pursue design of a
facility which would only accommodate personnel required for the year 1990 .
If this alternative were 'pursued, the City would be looking at providing an
expansion to the newly constructed Civic Center once development of the
eastern sphere is underway. This could occur just several years after
completion of the facility. It was also noted that small incremental
remodeling and expansion can be more costly than including the additional
space in the first phase . The Committee also discussed the 2020 scenario
which was based on projections which could deviate substantially depending
upon growth and development scenarios which actually occur. Projections for
nearly 35 years into the future can be difficult to forecast. For these
reasons, the Committee felt that a 2005 program would be the best to pursue
at this time.
The 2005 scenario also presents options depending upon whether the City
provides adequate space to conduct services which are currently contracted
for with in-house personnel . A summary of the 2005 projections for
facilities is shown below:
COPIES TO:
ITEM NO.
Page 2
SPACE REQUIRED BY YEAR 2005
Scenario A Scenario B -
City Offices (Includes Council 23, 866 GSF 24, 938 GSF
Chambers, Regional Meeting Room,
Lobby which can accommodate civic
functions ) Accommodates Staff of
approximately 50
Police Facility (Includes Dispatch 18, 710 GSF 18, 710 GSF
Area, Holding Facility for 8 persons,
Emergency Operating Center, Training
Facility) Would accommodate 49 sworn
personnel and 21 civilian staff.
• NOTE : Scenario A provides space only for City personnel and would require
the City to continue to procure contract public works/engineering services
from off-site locations .
. Scenario B provides adequate space to house all personnel required for
public works/engineering.
Water and sewer services presently provided by DSRSD are not included in
these breakdowns. The provision of these services would require adding 1729
GSF to the City office square footages identified above in both Scenario A
and Scenario B.
Conclusion:
Staff would recommend that the City Council take the .following actions :
1) Receive presentation and overview of programming document by
representatives of the Design Team.
2 ) Determine whether the Design Team should continue to focus on a facility
which will accommodate the City' s needs through the year- 2005 as proposed by
the Civic Center Advisory Committee.
3 ) Determine whether the design should accommodate the ability to provide
engineering and public works services through staffing located entirely at
the City Hall .
4 ) Determine whether an additional increment should be added to the overall
program to provide water and sewer services from the City Hall facility.
5 ) Through discussion and public input, provide direction for Architect and
Civic Center Advisory Committee on additional elements which should be
considered at the Civic Center site.
•
CITY OF DUBLIN
PROGRAMMING DOCUMENT
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GEORGE MIERS & ASSOCIATES TEAM
GEORGE MIERS & ASSOCIATES
Architecture, Interior Design
GATES & ASSOCIATES
Landscape Architecture, Urban Design
W.M.E.L. ASSOCIATED ARCHITECTS
Law Enforcement Facility Architects
•
EXECUTIVE SUMMARY
Purpose of the Program
This program has been developed over the last two months by
George Miers & Associates working in conjunction with
Dublin's City Manager 's office and the City's Civic Center
Advisory Committee. The purpose of the program is twofold.
First, it is a Building Program which establishes the criteria
and guidelines for Dublin's new Civic Center. In this regards,
it documents Dublin's current and projected city hall and police
facility requirements, the adjacencies of uses within departments
and the interrelationship of departments to each other. The
program also describes the environmental and physical
characteristics of the proposed Dublin Boulevard site. In this
sense the program by necessity, describes a "fixed " condition in
• time which becomes the basis upon which the future building
design will be predicated.
However, cities are not static entities. Like the populations
they. serve, cities and their governments are dynamic bodies which
evolve and change over time. This is particularly true of a city
such as Dublin which can be expected to experience a dramatic
population increase over the next several decades. In
recognition of these anticipated changes, the Program's second
purpose is to serve as a Working Program which can be updated and
altered by the City Manager and Department Heads as changes occur
within city government. In this capacity the program can provide
both a current record of each department's needs in relation to
the existing facility as well as an historical account of how the
various departments and civic center uses have changed over time.
The organization of the program and its presentation in binder
form are intended to help encourage such an ongoing use.
Methodology
The programming effort included the following five steps : .
1. Department Head Interviews. The firtt portion of our
study involved extensive interviews with the various
Department Heads and the Police Chief. These
interviews were conducted both on an individual level
with the City Manager present and in group sessions
with the assembled Department Heads so as to discuss
the interrelationship of department functions and
adjacency needs. All information was carefully
tabulated into draft form and then reviewed. After
their review the information underwent a final
evaluation by the George Miers & Associates team and
the City Manager's office (see Step 3 below) .
•
2. Current and Future Staff Projections. Based upon the
Department Head interviews with its in-depth analysis
of internal functions and furniture requirements in
conjunction with George Miers & Associates ' separate
analysis of similar city halls throughout California,
the Programming Team projected future staff and space
•
needs for the years 1990, .2005 and 2020. This analysis .
was based upon two different scenarios. The first
(Scenario 'A') assumed that the Engineering and Public
Works functions continue to be provided on a contract
basis. The second (Scenario 'B') assumed that these •
functions would be brought in-house. These projections
were then compared and tested against an analysis of
other California city halls.
3. Re-evaluation of Draft Program Data with City Manager.
After developing each department's space needs, a final
' review was held with the City Manager in order to
evaluate approaches to reducing square footage and
taking advantage of shared facilities wherever
possible. The submitted Program is the product of
these final review sessions.
4. Overview of 20 Other California City Halls and Police
' Facilities. In light of Dublin's potential population
increase, we felt it would be most useful to compare
the data developed under Steps 1 through 3 above,
particularly employment and space projections, with
that of other existing and planned facilities in
California. The study focused on cities of two types :
those that have experienced rapid population growth
over the past 15 years and cities that are currently
planning new civic centers. The study also provided a
useful overview of the type of facilities offered by
other cities.
In general the study uncovered a very wide variation in
the size of facilities depending on the range of
services provided by the city, local fiscal conditions,
age of the buildings, etc. However, the study also
provided an interesting comparison of population size
with city hall employment and square footage
allocation. For example, when square feet per employee
was examined, Dublin's proposed City Hall offices
compared very well to the average for cities included
in the survey. Dublin's square footage ratio is 497 SF
per employee in Scenario 'A' , or 470 SF per employee in .
Scenario 'B ' . This compares with an _ average of 462 SF
per employee for existing city halls in the sample,
excluding especially large facilities, and an overall
average of 605 SF for all city halls included in the
survey.
The cities with populations between 35, 000 and 45, 000
included in the survey of police facilities had
buildings ranging in size from 7, 000 to 24,000 SF with
15, 000 to 20, 000 SF being the comfortable range in
which cities were not experiencing overcrowding.
Dublin's proposed facility of 18,710 falls well within
this range. A further analysis of this data is
provided in this document in Section III.
' 5. Specific Site Analysis. Our final programming work
included an environmental and physical analysis of the
proposed Dublin Boulevard site. This analysis is
provided within the appendix and includes wind, sun,
views, noise and vehicular access data.
Conclusions
After careful review by the Department Heads, City Manager and
the Civic Center Advisory Committee, the George Miers &
Associates team strongly recommends the 2005 year program
projection as the building design basis for both the City Hall
and Police Facilities. The 2005 program is based upon a future
population of 40,000 persons - a figure which seems quite
plausible given both recent trends and Dublin's extensive "sphere
of influence". The 2005 scenario is further justified when
compared against other similar planned civic center complexes and
particularly considering that the 1990 program would be realized
only two years after the projected building is completed. The
year 2020 is so far into the future that reliable projections
probably are not possible. •
As noted above, our 2005 projections include two different
scenarios which provide for Engineering and Public Works offices
either being contracted for (Scenario "A") or brought in-house
(Scenario "B") . In brief, the Scenario "A" calls for a City Hall
wing which will contain 23;866 GSF. This figure increased to
24, 938 GSF under Scenario 'B ' . This size facility will
accommodate approximately 50 City Hall employees. Most
departments will contain either a reception area or a public
counter, storage/work space and conference rooms of various
sizes. The city hall will also contain "Council Chambers, Council
offices, a large Regional meeting room and a main entrance lobby
that may also serve other civic functions.
The Police Facility, also based upon a 2005 projection, will be a
building of 18,710 gross square feet. It will accommodate 49
sworn personnel and 21 civilian staff. In addition to the normal
police functions, it will contain a Dispatch Center and
communications room and a Holding Facility to accommodate from 4
to 8 persons. The police building will also contain an Emergency
Operations Center (EOC) .
•
•
•
It was decided to include an EOC because the existing center
. sustained damage in the last earthquake and in the event of an
emergency., city employees would play a leading role. To the
maximum extent feasible, the EOC shares spaces already in the
police facility. The Police Department's dining room and
kitchen, for example, will be used by EOC personnel in the event
• of an emergency. This type of planning minimizes the amount of
space that will only be used during a .disaster.
When the city hall and police facility programs are combined a
total building program emerges of 42, 576 GSF under Scenario "A"
and 43,648 GSF under Scenario "B". The estimated. parking -
requirement for such a facility at 4. cars per 1000 GSF plus . 20
additional police cars results in a total of 192 parking spaces.
At 300-325 SF per stall a surface parking area of 57,600-62,400
GSF would be required. Based upon the preliminary budget and
meetings with the City Manager, Department Heads and Police
Chief, it is currently assumed that all parking spaces would be
open air surface stalls. It should be noted that the cost
difference between .surface and covered parking stalls is .
approximately $1000-$1500/stall for surface parking and $7000-
$12,000/stall for covered parking. .
OUTSTANDING ISSUES TO BF ESOLVED
In addition to the city hall and police facility programs, a number of
related programming issues need to be addressed. Some of these issues -
require direction prior to serious commencement of the schematic design
lase. These issues include:
1. Additional Uses of the Site. Due to the rather extensive site area,
an opportunity for additional components at the Civic Center location
is possible. In order to develop an overall plan which will
accommodate expansion of the city hall and police facilities and
additional components, the Architect needs information as to the
components provided. The Civic Center Advisory Committee discussed
potential for additional cultural and leisure facilities located on
the site. The Architect has also reviewed the opportunity to
consolidate the joint use of facilities . Among the potential
components would be a community theater, gymnasium, public gardens,
plazas, and other suggestions which may result from the community
meeting to be conducted November 18, 1986 .
Related to a decision on additional components of the Civic Center
site is a decision on the following issues : a) whether these
facilities would be built in the initial phase and they would be
funded, b) where these facilities would be placed on the site, and c)
should uses which can be accommodated through a joint use of the
proposed city hall/police facility be pursued.
2 . Engineering and Public Works . A decision must be made as to whether
the facility should be built to accommodate only contracted services
or with adequate room to provide the services in-house. The
difference between these two scenarios which have been presented as
Scenario A (continue with contract personnel) and Scenario B (provide
space to utilize in-house personnel) .. The incremental amount is 1, 075
GSF between the two scenarios .
3 . Water and Sewer Services . Currently these services are provided by
Dublin San Ramon Services District. The scenarios presented above do
not provide space for the provision of these services directly from
the city hall . If the City was to provide water and sewer services,
it is anticipated that an additional 1, 725 GSF would be required. The
staffing scenarios for this increment are described in. Appendix I of
the programming document.
4 . Expansion Space for Year 2005. The 2005 program provides expansion
space for both the city hall and Police facility. Because of the more
detailed specific requirements of the police facility, it is
recommended that this space be built-out now and used for police
activities . By contrast, the city hall expansion space which ranges
between 4228 and 5072 GSF depending on whether Scenario A or B is
adopted, could more easily be phased in some other manner. Although
we recommend strongly that the shell of this space be constructed in
the first phase, this shell could be either used as storage,
additional city hall space, leased out at 3 to. 5 year options as other
cities have done, developed as specific public service or community
oriented space or developed into special uses such as cable TV
studios . While there are advantages and disadvantages to all options,
a final decision should include a) budget considerations (a shell
space will save possible $40 to $45/sf in build out costs ) , and b)
ease of expansion (storage space will be easier to claim than
completed facilities ) .
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'
.
..
Table II-a
Summary of Spaces in City Hall
Department 2005 'A' 2005 'B '
• NSF NSF
1. 0 City Manager
1.1 Office space 995 995,. .
1.2 Conference room for 15 350 350
• 1.3 Reception area 100 100
• 1. 4 Storage 522 . 522
1.5 Council offices - 850 850
Subtotal: 2817 2817
2.0 Finance .
• 2.1 Office space 785 785
2.2 Data Processing unit 196 196
2.3 Conference room for 4-8 160 160
2.4 Public counter (cashier) 250 250
• 2. 5 Storage 202 202
Subtotal: J593 1593
3. 0 Building •
. 3.1 Office space 1625 1625
3 .2 Conference room for 4-8 160 . 160
3.3 Public counter 435 435
3. 4 Reception (shared with Planning) . - - •
� - 3.5 Storage 606 606
Subtotal: 2826 2826 -
4.0 Planning
4.1 Office space 1620 . 1620
4.2 Conference room for 8-12 200 200 .
(shared with Building)
4.3 Public counter 435 435 •
4:4 Reception (shared with Building) 200 200
4. 5 Storage 708 708
Subtotal: 3163 3163
5. 0 Engineering & Public Works
5.1 Office space 1400 2225
5.2 Public counter • 250 250
5. 3 Storage 538 538
Subtotal: 2188 3013
6.0 Recreation •
6.1 Office space 485 . 485
6.2 Public counter 150 150
6.3 Storage 98 98
Subtotal: 733 733
Net square feet 13, 320 14,145
continued
•
•
•
"`' " Circulation @ .3 x net 3,996 4,243 Gross square feet (net x 1.3) 17,316 18,388
Department 2005 'A' 2005 'B '
NSF NSF
• . 7.0 Other Facilities
7.1 Council chambers 2500 2500
7 .2 Meeting: room 1250. 1250.
7.3 .Lobby 1000 -. . 1000
7. 4 Central supplies/receiving -500 5.00
7. 5 Xerox/mailroom 300 300
7.6 Employee lunchroom 600 600
7.7 Employee locker-rooms -200 200
7.8 Law library 200 200
Subtotal: 6550 6550
Grand total, gross square feet 23, 866 • 24 . 938
Note
Scenario 'A' assumes that Engineering & Public Works functions
are performed on a contract basis as at present. Scenario 'B'
assumes that both functions are performed ' in-house' .
II. PROJECTIONS OF CITY HALL EMPLOYEES AND SPACE NEEDS FOR THE
CITY OF DUBLIN
A. Summary of Spaces in City Hall
Staff and space projections were made for the years
1990, 2005 and 2020. After review by the Civic Center
Advisory Committee it was decided to focus on the type
of building required in 2005 since 1990 is only two
years after the target date for completion and 2020 is
too far into the future to be planned for with any
confidence.
The table on the previous page summarizes the city hall
space required by. Dublin in 2005. Detailed space
projections for 1990, 2005 and 2020 are presented at the•
end of this section. To reach these figures, George
Miers & Associates interviewed the city manager and
department heads at length to establish staff
projections, furniture and equipment needs and necessary
adjacencies both within and between departments. These
space projections were then reviewed and discussed by
members of the Civic Center Advisory Committee together
with the program for the police facility.
B. Assumptions Behind the Projections
1 ) Population Projections
In order for department heads to project future
. staffing levels they needed to have estimates of '
future size of population to be served.
Population growth estimates were made by the City
of Dublin by considering land available for
development and present policies toward development
including permitted densities. The city also took
into, consideration other demographic information
including. Projections '85 compiled by the
Association of Bay Area Governments. Population
estimates are shown in Table II-b below.
•
. 2) City Hall Employees
. _
Each department head estimated the number of staff,
by position, that would be required to maintain
current levels of service to an increased
population in 1990, 2005 and 2020. These are also
shown below.
Table II-b
Projection of Dublin's Population and
City Hall Employees
1990 2005 2020
Population 25,000 40,000 55, 000
City Hall .
Employees, Eng. & PW 32 48 51
on contract
City Hall employees, 33 53 . 63
- Eng. & PW in-house
3) Types of Service Provision
At present Dublin contracts with agencies outside
the City to provide some services. Water and sewer
( • services are provided through the Dublin-San Ramon
Services District and Building Inspection and
Engineering and Public Works are provided by
private firms. The city wanted to look at how much
space would be required in city hall if the
Building Inspection and Engineering and Public
Works functions were brought in-house. The space
required by the Building Department remains the
same under' either scenario but more office space
would be required by Engineering and Public Works
if this function were brought in-house. This is
why Table II-a presents two separate space
projections.
In addition, it may be necessary at some point in
the future to house Fire Department administrative
personnel in city hall. It was felt unlikely that
this would occur before the population reaches
about 50,000 or around the year 2020.
On the following pages the program for each
department is presented in detail. Each section
begins with a brief description of how the
department operates and a diagram of adjacencies
within the department. This is followed by
projections of staff, office space, storage needs,
public counters and conference rooms.
t;4.2tEZMUTaa:44,Z.M1-61g2EaaGiFiii74,ZUSDU,51, _ , _
.1.0 City Manager -
•
I • Functions of the Department
This department is the central administrative office of the
City. The Manager is responsible for carrying out the
policies and programs of the City as established by the
. Council. The Manager 's responsibilities also include
insuring that all City ordinances .are enforced; supervision
and evaluation of all contracts; personnel administration;
• - recommendation of measures and- ordinances; formulation and
submission of advisory recommendations concerning policy
issues to the City Council; preparation and administration
of the City's budget and Capital Improvements Program; and
representing the City at intergovernmental meetings when
necessary.
The City Manager 's Department includes the function of City
Clerk, which involves the following responsibilities :
administration of municipal elections, maintaining all
records, and keeping minutes at Council meetings. The City
Manager needs to meet regularly with Department Heads and
therefore will require a conference room to accommodate 15
-to 20 people. Office space for City Council members will
also be included here. For larger meetings the Council
members will have access to the conference room.
Adjacencies within the Department
C:1-1T HANA.602.
TYPIST-
cLe-re_g- 'Room
•
_
• ,'" _-
Projected Staff
• City Manager
- _
•
• " 1990 2005 2020 .
•
• City Manager/Clerk 1 1 1
_
Assistant City Manager 1 1 1
Economic Dev. Specialist 1 1 1
'Personnel Assistant - 1 1 1
Administrative Asst.
-
Secretary 1 1 1
Clerk/Typist , 1 2 3
TOTAL 6 8 9
•
•
•
•
•
•
Projected Space Needs _
1990
•
1.1 Office Space
Net
Position Type Size S.F.
City Mngr/Clerk 1 A ',. 250 250
Asst. City Manager . 1 C 175 175
Economic Specialist 1 D _. 125 125
• Personnel Assistant 1 D 125 125 _
Secretary 1 E 100 100
Clerk/Typist 1 F, 60• 60 • •
1.2 Conference
Seating for 15-20 350
1.3 Reception- Area
To seat 3-4 people - 100
1. 4 Departmental Storage
12 File cabinets 192
2 2x4 ' cabinets (election files) 64
Office Supplies 10
1. 5 Council offices 850
Subtotal 2,401
•
2005 •
To previous total add -
1 Administrative Asst. , Type E office - 100
1 Clerk, Type F office 60
Additional storage:
6 file cabinets 'active' files 96
6 file cabinets 'dead ' files . 96
1 2x4 cabinet ' active' files . 32
1 2x4 cabinet 'dead ' files 32
Subtotal 2, 817
2020
To previous total add - • -
1 Clerk, Type F office 60
128 sf 'dead ' storage 128
Total 3, 005
• .. _.A ...,t._�... ..., .�. .. ....._.. .rte
•
2.0 Finance
‘( ' Functions of the Department
The Finance Department is responsible for the financial
matters of the City. It coordinates payroll, purchasing,
investments and disbursements. At present the department
• only contains two positions but .may expand, depending on the
• municipal services provided by the City. It is anticipated
that a central cashier will collect fees for permits, etc.
issued by other City Hall departments.
The Finance Director also serves as the Administrative
Services Director. •The responsibilities include the •
• supervision of building management. A centralized data
• processing system will have financial management as its
primary purpose. However,, it may be expanded to serve the
needs of other departments. The central data processing
unit will be located near the Finance Department with
terminals in other departments.
Adjacencies within the Department
1\s 'sk •
0•••••••••C MTI I Ole- • 1:70131.1C.
AccouNTANT
FINANCE AccouNT I N a •4-1-11E1Z
V 1
I 12Ec- 012
A ccou . •
ct...EraK.
. MPLOTE'E5
Ge,*4 EerwcE"
ptcot..1
t)4,71S%
13411-E12. • 'PlZOG.tIN36
V I• 1TOCE5
•
•
Projected Staff
Finance
•
1990 2005 2020
Finance Director 1 • .1 1
Senior Accountant 1 . 1 3
• Account Clerk 2 3 3
. Buyer . 1 1 .
Central Cashier 1 1 2
•
TOTAL 5 7 8
•
•
•
•
•
•
•
•
•
•
••l
Projected Space Needs
{ 1990
2.1 Office Space
Office Net
Positions Type Size S.F.
Finance Director 1 B 200 200
' Senior Accountant 1 D 125 125
- Account Clerk 2 - - E . 100 200
Central Cashier 1 E 100 100
2.2 Data Processing Unit
• Computer 3 'x7 ' 75
Printer 3 'x4 ' 24
Terminal 24
Master traffic signal control box 50
Disk Storage - Bookshelf 23
2.3 Conference
4-8 persons 160
2.4 Public Counter
10 ' long 250
2.5 Departmental Storage
6 filing cabinets, active files 96
(payables, receivables and contracts)
Office supplies - 10
Subtotal. 1, 337
2005
To previous total add - .
1 Clerk @ 60 sf . , 60
1 Buyer @ 100, sf 100
3 filing cabinets ' active ' files 48
3 filing cabinets 'dead ' files 48
Subtotal 1, 593
2020
To previous total add -
- 1 Cashier @ 100 sf 100
3 filing cabinets 'dead ' files, 48
Total 1,741 "
•
•
•
•
Notes
1. Central cashier should be accessible to public obtaining -
services from recreation, planning, building inspection and
water and sewer departments.
- - 2. Cash register should be secure behind a counter. Counter
may be transparent. . Cash register entries should be visible
to public.
3. Should have same "feeling" as a modern bank. A high counter
may lead to problems for the handicapped.
4. Cashier must be able to see counter from computer station.
5. Cashier must be visible to s•enior accountant.
6. Senior accountant and account clerks should be in open area.
7. Computer Room.
- Needs to be used by other departments.
- Will contain high speed printer, CPU and terminal.
• - This needs to be a 'clean ' room.
• - Needs anti-static floor material.
- Not on south wall - needs controlled temperature.
- This, room will be noisy, other offices should be
protected from the noise. -
- CPU must be upgradeable.
- Air circulation around CPU.
- This room will also contain the master control box for
traffic signals.
• •
•
•
•
L.
3.0 Building
Functions of the Department .
This department provides construction plan checking,
inspection of new construction, issuance of building permits.
and housing code enforcement. The service is now provided
to the City through a. contract with Taugher and Associates.
The firm also provides zoning .inspection services. This
includes reviews of developments.. and businesses for
' compliance with zoning restrictions.
The City is not currently responsible for fire services.
However, it may be appropriate to provide a workstation for
a representative of the Fire Department. This position
could be scheduled on a less than full-time basis and would
review plans for conformance to the fire code.
Adjacencies within the Department •
50I LPN G •
� 1Ul�l. Out LOIN C, ....--l— �1 INpecTve.,
Ni.
NC EC k10Z
CLEEK
13uiLQING
dFF{G I N'ECTal2
(ADcrnONL - /-
'2zo F ESSION M
[7:40::: FILES J
Z. ON1NG e4
I N scrams-
am,
Cr- Projected Staff
Building Inspection '
1990 2005 2020
Building Official . 1 1 1
Building Inspector 2 3 3
Zoning Investigator • - 1 1 1
Secretary/Clerk 1 2 2
Plan Checker 1 1 1 • '
Fire Prevention Officer 1 1
• Additional Professional 1 1 •
• TOTAL 6 10 10
ci
•
•
•
•-•
•
( Projected Space Needs
=,
3.1 Office Space
• ' Office Net
Positions , Type Size S.F.
Building Official 1 A 250 250
• - Building Inspector .2 c 175 350
Zoning Investigator 1 125 125
Secretary/Clerk 1 E 100 . 100 - •
• Additional Profsn'l 1 C. 175 175
•
3.2 Conference
Small room 4-8 persons 160
. .
3.3 Public Counter
15' long 375
Work table for secretary 60
3 .4 Reception Area
See Planning
3.5 •Depattmental Storage
• Vertical roll storage
- shelves, plans
filing for permits
(under counter) -0-
Records storage •
(drawing rolls) 100•
• Records storage
(documents) 196
Office Supplies 10
Subtotal 1, 901
•
•
•
•
•
•
•
•
Projected Space Needs (cont.)
•
2005
•
To previous total add -
1. Building Inspector _ 175
1 Secretary/Clerk 100
1 Additional Professional 175
1 Fire Prevention Officer 175
•
Additional storage:
100 sf active document files 100
50 sf active drawing roll storage 50
100 ,sf active, 'dead ' document files - 100
50 sf active, 'dead ' drawing roll storage
50
Subtotal 2. 826
2020
•
To previous total add -
Additional storage :
50 sf 'dead ' drawing roll files 5.0
100 sf 'dead ' document storage 100
Total 2,976 •
•
•
•
•
• _
4.0 Planning
Functions of the Department
The City's Planning Department is responsible for
• administration of the City's ibning, subdivision and other
planning-related ordinances and laws, development of new
ordinances, processing of planning applications, providing
planning data to the development community and the public
and coordinating zoning investigations and enforcement. The
Planning Department provides staff support to the 5-member
Planning Commission.
- •
This Department has heavy contact with the public in the
form of telephone calls and staff deals with about 60'
•
inquiries per week at the public counter. The secretary
• deals initially with both telephone and counter inquiries
and needs to have ready access to the active files. The
planners sometimes hold confidential discussions with
visitors. For discussions with groups, a conference room
should be available nearby. . The department also maintains a
microfiche printer.
Adjacencies within the Department
CLD1-0=.
‘2001-1 •
•
•
c.../71..D•1414ING cuE12.4/
TD4VIBig4e_ • -Tyr)s-r
4
t5S/41012.. .
r LAN 1,11M .
Ase .
715C-4. I'LANNIE3 . 1867 •
e° 1
ASS)s-r )
. r/LESI
1-LN4mEe.
•
i
„..„:. ,..:., -..
.•••.:•••••-•;:i?-•j''.:',.'•,•-••::?:••.-:.•-:.;,-.-...,••••••-•-•-•-•,'=-1-n7f.;..:;:.;::;-.,.:...:.,...,..--.;-•_-: ,..„..,.-:.:-, ., --.::,-,:-:---.•-..-:._ . ..,. ,
.,.
•
. ,.
•
..
•
•
Staff
Projected --- . -..-,... -.:-_-•-:.,=•.,.-...-, ...-.-. • ..-,:...:..„......:....,-....,...,..,........=....„.,„.„..:_,.....,,,,.... ... . , ...., . _._, ,
• • ...- "-. . ... , •,.............,,_..,...... ... , .
r----i ..
..-:'-- - Planning . . '•.- '•:•-;.,--7"..-'-... ...:-.1•-•.- ...,•---:.;,... :::-.:,.: ,------.:-`2--.•••,--...'• - • •• . - .
...„.. ..•- . ...--
. .::',..'"'-'-i-1:.::-'..'-'1;• 'el. l§90 ••':'_'•;:i'-:•--:-- 2005.. ....... 2020.
•
. Employees •
- - .
•
Planning Director . ,,.., .,.. ..• ... ...---.,-2 -= --..; . ... . ,.... - 2
- .. -..,-.••'.• . •. -'-.-',„,-.1 - •-•-:-.-.'• -.".. - ' z
•
•'-•'••:-- -.: - .--- = *- -"•'-'',...--'''''' • 1 - - • 1 •
e Planner - - ...:-- ,.• .: : . •:-..,...1 -. • . •-. , . 2 - - 2 •
Senior. Planner
Associate
.2 2
•
. . .
Secretary - . •... 1. - -. .i,:.•...,1 •:-:• -- ' -.' . 1 . 1 : •
Typist •
•
Clerk Typi • •an . • ' - 3..•- •• . . - 2 2
. .
. • .-. .
• , . .
Plan.nstinangtTreclhannniceri ,..,_.,
_ .
Assistant
11
• - - 11
,
•
.
TOTAL • 7
- •
. .
,.. .... . . . .
-.. . .. .. •,. ,
- •
. .• -
•
• .
• ......,......-.. ...... .-.. . - -
•
...., , . ..
• . .
•
- -
. .-' . .
. .
•
•
•
- •
....
•
•
. •
•
• • .
. , •
. .
. .
• •
. . -
•
•
• .
•
-•
•
. .
. . . . .
. - . .
. .
• . .
. .
- .
• .
. .
• -
. .
• .
.. • -
•
r.-..-. . - , ..
. .. . ... . ,
•
. .. , .. _ . .
. .
•
. . .
•
c-.• .
. ..,-- ._ - • - -- - - ,
.....„. ., .r...,, - .
•
• .
. „•- ,.,... . -..... , . .
• •
•
.. • .-::---A,';'•.:-.•- ..-.. - . .-. :::.•.::::±•-.---.:-•:-,;j.:,::::::-;:.:•,•:.--. • - - -
'Projected Space Needs
1 1990
4.1 Office Space :>
Net
Positions Type Size S.F.
Planning Director 1 A 250 250
• ' Senior Planner 2 . C - 175 ' 350
Associate Planner 1 C 175 ' 175
Assistant Planner 1 C 175 175 •
Secretary 1 E 100 100
Clerk/Typist 1 F 60 60
4.2 Conference
8 to 12 persons 200
(shared with Eng & PW & Building Inspection)
4.3 Public Counter
15' long 375
Worktable 60
4.4 Reception Area 200
4.5 Departmental Storage
8 File cabinets .@ 16sf each 128
24 Linear feet shelf file @ 5sf per LF . 120 ,
2 Vertical files for drawings 30
Graphic supplies 100
Office Supplies 50 •
Subtotal 2 .373
2005
To previous total add
1 Associate Planner - Type C office 175 -
1 Assistant 'Planner - Type C office 175
1 Planning Technician -' Type E office 100 '
1 Clerk/Typist : . - Type F office 6.0
Additional storage.:
140 sf active files . 140 .
including cabinets, shelving '&
vertical- files
140 sf 'dead '. : files 140
Subtotal 3. 163
fxi c
LK _
Projected Space Needs (cont.) •
r ryK
Additional storage:
140 sf 'dead ' files -. 1.40
•
Subtotal 3,303 - •
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
5.0 Engineering and Public Works '- p • .
• Functions of the Department
Engineering 'services are provided to the City under contract
with the firms of Santina & -:Thompson and TJKM. Together,
these firms provide a complete range of engineering services
to the City including general engineering, traffic
engineering, public works inspection, subdivision plan
checking, assessment district engineering, permit issuance
and capital improvement planning.
A secretary is shared by Engineering Services and the = - •
Maintenance Supervisor. The Department receives only 2 or 3
• inquiries at the counter each day. In addition, several
'telephone inquiries and requests for Public Works services
are received daily.
Most maintenance field staff work out of the Corporation V -
Yard . at Scarlett Court. This service is provided by MCE
Corporation. . 'The Maintenance Supervisor _spends some time at
the City offices, attending meetings usually with -
Engineering staff. A Parks Supervisor will be needed as the .
City expands its parks system in the future.
On the following pages we present projections of staff and
space requirements based on the ."functions either being
continued on a contract basis (Scenario 'A') or brought in-
house (Scenario 'B') .
Adjacencies within the Department
•
C.tn Ism ota .-— :------
.ENGIN �.NGIN==' •
1 .
Vu8L1C Y)���oegg _
ID) Po 154.-■ Vutsu
W beKS .
1
"P I~S , rI L£S
So PeeviSOTZ.
■
Iti
Projected Staff
(-CJ Engineering and Public Works
• • 1990* 2005 2020**
A B - A B ", A
City Engineer - 1 1 1 1 1 1 1
Senior Engineer/Insp.1 1 1 4 1 4
PW Inspector 1 2
3 3 3 3
Secretary • 1 - 1 - 1 2 1 2
Maint. Superint. 1 1 1 1 1 1
Parks Supervisor 1 1 1 1
PW Director 1 1
•
Total 5 6 8 13 8 13
Notes
* Assumes city built-out at this point.
** Dublin suggested using same figures for 2005 and 2020 due to
lack of detailed information.
A. Both services on contract.
B. Both services in-house, with large capital improvement design
projects contracted out.
•
•
•
•
Projected Space Needs 1990 - A. Contract Service
5.1 Office Space
Office Net
Positions Type Size
City Engineer 1 A 250 250
Senior Engineer/Insp. 1 _- C ;:': 175 175 ,
PW Inspector 1 C ='..175 175
Maintenance Supervisor 1 C 175 175
Secretary 1 E 100 100
Conference
Shared with other development services departments
5.2 Public. Counter
10' long
250
Reception Area
See planning
5.3 Departmental Storage
8 file cabinets 128
Tube files 60
2 Flat files
76
Office supplies 10
Total: 1,399
1990 - B. Service . In-House
To previous total add -
1 Public Works Inspector
- 1 Type C office 175
Subtotal:. 1, 574
2005 A. Contract. Service
To '1990 - A. Contract Service' total add
2 Public Works Inspectors 350
1 Parks Supervisor 175
116 sf active storage : 132:
116 sf 'dead' storage. , 132
Subtotal: 2.188
2005 - B. Service In-House
To '1990 - B. Service In-House ' total add -
•
3 Engineers @ 175. sf. each 525
1 Public Works Inspector - 175
1 Secretary 100
' 1 Parks Supervisor 175
1 Public Works Director 200
132 sf. active storage 132
. 132 sf. 'dead ' storage 132
Subtotal: 3. 013
2020 - A. Contract -
To ' 2005 - A. Contract Service' total add -
Additional storage, 'dead ' files 132
Subtotal : 2, 320
2020 - B. Service In-House
To '20054- B. Service In-House ' total add -
Additional storage, 'dead ' files 132
Total: 3, 145
•
6 .0 Recreation
Functions of the Department
The Recreation 'Department organizes classes and sports
activities for adults and children, most of which take place
across town from'the Civic Center site at the Shannon
• Center. This building contains some office space, but not
enough to house any additional ,staff. Initially, the Civic
Center will contain offices for the Recreation Director, a
• ' supervisor and. a secretary. After 2005 the Department may
add another supervisor and clerical position to their Civic
Center staff. Registration for classes will probably take - •
place at the Shannon Center for the foreseeable future..
••
Adjacencies within the Department
... WNW IMP 111•111■1111■
• oUPEZY 16012.■
•
CUF2K■
6q.SC171r,
art)1344
4210ECTOg "4 )1,
\enamor
• 4s-roe.A...4
•
•
- .
. -
Projected Staff -
(r7.
• Recreation -
' 1990 2005 .2020
Director 1 1 1
•
Supervisor . . ' 1 1 2
Secretary 1 1
•
1 1
• •
TOTAL ' 3 4 . 5
•
• Note
Some recreation staff will continue to be based at Shannon Center
and at the Senior Center.
•
•
•
• •
•
•
•
•
Projected Space Needs
1990
6.1 Office Space
Net
Positions _ Type Size S.F.
•
Director 1 B 200 = 200
- . Recreation Supervisor 1 1) 17' 125 125
Secretary 1 E 100 100
•
Conference
• Shared with Development Services •
Reception •
Shared with Development Services
6.2 Public Counter 150
6.3 Departmental Storage
Office Supplies 10
3 File cabinets @ 16sf each 48
Closet 3'x4' 24
All other storage - off-site
Subtotal: 657
2005
To previous . total add -
1 additional clerk, Type F office 60 .
1 file cabinet 16
Subtotal 733
2020
To previous total add - •
1 supervisor, Type D office 125
Total 858
•
•
Fire
Functions of •the Department
Fire services are now provided_ to Dublin by the Dublin-San
Ramon Fire Services District. At some time in the future
the City may be directly involved with this service and
additional office space will be needed in the Civic Center.
It is unlikely that a City Hall-based Fire Department will
be needed until well into the next century. This section
addresses the space required for the provision of all
administrative fire suppression activities. It should be
noted that the Building Department includes a .Fire Services • •
Plan Checker position.
Adjacencies within the Department
( I
7: ee
it4 specme.
I,..-..
rsize
cfirmr
• .
I SZE"
TX IN SPEC-TO 12.,
A 5ASI
w-e CHIEF
i-IAzikel=cos
t-1 TE2 1 4,LS
6PEIA' UT
•
.,;, i
„. .,,,,..--..--„',_•-•, •_
•
- - ,
•,. _ t:
• • '—" ....:,..;--,-,,ts., -.-..
;;;-.(, ,:.:."-- : - •'.
- ;
,------'' Projected Staff ,.
I(
I .-' •-•. ,,,•,-,:. , .,
'Fire Department •,:'•: 1 ,-,:- -
•
w/DSRSD .
1990 2005
- ':.,:,- - • -
Fire Chief
' ' - •
• Asst. Chief 2
Fire Inspector
Hazardous Materials
• ' , 1(?)
Specialist • • •
•
,
Secretary 1 •
6-7
• •
• . _
Projected Space Needs
• 2020
- •
Office Space
Office
Positions Type Size Net SF •
. ' .
A 250 250
1
Fire Chief
Asst. Chief 2 C 175 • 350 •
Fire Inspector 2 D • . 125 250
Haz. Matl. Spec. 1 D 125 125
• Secretary 1 E
_ 100 100•
Conference (shared)
Storage - 6 Filing Cabinets ••
Office Supplies 10
Total: 1, 181
• -
- .
•
, .
. .
•
• .
- - '' , - -
✓ 'F ..
1 ,
7.0 Other Facilities P3' {
J
1
�- r t
Net SF
7.1 Council Chamber
To seat 150 members of public. Includes
presentation space and press;=area. 2,500
7.2 Meeting Room =
May serve as regional meeting room;
. it should be adjacent to Council
Chamber and serve also as conference
room for closed_ council sessions. 1,250 _'
•
• 7.3 Lobby 1,000
7.4 Xerox and Mailroom
The -City Manager 's office and the Plan-
ning Department are the heaviest user 's
of the xerox machine. This space should
be large enough to accomodate a blueprint
machine that may be acquired in the future.
Mail will be delivered here and sorted in-
to pigeon holes for each department. ' 300
i Central File Storage (Historical Files) • •
This should be a secure storage area
located near to the City Manager 's office.
7.5 Central Supplies/Receiving . •. "
This should be located near the Buyer 's
office in the Finance Department. It
should have access to the outside to
facilitate deliveries and a door to the
inside for employees to access supplies. 500
* At present, 'dead ' files are shown as storage space in
individual departments. It may be desirable to have some
central area to store these files.
•
•
7 .6 Employee Locker-Rooms*
On side of building closest to sports
fields, one men's and women's shower-room
and lockers for lase t'by joggers, 'etc.
May also be adjacent to Police Depart
ment Exercise Room o share plumbing and
provide employees access to Police Depart- 100
ment Exercise Room. 100 `,
7.7 Employee Lounge/Lunch Room
To contain:
Tables
• Lounge' Chairs
Vending Machines'
Sink
Microwave
Stove
Refrigerator
•
50% Smoking/50% Non-smoking -
Access to Patio 600 ,
7.8 Law Library
•
•Bookshelves
2 Worktables 200 .
TOTAL: 6, 550
•
•
•
•
�t e
_♦
8.0 A Preliminary List of Landscape Program Elements
Parking
Police
•
Employees .
Public
• x '
Gravel Paths
. 'Bicycle - - _
Running
• Parcourse
Concrete Walkways -
Picnic Area
Amphitheatre
Lake/Pond
Fishing Pier
Gazebo in Lake
Stream
Village Square
For public use, between the buildings
Earth Berms for Sonic control . .
•
". ' _ Wind Breaks - Vegetation
•
Game Lawn
(Badminton, Croquet, Volleyball)
Sports Courts
Playground .
Including Tot Lot - Relating to possible daycare •
center
Bandshell
Sculpture Garden -
Arts/Crafts - Outdoor area attached to possible arts/
crafts facility, (see Walnut Creek Civic Center)
Specialised. Garden Space
Rose Garden, Display Garden -
Adjunct Open Space to Exhibition Hall
Planted Open Space
Vegetative Screening
�;` ; Passive Recreation
•
i
Table-Il-c
:DetailedSpaceProjections
• •
71990 2005 ' 9n9n
A B A B A B
" NSF NSF "NSF NSF NSF. NSF
1.0 City Manager
Employees 6 .6 8 8 • 9 9
1.1 Office Space 835 • 835 , 995 995 1055 1055
- : 1.2 Conference Room • .-•::- 350 '. : 350 .:' 350 350 350 350
1.3 Reception Area �;.'100 :100 :` 100 100 .•-100 100 ,-
' 1.4 Storage .. - ``' 266 266 -• 522 . 522 650 650
1.5 Council Offices 850 : 850 > 850 850 850 -850
...Subtotal" ",--- 2401 °` 2401 2817 2817 3005 3005
2.0 Finance ::% •
Employees 5 5 - 7 7 8 8 .
• 2.1 Office Space ,' 625 625 ' 785 785 • 885 885 •
M - 2.2 Data Processing Unit 196 : 196 196 196 196 196
2.3. Conference Room • 160 160 160 160 160 160
• 2.4 Public-Counter_ • 250 250 - '' 250 .250 `250 250 •
2.5 Storage 106 106 202 202 250 250
Subtotal 1337 " .1337 1593 1593 1741 1741
3.0 Building • •
Employees 6 6 10 10 10 10 -
3.1 Office Space 1000 ..1000 /1625 •1625 1625 1625
_ 3.2 Conference Room 160 160 160 160 160 - 160
', ' • 3.3 Public Counter .. 435 . 435 - 435 435 435 ' 435
ft;: s::
.:. 3.4 Reception 0 0 0 0 0 _ 0
3.5 Storage : • • 306 306 606 606 756 756
._o,'=:. Subtotal 1901 1901 2826 2826 2976 2976 •
:Y:1
:71:;:;:j1.::::-.-
.::: '.. 4.0 Planning
*:`;r :'-•° Employees 7 7 11 11 11 11
• 4.1 Office Space 1110 1110 1620 1620 1620 1620 •
4.2 Conference Room 200 200 200 200 200 200
4.3 Public Counter 435 435 435 435 435 435
N':': : 4.4 Reception . . 200 200 - 200 200 200 200
• 4.5 Storage 428 428 708 708 848 848 •
• • Subtotal 2373 2373 3163 3163 3303 3303
5.0 Engineering & Public Works - -
Employees 5 6 8 13 8 13
5.1 Office Space 875 1050 1400 2225 1400 2225
• 5.2 Public Counter 250 - 250 250 250 250 250 •
5.3 Storage 274 274 538 538 670 670
:,•---::. Subtotal 1399 1574 2188 3013 2320 3145
6.0 Recreation -
Employees 3 3 4 4 5 5
6.1 Office Space 425 425 485 485 610 610
6.2 Public Counter 150 150 150 150 150 150
"• 6.3 Storage ' 82 82 98 98 98 98 •
Subtotal 657 . 657 733 733 858 858 -
Fire .
Employees 0 0 0 0 7
Office Space 1075 _
Public Counter 106
Storage. 0
Subtotal 0 - 0 0 0 0 1181 '
Total Employees • '32 33 - 48 53 51 . 63
Net Square Feet . 10068 10234 13320 14145 14203 16209
Circulation, bthrms - 3020 •3073 3996 4243 - 4261 4863
@ .3 x net . .
Gross Square Feet 13088 `13316 17316 18388 18464 21072
• (Net x 1.3) .
-- 9.0 Other Facilities • . 6550 ,6550 6550 6550 .6550 6550
(inci Council Chamber,
• audio visual, press
area, lockers, etc.) ,
Grand Total, Gross SF 19638 ::19866 23866 24938 25014 27622
Note
Scenario "A" assumes that. Engineering& Public Works functions are
performed in-house
I. THE EXPERIENCE OF OTHER CALIFORNIA CI TIES
The Survey
f- •
George Miers and Associates has conducted a survey of twenty
California City Halls• in order to better understand and evaluate_
growth and expansion characteristics among various departments;:;'`;.
employees and overall City Hall size. Information was collected ".on
city employment by department, city hall size and the relationship
between growth of population and increases in city hall employment.
• Since Dublin is expected to double or even triple in population in
the next 35 years, we were particularly interested in the
experience of cities that have grown rapidly. Thirteen of the :`. •
cities in the sample, therefore, were chosen because they have ':'--'=
grown rapidly since 1970. We also included seven cities that are
• now in the process of planning new civic centers.
In each case, we contacted the Assistant City Manager and asked
general questions about the city hall, including when it was
built, its size and which government departments are housed . there.
-
We also asked how they had coped with the need for office . space
_`
expansion and how well their present offices -functioned, both as a
place to work and for the public to do business. - In most •
instances, we also spoke to staff in personnel departments to
obtain employment figures and staff in planning and building
departments to obtain building areas.
The results of the survey are summarized on the following pages.
Profiles of each city hall are presented at the end of the -
document.
A. City Hall Employees and Civic Center Space
Table I-a presents a summary of number of employees, city .
• hall size and square feet per employee for the cities
that have experienced rapid growth in the past fifteen
years.
The table shows that there is a great deal of variation
in gross square feet per - employee. This is for several
reasons. First, city halls contain many types of space.
. in. addition to offices. A. large council chamber, for
example, will increase the square feet per worker.
Second., a more recent city hall is less likely to be
overcrowded than an older building. Vallejo and Union
City have offices that were built recently and also have
high figures for gross square feet per employee. Foster
City's. offices, on the other hand, are seriously
overcrowded and they are planning a new facility. The
square feet per worker figure, therefore, may be
misleading unless these other factors are taken into -
account.
•
•
•
TABLE •I-a.
Cl H.1 Em.l. - -s ..nd Civic C-nte 'n R. . *(51 G owl
• Employees
•
1985 in, City Hall Gross SF/ .
City Population City Hall* SF* Employee
Foster City 24, 500 37 9,800 (a) 265
• Burlingame . 26, 183 39 : - 50, 311 (b) 1,290
Brea 32, 000 93 146,580 (c) 1, 576 . .
San Clemente 32, 000 165 18, 000 (d) 109
Martinez 35, 300 30 16, 500 (e) 550
Campbell . 35, 500 52 23, 000 (f) 442 •
Newark 36,500 ' 39 21, 000 538
Petaluma 41,800 49 ' N/A 'N/A
Union City 48, 400 35 37,492 (g) 1, 071
Antioch ' 50, 900 48 40,000 (h) 833
Vacaville 51, 000 63. 25, 000 (i) 397
Fairfield 67, 820 105 ' 33, 000 314
Vallejo' 91, 900 84 60, 000 714
* Excluding Police Department
Notes
(a) They are crowded and now doing space planning.
(b) Includes council chamber.
(c), Only 30,000 s.f. is office space, the remainder is public
amenities.
(d) They are crowded and forty staff will shortly be moving
out of City Hall.
(e) City offices are in remodeled school building, now overcrowded,
but includes large amounts of storage space.
(f) City offices are expanding into recently acquired school
building.
(g) City Hall contains large lobbies, a garden and expansion space.
(h) This city recently laid off employees due to financial
problems.
(i) This city is currently planning expansion of facilities.
•
•
Table I-b shows gross square feet per employee in civic
centers now being planned. -, As the table shows, gross
square feet per employee`;ranges between 307 and 1001.
The lowest figure is for Redwood City whose offices are
being remodelled, not rebuilt. (The figure for
Ocenside is not directly _comparable since this
represents net space. requirements specified in the
Civic Center program and excludes circulation and
common areas) .
The mean square feet per employee in existing
facilities is 462 excluding those cities with very
large areas of non-office space. The mean for planned
facilities is slightly larger, at 492 SF, as one would
expect. Caution should be exercised in interpreting
• this figure, however, since it is based on a very small
sample and includes Hemet which has 1, 000 square feet
per worker; the mean square feet per worker when Hemet
is. excluded is 400.
The mean square feet per employee for all the city
halls included in the survey is 605 GSF and includes
those that are overcrowded and those containing large
amounts of office space.
Tables I-a and I-b can also be used to relate city hall
• size to the size of population. The survey found in
the 19 sampled cities an average of 998 SF of city hall
office space per 1000 population. These figures ranged
from a high of 4581 SF in Brea to a low of 358 SF in
Redwood City. When Brea and Hemet are excluded,
however, the mean square feet per 1000 population fall
to 690. .
•
•
( V TABLE I-b.
City- Hall Employees. and Civic Centex Space in Planned Civic Centers
Employees/*
Design Workstations Size* Gross SF/
City - Population : In City Hall (Gross SF') Employee
• Pleasant Hill : 36, 100 55 r . 18, 000 ' 327
Hemet 51,500 136 136,161 1,001
Novato 61,400 88 43, 000. 489
Mountain View 69,900 151 62,250 412
Redwood City • 75,400 88 27, 000 307,
Escondido 94, 000 206 85,800 • 416
Merced 100,000 134 . 60, 000 • 448
Oceanside '140,000 292 . 49,466 (net) 169(net)
* Excluding Police Department
Note
Redwood City is remodelling only, they realize they will soon need
more space.
•
B. Employees in Each Department of City Hall . .
•
Table I-c shows the number of employees housed in each
.-- • city's Civic Center, by department. From this we can
compare departmental staffing levels in cities of
various sizes.
It should be noted that the total number of city ,
• - employees is not simply a function of population size.
It depends on a, number of other factors including the
range of services provided by the city, local fiscal
•
- conditions and historical trends. Fairfield and
Mountain View, for instance, have large Public Works
and Building departments because both cities have • '
recently undergone periods of intense construction
activity.
•
So too, there is an imperfect correlation between a
city's population size and the number of employees in
City Hall. Obviously, the number of workers in City•
• Hall is related to the amount of space available. If
there is -insufficient office space then some
departments will be housed in other "buildings.
Table I-c also shows employment in city hall in
relation to total municipal employment. Eight out of
• the nineteen cities sampled have police employees
located in city hall. The remainder have police
employees housed in separate police departments or
public safety buildings. Other employees work off site
in corporation yards, parks and , recreation facilities,
etc. Overall, an average of 30 percent of the total
• municipal workforces work in city hall offices,
excluding police employees. In, calculating this mean,
Martinez was excluded since they were only able to
report total municipal employment in terms of full-time
equivalent employment. Employment in city hall
includes mainly those working in cent-ral , administrative
functions and development services. The -figures range
from a low. of 16 percent in Burlingame, who have a
shortage of space in their city hall to a high of 72
percent in San Clemente where a large number of fire
department workers are in the city hall. Forty city
hall staff will shortly be moving to another building •
in San Clemente. The •remaining cities all had between
21 and 39 percent of their staff located in city hall
offices, excluding police.
•
•
•
TABLE I-c
EMPLOYEES IN EACH • DEPARTMENT OF CITY HALL
CITY & POPULATION • • •
•DEPARTMENTS re.40.City 011.71.43 1.01 12•.•...• C.ns.e13 d Clay Antioch W:•to Wn^t•I.Vi•. .•7..eo1 City m• r••<mmo octan•m• •
131.5001• 04.1131 1220oel 172.0001 434.1111 131.7001 174.3001 10.3001 140.4001 170.1001 471.0001 01.10014 112.40014 111.1201 10.11001• 171.4001• 010001 114.0001. 110.000•
.4/1.1^."' 1 ) • 7 ] 7 11 IS t 1 •e 131• N IC t 1
Cie•CL•. a • • I 7 a t ) 7 1 0 •
11n.ln4 T 13 14 a 1 l0 0 1 7 13 70 137 of 1 4 17
Law 7 • 1 7 • 7 1 • 12 13
•
• 1.J .'Centen$l. k• 0 7 3 10 40
N
71
•4.440101• • ll 1 1 1 12 13 •77 1 • 31
. 27 13 • 13 11 ••
a0 1 •
•. • /Maio•.• . 1 13 I7 1 • 70 41 11 101
711
�. an0inevinl 1 • • 10 711
cvamit•O.••Ieln•nt I 4 37 10 Il
. l l 1
[0ronle 0.vlelmne U 1 • .
. I .
a • • • 7 Il 0
f • 7 11 f » 74
et.•• i 7 v 74 13 27
aW 37 77 71 147 30 fi 37 47 77 41 0 134 11 107 171 a. 44 716 717
ro11. 7t 0 47 . 71 43 12 130 111
Cnileyee•In City lull 71 711 7111 775 if 707 14 411 11 41 141 777 11 107 731 111 14 704 717
Tot•l City triloye•• ISO 743 1 III 771 130 17• INC 174 771 170 Ito 730 DC DC 400 70 IA 310 CC 170
Bann.City OWN. rOryLtiem.4e0 nr.M.Of 6,4,103•061.6•6,•01•Ct.•. •
•
•
•
•
u -
cc LY:
We also looked at municipal employment in :all
California cities between 20-60,000in ;population.
This information is available in the:US Census of
• Governments 1982 and obviously gives us a larger
population from which to calculate average size of =
municipal workforce for cities of various sizes.` . Of 47
cities between. 20-30,-000 population the -mean number of
city employees was 170 in 1982. Of 30 cities between
35-45,000 population, the mean number of city employees , ::'
was 239 and of the 17 cities between 50-60,000, the .. , .
mean, number of employees -was 381.
•
•
Table I-d shows the mean number of full-time equivalent employees
in selected city government departments of California cities and
was taken from the U.S. Census of Governments, .1982.
• Table I-d: ..:
Mean Number of Full-Time Equivalent. Employees
In Selected Government Departments of
California Cities - 1982
•
Pop. Size Group 10,000 to 25,000 to 50, 000 to
24, 999 49, 999 99,999 .
Department
Financial Admin. . 6 11 •23
Other Govt.' Admin. 9 17 32
Parks. & Recreation 12. 24 52
Housing & Comm. Dir. 2 3 . 8
Police 29 59 127
Total Employment:. . 113 212 . . - 468
•
Source: US Census of Governments, 1982
George Miers & Associates
•
F
•
C. Civic 'Centel Facilities- in Addition to Municipal'
Offices
�`.
Table I-e shows the facilities located in or near city
halls in addition to government offices. As the table
shows, nearly all city halls contain council chambers
and most of the newer one contain space for future
office expansion. A number of cities also have
community meeting rooms, arts and crafts. centers, . .
theaters and libraries.
•
•
•
•
•
•
•
i
•
TABLE 1-e
CIVIC CENTER FACILITIES IN ADDITION TO MUNICIPAL OFFICES
COUNCIL OFFICE COURT COMMUNITY YOUTH ARTSYCRAFTS THEATER CREDIT CAFETERIA PICNIC LIBRARY
CHAMBER, EXPANSION MEETING SERVICES CENTER UNION TABLES/
SPACE ROOMS CENTER - PLAYGROUND
Foster City - R _ -
(24,000)
'
Burlingame X
(26,000) - • •
Brea X X X X , ..
(32,000)
San Clemente X
(32,000)
Martinez. X ,
(35,000)
Campbell X X. • •
(35,000) •
Newark % X
• (36,000) .
Pleasanton X '
( -. (42,000) •
Petaluma % X
(42,000)
union City X % %(48,000)
Antioch XX X
(51,000)
X
Vacaville %
(51,000)
•
Hemet X X • X X
(51,000)• .
Novato X X % , • • •
(61,000)• '
Fairfield X X X •
• (68,000)
•
Mountain View % X X
(70,000)*
0
Vallejo X % %
(92,000) • '
Escondido. X X_ X • •
(94,000)*
Oceanside
X X X '
(140,000)* •
• Planned Civic Centers. ' '
pc
' - •
D. Ty - Go , 10 Mec • - El • • 1 - C. • • -d W'
Population Growth -
Table I-f shows the increase in population for sampled
cities compared with increases in municipal employment
between 1970 and 1985. While the mean increase in
population in this period.. was around 100 percent, the
mean growth in municipal workforce was less than 50
percent.
•
We were able to disaggregate this information to show
increases in general government and police employment
using the U.S. Census of Government published in 1972
and 1982. These data are shown in Table I-g. In six
out of the ten cities shown, police departments grew by
a higher percentage than general government
• administrative staffs.
E. Police Facility
. _
Please see Part III for review and analysis of data
gathered regarding other police facilities in western
• US. Data focuses on facility sizes and staffing levels,
comparing findings from various cities with national
trends and projections for Dublin.
•
•
•
•
•
TABLE I-f
Growth of Municipal Employment Compared with Population
`. ` Growth - 1970-1985 - .
Population Increase in
• City Increase Municipal Employees*
Union City 229% 31%
San Clemente 87% 34%
Pleasanton 127% 51%
Brea .73$ 68%
Vacaville 136% 95%
Pleasant Hill 37% 16%
Petaluma 68% 22%
Novato 72% • 31%
Oceanside 147% 41%
Fairfield 54% 37%
Mean Population Mean Employment
Growth: 103% Growth: 43%
Note
* Municipal employment growth is measured between 1971 and 1985.
Source: US Census of Population, 1970' and 1980
US Census of Governments, 1972
George Miers and Associates
•
"1 TABLE I-g
G o , Ful -- 'm- E•u ' _1- Em•1• „-n Com•- -d wi
• Population Growth 1972-1982
Growth of
Pop. Gov't. . Growth of Growth of.
' Growth Admin. Empl. Police Dept. `.Tot. City
City 1970-80 . 1972-82 1972-82 Workforce
Union City 168% 114% 134% 79%
San Clemente . 60% -14% 14% 38%
• Pleasanton ' 92% 27% 83%- 45%
Brea 51% 111% 85% . 90%
Vacaville 100% . 53% , 66% 75%
Pleasant Hill - 2% 39% 26% - 18%
Petaluma 36% 22% 39% 17%
Novato 42% . 37% . 62% 35%
( -:- Oceanside 89% 105% 57% . . 18%
Fairfield 32% 77% 5.8% 51
Mean: 67% Mean: 57% Mean: 62% Mean': 47%
Note
Includes general administrative staff, financial -'administration
• and legal staff.
Source: US Census of Population, 1970 and 1980
US Census of Population, 1972, and 1982
•
-(7A,
(
DEVELOPING THE POLICE FACILITY PROGRAM, ‘,
Sizing the police facility.for Dublin is dependent upon an appropriate pro-
gramming response to a number of variable factors. Some of these apply
exclusively to Dublin's circumstances, while others are found to bear on
all law enforcement facilities. These factors include the following:
o local crime rates, crime types and projections.
o level of public demand for services.
o legislated demand for services (laws, standards, etc.).
o the jurisdiction's capacity of fund services within budgetary
constraints.
o how, the agency is structured to accomplish all .its goals (organi-
zation and staffing) .
o how the agency approaches its various tasks and constituents
(policy).
o relationship with prosecution and detention functions affecting
the jurisdiction.
o information management approaches (records-keeping).
o special factors. In Dublin's case, these would include the scope
of the possible E.O.C. function, capacity for the holding func-
tion, the extent of staff support areas, and relative spatial
economies generated by using a central mechanical plant for the
• civic center development instead of separate plants for the
various facilities.
Our approaches to programming Dublin's police facility have been as fol-
lows:
1. Develop all programmatic criteria through workshop sessions
involving Owners and users, developing consensus on all key
issues.
2. Develop space projections for both a 25,000 population model and
a 40,000 population model , as requested by the City, with a
recommended direction for ongoing design.
3. Utilize staffing projections as jointly developed by the Police
Department and the City, noting any recommendations to endorse or
alter those projections.
4. Develop reasonable staffing, holding, •and space requirements and
sizes based on accepted observations and experience with this
facility type.
5. Check findings on staffing levels, space' and holding facility
requirements with similar agencies in the western United States.
•
;: Approaches 4 • and 5 above are important to emphasize because they say
emperical formulas that account for all the variables mentioned above will
not be the basis for program development. While a number of "rules of
thumb" exist relative to "-these major program factors, such empirical
•
formulas are simply not readily available. They are not even readily
discernable from surveying similar existing facilities, where adjusting to
equality with Dublin's circumstance becomes a very debatable numerical
manipulation. Police research and planning bodies, i .e. IACP, Department
of Justice, professional consultants and this programming team agree that
an "exhaustive needs assessment and projection" would be extremely useful
for definitive space planning. Such studies entail significant effort by
both planners and the Owner/Users and generally require a substantial time
and dollar outlay to complete. Our approach takes the view that, in the
end, the space program and functions would not differ substantially for
lack of such an effort. The verification relative to other facilities
remains an important method of verifying key aspects of the facility pro-
gram and assuring its appropriateness for Dublin's particular
circumstances.
Facility Size:
Facility. size was established by defining space requirements for the
estimated staffing levels and tasks to be accomplished within the various
functional areas of the Department, for both a 25,000 population and a
40,000 population model . The functional areas were defined as:
1.0 Administration/Records
2.0 Investigations
3.0 •. Patrol
4.0 Communications
5.0 Holding Facility
6.0 Support Facilities
7.0 Emergency Operations Center
Space sizes for each functional area were then tabulated, then increased by
a conversion factor to yield an estimate of gross square footage for that
area. (Conversion factors used have been developed over an extended period
and represent verified building space efficiencies that can be reasonably
expected from good building plan layouts.) Gross square feet for each area
were then added together. Spaces for supporting electrical equipment have
then been added, but boilers, chillers and air handling equipment have
been assumed to be included elsewhere, i .e. roof-top and/or central for the
entire Civic Center project. Finally, the evidence garage and vehicle
sallyport was added to yield an overall projection of square footage
requirements, which were:
25,000 population (1990) 40,000 population (2005)
16,261 gross sq. ft. 18,710 gross sq. ft.
•
To evaluate the relative wisdom of each projection, survey data from
similar jurisdictions was generated, as illustrated in the following Tables
III-a, and III-b. Table 111-b indicates ranges of facility sizes that can
be viewed to be unacceptably tight at one extreme, to sizes only
• justifiable in light of explosive population growth. The position of the
square footages generated above have been flagged on Table 111-b as well ,
to see how these figures set. The projections have also been reviewed
• against prior experiences with similar facility programs and designs.
Further • discussion of this analysis =can- be found in Part 4-B of this •
Programming Document.
•_,_
Table III-a
CALIFORNIA, OREGON AND WASHINGTON POLICE FACILITIES
City Population Facility Size Holding Cap. Sworn Civil Total
Redmond, WA 23,318 35,500 12 47 125 595
Pullman, WA 23,579 15,985 4 20 13 33
Foster City, CA 24,500 13 7 20
Walla Walla, WA 25,618 4,000 2 30 118 48
Burlingame, CA 26,183 . - 43 19 62 .
Olympia, WA 27,447 8,000 ' 26 52 16 68
Hillsboro, OR 27,664 5,250 - 32 17 49
Brea, CA 32,000 8,420 - 66 13 79
San Clemente, CA 32,000 - 40 20 60
Martinez, CA 35,300 --- 35 - 10 45
Campbell , CA 35,500 7,000 - 41 12 53
Bremerton, WA 36,208 24,000 24 53 19 72
Newark, CA 36,500 7,500 - 43 16 59
Medford, OR 39,603 15,000 18 ,63 27 90
Corvallis, OR 40,960 23,000 4 37 33 70
Petaluma, CA 41,800 11 ,500 - 50 24 74
Gresham, OR 42,000 10,000 4 52 20 72
Vancouver, WA 42,834 12,690 - 75 12 87
Bellingham, WA 45,794 - 71 18 89
Union City, CA 48,400 13,200 - 50 20 70
Yakima, WA 49,826 15,000 - .92 29 121
Antioch, CA 50,900 - 58 8 66
Vacaville, CA 51,000 5,000 - 63 17 80
Everett, WA 61 ,000 15,700 3 112 30 142
(`. Table III-b
Police Facility Sizes for Surveyed Cities -
Planned for Large
36 • Population Growth
_.-
32
N
• • Appropriate
c 28 • . •
cri /
cn /•
0 24 I. • • �.�
H /• • -
e � •r
1 ::
• �•.•' ' • • .•a 12 -�-� •_�.--- Severely
CO
• Overcrowded
4 • • •
20 25 30 35 40 45 50 55 60
Population (In Thousands)
• Cities Surveyed
0 Projected for Dublin
i
•
r Staffing:
Four staffing scenarios were developed by city officials, covering a
variety of possible scenarios relative to City size and type. of service
(contracted police services from Alameda County vs. under City control).
Each of these scenarios are listed below. Since space planning focused on
the 25,000 and 40,000 population models, staffing for the same models was
similarly closely evaluated. During this .evaluation, certain adjustments
in staffing estimates have been recommended, and these adjustments have
been so indicated below. Further background on these recommended
adjustments is included in Part 4-B. Tables III-c and. III-d outline the
organizational structures developed for projected staffing scenarios #2 and
#3 below:
Staffing Scenarios:
1. 25,000 Population/Services Contracted:
Position # of Personnel
Chief . 1
Patrol Sergeant 5
Patrol Officer 20
Detective 5
Dispatcher. (if taken) 10.
:. Crime Prevention Assistant 1
Clerical .. 2
Total 44
Sworn: • 31
Civilian 13 (without dispatch: 3)
2. 25,000 Population/City Police Services:
Position # of Personnel
Chief 1
Lieutenant 1
Sergeant (Patrol , Training, Invest.) 7
Patrol Officer 20
Detective 5
Dispatcher (if taken) 10
Crime Prevention Assistant 1 .
Clerical 3*
Total 48
Sworn: 34 .
Civilian 14 (without dispatch: 4)
* WMFL recommends adding one person above City-generated projection.
3. 40,000 Population/City Police Services. -
Position # of Personnel
1
Operations Captain 1.
Administration Captain 1
Watch Commander (Lt.) = 5
Sergeant (Patrol , Training, Invest.) 7
Patrol Officer 28
Detective 6 .
Chief Dispatcher 2
Dispatcher (if taken) 10
Police Aides 3
Clerical 6*
Crime Prevention Assistant
Total 70
Sworn: 49
Civilian 21
* WMFL recommends adding one person above City-generated projection.
4. 55,000 Population/City Police Services
Total staff approximation 86
(detailed summary not developed)
•
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.
The U.S. Department of Justice indicates in - its most recent (1985) U.S.
Crime Reports, Crime In The United States, . that _ total personnel for city
agencies within population ranges developed for this program average. 1.9
• personnel per 1,000 population. Current staffing projections fall at or
below that average. Sworn personnel averaged 1.4 per 1000 population.
Again, current projections fall at or below that average. Note that an
"average" staffing level is specifically not necessarily endorsed either by
the U.S. Department of Justice or WMFL°as an "appropriate" staffing level
for any particular jurisdiction, but rather it serves well as a gauge by
which to check current planning.
In our survey of other west coast facilities, we found that staffing levels
(both total and sworn) generally fell very close to cited averages. See
Tables III-e and III-f. These tables also indicate projected staffing
levels at 25,000 and 40,000 population for the Dublin Police Department.
•
•
•
•
•
•
•
•
•
•
Table III-e
Staffing Levels (Total Employees) for Surveyed Cities
•
135 •
•
• ./s
120 /
•
105 /'
/
90 • •
� • •
75 • • •
• /'� �• •• •
7-0
1— 60 • . • /• • • •
• •
45 •
/
/ •
30
•
15
20 25 • 30 35 40 45 50 55 60
Population (In Thousands)
• Cities Surveyed
Projected for Dublin
--- Justice. Department
Average for
Western States
c
Table III-f
Staffing Levels (Sworn Only) for Surveyed Cities
•
90 /'
/
80 . /•
• /.
70 • /•
•
C 60
• •�.
•
lA ./ •
•
5 0 • /'
!Ili •• ••
o • ./
Cl) • / • •
40 / • •
• • •
30 / •
20 •
•
10
20 25 30 35 40 45 " 50 55 60
Population (In Thousands)
• Cities Surveyed
• Projected for Dublin
--- Justice Department
Average for
Western States
•
6.?4' Emergency Operations Center:
• The City has indicated an interest in the possibility of developing an
Emergency Operations Center (E.O.C.) . These serve as area control centers
• for managing emergency service delivery under various circumstances, having
been commonly used nation-wide for occurrences such as toxic spills, pas-
senger train de-railments in remote areas, etc. Their development has also
been shaped to, provide emergency services and governmental authority in
nuclear events. To provide the physical plant requirements to make a
"nuclear-survival" center survive, special structural , communications and
mechanical systems •are necessary. These and other requirements and
guidelines have been developed by the Federal Emergency Management Agency
(FCMA) and in California, managed through the state's Office of Emergency
Services. Federal funds used to be available to help construct E.O.C. 's.
This is no longer the case, and local FEMA authorities doubt that funding
will be available in 1987.
Our approach to programming an E.O.C. was that, given the lack of Federal
funding assistance available, we would develop a space program that
• minimized the need for additional building area, while still providing a
usable E.O.C. , but not addressing the special systems requirements to
resist nuclear attacks.' To do this, it was necessary to find spaces
already programmed that could also work for an E.O.C. function when it was
operational , while allowing normal Police operations to continue with
minimal • disruption. The E.O.C. space list reflects how this was
accomplished.
Even with extensive sharing of space, a true E.O.C. will require both some
added building, area and the building systems to support it, plus ongoing
interaction with State and Federal regulatory agencies. Design and the
project's budget are significantly affected by whether or not a EOC will be
included in the facility. Therefore, it is critical that the City confirm
its direction on inclusion of an EOC in this project. •
( Site Considerations:
Outside circulation is key to proper police facility operations, and needs
to be comprised of two separate and distinct systems to work well .
Essentially, the police facility needs to be organized with a "public" side
and an "operations" side. The public side ultimately leads to the public
entry point of the facility, i .e. the lobby. Public parking and non-sworn
staff parking can be combined with public and other city staff parking
areas, from which facility access is- gained. It is important that the
"operations" side be screened from the view of the public side. This can
be accomplished_by the facility itself and/or landscape treatment.
The "operations" side must be served by a discrete and entirely separate
vehicle access road from the public approach to the Civic Center and its
public parking lots. The operations side needs to include a secure
sallyport for the holding facility, services access (for maintenance,
deliveries, trash) , a secure parking -area for sworn staff, police vehicles,
and vehicle servicing (gas, minor maintenance) , and a small parking area
outside the secure parking area for discrete access to investigations.
The diagram on the following page illustrates circulation needs in the
vicinity of the secure parking area.
•
•
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Space Program:
The following diagrams illustrate the fundamental overall adjacency needs
for the police facility. Includedrs a Concept Diagram showing how the
various components need to be arranged in an architectural plan. An
adjacency matrix follows.
A detailed space program is preceded by a summary statement of the square
footage projections programmed.
•
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Summary Areas
1990 2005
GSF " GSF
1.0 Administration/Records 3,870 4,788
2.0 Investigations 2,262 2,349
3.0 Patrol 4,075 :. 5,238
4.0 Communications 838 :'- • 994
5.0 Holding Facility 1,854 1,854
6.0 Support Facilities 1,425 1,550
7.0 Emergency Operations Center 687 687
•
15,011 17,460
Services spaces: standby generator,
electrical , telephone 500 . 500
Evidence garage, vehicle sally port -
shown at 1/2 actual size (1,500 nsf)
for estimating 750 : . 750.
Total Gross Square Feet 16,261 18,710
•
�.rz� ._ - ,
1.0 Administration/Records
1.0. Administration/Records
Records is the first point" of public contact with the Dublin
Police Department, and is programmed to include a public counter
to accomplish this.- Records staff will be able to provide and
assist the public with information, provide fingerprinting
services, and control public movement into special conference
areas, the administrative suite, and the circulation routes to
other police functions. Records also provides information and
clerical support to investigations, patrol and communications,
with open counters. to serve these other functions. Records
management systems under consideration include computer-based
with augmentation by paper files in "collapsable" storage units
and microfiche.
The administrative suite handles overall leadership/management of
the various police department components. It requires a level of
privacy to function as an analytical body and to deal with
sensitive issues such as personnel or the media. At the same
time, it must be proximate to the rest of the department's
functions, to efficiently manage day-to-day operations.. The
following adjacency diagram illustrates how this can be
accomplished.
`.
r _
. ANI 33s)
/dY1• 3tVl'1 1--• o���r •
•
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• • • • • • • • • • • • • • • • • • 0 • • ♦ • • • • • • ' •
• •
• t WI,. C;$ 7.472 . .s.
/1(0d, ASISIal
S • • .. . . . . . . . . . . .. .
(.: 7T-17-76041 .
f111=11■11MI■11
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•
. )
cCSc7) t1 �NJ Inter - l I 2V. 92
-' 1.1 Projected Staffing:
1990* 2005*
Position Personnel Personnel
Chief 1 1
Operations Captain - 1
Admin. Captain = - 1
Lieutenant 1 -
Training Sergeant 1 1
Police Aide • - 3
Crime Prevention Assistant 1 ?**
Clerical 2 5
Total 6 12
*Assumes services are by City (not contracted) .
• **Position requirements need clarification.
1.2 Projected Space Needs:
1990 2005
N.S.F. N.S.F.
Lobby Function:
Lobby 300 300
display case, phones, waiting
Public Conference 200 200
controlled access
Fingerprint/Press Room 150 150
counter, off lobby
Public Toilets = 2 @ 80 160 160
Records Function:
Records Room 580. -760
public/staff counters, data
entry, paper files, layout
Work Room/Mail Room 200 200
copier, supplies, sink, counter,
closet
Clerical Stations 120- 180
open office set-up in
records room
Clerical Supervisor 125
Administrative Function:
Chief 250 . . 250
Admin. Div. Office - 125
Operations Div. Office 125 125
Personnel/Training 125 125
Planning/Research 125 125 ;
Unassigned Office/Library 125 125
Staff Toilet = 2"@ 50 100 100
Conference - 15 people, views
line-up 350 .350
Community Services - 200
3 open stations, storage,
files
Net S.F. 3,910 3,600
x 1.33 net/gross conversion factor 3,870 4,788
2.0 Investigations
2.0 How The Function Operates:
The investigations area is conceived as a "sealed" environment,
meaning that access beyond its boundaries are somewhat •
restrained. A separate outside entry is required for discrete
passage directly out of or into the operation. A small parking
area should be nearby,. off' the :service and police vehicle drive,
but not inside the secure parking area. There is also only one
interior entry into investigations, and this point is covered by
a clerical position. From this point, public or staff can be
directed to the line-up or interview functions, or elsewhere.
Detectives generally will work in an "office landscape"
environment. Support offices are included also, and can be used
for supervisory staff, interviews and/or special operations such
as juvenile cases, internal investigations. etc. Please see
adjacency diagram, next page. '
• • • • • • • m • • • • • •• ! • • • • • •
• 1 •
i •
• I 't40 •
C3 «� c �;7 a v :
2.1 Projected Staffing:
1990* 2005*
Position " Personnel Personnel _.
Investigations Sergeant 1 1
Detective 5 6
Clerical -_ 1 1
Total 7 8
*Assumes services are by City (not contracted).
•
•
2.2 Projected Space Needs:
1990 2005
N.S.F. N.S.F.
Clerical = --120 120
work station, waiting
Interview = 2 @ 80 160 160
recording, acoustics,
monitoring, observation
Interview 100 100
same as above, but
normative environment
Observation 100 100 .
adjacent to interview, recording -
equip. , acoustics
Line-Up/Conference 200 200
8 people, elevated stage,
vision and lighting controlled
Detectives 300 360
open stations with one
unassigned added
Supervisor's Office 125 125
( Juvenile Office 125 125 •
Narcotics/Vice Office • 125 125
Unassigned Office 125 125
Storage 80 80
•
Net S.F. 1,560 1,620
x 1.45 net/gross conversion factor 2,262 2,349
•
•
3.0 Patrol
3.0 How The Function Operates:
Patrol is a 24-hour function of the Police Department that covers
the heaviest movement activity into and out .of the facility. Not
only does the patrol operation constitute the most staff within
the Department, but the patrol mission necessitates substantial
movement by all its staff for -a variety of activities. Primary
among these are staggered shift changes, and evidence processing,
which occurs on an unscheduled basis.
To accommodate the shift change activities, the program requires
a staff entry with lockers near by. Officers heading on duty
would proceed from personal vehicles (parked in the secure
parking area) to - lockers, then to the Roll Call room for
mustering. Following briefing, they would proceed to their .
vehicles and off 'the Civic Center 'site. At the end of a shift,
the officer returns the vehicle to the secure parking area.
She/he may do minor service work on the vehicle at this time, or
prior to going on duty (see Site Considerations). On entering
the facility off the secure parking area, the report writing and
evidence function needs to occur. The report writing room needs
counter space for standing or seated paper work, and cabinets for
_ F
storage of forms:
The evidence function includes a packaging room with a counter,
lockers for securing evidence, and securable ability to
communicate with staff in the evidence room. The evidence room
will include access to lockers, storage areas (one for bicycles,
one for other items) , a vault, an evidence garage, and sufficient
room for laying out and preparing evidence for proper
storage/retrieval . The layout area also should accommodate a
desk and two vertical files, for records and forms.
The Roll Call and Training rooms are currently conceived as a
single room, based on their additional use as an E.O.C.
Operations Room (see 7.0, Emergency Operations Center).
Ancillary functions within Patrol are the following:
o Physical Training, directly off men's and women's lockers,
with appropriate walls, flooring and ventilating to
accommodate exercise equipment.
o Armory/Firearm Maintenance room, with secure storage for
ammunition and special weapons, counter space for cleaning,
plus supply and weapon storage cabinets.
• The Patrol office - the watch commander's office.
.1fZ,
° A Traffic Office for traffic operations. This will be an
area within the patrol operation that will experience high
public contact.
See 7.0, Emergency Operations Center•for discussion of joint
use of Patrol spaces for E.O.C. functions. Please also see
adjacency diagram, next page.
•
. . . -
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3.2 Projected Space Needs. -
1990 ::`. 2005
N.S.F. N.S.F.
Locker Rooms 400 <600
male/female, full ht. lockers, - -
separate toilets, access to
physical training
Physical Training 600 600
Storage Off P.T. 80 80
Roll Call 240 400
10-12 people (20 in year 2005) ,
combinable with Training, tack-
boards, mail slots, marker
board _
Training 300 300
Storage Off Training 50 50
Patrol Office 125 125
Traffic Office 125 125
Report Writing 200 300
Armory/Firearm Maintenance 160 160
Evidence Function:
Evidence Packaging 100 150
Evidence Room 800 1200
lockers , layout/work room,
general storage, bicycles
Vault 80 100
Garage 300* . 300*
Net S.F. 3,260 4,190
x 1.25 net/gross conversion factor 4,075 5,238
* Garage not included in net/gross
factoring.
' i
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.
r 4 r
3 ,
•
I;
� ° 3.1 Projected Staffing:
1990* 2005*. _
Position - Personnel Personnel
Watch Command (Lieutenant) 5
Patrol Sergeant 5 5
Patrol Officer =20 28
Total** 25 38 „`
*Assumes services are by City (not contracted) .`
**Assumes clerical personnel handle evidence function. City
verification required.
•
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fiI S.
4.0 Communications
4.0 How The Function Operates:
r 1
The Communications operation will provide five .important elements
. of the Police Department operation. One is the dispatching and .
communication link to officers on patrol , in vehicles or
otherwise remote from the facility. `;' -Another_- will be the _
after-hours and emergency - telephone "switchboard" for the ' .
Department. A third will be radio communications support for
E.O.C. operations (see 7.0 Emergency Operations Center) . Fourth
will be the control of much of the movement through access
control lines throughout the facility. This control function
could include (but not be limited to) the following:
° Secure parking areas
o Vehicle sally port access.
o Holding facility access.
° Service entry control .
o Access system management.
The fifth function would be to provide direct visual back-up to
the holding facility, specifically to the Photo/I.D. area (see
5.0 Holding Facility).
t-:A In addition to this function's need to be located near the
Holding and E.O.C. operations, it is also important that it be -
proximate to Records.. This is important since records
interfacing will frequently occur, and because Records staff are
anticipated to provide shift relief/back-up to dispatchers.
Please see adjacency diagram, next page.
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r
•
•
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•
• - .
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a.
4.1 Projected Staffing:
1990* 2005*
Position Personnel Personnel
-2
Chief Dispatcher
dispatcher 10 *10
- 10 12
Total**
*Assumes services are by City (not contracted) . -
)
•
, .
4.2 Projected Space Needs
1990 . 2005
N.S.F. N.S.F..
Dispatch Center 400 400
2 stations, space for third,
map wall
Chief Dispatcher - 125
Toilet . 40 40
Equipment Room 150 150
Base Station 80 80
Net S.F. 670 795
x 1.25 net/gross conversion factor 838 994
t ..
j
•
ry
I\ 5.0 Holding Facility
5.0 ::How The Function Operates: .
•
TheCity has indicated the need for a small holding facility as
apart of the police facility. Arrestees are anticipated to be
'`= held..no more' than a few hours, followed:.by transfer to the new
. - :,- Santa Rita Replacement Facility, nearing completion just east of
{ - Dublin. '..Applicable requirements of CAC Title 15 pertaining to
"temporary holding facilities" will apply to Dublin's holding
facility. No detoxification or safety cell holding facilities
have been -programmed into the facility. : Their inclusion would
impose extensive staffing complexities and liability exposures .
upon :- the City, particularly as regards qualified medical
supervision. These are not necessary since Alameda County's new
Santa Rita facility will include all facilities and staffing,
including medical
support, to deal with alcohol , drug or mental
:_'; health problems.
Food can be provided to arrestees by contract arrangement, or be
' made up in the kitchen area of the staff lounge.
For shot-term holding, other facilities surveyed provided 2 to 26
capacity._ We have planned for a holding capacity of 8 arrestees.
- It is important to develop the holding facility design such that
- the Photo/I.D. area serves as a point of unobstructed vision to
• - all arrestee areas, specifically cells, the holding vestibule,
medical room and sally ports. A minimum of 7'-0" wide clear
circulation space needs to be provided in front of holding cells
and. counters. The perimeter of the holding facility and its
sally ports need to be constructed to resist escape/attack. This
applies similarly to roof structure as well as wall construction.
Vehicles approach the holding facility's vehicle sally port and
are admitted into it by remote control. The officer's -arrestee
can be placed in the holding vestibule, after which the officer
•
places weapons in the gunlockers, and then proceeds through the
sally port into the Photo/ID. area. The arrestee may then be
booked or held. Holding time cannot (by Title 15) exceed 9
•
hours.' Officers and arrestees would exit back to the vehicle
sally port in similar fashion. Access from inside the facility
is similarly ' provided by means of a .sally port. A secure
visiting booth is also provided off •Photo/I.D. This will .
probably be used primarly for bondsmen and attorneys, and may
'require securable paper-passing ability. ,
Please see adjacency diagram, next page.
•
.;
•
•
•
• . •• . . • •• c o o p , groves
•
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5.1 Projected Staff:
No staff are currently anticipated to run the holding facility on a
full-time basis. However, dedicated personnel on duty within the
Police Department will supervise the holding facility while occupied
by arrestees, in accordance with CAC Title 15, Subchapter 4, Section
1027. (Responsibility for operation of the holding facility and for
meeting all other applicable requirements of Title 15 relative to its
operation, shall be upon the Chief of Dublin's Police Department.)
r:
C
•5.2 Projected Space•Needs:
1990 2005
N.S.F. .N.S.F.
Vehicle Sallyport 1,200* 1,200*
2 vehicles, drive-through,
gun lockers _
Holding Vestibule 70 70
arrestees only
Sallyport = 2 @ 80 • 160 160
Photo/I.D. 200 200.
report writing area,
open counter, fingerprint
Holding Cell - 4 320 - 320
80 nsf each, two persons
Medical 70 70
first aid, clean-up, sink,
counter
Toilet - Staff 40 40
Visiting Booth 50 50
secure/non-contact,
with paper pass ability
Storage 80 80
Janitor 40 40
Net S. F. 1,030* 1,030*
x 1.80 net/gross conversion factor 1,854 1,854
* Vehicle sallyport not included
in net/gross factoring.
•
•
•
. • . ,
6.0 Support Facilities
6.0 How The Function Operates:
Support facilities include two general components. One is the
staff lounge and its attendant support spaces. The other is the
building and routine operations support area This :includoes
provision•on for controlled removal of trash and receip
t f
products, janitorial space, and general storage, which could
include provision for active:and "dead" storage. These rfunctions -
can be located away from primary circulation areas. The sta ff
lounge, however, needs to be reasonably central in -location,
convenient, to . all staff work areas. Further, it must be
virtually adjacent to. the Emergency Operations Center (See 7.0
E.O.C.).
• •
•
•
•
•
•
•
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•
•
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r 6.1 Projected Staff
No staff are specifically assigned to these functions. Janitorial
maintenance could be accommodated on a contract basis or otherwise
coordinated with the. rest of.the Civic Center facilities.
•
- - ,- '....--;! • - :
• _. :I.,
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6.2 Projected Space Needs:
•
, .
1990 -- 2005
• •
, .
- .,
Staff Lounge ..500 600
prep kitchen with sink,
refrigeration, dishwashing,
stove, microwave. Table
seating, vending
Kitchen Storage 100* 125*
dry stores (see 7.0, E.O.C.)
Staff Toilet = 2 @ 100 200 - 200
General Storage 300
100 100
Trash , •
Janitor 40 40
Net S.F. 1,240.
x 1.25 net/gross conversion factor 1,425 1,550
*Not tabulated here - see comments on space where shown.
- .
,--
a
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7.0 Emergency Operations Center ,.n; x , ` °}
7.0 How The Function Operates
The Emergency Operations Center (E.O.C:) .is" conceivedVto serve as
•a regional emergency management post for:' a` <'wide '- range of
emergency circumstances, includin
g =:; natural _� disasters; toxic
chemical problems, etc. The_:conceived concept'will not, however, •
be outfitted to be a ' nuclear-survivable : E.O.C. -meeting FEMA
(Federal Emergency Management Agency) :12.criteria for such
facilities. This direction precludes the _necessity for certain
support facilities such as separate janitorial - space and the
separate air-handling and water well systems:- Certain special
systems will be necessary, however, " and .:space for these is
included. These include 'communications systems, '. . storage
requirements, a director's office and infirmary._,
•
The E.O.C. has been also- conceived to utilize the':least amount of
dedicated space possible. This is planned on,being accomplished
by locating spaces programmed for other day-to-day functions in
such a way that they may immediately serve essential E.O.C.
purposes. The following are noted in this regard: .
1. . Food preparation and dining: The staff lounge (see . 6.0
Support Facilities) will serve as a kitchen and dining area.
A dry storage area is programmed adjacent to allow sustained
operations should outside water and .food :supplies be
unreachable for limited times. Since it is important for
normal , police operations to continue despite E.O.C.
functions , minimizing disruptions is `" critical . The
"lunchroom" operation disruption, however, should not affect
overall. Police Department operations.
2. Operations Room: . The main nerve center of the E.O.C. will
be the Operations Room, which must be .large enough to
accommodate a number of semi-autonomous "teams" working all
at once. The roll call/training function (see 3.0, Patrol)
has been chosen for this purpose, specifically because of
its size. Disruption of the training function is relatively
minimal , as re-scheduling is all that is required. Roll
calls are a different matter, however. This function could
need to continue on a 24-hour basis. Where it occurs is a
function, to a degree, of the type .. of 'emergency that
"closes" roll call from the normal routine. In some
instances, it may be important to hold the roll calls in the
Operations Room. At other times, it may be appropriate to
locate it elsewhere. At such times there are at least two
alternate locations usable for. mustering .purposes. These.
include the Administration Conference ' Room ' or the Staff
Lounge, both of which contain sufficient: seating capacity
• for line staff roll call meetings.
•
_ 1 S,
° 3. . Separate conferences: Three conference rooms are planned
for the Police Department. Should small meetings of parts
of the E.O.C. team be necessary, any of these should be
available for such. purposes.
4. Dormitories and toilets: Sleeping and hygiene areas are
essential to managing protracted emergency situations. To
provide these in -a convenient arrangement, the Physical
Training Room is conceived to convert into a dormitory, and
the patrol staff locker rooms could be used for the
washrooms and, possibly, for E.O.C. personnel lockers.
Storage space off Physical Training is provided to .stock
cots or exercise equipment, depending on the room's use.
Please see adjacency diagram, next page.
•
• 1
I
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•
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•
7.1 Projected Staff:
No permanent staff are currently_ assigned to the E.O.C. function... It
is important for the City to identify a director, or directors, for
. the various emergency circumstances anticipated and, potentially, to
meet State requirements.
•
..` 4 ♦.- }S if _
7.2 Projected Space Needs: : - `
- 5
1990 ..: 2005
N.S.F. - �; .S.F.
Director 200 -_ _ :-.'200
includes files . ~
Infirmary : 100 :. 100
exam table, counter, sink =
Dining/Kitchen 500* 600*
(staff lounge; see 6.0
Support Facilities)
Kitchen Storage 100 125
(off staff lounge)
Operations Room 540* 700*
(roll call/training; see
3.0, Patrol)
Communications Equipment 150 Y .150
Dormitories 600*. 600* •
(physical training; see
3.0, Patrol ) _
Toilets/Lockers 400* 600*
(locker rooms; see 3.0
`. Patrol)
Net S.F. 550 550
687
687
x 1.80 net/gross conversion factor --
* Not tabulated here - see comments on space where shown.
^i. f
;
S � �
•_ is
Cost:
The following printout summarizes the probable construction cost for the
programmed police facility. The basis for this estimate i.s historical in
nature (recently completed other facilities) with cost`:indexes adjusted to
the Dublin area market. : A bid date of. September, 1988 was also utilized to
anticipate such factors as inflation.
•
•
•
•
•
i.
BLDG-SITE CODE:- 60.00 . ;:COST LEVEL:- 2 FORMAT:-1W TOTAL PROJECTS:- ES
ALL COSTS AFE IN: U.S.DO L AR,S
WMFL
SPOKANE WASHINGTON
HISTORICAL PARAMETER ESTIMATE
COST LEVEL 2 (BY AREA)
USING MED SPECIFICATION
•
JOB NAME: Dublin Civic Cen Police Sta • JOB NO:42651
• LOCATION: Dublin Calm+ornia
DESIGNER: Meier= & Assoc WMFL
TYPE PROJECT: 60 MUNICIPAL OFFICE, LO-RISE FRAME:PUB PROTECTION CONC LO
LAST HISTORICAL RATE:-11/22 AVE EECL/YR Y REPORT DATE:-11/12/86
ESCALATION (L- 6.00'/,),(M- 6.00%) TO 9/1928
FLOOR AREA : 18710 SF NO.FUNCTIONAL UNITS: 1 BL DGS
SN FR NE1 l ,.A 01180 7/85 TOTAL =STIiATtJ CONSTRUCTION COST/SF 120.02
:,.STEM EYE EYS FLSF/ DIR X N N DIR TOTAL
MEAS UNIT EYE U CO ST/ LAB MAT TOT COST/ COST/ LABOR MATERIAL TOTAL
M!'R';
( SYS U COST COST COST BLDSF BLD2F COST COST COST
02 F1GUND N 13710 BLOS: 1.00 3.30 51.04 42.96 2.62 2.20 4.36 31514 30229 61743 2242
03 F L_ !R 12710 BLEF 1,00 4,60 32-,_^ 61.2P s0..2..1 43
:.::G° 12.2E 66424 1 07 'a 171002 =-
r ; Cg + - 51.1p r_ 7 0 c 1 3 0.63 74-+ _`0_
04 1`T !.'.:! 1!5 COLLF _{)�..•r_ :+1 � 41.x.; -�-;,.1! .-J,:; 0.43 �i' - :•� 83:�3 147
05 ROOF �i t r ::vC 0.37 17.58 37.59 62.41 ;2.10 20.09 26.53._s 141 228 234 F4_ 375973 3712
1 4 12.74 5) 1� 9.12 8.:0 10 r 77419 155211 2-.04
06 EX WAD 1C1'ri5 WI SF .5' ( , 4 9 ! 1 ,':}.• 77792 7 741, 1:�:=:: _1UY
07 GLAZ 1422 SS 1^. 5 1[ 25 54 0 90 26 1 'L 63 1`504 10603 23112 427
!f EX L 1 � Cr�_ r a.l 16.25 54.10 •s.:-. i. 1.24 1.��3 1 _.
02 WALL 2 7.1 SF 1.47 2 .33 55.40 44.60 7.51 5}005 4 7 505 0651 4 _1.64
02 IN Hf!_ 1 14L 1 ( .�_ 55.40 44.60 6.26 •J '7 l._a _ . _
09 DEERE 1 -` 1 63 ` r 2.35 2.16 2.21 1436 5331 -9^9_.9 4E4
}: -L1�Rv ar4•� L�ri�l 10.71 C�aL'J v J.•f1 Fti.:'� .1_ J- C�_:��. J::J-
10 5?ECf_TY 18710 BLDSF 1.00 2.49 23.92 71.08 2.74 2.4? 3.29 12472 3E115 465:3 457
EOUIPMT DE 1 ) 7.58 32• 59 67 41 ^ 34 5^ 1 j 2 1 1 n
11 E.:UIn T 15110 ELBE; 1.00 7..�0 .:t..+: ,,.. 1 U.,; 7.:�� O.Jl 4c�2�G yvo02 141222 153
12 CONVEYR 18710 BLDSF 1.00 1.72 39.54 60.46 1.23 1.72 2.27 12724 19457 . 33121 373
13 FLUMENLSS 25 F I X T ri 735.73 4562.60 63.55 21.05 6.3:4 6.22 8.21 80221 36126 116=46 10(.'4
15 H-V-A/C 76 TON 246.42 1962.24 52.13 41.31 3.37 8.07 10.65 70769 7 1505E7 2 ,'
L.+J Lam,
•'� ' �`` ` . . `� �
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. . `� ' � . ^
_- � ` ` '� ' `�.' ��
� ` ~ ' �`� - � �
, � '
SYSTEM SYS SYS . FLSF/ ^ DlR ^ -X `� ^ % ~�. % DIR TOTAL
NEAS UNIT SYS U - COST/ LAB 'MAT - TOT COST/ COST/ - MATERIAL TOTAL H/HRS
,SYS U COST COST COST BLDSF .BLDSF COST COST COST
17 EL W/AC 18710 BLDSF 1.00 11J81 52.25 47.75 12.99 11.81 15.59 115454 105511 220965 2538
18 SPC ELC 18710 BLDSF 1.00 2.52 56.29 43.71 2.77 2.52 3� 26540 20609 47149 221
.
^ ^
BUILDING COST ONLY 1701388 100.00 9�93' 780095 921293 1701388
GENERAL CONTR'S MARK UP 544444 . 32.00 29.10 249630 294814 544444
SUBTOTAL EST BLDG COST 2245832 132.00 120.03 1029726 1216106 2245832
01 SITEWRK 0 SITSF 0.11 1.72 51.15 42.85 0.00 0.00 19.49 0 0 0 5023
SlTEWORK COST ONLY 0 0.00 0.00 0 0 0 5023
GENERAL CONTR'S MARK UP 0 0.00 0.00 0 0 0
SUBTOTAL EST SITE COST 0 0.00 . 0.C4) 0 0
TOTAL EST DIRECT COST 1701388 . 119.96 90.98 7D0095 921293 1701288 27142
TOTAL EST CNSTR COST 2245232 152.25 1120.03 1029726 121606 2245822
$120.03 /SF
AVERAGE CONSTRUCTION PERIOD = 15 MCNTHS
,^=
QL/
. ` .
'
' . .
. '
IV. CONCLUSIONS -
(77.. • A. City Hall
Having arrived at employment and space projections for the
city through -the year 2005, we can now compare these with
the experience of other selected California cities.
1. Projected Employees
The City .of Dublin expects to have City Hall 48
employees in 2005 if Engineering and Public Works
functions are on contract as at present (Scenario 'A')
and 53 employees if these functions are brought in-
house. (Scenario 'B') . These employees will serve a
population of approximately 40,000. In order to
compare this with other cities, George Miers and •
. Associates looked at municipal employment in all
California cities with populations between 35, 000 and
45,000.. Out of 30 cities of this size, the average
number .of 'city employees was ' 239. Not all of these are
City:Hall' employees, however, so we have multiplied
this by a• factor to estimate city hall employment. Our
survey found that an average of 30 percent of city -
. employees work in city- hall offices (see Section I) .
This results in an estimated average of 72 employees
housed in city hall for California cities of this size,
somewhat higher than the projected figure for Dublin.
2. 'Projected Building Size •
Our analysis resulted in a projected building size of
between 23, 866 (Scenario 'A') and 24,938 (Scenario 'B ')
for a .population of 40, 000. This is within the range
of building size found in our survey. Campbell, with a
population of 35,500, has a 23,000 SF City Hall,
' excluding the Police Department. Newark 's City Hall,
built nearly 20 years ago, is smaller at 21, 000 SF and
serves a population of 36,500. Union "City, with a
population of 48,000, has a 37,000 SF City Hall, fifty
percent larger than proposed for Dublin.
The square footage per worker for Dublin is 497 under
Scenario 'A' and 470 under Scenario 'B ' . This compares
with an average of 462 SF for existing city halls in
the sample, excluding unusually large facilities and an
overall average of 605 SF for all city halls included
in the survey. .
3. Recommendations •
After careful review by the Department Heads, City
•
Manager and the Civic Center Advisory Committee, the
George. Miers & Associates team strongly recommends the
2005 year program projections as the basis for both the
City Hall and Police Facilities. The 2005 program is
based upon a future population of 40,000 persons - a
•
figure which seems quite plausible given both recent
• trends and Dublin's extensive "sphere of influence. "
The .2005 scenario is further- justified when compared
against other similar planned civic center complexes
and particularly considering that the 1990 program
would be realized only two years after the projected
building is completed and the year 2020 is so far off
• that reliable projections probably are not possible. •
As noted above, our 2005 projections include two
different scenarios which provide for Engineering and
• Public Works offices either being contracted for
(Scenario "B") . In brief, the Scenario "A" calls for a
City Hall wing which will contain 23,866 GSF. This
figure increased to 24, 938 GSF under Scenario "B"-.
This size facility will accommodate approximately 50 .
City Hall employees. Most departments will contain
either a reception area or a public counter, storage/
•work space and conference rooms of various sizes. The -
city hall will also contain Council Chambers, Council
offices, a large regional meeting room and a main -
entrance lobby that may also serve other civic
functions. .
•
•
•
,a -
•
•
B. Police Facility:
Size:
•
• We recommend building to the programmed square footage indicated for
the year 2005, or 18,710 g.s.f. This includes provision for an E.O.C.
. The primary reasons for recommending an "over-sizing" of the facility
• are two-fold. One relates to the scope of the size increase and its
cost consequences; the other relates to practical considerations for
dealing with expansion.
We note that the facility size increase to provide an appropriate
. facility at 40,000 population amounts to a 15% increase over the
• 25,000 population model . Meanwhile, the population served could jump
60% (from 25,000 to 40,000) , and staffing could jump 46% (from 48 to
70) . Thus, the increase is seen as relatively economical compared to .
• • • the increased scope of services provided. More important, the needs
for increased space occur in a variety of program areas and it is very
• . . .impractical to build expansion capacity" scattered throughout a
facility. . If the expansion need could be isolated to a particular
• area, •architecture could accommodate a simple addition. But, this is
not the case here. Expansion must happen everywhere. Attempting to •
allow it to happen later in bits and pieces, or allowing for a single
added-on extension that forces extensive remodeling of the previously
(: : . built facility, are not cost effective construction approaches. Such
circumstances also force extensive disruption of operations; an
important planning consideration in police operations. These are the
practical considerations mentioned above.
Finally, building to ' a population projection only 3 years away is •
• basically no planning at all . A 15 to 20 year working life is .
essential to municipal agencies to allow them to concentrate on their •
work, rather than both those tasks and continuous , expansion planning.
An undersized facility will force continuing attention on space
issues , cutting into the agency's effectiveness to meet its essential
obligations.
With these factors in mind, then, we recommend building to the 18,710
s.f. facility size.
Staffing:
WMFL analysis of staffing projections focused on the 25,000 and 40,000
population models, with police services provided by the City. As
adjacency diagrams were developed, clerical support emerged as a
staffing question, in that only two clerical personnel were assigned
to deal with records, administration and investigative functions on
the 25,000 population model . Similarly, the 40,000 population model
included five clerical ' personnel , including a supervisor. We
•
Ji,
•
Ez„..
' recommended an additional clerical position primarily for the investi-
gative function. This function will generate substantial file search
and documentation efforts, plus ..it needs a "control" position at its
entry - someone to manage traffic into the area. This control aspect
is critical in light of the pervasively sensitive nature of investi-
gative efforts on the whole. .:::.:.. . .::.
We further believe, as planning .-and staffing , analysis continues,
additional clerical positions may be required, to help handle the
records operation and the administrative functions (this position may
be an executive secretary or a night shift secretary/records clerk)
and to address the evidence processing issue, i.e. who is going to be
responsible for it?
S
, , ,,„.„.....,,,,„,,.:
. , i . : . ,
»— s's .. Retail r Retail, i LT__.Arun I Retad .(. _ 13
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�� NET SITE AREA / ;', .-... I` ! t•'i '
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NN*,.. 'r / f 1 Uublin Rrcrc.niun Park I
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APPENDIX A
TYPES OF SPACES IN CITY HALL
A. Department Head Office (Administration or Development Services)
Desk 250 sf
Visitor Chairs
- File/Credenza
Drafting or Plan Table
or Meeting Table
B. Department Head Office (Regular) 200 sf
Desk
Visitor Chairs
File/Credenza
C. Professional (Administration or Development Services)
Desk 175 sf . .
Visitor Chair
File Cabinet/Roll File
Layout Table '
D. Professional (Regular) 125 sf
Desk
Visitor -Chair
File Cabinet
E. Secretarial. 100 sf
L-shaped Desk
Word Processor
File Cabinet
F. Clerk/Typist 60 sf
L-shaped Desk
' Word Processor •
G. Conference Rooms
4 - 8 persons 160 sf
8 -12 persons 200 sf
12 -25 persons 350 sf
H. Counter Space - (see diagram)
10' long = 250 sf
15' long = 375 sf
30 ' long = 750 sf
I. Reception Area
3-4 people 100 sf
6-8 people - 200 sf
3. Council Members Office 150 sf
Desk
Sofa
Visitor Chairs
Note
The offices of department heads and senior staff will be enclosed .
APPENDIX A
•
r
A. DEPARTMENT HEAD OFFICE 250 SF
(ADMINISTRATION OR DEVELOPMENT SERVICES)
DESK
VISITOR CHAIRS NI
• FILE/CREDENZA
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B. DEPARTMENT HEAD OFFICE _ 200 SF
(REGULAR)
DESK �\��
VISITOR CHAIRS -,�
FILE/CREDENZA 171
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I tit AO' =et F\- .
APPENDIX A
C. PROFESSIONAL 175 SF
(ADMINISTRATION OR DEVELOPMENT SERVICES)
DESK
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LAYOUT TABLE
•
D. PROFESSIONAL 125 SF
(REGULAR)
DESK �
VISITOR CHAIR 1
FILE CABINET
yC.
APPENDIX A
E. SECRETARIAL 10o sF
L-SHAPED DESK 1
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FILE CABINET
WORD PROCESSOR
•
F. CLERK /TYPIST 60 SF
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APPENDIX B
INDIVIDUAL FURNITURE REQUIREMENTS
City Manager 's Department
. City Manager/City Clerk*
Desk
2 Visitor Chairs
2 Small Sofas
- Credenza
• 2 Bookshelves
File Cabinet
Assistant City Manager*
Desk
2 Visitor Chairs
Filing Cabinet
Bookshelves
Economic Development Specialist*
Desk
2 Visitor Chairs
Filing Cabinet -
Bookshelves
Personnel Assistant*
Desk
2 Visitor Chairs
File Cabinet
Secretar.y+
Desk
Word Processor
Filing Cabinet
Clerk/Typist
Desk
Wordprocessor
Council Member ' s Office*
Desk
2 Visitor Chairs
2 Small Sofas
Coffee Table
Bookcase
File Cabinet
Note
* Enclosed office
+ Will need enclosed office in 1990
APPENDIX B .
Finance Department
Finance Director*
Desk
2 Visitor Chairs
Bookshelves •
File Cabinet
Computer Station
Built-in Safe
•
Senior Accountant
Desk
1 Visitor Chair
2 File Cabinets
Computer Station
Account Clerks
Desk
1 Visitor Chair
Computer Station
Central Cashier -
Desk
Cash Register behind counter •
• Computer Station
Meter Reader
Desk
Storage for Water Register and Tools
Storage for Raingear •
Buyer
Desk
2 Visitor Chairs
Bookshelf
File Cabinet
•
Building Inspection
Building Official*
Desk
Plan Table
Individual File
Drafting Table
Building Inspector
Desk
Table
Individual File
Note
* Enclosed office
APPENDIX B
•
Building Inspection (cont 'd)
Zoning Inspector
Desk
Individual File
Clerk
Desk
Typewriter/Word Processor
Planning.
Planning Director*
Desk 2 Drawer File
2-3 Visitor Chairs 5 Drawer File
Drafting Table Credenza
Additional Table Bookshelves
Vertical Roll File
Senior Planner*
Desk Bookshelf
.Visitor Chairs 2 Layout Tables
Roll File 2 Drawer File Cabinet
Associate Planner
Desk
Visitor Chair
Bookshelf
Layout Table
2 Drawer File Cabinet
Planning Intern
Desk
Secretary
Desk with return '
Word Processor •
Layout Table
Clerk/Typist
Desk
Word Processor
Engineering and Public Works
City Engineer*
Desk
Drafting Table
Bookcase
Small Storage for Drawings
* Enclosed office
•
APPENDIX B .
Engineering and Public Works (cont'd . )
Senior Engineer*
Desk
Drafting Table
•
Roll Storage
Public Works Inspector
Desk •
Drafting Table
3x5 roll file
Public Works Director*
Desk
Layout Table
Roll Storage
Maintenance Superintendent and Parks Supervisor*
Desk
Layout Table
Roll Storage
Secretary
Desk
Word Processor
•
Recreation
Recreation Director*
Desk
Visitor Chairs
Credenza
Recreation Supervisor*
Desk
Visitor Chairs
Layout Table
Secretary
Desk
Word Processor
Cash Box
* Enclosed office
•
APPENDIX C
DIMENSIONS OF TYPICAL STORAGE UNITS
•
070
A . •
UNDER COUNTER CUBICLE STORAGE
016000 •
a
0
B .
UNDER COUNTER VERTICAL STORAGE
A
4*
C .
UNDER COUNTER CUBICLE STORAGE
WITH SHELVING ABOVE
APPENDIX C
•
444.00.
_ 140
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TYPICAL FILE CABINET
:>< - rot :'-- -
.1):4 0
. .,:.„.„ 4..
E . :7::111114
AI�Q� S
FLAT FILE DRAWING STORAGE
v"
if
ri '' c„
110 F. �VERTICAL SHELF STORA E
a ,.
G . o,
ROLLING VERTICAL PLAN RACK
APPENDIX C
ALTERNATE LAYOUTS OF 100 SF STORAGE ROOM •
100 SF
3'-0'
. cD
-C;
3.-6. 4
3'-0'
10'-6'
100 SF f
1'-6' •
0 3,-6.
•
ca
3'-0'
12'-6' •
100 SF
1 '-6'
cD'
rn
fl16'
• 3'-0' MIN. 6'-0' MAX.
APPENDIX D
ASSUMPTIONS ABOUT GROWTH OF STORAGE
•
1. Present Storage = 1 x SF Active Files
2 . 1990 Storage = 2 x SF Active Files
3 . 2005 Storage = 3 x SF Active, 1 x Dead Files
4 . 2020 = 3 x SF Active, 2 x Dead Files
a) All records are kept in active storage for the next 4
years until 1990 . We assume that the space needed for
file storage in 1990 will be twice that required now,
four years after the city 's incorporation.
b) The amount of storage space required for files is again
assumed to double between 1990 and 2005, so that the
total space occupied in 2005 is four times the space
occupied in 1986 . One quarter of this space will be.
occupied by "dead" files.
c) Between 2005 and 2020 we assume the rate of growth in
files slows down and occupies five times the original
space in 1986 . Forty percent of this space is occupied
by "dead" files .
d) It is assumed that files stored as "dead" files occupy
half the space required when stored as active files.
APPENDIX E
CALIFORNIA CITY HALLS - CASE STUDIES
ANTIOCH
Population : 1985: 50, 900 Total city employees : 160
1970 : 28, 060 Employees in City Hall : 58
Growth Rate : 81% City Hall size : 40, 000 SF
2000 Projected : 78, 900 Built: 1982
•
Additional Facilities in City Hall : Communication Center , Credit
Union, Cafeteria
City Departments outside City Hall : Police, Court, Recreation,
Council Chamber
This city has one of the lowest ratios of staff to population in
the Bay Area. Due .to financial problems a few years ago, the
city ' s workforce has declined from 220 in 1981 to 160 today. As
a result some space is leased out to the Chamber of Commerce and
other organizations . The City Manager complained, however , about
the building 's unattractive appearance and poor finishes. No one
uses the elevator connecting the four floors and the stairways
are dimly lit.
The Police Department is housed in a separate building built ten
years ago that is now becoming overcrowded . The city plans to
expand this facility or rebuild it within the next few years.
BURLINGAME
Population : 1985: 27, 700 Total City Employees : 245
1970 : 27 , 320 Employees in City Hall : 39
Growth Rate: 1% City Hall Size: 50, 311 SF
2000 Projected : 27, 900 Built: 1970
Additional Facilities in City Hall : Council Chamber
City Departments outside City Hall : Police, Fire, Recreation.
All office space in this city hall is now being used and there is
no space for future expansion.
•
BREA
Population : 1985: 32, 000 Total City Employees: 276
1970 : 18, 447 Employees in City Hall: 187
Growth Rate : 73% City Hall Size : 155, 000 SF
2000 Projected : N/A Built: 1981
Additional Facilities in City Hall : Art Gallery, 100-seat
Theater, Council Chambers, Community Meeting Rooms .
City Departments outside City Hall : Fire, Maintenance
This is a fast growing community in Orange County. Their new
Civic Center contains a total of 270 , 000 sf. on five levels with
the first two levels devoted to parking. Of the 155, 000 sf.
usable space, only 30 , 000 sf . is devoted to general office and
. 8, 000 sf. to the Police Department. The remainder of the
building is given to public amenities .
CAMPBELL
Population : 1985: 35, 500 Total City Employees : 170
1970: 24, 770 Employees in City Hall : 105
Growth Rate : 43% City Hall Size: 30, 000 SF
2000 Projected : 37, 800 Built: 1970
City Departments outside City Hall : Fire, Parks, Library
The City of Campbell has recently acquired a former school into
which its Recreation and Community Services Department will soon
be moving . Office space in this 159, 000 sf. building is being
leased out until the City needs it for future expansion.
During the last few years, the Finance Department has been this
city 's fastest growing department. The staff has more than
doubled since 1970 while the floor space occupied by the depart-
ment has increased almost ten-fold due to the introduction of
computers and need for file storage .
The staff we spoke to felt that their City Hall was well designed
and a pleasant place to work .
•
ESCONDIDO — PLANNED CIVIC CENTER
•
Population : 1985: 76, 000 Total City Employees : N/A
1970: 38, 000 Employees in City Hall : 206
Growth Rate : 100% City Hall Size: 85, 800 SF
2000 Projected : 94, 000 Built: Under construction
Additional Facilities in City Hall : Staff Lounges, Exercise Room
City Departments outside City Hall :
Now under construction.
FAIRFIELD
Population : 1985: 67, 820 Total City Employees : 400
1970: 44 , 146 Employees in City Hall : 105
Growth Rate : 54% City Hall Size : 33, 000 SF
2000 Projected : N/A Built: 10 years
Additional Facilities in City Hall : Council Chambers
City Departments outside City Hall : Police, Fire
This is a four storey building which contains space for future
expansion. ' Nearby is a community center, a 13, 000 sf. public
safety building housing 100 police and fire department workers,
and a three acre lagoon.
FOSTER CITY
Population : 1985 : 24, 500 Total City Employees : 160
1970 : 9, 327 Employees in City Hall : 37
Growth Rate: 163% City Hall Size : 9, 800 SF
2000 Projected : '28, 300 Built : 15 years
Additional Facilities in City Hall : Council Chambers
City Departments outside City Hall : Police, Fire
Foster City has recently hired an architect to do a comprehensive
space plan. The present city hall is overcrowded and badly laid
out . It may be remodeled or completely rebuilt depending on the
results of the study.
The city is not expected to grow much larger in population, since
vacant residential land will be built out within the next five
years . The new facilities will be planned to include space only
for an additional one or two employees.
HEMET - PLANNED CIVIC CENTER
Population : 1985: 29, 00 Total City Employees : N/A
1970 : 12, 252 Employees in City Hall : 235
Growth Rate : 137% City Hall Size: 166, 704 SF
2000 Projected : 51, 500
Additional Facilities in City Hall : 19, 000 sf. Fire Dept. ,
16 , 000 sf. Neighborhood Center , 13, 000 sf. Arts Center, 48, 000
sf. Llbrary, 30, 000 sf. Police Facility.
City Departments outside City Hall : -
Hemet is a rapidly growing City in Riverside County that is a
popular place for retirement. A competition is being held to
select an architect to design a masterplan and develop the first
phase. The initial development will include at least a 30, 000
sf. police facility and is budgeted at $4 million.
MARTINEZ
Population : 1985: 35, 300 Total City Employees :130 FTE
1970: 16, 506 Employees in City Hall : 75
Growth Rate : 114% City Hall Size: 23, 500 SF
2000 Projected : 40, 300 Built: N/A
Additional Facilities in City Hall : Council Chambers
City Departments outside City Hall : Engineering
The city offices of Martinez are housed in a former school
building that has been remodeled several times in recent years.
There is a serious shortage of space which is now being addressed
in a comprehensive space study.
The present building is U-shaped with the City Manager ' s Office,
Finance, Administrative Services and Planning and Building housed
on the ground floor of the main building and tfie Recreation
Department, Economic Development and storage on the second floor .
The two storey west wing houses the Police Department while
Council Chambers and Leisure Services are contained in the east
wing . Nearby on the same site is an old house owned by the city
that houses the Engineering Department.
•
MERCED — 'LANNED CIVIC CENTER
Design Population: 100, 000 Projected Employees : 134
City Hall Size : 60, 000 SF
Additional Facilities in City Hall: Exhibition Space
Construction began on the new City Hall in November 1986 .
Because of a constrained site, it will be built as three stories.
Studies are currently underway on the appropriate size for a
" proposed Performing Arts Theater.
MOUNTAIN VIEW - PLANNED CIVIC CENTER
Population: 1985: 64, 600 Total City Employees : N/A
1970: 51, 092 Employees in City Hall : 151
Growth Rate: 26% City Hall Size : 62, 250 SF
2000 Projected : 69, 900
Additional Facilities in Civic Center : Council Chambers , 600-seat
Theater , 200-seat Experimental Theater, Public Plaza
The City of Mountain View held a competition for the design of
their new Civic Center in the fall of 1986. The new center is
scheduled for completion in 1989 and will cost approximately $17
million. The site is next to a park and it is intended that the
new city hall and theater will create a complex that will be the
principal focus of civic and cultural activity in the community.
NEWARK
Population : 1985: 36, 500 Total City Employees : 174
1970 : 27,153 Employees in City Hall: 39
Growth Rate: . 34% City Hall Size : 21, 000 SF
2000 Projected : 42, 800 Built: 1968
Additional Facilities in City Hall : Council Chambers
City Departments outside City Hall : Police, Library, Fire
The municipal workforce of the City of Newark has grown by
approximately one-fifth during the last fifteen years. Most of
this growth has been in the Police Department. A new wing was
recently added to the City Hall to house the Police Department.
The fact the the city offices are in a seven storey building has
made it unpopular with some of the staff and visitors, and has
caused problems in pedestrian circulation.
•
•
•
NOVATO — PLANNED CIVIC CENTER
Population : 1985: 53, 200 Total City Employees : N/A
1970: 31, 006 Employees in City Hall : 88
Growth Rate : 72% City Hall Size: 43, 000 SF
2000 Projected : 61, 400
Additional Facilities in City Hall : 4000 sf expansion space,
5000 sf atrium
City Departments outside City Hall : Police, Youth Services,
Community House, Council Chamber
Novato ' s new Civic Center is now at the design development stage . .
and construction is scheduled to begin in 1988. It will include
a total of 32, 000 sf office space and a two storey atrium of
• nearly 7, 000 sf. An additional 4, 000 sf of ofice space is being
included that will be leased out until the city needs it for
future expansion.
OCEANSIDE — PLANNED CIVIC CENTER
Population : 1985: 100, 000 Total City Employees : N/A
1970: 40, 494 Employees in City Hall (2005) 292
Growth Rate: 147% City Hall Size : 49, 466 sf net
2000 Projected :140, 000
•
Additional Facilities in City Hall : School District Offices,
Fire, Water Utilities, Council Chamber , Community Room
Last year the City of Oceanside, near San Diego, ran a
competition to select an urban design plan for their new Civic
Center . The new facility is estimated to cost $15 to $20 million
and scheduled to begin construction at the end of 1986. It will
include approximately 170, 000 sf of general municipal office
space. This will include all city operating departments and the
administrative offices of the school district (123, 000 sf) , a
40 , 000 sf library and a 7, 000 sf fire station. It is hoped that
the new Civic Center will play an important part in revitalizing
the city 's downtown.
•
PETALUMA
Population : 1985: 41, 800 Total City Employees : 221
1970 : 24, 870 Employees in City Hall : 49
Growth Rate : 68% City Hall Size: N/A
2000 Projected : 57, 800 Built: 15 years
Additional Facilities in City Hall : Municipal Court, Law
Library, Print Shop
City Departments outside City Hall : Police, Parks, Fire, Animal
- Control
Petaluma's City Hall contains some excess space that is leased . .
out to other organizations . The Police Department was cramped
until they moved out to their new 11, 500 sf building in September
• 1986 .
PLEASANT HILL - PLANNING A NEW FACILITY
Population : 1985 : 33, 800 Total City Employees : N/A
1970 : 24, 610 Employees in City Hall : 55*
Growth Rate : 37% City Hall Size: 15-18, 000 SF*
2000 Projected : 36,100
The present City Hall is 12, 000 sf and houses 45 employees in
very cramped conditions . Since the city does not expect to grow
very much more, the new facility will be designed for an. eventual
workforce of 55, and will be 15 to 18, 000 sf .
*Planned
PLEASANTON
Population : 1985: 41, 600 Total City Employees : 276
1970 : 18, 328 Employees in City Hall : 69
Growth Rate : 127% City Hall Size : 12, 000 SF
2000 Projected : 62, 800 Built: 1974
City Departments outside City Hall : Police, Fire
Pleasanton 's City Hall contains less than 200 gross sf per
employee and conditions are, therefore, crowded . Plans for a new
City Hall are at the conceptual stage while construction is due
to begin on a new 30, 000 sf library some time next year .
REDWOOD CITY - PLANNED REMODELLING
•
Population : 1985: 75, 400 Total City Employees : N/A
1970: 55, 686 Employees in City Hall : 72
Growth Rate : 35% City Hall Size : 27, 000 SF
2000 Projected : 84, 000
City Departments outside Cit_v Hall : Police, Library, Parks and
Recreation, Fire
Redwood City is planning to add a mezzanine floor to its present
City Hall that will provide space for an additional 15
workstations . This is an interim measure, however , and even
after remodelling there will still be a shortage of space . When .
the remodelling is completed in October 1988, the Finance, Data
Processing and Personnel Departments will move into City Hall . A
• new Fire Department and a 30, 000 sf library are also planned .
SAN CLEMENTE
Population: 1985: 32, 000 Total City Employees : 228 FTE
1970: 17, 063 Employees in City Hall : 225
Growth Rate: 87% City Hall Size: 18, 000 SF
2000 Projected : N/A Bulit: 1963
Additional Facilities in City Hall : Council Chambers
City Departments outside City Hall : Marine Safety
City employees in this building are very overcrowded and forty of
them will shortly be moving into a separate building. This
building will be leased by the city until new facilities can be
built .
•
•
•
UNION CITY
Population: 1985 : 48,400 Total City Employees: 170
1970 : 14 ,724 Employees in City Hall: 98
Growth Rate: 229% City Hall Size: 50,692 SF
2000 Projected : 56,300 Built : 1978
Additional Facilities in City Hall : Council Chamber, Lounge
City Departments outside City Hall: Library
This City Hall is on two levels, (see section below) . The upper
level is 18,650 sf and includes council chambers, central public
lobby and garden and offices incorporating space for future
expansion. The lower level contains approximately 18 ,000 sf.
The Police Department occupies 13,200 sf and the remainder houses
central services and future expansion space for the Police
Department. The City Hall is located in a park-like area with a
lagoon, picnic tables and play areas for children.
•
•
•
- —
I gO U NCIL .CNAM BE R $' LOBBY CONFERENCE OFFICES n
•
FUTURE EXPANSION MECH. EQUIP. SQUAD ROOM RECORDS AND CENTRAL STORAGE
COMMUNICATIONS AND RECEIVING
C I T Y H A L L - L O N G I T U D I N A L SECT ION
•
•
VACAVILLE
•
Population : 1985: 51,100 Total City Employees : 250
1970: 21, 690 _ Employees in City Hall : 143
• Growth Rate: 136% City Hall Size: 30, 000 SF
2000 Projected : 84, 200 Built: 20+ YEARS
City Departments outside City Hall : Traffic Court, Library
The staff of the City of Vacaville has grown from about 100 in
1970 to approximately 250 today. They have recently added a new
5, 000 sf Police Department and are planning to expand further in
the near future. They hope to consolidate the management
personnel of the Fire and Recreation Departments in the main
building soon, since their off-site locations has led to communi-
cation problems.
The present City Hall, built about 20 years ago, is a one storey
building. Since it is 30, 000 sf area, some staff feel the city
offices are "too spread out. "
•
i
•
VALLEJO
Population: 1985 : 91,900 Total City Employees: 310+
1970 : 66,733 Employees in City Hall: 84
Growth Rate: 38% City Hall Size: 60,000 SF
2000 Projected : 109,700 Built : 1977
Additional Facilities in City Hall : Court, Credit Union, Council
Chambers, 5000 sf storage
City Departments outside City Hall : Fire, Police, Library
The City of Vallejo is planning to build a new Public Safety
Department for the administrative offices of Police and Fire.
Otherwise, there is plenty of room for future expansion in the
City Hall. The only new department added in recent years was
Economic Development , with a staff of three. The offices are
mainly open plan with department heads having semi-private areas
- not rooms with doors.
PUBLIC WORKS
EL .VATOp
4th Level
FY-ATT I RNEY
_-BATA PROCESS GENERAL SERVICE WARD PROCESSING Allaluipp. ITV CL
FINANCE / ,PERSONNEL- EtEvATO- •
ANAGE`f
3rd Level
PLANNING COUNCIL CHAMBER
BUILDING {FF . CEy ' '
2°d Lever LOBBY
1-
j c'� c E�TR?NCE -
j COLLECTFON•7' _Z{!L'MAN RE IONS L._ samaCtara street''
I -" 1�. ��
DUS OMMUNITY DEVELOPMENT / J--- 1`EtF!gTOy.
1 t Level PARKING LOT ENTRANCE
CITY HALL FLOOR PLAN
•
APPENDIX F
DUBLIN CIVIC CENTER MEETING MINUTES. - OCTOBER 10, 1986
Attending : William Hoffmann - GMA
Chris Kinzel - TJKM Tranportation Consultants
(415) 463-0611
Subject of Meeting : I-580 - I-680 Interchange
ITEM ACTION MINUTES
. 10-10. 1 Caltrans has made plans to expand interchange
but there is no funding and no time schedule.
10-10. 2 Current planning calls for an interchange that
would be one of the largest in the state,
costing $50 million to $200 million. Maybe 15
years to build . Build in phases.
10-10. 3 Funding could be by Caltrans, or Alameda
Measure "B" in November election.
10-10.4 State is trying to discourage development on
land adjacent to freeway, but has no money to
buy property at this time.
10-10. 5 Two alternative interchange designs being
developed privately by Prudential .
10-10. 6 Caltrans ' plan takes about 200 ' from the
Dublin Civic Center site. See map attached .
This is worst case scenario.
10-10. 7 For more information, call Caltrans :
Gene Poch at 333 California) : ( 415) 923-4169
Steve Lee " " " 923-4171
Leo Davies 923-4076
cc : Attendees
Richard Ambrose
Paul Rankin
•
•
APPENDIX G
DUBLIN CIVIC CENTER MEETING MINUTES - NOVEMBER 4 , 1986
Attending : William Hoffmann - George Miers & Associates
Eugene Poch - Caltrans
Project Chief Development C
. Leo Davies - Caltrans
Project Engineer
Purpose of Meeting : To investigate Caltrans plans for I-580 -
1-680 Interchange.
ITEM ACTION MINUTES
11-4. 1 There are two plans for expanding the 580-680
interchange. The more modest and more
immediate plan calls for adding an additional
• lane to the existing off-ramps. This plan
probably would not require the acquisition of
more right-of-way, but since the engineering
has not been done, there is no certainty of
this .
11-4.2 The second , and most ambitious, plan calls for
a four-level interchange, with the acquisition
of more right-of-way. At the Dublin Civic
Center site the additional right-of way is
roughly 200 ' wide.
11-4. 3 The second plan is a scheme only. It has not
been fully analyzed or engineered . Alameda
• County Measure "B", if passed today, would
provide funds for additional analysis.
11-4. 4 At present there is no funding for engineering
or construction, and there is no timetable
established to begin either activity.
cc : Attendees
Richard Ambrose
Paul Rankin
•
S
•
APPENDIX H
SITE ANALYSIS
1. Site Areas and Adjacent Conditions
The proposed site is a flat irregular shaped parcel
bounded by Dublin Boulevard , Alamo Creek, Interstate 580,
and the Dublin Recreation Park . The Gross Site Area is 11. 6
Acres . The net area to be developed is 10. 8 acres (not
including the Sierra Court extension roadway). Caltrans
currently has proposed a 2001 maximum right of way adjacent
to I-580 which totals 2. 4 acres . Utilities would be
accessed along Dublin Boulevard .
Nearby buildings that have some impact on the site are the
National Food. Processors Association building to the west;
the retail buildings to the north across Dublin Boulevard ;
and views to the Hilton Hotel in Pleasanton across I-580 .
2. Noise Contours
The noise sources that affect the site area ( in order of
importance) are I-580, particularly at rush hours, Dublin
Boulevard , and the NFPA building to the west. The average
noise contours shown ( in A weighted decibels) are provided
by Charles M. Salter Associates in their preliminary noise
assessment conducted in October .
The 60 db contours are significant in that noise levels
below this level allow for satisfactory speech communication
without extra voice effort. The white area between the 60
db contours falls within this category.
The Council Chamber may require some special measures for
noise attenuation as will some large private offices and
conference rooms . However, open office areas can be located
almost anywhere on the site without special attention to
noise control .
3. Solar Orientation
The north-south axis of solar orientation is rotated by 17°
counterclockwise from the long axis of the site
(perpendicular to Dublin Boulevard) . The solar paths shown
are for mid-summer, fall and spring, and mid-winter . This
data is derived from solar path diagrams for 38° N latitude
contained in "Architectural Graphic Standards" .
•
•
(' To illustrate the relative shadow effects in each season a
50 ' high square "building" is located on the site in the
center of the overlay diagram. The shadows are shown as
they lengthen from summer to fall/spring to winter (all are
shown at noon) .
4. Wind information was derived from conversations with
officials at the nearby Livermore Airport and from a wind
rose (shown in the lower right-hand corner) provided by the
airport. The average prevailing winds are from the west-
southwest, with highest storm winds from the north. High
storm winds might also be expected from the south or
southwest. In terms of everyday comfort our primary concern
will be the west-southwest winds.
A "square" building is shown on the site to illustrate the
wind shadow effects that may be developed to the leeward
side of a building . The magnitude of the wind shadow
depends greatly on the height and configuration of the
building .
5 . Views from the Site
The desirable views from the site are primarily in the
direction of the athletic fields and the hills to the
southwest. A distant view of Mt. Diablo exists to the
north. With increased building height (3 stories or more)
other desirable views may be obtained to the northeast.
Views that may currently be considered undesirable are to
the west in the direction of the NFPA processing plant.
6 . Views to the Site
The most important views to the site are from the vehicular
approaches along Dublin Boulevard. These are the views
that, in our opinion will most effectively determine the
visual " image" of the Civic Center for Dublin residents .
These are the views at B and C on the Diagram. The view
from the west approach is obscured until just before the
bridge over Alamo Creek . The view from the east is
continuous from a long distance over the athletic fields . A
secondary view is a short unobscured view from westbound I-
580 at D. Depending upon the height of proposed buildings,
this view could be quite visible. Eastbound I-580 views are
almost completely obscured by trees and bushes in the
divider strip.
•
7 . Vehicular Circulation
Primary vehicular circulation to the site is along Dublin
Boulevard with a few vehicles coming from Sierra Court to
the north. The public access to the site is already
established by the recent extension of Sierra Court into the
site. A secondary access point will have to be developed
for police vehicles . The best location for this is probably
as far away from the public access as possible, at the
northwest corner of the site.
It is assumed that there will be very little pedestrian
circulation to the site from off-site locations. Most
people will arrive by car . There may be some pedestrian .
circulation to the site from the athletic fields and their
parking lot to the north and from the intersection of Dublin
Boulevard and Sierra Court.
8. Analysis
The preceding data seem to suggest a desirable building site
toward the northern end of the site. This is the quietest
portion of the site and as it is close to Dublin Boulevard
will enhance the building 's presence and prevent a sense of
remoteness for the Civic Center facilities. -Because of the
exposed nature of the site (to noise and wind) a courtyard
would be a very desirable feature for the building . This
could be developed as a controlled multi-functional public
and private use space . A plaza or intensively landscaped
area in front of the building along Dublin Boulevard would
be an inviting public space and a complementary "foreground"
for the building from Dublin Boulevard . The parking might
then be set behind the building with access already provided
by the Sierra Court extension. Less intensive landscaping
might be desirable to the south towards the highway in
anticipation of future development for a gymnasium or
theater . A windbreak of closely-spaced
tree plantings would be useful along the western edge of the
site, both to deflect prevailing winds and to obscure
undesirable views of the processing plant. At the extreme
south of the site a berm might be studied to reduce noise
exposure from the highway and also to create a dramatic
landscpe edge to the site. Due to the prior site visability
from the west along both Dublin Blvd . and I-580, a strong
vertical element such as a taller portion of the building,
flagpoles or clocktower might be beneficial.
APPENDIX I • •
• ADDITIONAL SPACE REQUIREMENTS .
WITH DSRSD FUNCTIONS
•
• 2005
NSF
Finance
Office space •
2 Account Clerks 200
Meter Reader 125
•
Storage - Account Records 42
Subtotal 367
Water & Sewer Department
Office Space
Supervisor , Water 175
Engineer , Water 175
Admin. Manager, Sewer 200
Engineer, Sewer 175
Secretary 100
Storage 138
Subtotal 963
NSF 1330
GSF (net x 1. 3) 1729
•
•
•
S
•
APPENDIX J
SUMMARY OF CONFERENCE ROOMS
City Hall
SF
City Manager ' s Dept. - to seat 15-20 350
Building Inspection - to seat 4-8 160
Planning Department - to seat 8-12 200
Finance Department - to seat 4-8 160
Large Meeting Room, near Council Chamber 1250
Police Facility
Administration ,
Public conference room - to seat 8-12 200
Staff conference room - to seat 15-20 350
Investigations
Combined line-up/conference room 200