Memorandum

City of Lawrence

Police Department

TO:     Tom Markus, City Manager

          Gregory C. Burns Jr., Chief of Police

FROM: Melinda Harger, Assistant Director of Utilities

Anthony Brixius, Police Captain       

DATE: June 13, 2018

RE:     Police Facility Phasing and Priorities

CC:     Diane Stoddard, Assistant City Manager

          Casey Toomay, Assistant City Manager

          Brandon McGuire, Assistant to the City Manager

          Scott McCullough, Planning and Development Director

          Bryan Kidney, Finance Director

          Derek Rodgers, Director Parks and Recreation

Background

The Lawrence, Kansas Police Department and City of Lawrence staff has been in the process of examining a new police facility since 2011, when the facility needs assessment began.

In 2016, the Commission approved $1.5 million dollars in the 2017 CIP for design and professional services of a police facility. In April 2017, the department presented a phased approach to the police facility discussion at a commission meeting. During the 2018 budget process, the commission approved a 1.25 mill levy increase, which included $17 million to construct Phase I of a police facility. In December 2017, the commission selected 5100 Overland Drive as the site for the police facility. During that time, the commission designated approximately 16 acres for the police facility and approximately 13 acres for park use.

In May 2018, the City Commission approved Construction Manager at Risk (CMAR) as the construction method for Phase I of the police facility. 

Project Funding

The funding approval for construction coupled with funding approved for design and professional services provides a total project budget of $18.5 million for Phase I.  During the April 2017 presentation, staff provided information to the Commission that costs were rough estimated based on the fact a site had not been chosen and true cost would not be known until plans were drawn.   Costs were estimated by Treanor Architects based on known square footage needs and national average pricing on police facilities.  One of the primary goals of Phase I was to eliminate police use of the Law Enforcement Center (LEC).  Staff spoke with the Commission about a long-term goal, likely over multiple phases, to include all divisions of the department, eventually eliminating the need for the use of the Investigations and Training Center (ITC).  As provided during the April presentation, some funds of the construction budget were allocated for the potential of remodeling/maintenance of the ITC.  Staff advised costs associated with the ITC could be significantly reduced depending on the functions that will remain within that building.  The Commission’s decision to use CMAR as the delivery method allows various options to be considered to determine the best value for the new facility while also considering the cost impacts of renovation at the ITC. It is important for those reviewing the funds for this project to understand the budget extends beyond brick and mortar for a new facility.  The project budget also encompasses furnishings, equipment, site improvements, IT needs, security systems and infrastructure.  Staff will closely examine each facet of the facility to ensure the facility meets the needs of the department and community, while staying within the parameters of the budget.   

Phase Priorities

A primary objective of Phase I is to remove all functions of the Law Enforcement Center, which includes the two divisions with the most critical needs, the Patrol Division and Information Services Division (evidence, records, IT).  Secondarily, consideration should be given to include any critical divisions located at the ITC for better function of the department and to meet the eventual goal of eliminating the use of the ITC.  Examples of these critical divisions would be the Administration Division and Investigations Division.  Inclusion of divisions located at the ITC in Phase I, if possible, has the potential to significantly reduce the cost of Phase II. 

Police command staff and Ms. Harger met to identify priorities of Phase I given the parameters described previously.  Top priorities of Phase I were identified and secondary priorities of Phase I were listed.  Elements of Phase II were also listed.  The priority list will help both the design team and the construction manager to estimate costs and will be used in procurement of these disciplines to identify expertise.  Staff will work with the design team and the construction manager, once hired, to determine how to best complete the objectives for the project.   It is unknown how many of the listed priorities can be fulfilled within the existing budget and how those priorities may change due to adjacencies or cost associated with individual divisions or units. Staff will continue to seek input from the department and community members to ensure Phase I reasonably meets the needs of those who occupy the facility and the community they serve. 

Recommendation

There is no action item needed.  Staff should continue with next steps of the process to include procurement of architectural services. Staff will remain focused on the goal of seeking best value and delivering a project within the $18.5 million project budget.