HomeMy WebLinkAbout2025.09.10 Joint Meeting Agenda Packet REVISED
Board of Supervisors Meeting Agenda
Wednesday, September 10, 2025
5:00 PM
Conference Rooms 203 B/C Joint Meeting 5:00 PM
855 South Dubuque Street, Iowa City, IA 52240
Phone: 319-356-6000 | Website: www.johnsoncountyiowa.gov
View livestream: http://bit.ly/jocomeeting
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Listen live by dialing (312) 626-6799 (audio only)
Johnson County, Iowa Published: 9/08/2025 08:45 AM Page 1
Agenda: Joint Meeting between Board of Supervisors, County Sheriff, Iowa City Council
Meetings of the Johnson County Board of Supervisors are open to the public and are generally livestreamed.
To join electronically, please visit bit.ly/jocomeeting. Written comments may be submitted to
sups@johnsoncountyiowa.gov. If you require accommodations to participate, please contact the Board Office
at (319) 356-6000 prior to the meeting. Public comment is at the discretion of the Chairperson. Comments
should be limited to three minutes. Due to public meeting laws, the Board may only discuss or act on matters
presented on this agenda. Welcome.
A. 5:00 p.m. Call to Order
1. Call to Order
2. Roll Call, Establishment of Quorum
3. Approval of Agenda
B. Business from the Public
1. Public Comment, not to exceed 10 minutes
C. Joint Meeting Business
1. City and County space needs background and introduction
2. Presentation of joint law enforcement facility feasibility study by Shive Hattery and OPN
3. Presentation outlining formation and operations of a joint law enforcement authority
4. Discuss joint facility study
5. Review project milestones and draft timeline
6. Discuss next steps
D. Adjournment
NEEDS ASSESSMENT
JOHNSON COUNTY SHERIFF’S OFFICEAND JAIL
VOLUME I
NARRATIVE
July 10, 2024
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PROJECT PARTICIPANTS
Michael S. Lewis and Mark Allen Shive-Hattery, Inc.
Sheriff Brad Kunkel Johnson County Sheriff's Office
Chief Deputy Randy Lamm Johnson County Sheriff's Office
2nd Deputy Commander Matt Hendricks (Patrol) Johnson County Sheriff's Office
Lieutenant Chris Wisman (Patrol) Johnson County Sheriff's Office
Lieutenant Katrina Rudish (Investigations) Johnson County Sheriff's Office
Lieutenant David Broll (Civil) Johnson County Sheriff's Office
Lieutenant Demetrius Marlowe (Records) Johnson County Sheriff's Office
Lieutenant Rebecca Moses (Jail) Johnson County Sheriff's Office
Captain John Good (Jail) Johnson County Sheriff's Office
Lieutenant Steve Nash (Jail) Johnson County Sheriff's Office
Susie McAreavy (office administration) Johnson County Sheriff's Office
Rachel Zimmermann Smith (County Attorney) Johnson County Attorney Office
Dave Curtis (Facility Manager) Johnson County, IA
FOR QUESTIONS, PLEASE CONTACT
Michael S. Lewis, AIA NCARB Mark Allen, AIA
Shive Hattery Shive Hattery
mlewis@shive-hattery.com mallen@shive-hattery.com
515-223-8104 515-223-8104
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3 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
CONTENTS
I. NEEDS ASSESSMENT NARRATIVE..........................................................................................................................................................5
A. NEEDS ASSESSMENT SCOPE OF WORK ...........................................................................................................................5
I. BACKGROUND JAIL STUDIES ...............................................................................................................................6
II. EXISTING CONDITIONS .........................................................................................................................................8
III. JAIL/HOUSING.........................................................................................................................................................8
IV. PROJECT INFLUENCES/COMMUNITY CONSIDERATIONS .....................................................................10
II. A NOTE ON METHODS ............................................................................................................................................................................10
A. SYSTEMIC APPROACH ..........................................................................................................................................................10
B. JAIL CAPACITY FORECAST DATA ......................................................................................................................................10
III. JAIL POPULATION ANALYSIS/PROFILE ............................................................................................................................................11
JAIL POPULATION DEMOGRAPHIC CONSIDERATIONS
A. SUMMARY OF JOHNSON COUNTY’S SHERIFF’S OFFICE FACILITIES ...................................................................11
B. HISTORIC COUNTY POPULATION ....................................................................................................................................12
C. JAIL POPULATION TRENDS.................................................................................................................................................14
D. JAIL CLASSIFICATION UNIT POPULATION CHARACTERISTICS .............................................................................18
I. HIGH JAIL UTILIZERS / LONG-TERM JAIL UTILIZERS ..................................................................................20
II. CRIME DATA STATISTICS .....................................................................................................................................20
III. CRIMINAL JUSTICE STATISTICAL DATA – TRENDLINE CONSIDERATIONS ......................................21
IV. ANALYSIS OF THE PRETRIAL POPULATION ................................................................................................22
V. ANALYSIS OF AGING CASES ..............................................................................................................................22
E. RECOMMENDATIONS FOR JAIL POPULATION ANALYSIS AND MANAGEMENT .............................................22
IV. JCSO - JAIL OPERATIONS AND STAFFING ......................................................................................................................................23
A. JCSO - JAIL STAFFING PROFILE .........................................................................................................................................23
B. JCSO - PHYSICAL PLANT ......................................................................................................................................................23
C. CONSEQUENCES OF JAIL OVERCROWDING ................................................................................................................24
D. JAIL STAFFING AND OPERATIONS ...................................................................................................................................24
E. NEW FACILITY OPTIONS: KEY CONSIDERATIONS ......................................................................................................24
HOUSING ......................................................................................................................................................................24
SUPPORT SPACES ......................................................................................................................................................25
GROSS SQUARE FOOTAGE NEEDS ......................................................................................................................25
CONSTRUCTION COST .............................................................................................................................................25
HISTORIC CONSTRUCTION COST CONSIDERATIONS ................................................................25
JAIL ONLY COST OPINIONS ....................................................................................................................................27
STAFFING CONSIDERATIONS ................................................................................................................................28
LIFE CYCLE COST ANALYSIS - CONSIDERATIONS ...........................................................................................30
OVERVIEW ..................................................................................................................................................30
OPERATIONAL STAFFING COST CONSIDERATIONS ...................................................................31
DO NOTHING LIFE CYCLE DETERMINATIONS ...............................................................................31
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F. PROGRAMMING AND OPERATIONAL DESCRIPTIONS ...............................................................................................................33
I. INTRODUCTION TO PROGRAM ELEMENTS ................................................................................................................. 33
II. SECURITY DESIGN PRINCIPLES .........................................................................................................................................33
A. PUBLIC RECEPTION AREAS ...............................................................................................................................34
B. JAIL AND SHERIFF’S ADMINISTRATION........................................................................................................34
III. CENTRAL CONTROL ..............................................................................................................................................................34
A. FACILITY INTAKE/RELEASE PROCESSING ....................................................................................................34
IV. COURT SERVICES/JAIL SUPPORT .....................................................................................................................................35
V. MEDICAL SERVICES ...............................................................................................................................................................35
VI. HOUSING ..................................................................................................................................................................................35
VII. FOOD SERVICE ......................................................................................................................................................................36
VIII. LAUNDRY ...............................................................................................................................................................................36
G. PROGRAMMING DESCRIPTIONS .......................................................................................................................................................36
I. FACILITY MACRO PROGRAMMING ...................................................................................................................................36
H. BUILDING EXPANSION AND FLEXIBILITY .......................................................................................................................................38
I. TECHNOLOGY AND SUPERVISION PRIORITIES ............................................................................................................38
I. POLICY STANDARDS .................................................................................................................................................................................38
I. INTRODUCTION .......................................................................................................................................................................38
II. POLICY STANDARDS .............................................................................................................................................................38
J. DEPARTMENTAL/AREA PROGRAM SPACE LIST REQUIREMENTS ...........................................................................................40
K. FACILITY AND SITE CONSIDERATIONS.............................................................................................................................................52
INTRODUCTION ...........................................................................................................................................................................52
OVERVIEW REQUIREMENTS ....................................................................................................................................................52
SPECIFIC PROPERTY CONSIDERATIONS ............................................................................................................................52
TECHNICAL SITE DEVELOPMENT REQUIREMENTS ........................................................................................................52
SITE PREPARATION ...................................................................................................................................................52
EARTHWORK ...............................................................................................................................................................52
SITE UTILITIES ...............................................................................................................................................................................53
WATER, SEWER, AND STORM WATER SERVICE ...............................................................................................53
PRIMARY ELECTRIC SERVICE .................................................................................................................................53
EMERGENCY SYSTEM ..............................................................................................................................................53
SITE IMPROVEMENTS ................................................................................................................................................................53
ENTRY ROAD, PARKING, PERIMETER SECURITY DRIVE, AND WALKWAYS ..........................................53
OTHER PARKING CONSIDERATIONS ..................................................................................................................53
STAFF SHIFT CHANGES............................................................................................................................................53
SECURITY ......................................................................................................................................................................53
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5 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
I. NEEDS ASSESSMENT NARRATIVE
In June 2023, Johnson County, IA (JCSO) issued a solicitation for a needs assessment and jail operations review that would address
critical questions about its law enforcement and jail, including how current deficiencies and capacities could be remedied.
From proposals submitted in response to this solicitation in July 2024, Johnson County retained Shive-Hattery (consultant team)
to conduct a high-level needs assessment review and analysis of the local criminal justice system, including (but not limited to)
law enforcement operations and the jail, and produce a final report of findings and recommendations. This document constitutes
that report.
A. NEEDS ASSESSMENT SCOPE OF WORK
To address the Scope of Work for this needs assessment, five areas of inquiry were identified:
1. Obtain an accurate assessment of current facilities that includes immediate, short-term and long-term facility needs.
2. Obtain a clear understanding of current and projected facility deficiencies.
3. Forecast future physical, structural and operational requirements that would meet the demands of all the Sheriff’s Office needs
and duties.
4. Determine potential action steps to take including:
a. Do nothing – proceed with facility as is.
b. Reconfigure and remodel current facilities.
c. Combination of remodeling and constructing new facilities.
d. Construct new facilities.
5. Prioritize facility needs and action steps.
In total, the areas of inquiry were identified to, at a minimum, support the overall mission of the Johnson County Sheriff’s Office so
stated: “The Sheriff is the county’s principal peace officer for the unincorporated areas who is elected every four years. The mission of
the Sheriff’s Office is to provide citizens with the highest level of law enforcement in a fair and equitable manner. It is our hope that
the members of our community will trust us to respond with respect and compassion in their time of need. It is our goal to work
proactively with our citizens to keep Johnson County a safe place to live and work.”
To understand how Johnson County’s Sheriff’s Office operationally works, it is critical to understand the components and interactions
among the constituent parts. As with any organization supporting the criminal justice system, the methodology implemented in this
study comprised of programmatic and operations evaluations consisting of “group of interacting, interrelated, and interdependent
components that form the complex and unified whole.”
The Scope of Work Johnson County identified for this assessment was:
• Review and assess the condition of the current facility, including identifying both physical and operational issues that do not meet
modern standards or needs.
• Conduct interviews with relevant staff to gather information about current use of spaces and future needs, including potential
growth of staff, inmate population and storage needs.
• Identify any efficient and cost-effective layout alterations that may optimize current space and staffing levels to possibly defer
construction activity.
• Create a comprehensive plan for space allocation that will address immediate space needs of the Johnson County Sheriff’s Office
as well as needs for the next 15-25 years. The plan must lay out the most efficient, effective and functional use for needed space
that includes, but is not limited to, the following:
o Staff workspaces.
o Jail facilities.
o Conference and meeting rooms.
o Functional spaces such as restrooms, mechanical spaces, vestibules, hallways and similar space allocations.
o Employee and public parking.
o Training facilities.
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• Provide recommendations for current and future space requirements for records storage, evidence room storage, emergency
vehicles and rescue boat storage, general storage and other storage needs discovered during the assessment. Storage areas
should be secure, climate controlled and protected from fire and flood damage.
• Provide recommendation on maintaining existing facilities.
• Provide recommendations on renovating existing facilities versus building new facilities and provide timeframes for the
recommendations.
• Provide high level future budget estimates for planning purposes.
• Evaluate location of current facilities.
Background Jail Studies
Beginning in 2022, the Johnson County Sheriff’s Office has conducted three previous investigations/facility and property conditions
assessment studies prior to this determination to conduct this Needs Assessment Study. For reference, each of these independent
assessments can be found on the Johnson County, Iowa government website (https://www.johnsoncountyiowa.gov/sheriff/jail-
stats) under the jail studies tab, as follows:
• 2022 Facility Condition Assessment
• 2023 Property Condition Assessment
• 2024 Property Condition Assessment follow-up
As identified in the scope of work for this Needs Assessment study, it is not this study’s intent to duplicate the value proposition and
recommendations offered in these prior studies. An intended outcome from this evaluation is to identify and address the operational
and physical limitations brought with the existing facility to achieve the long-term needs for the Johnson County Sheriff’s Office.
Within that framework, a community’s law enforcement facility (jail) is just one component of the overall criminal justice system in
which the forward law enforcement facility (jail) exists. Its operations, including who enters the jail, for what purpose, and for how
long, are influenced by the policies and practices of other justice system actors, including local law enforcement, prosecutors, defense
attorneys and judges, as well as agencies responsible for pretrial and post-adjudication community supervision.
Thus, it is important to note and recognize that, to a large degree, a community’s jail is largely a “downstream” recipient of “upstream”
decisions made by criminal justice policies and agencies beyond the control of a jail’s administration.
It is also important to note and recognize the difference between “jail” and “incarceration.” A jail is a matter of infrastructure and
operations; incarceration, on the other hand, is a criminal justice methodology used by entities that hold distinct roles and decision-
making authority throughout the criminal justice continuum, beginning with arrest and carrying all the way through sentencing,
custody, reentry and post-release supervision. With respect to these interactions, a series of “Intercept Steps” are in play, which
influence the outcomes associated with the law enforcement (jail) facility. Diagrammatically, these intercept steps are:
In the context of this study, it is especially important to recognize that the Johnson County criminal justice system is shaped and
affected by a multitude of entities: by Iowa City Police Department, the Sheriff’s Office and other local law enforcement agencies
from surrounding towns and cities; by the prosecutors and courts and by state Probation and Parole, among others.
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7 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Given these complex interactions, the criminal justice community influencing Johnson County has done amazingly well. Johnson
County is among the State of Iowa’s lowest rates of incarceration rate targets, which will be outlined later in this report. This is a result
of best practice considerations, implemented in Johnson County over the years, which look at alternative program offerings. In
doing so, the community is benefiting. Compared to other Iowa counties with similar conditions, a 40 percent (40%) reduction has
occurred.
Even so, improvements are still possible. For this Needs Assessment Study, right-sizing Johnson County’s plans for the Law
Enforcement (Jail) components within the overall criminal justice framework serving your community is about creating program
offerings in the newly created spaces for those confined in the facility. Further, as the intercept model indicated, these program
offerings only occur for individuals who cannot be diverted otherwise and require placement in the jail.
According to the National Center for State Courts (NCSC), the rate of Serious Mental Illness (SMI) is four to six times higher in jail (14.5%
of men and 31% of women) than in the general population of a community. Comparatively, substance abuse disorders, which are
often co-occurring, can occur in as many as 68 percent (68%) of people in custody.
Given the significant percentage of people who are incarcerated with these concerns, it is reasonable to consider alternative
diversion strategies, a move to find appropriate treatment alternatives and lessen the negative outcomes that can occur for
individuals that remain in the criminal justice system.
The systemic modeling in this report, at a high level, takes into consideration the following Diversion Initiative tracks and potential
outcomes:
• Drug Court – High Risk/High Need
• Treatment Diversion – Low Risk/High Need
• Intensive Supervised Diversion – Low Need/High Risk
• General Diversion – Low Need/Low Risk
It appears that the criminal justice stakeholders have overcome barriers or obstacles when compared with other Iowa Counties that
are experiencing higher incarceration rates. Even with the existing facility’s inability to support needed program space, by simply
incorporating new program offerings with appropriately planned new spaces, Johnson County will have the ability to provide best
practice program service offers to those in need by deepening collective understanding, and more consistent development toward
meaningful agreements on philosophy, policies and practices with area providers.
The intention of this report is to use objective and independent analysis to deepen shared knowledge regarding law enforcement
(jail) and the larger system of which it is a part. To that end, this study takes a holistic approach to evaluating the needs assessment
of Johnson County’s criminal justice landscape. Using this framework, in this report we identify and analyze local criminal justice
practices that affect law enforcement (jail) use, provide an analysis of the incarcerated populations in Johnson County (derived from
available data), review current jail staffing and projected outcomes, review current custodial and medical health care conditions,
review current in-custody programming and services and propose recommendations regarding potential future jail bed capacity.
Based on our research, it is clear that Johnson County is wrestling with consequential issues of justice, safety, efficacy, cost,
accountability and politics. As a consequence of a crowded and aging facility with long-term structural concerns, the existing law
enforcement (jail) has been beyond its functional capacity for over a decade. The deferring maintenance considerations have
overwhelmed the physical plant; most notably moisture infiltration is causing further deterioration of the exterior masonry/steel
lintel conditions. We believe repairing and adding on to the existing facility is cost prohibitive compared with new construction.
Simply put, the land area needed, the infrastructure improvements and cost to operate existing facility are excessive. The focus for
this needs assessment quickly turned toward the long-term needs of Johnson County and the appropriate planning considerations
for a forward-operating law enforcement/jail facility that is sustainable, operationally effective, and is adaptable as future needs drive
additional change for the next 30 years or more.
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8 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
i. Existing Conditions
Areas of Non-compliance or concern:
• Jail Standards
o Existing Linear Design Operationally Inefficient
• Classification Needs
o Nine (9) Existing Housing Units do not comply with Iowa Standards and are undersized
• Handicap Accessibility
• Capacity
• Structural Integrity
Specific compliance concerns with the existing facility center are the following:
ii. Jail/Housing
• To comply with Iowa Jail Standards – Housing capacity would have to be capped at 46 inmates.
o Thus, a larger GAP would occur with current 65 Bed operational capacity.
o Cell Size – limited unencumbered square footage conditions.
o Plumbing Fixture (Showers) – Ratio Limitations for compliance.
o Nine (9) Housing Units requiring intensive supervision.
o Inmate intake and processing requires individuals to be escorted through building and up to second floor for processing.
o Visitation and counseling occurs on second floor, requiring visitors to be escorted through building to second floor spaces.
o One (1) small exam or treatment spaces provided.
o Dedicated exercise space not provided (a 500 SF Exercise Area – required).
o Undersized property storage.
• Jail does not meet ADA accessibility guidelines.
o Toilets
o Door swings
o Turning radiuses
• Food service on second floor – requires all products to be circulated through the building and up to the 2nd floor for food
preparations.
o Existing kitchen at capacity to serve existing inmate population, leaving no room to accommodate future growth.
o No delivery dock.
• No formal first appearance space provided.
• Virtually no storage on second level. Limited storage on main level.
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9 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
At the same time, it is also clear to us that Johnson County’s stakeholders share a marked and noteworthy sense of commitment
to improving what is widely perceived as a difficult and challenging situation: the condition and functional obsolescence of the
existing facility. In our study, those involved in the planning repeatedly demonstrated an urgent desire to put forth a needs-based
plan, which puts into motion a better system that offers the community the opportunity to deliver both safety and equality for
justice.
FIGURE 1: 2ND LEVEL GROSS SF
FIGURE 2: 1ST LEVEL GROSS SF
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10 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
iii. Project Influences/Community Considerations:
• Planning for growth, addressing the incarceration trends (right sizing needs).
• Supporting law enforcement and the community as a whole, addressing services tied to public safety and training outcomes.
• Addressing program services.
o Connected opportunities with medical/mental health needs.
• Addressing classification and inmate profile considerations.
• Existing facility – end of useful life considerations.
º 1981 facility (designed for 46 inmates and 50 staff).
º Evidence based applications and Iowa Jail Standards Requirements.
º Sustainability and operational effectiveness strategies.
Creating an environment for operational improvement (removal of existing facility constraints).
To this end, it is our hope this needs assessment report provides the critical planning information, a first step analysis and
recommendations to further the planning and action in Johnson County.
II. A NOTE ON METHODS
To undertake this scope, the consultant team interviewed law enforcement and jail staff stakeholders to explore and document
system-wide operations that affect the size and composition of the law enforcement/jail population, conducted multiple site visits,
gathered and analyzed quantitative data and participated in meetings with the sheriff’s assigned personnel. The appendix attached
to this report contains records of the meetings, surveys and supporting documentation of relevant information exchanged in
preparation for this report. As this Needs Assessment represents an initial step in the process, next step recommendations would
include the re-engagement of the justice coordinating council and/or the formation of a Jail Task Force with public representation,
including involvement by the Johnson County Board of Supervisors.
Other methodology considerations were identified using quantitative data gathered with the help of multiple departments. Shive-
Hattery developed a quantitative analysis of the incarcerated population and current and historical jail usage. Shive-Hattery toured
the jail facilities, considered policy and operations practices of departmental functions, analyzed jail operations and produced a jail
staffing plan.
A. SYSTEMIC APPROACH
Because the jail population is constantly changing, jail planning is not a one-time process. The process of developing a Needs
Assessment for the Johnson County Sheriff’s Office includes evaluating efficiencies in the criminal justice system, studying the
alternative (diversion) opportunities currently in place in lieu of jail placement and assessing existing and/or new jail bed use. The
consultant team’s approach to capacity planning involves the assessment of the operational conditions and functional conditions.
B. JAIL CAPACITY FORECAST DATA
Jail capacity forecasts are built on an analysis evaluating four data types:
• Bookings (Admissions)
• Average Length of Stay (ALOS)
• County Population Trends
• Average Daily Population (ADP) Trends
Jail capacity forecasts are compared against local and state incarceration rates to determine to what degree local practice aligns with
historical and regional contexts.
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Bookings (Admissions)
Jail Bookings (admissions) provide an indicator of workload; over time, they help gauge changing pressures on the jail. Factors that
influence the number of admissions include the population of the jurisdiction, police resources, availability of pre-booking
alternatives, pretrial failure rate and supervision failure rate.
Average Length of Stay
ALOS data can be a measure of system efficiency reflecting, for example, the time needed to move from booking to pretrial
release or from booking to case disposition. ALOS can indicate the seriousness of offenses that counties prosecute or reflect
changes in policy.
Average Daily Population
ADP is a general indicator of jail bed need. ADP is a direct function of admissions and length of stay and all factors and variables
that contribute to admissions and length of stay.
Incarceration Rate
A jurisdiction’s incarceration rate (IR) is calculated by dividing the average number of people held in a jail facility each day (the
Average Daily Population, or ADP) by the jurisdiction’s overall population and multiplying by 100,000 to produce a per capita ratio
of 1:100,000.
III. JAIL POPULATION ANALYSIS/PROFILE
The objectives of the Jail Population Profile analysis were four-fold: 1) to answer critical questions and project the number of
classification units needed to serve the long-term needs of the jail and comply with Iowa Jail Standards; 2) to identify potential
factors or “drivers” of the jail population (i.e., “case considerations trends” or lengths of stay, etc.) linked to conditions; 3) to identify the
segments of the in-custody population that need to remain in jail (to determine classifications scale), taking into account
reductions in the jail population due to alternative program offerings that safely reduce the jail population and improve jail
operations (i.e., reduce overcrowding); and 4) while many mandated sentencing laws have been reduced or relaxed contributing
to an overall downward trend in jail incarceration, the jail population that remains has demonstrated increasing tendencies toward
violent actions. Considering this, this segment of the jail population analysis focuses on safety considerations to identify the
offender population best suited to remain in jail based on level of severity and offense.
Jail Population Demographic Considerations
Demographic profiles with Johnson County closely mirror State of Iowa data. During the course of this study we analyzed and
compared both local data alongside published Bureau of Justice (BJS) statistical data, which was last updated in September 2023.
The data sets evaluated are specifically focused on factors directly tied to the Johnson County Sheriff’s Office’s responsibility to
administer the Iowa Administrative Code Chapter 50 defined requirements, as listed under the admission and classification
requirements indicated later in this report.
A. SUMMARY OF JOHNSON COUNTY’S SHERIFF’S OFFICE FACILITIES
The Johnson County Sheriff’s Office (JCSO), serves two functions. Of the 27,000 square feet, about 13,000 square feet on the first
floor are for law enforcement and forward operations, originally designed for 50 staff and currently used by 100. Approximately
14,000 square feet are associated with the jail on the second floor. The Jail is used to hold people awaiting trial on charges, as well
as people sentenced to 364 days or less in the JCSO (jail) following conviction for a criminal offense, people detained for violating
court-ordered supervision and people awaiting transfer (either pre-trial or post-conviction) to another facility such as the Iowa
Department of Corrections, a federal facility or another county’s jail. The Jail has a functional capacity limitation of 65 people, with
other inmates (when overcapacity) needing to be held and transported to other jails in the area.
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12 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
B. HISTORIC COUNTY POPULATION
Johnson County is the fourth fastest growing county in the state of Iowa with a population growth increase of 12.33% over the
last ten years. The statistical model used for these projections for the 20-year period has an average annual population growth rate
of 1.12 per year. Thus, following the current trend, Johnson County’s projected population in 2044 would be 199,695.
According to updated information distributed in 2024 to 2020 United States Census Data for the 152,854 people identified in Johnson
County, Iowa:
Race Number Percentage Race Number Percentage
White/Caucasian 117,090 77% Pacific Islander 43 <1%
Black/African American 12,847 8% Other 4,204 3%
Asian 9,171 6% Mixed 9,782 6.4%
Native American 332 <1%
The following report includes demographic information tied to age and gender. This needs-based assessment is not dependent upon
race, national origin or ethnicity. While demographic information might be material to a different analysis, assessing those criteria is
beyond the scope of this report routed in a strict capacity determination.
Figure 3: Historic Johnson County Population reflected over 10 years
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13 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Pertaining to the demographic make-up of Johnson County’s Age and Sex profile:
Age Category Total Percentage (%) Male (M) Percentage (%) Female (F) Percentage (%)
Under 5 4.6% 5.3% 3.9%
5 to 9 6.2% 6.9% 5.4%
10 to 14 5.2% 5.4% 5.8%
15 to 19 8.2% 8.2% 8.3%
20 to 24 15.7% 14.9% 16.6%
25 to 29 8.5% 8.7% 8.4%
30 to 34 6.6% 7.1% 6.1%
35 to 39 5.8% 5.7% 5.8%
40 to 44 5.9% 5.7% 6.1%
45 to 49 5.3% 6.0% 4.7%
50 to 54 5.0% 4.8% 5.2%
55 to 59 4.3% 4.5% 4.0%
60 to 64 5.1% 4.9% 5.4%
65 to 69 4.4% 4.3% 4.5%
70 to 74 3.5% 3.1% 3.8%
75 to 79 2.8% 2.7% 2.9%
80 to 84 1.4% 1.3% 1.6%
85 and over 1.4% 0.6% 2.2%
Median Age History (Year/Age):
2022 31
2017 29.9
2012 29.8
2000 28.6
With the 2022 median age of 31 years old and minimal increase in the last five years when evaluating data back to 2000, the
statistically highlighted years (bold/italic) from ages 20 to 39 became factors for consideration in the Confined Incarceration Rate
Models presented in this report.
The consultant team was able to locate a September 2008 Feasibility Study. A portion of the historical population projection
information from this study is reflected below. The accuracy of this historical information represents a statistical deviation of less than
one-half percent (.00494) from the 2008 projection to the verified 2020 census data.
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In the consultant team’s opinion, this significant connection also ties into the Average Daily Population downward fluctuations that
have occurred. In 2008, the impact of alternative (diversion) programs was not evident. Further, in 2008 the Average Daily Population
was 157 inmates with a projected jail need of 240 beds by 2030 and expansion capacity of up to 400 beds. The evidence-based data
points to a significantly improved condition. Johnson County has implemented positive changes in the county’s criminal justice
systems that allow for a dramatic reduction in the projected facility needs.
C. JAIL POPULATION TRENDS
Table 1 presents Average Daily Population data for the Johnson County jail system spanning from 2015 through 2023. Two key
observations are apparent. First, the system’s total Average Daily Population (ADP) decreased 24 percent (24%). Over the same period
of time, Johnson County’s overall population increased by 9.3 percent (9.3%). While the analysis of this trend is significant, as with
other jurisdictions following the pandemic, we are seeing a gradual return to pre-pandemic levels, yet maintaining a lower rate of
increase. Second, the Johnson County jail system has consistently operated above its functional capacity, going back beyond 2015.
The graph’s red line denotes the facility’s functional capacity—i.e., operating at limited capacity due to functional limitations. The
difference between the confined Average Daily Population compared to the actual Average Daily Population accounts for the
Electronic Monitoring program, which historically diverts between five to six offenders on average each year. The average length of
stay over this period declined 29 percent (29%) and is well within comparative norms. Furthermore, the average length of stay is
factored into the planning decision on the number of holding cells being placed in the booking/processing component following a
criminal justice trend to manage offenders’ circumstances prior to housing many of them in longer-term housing units.
Figure 4: Johnson County, IA Population Projections 1970-2025
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As illustrated, the Johnson County incarcerated population has declined since 2015. In 2023, Johnson County’s ADP was 83 people,
yielding a jail incarceration rate of approximately 53/100,000, which is lower than both Iowa’s jail incarceration rate (134/100,000) and
the national jail incarceration rate (182/100,000), according to the Public Policy Institute’s data analytics. The jail incarceration rates
relative to Johnson County, the State of Iowa, and the nation are offered as comparisons, to indicate the positive track record that is
occurring in Johnson County. The comparisons are intended to point out the significant difference, or the 40 percent (40%) delta, in
rate factors indicated later in the projections for this assessment.
The Confined Predictive Incarcerations Rate trend model utilized in this report takes into account the twenty-year incarceration
the history from 2004 of the jail populations in Iowa. Team members involved in analyzing the model data utilized in this report
previously modeled Johnson County’s condition in 2008, and while the information obtained from JCSO from 2015 to 2023 in Table 1
is reflected, the statistical data utilized dates back to 2010. The annual statistical rate of change from 2010 to 2015 for Johnson County
demonstrates a 2.09% average rate of increase. Based on our subject matter expert’s professional experiences and given the data and
factors stated in this report, the statistical rate of change factor has been reduced in the predictive model to a 1.12% average rate of
change factor. Key model element adjustment factors are:
• County Population Trends, including demographic considerations represents 40-percent of modeling considerations.
• Level of Offense/Severity (Crime Trends) represents 20-percent of modeling considerations.
• Availability of Pre-Booking Alternatives/Availability of Jail Alternatives represents 25-percent of modeling considerations.
• Bookings (Admissions) represents 10-percent of modeling considerations.
• Average Length of Stay (ALOS) represent 5-percent of modeling considerations.
Table 2 shows three projected confined incarceration rate trend considerations. As illustrated, the Johnson County confined
incarcerated population from 2024 to 2044 considers the continued use of alternative/diversion programs that intercept offenders
from entering jail confinement. This (Low-Range) model analysis has an incarceration rate average of approximately 70/100,000,
which is higher than the recent history in Johnson County (53/100,000), but significantly lower than Iowa’s jail incarceration rate
(134/100,000). For the modeled years the annual rate of confined incarceration is lower than in 2015, which was the highest rate of
the years modeled (71/100,000). In conjunction with the inmate profile characteristics illustrated later in this report, the reduction
in jail population that occurred during the pandemic years has been factored in, indicated in Table 1, from 2019 through 2021. This
model recognized the demographic, legislative and restorative changes occurring in the criminal justice system in Iowa and as it
relates to Johnson County. Two other models developed represent a different predictive result, which if implemented would result in
a higher rate of confined incarceration. For planning purposes, the lowest predictive model (Low-Range) in the illustration below was
selected for use in programming, concept and budget development.
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Continuing, Table 2 shows two other models’ projected confined incarceration rate trend at a higher rate. As illustrated, utilizing
the same parameters developed for the low-range model, this (Mid-Range) model analysis has an incarceration rate average of
approximately 93/100,000. This predictive model illustrates the potential change in confined jail incarceration if there is a return
to pre-2015 criminal justice practices. The (High-Range) model in Table 2 has an incarceration rate average of approximately
123/100,000. While this model more closely aligns with Iowa’s jail incarceration rate (134/100,000), additionally the availability of
alternative/diversion programs has been removed, again in only the High-Range model. While the elimination of diversion programs
is highly unlikely and not recommended, the high-range model was developed for comparison purposes and representing the full
spectrum of options over the twenty-year period studied.
Figure 6: Confined Incarceration Rate indicating a future trend from 2015-2044
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Table 3 identifies the multitude of factors that influence jail population:
Factors That Influence Jail Population
Number of Admissions to Jail Average Length of Stay
County population ** Level of Offense/Severity**
Number of law enforcement officers Access to timely pretrial assessments
Booking and cite and release policies Early appointment of counsel
Availability of pre-booking alternatives** Pretrial release options
Access to comprehensive pretrial services Pretrial bond review procedures
Failure to appear rate Case processing times
Pretrial supervision, monitoring and tracking Availability of jail alternatives**
Contracts with other agencies Sentencing mandates
Availability of sanctioned diversion options Stepdown options from jail to alternative facilities
Quality of systemic intervention Sentence length
Prevailing philosophy regarding treatment vs.
punishment**
** Key predictive model considerations
Table 4 shows the confined incarceration bed projection needs from 2024 through 2044. Utilizing the average daily predictive
incarceration rate models, housing unit bed needs have been projected for each of the three predictive models. The trendline
(dashed line in black) indicates the Low-Range trajectory described above. The selected Low-Range model has a three-bed rate of
increased need each year for the next 20-years, with a slight variation of 8 beds needed occurring in year 2045.
Figure 7: Confined Incarceration Rate indicating a future trend from 2024-2044
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D. JAIL CLASSIFICATION UNIT POPULATION CHARACTERISTICS
The Johnson County jail classification population is predominantly male (78.58%) and female (21.42%). In recognition of changing
needs within a detention facility (jail), we are increasing the percentage of administrative classification unit beds for specialty
populations requiring a higher degree of separation. The increased need to have close custody configurations along with the
percentage of behavioral disordered offenders requires more administrative options going forward. Approximately 11.43% of the
total has been set aside to assist in dealing with offenders who do not qualify for general population, and yet the severity of concern
does not justify being placed in the segregated classification units as shown in Table 5.
In the Iowa minimum jail standards, IAC Chapter 50 defines the title IV requirements that govern the physical plant and operational
requirements for jail facilities in the state. The jail standards definition for “Classification” means a “system of obtaining pertinent
information concerning prisoners with which to make a decision on assignment of appropriate housing, security level, and activities.”
Pertaining to the administration of classification and security per Part 50.13.1,
a. No person shall be confined or released from confinement without appropriate process or order of court.
b. With the exception of incidental contact under staff supervision, the following classes of prisoners shall be kept separate by
architectural design barring conversational and visual contact from each other:
(1) Juveniles and adults (pursuant to Iowa Code section 356.3).
(2) Females from males (exception—alternative jail facilities) (pursuant to Iowa Code section 356.4).
c. The following shall be kept separate whenever possible:
(1) Felons from misdemeanants.
(2) Pretrial prisoners from sentenced prisoners.
(3) Witnesses from prisoners charged with crimes.
d. The following shall be kept physically separated:
(1) Prisoners of whom violence is reasonably anticipated.
(2) Prisoners who are a health risk to others.
(3) Prisoners of whom sexually deviant behavior is reasonably anticipated.
(4) Prisoners likely to be exploited or victimized by others.
e. Detention of juveniles shall be pursuant to Iowa Code section 232.22.
f. All staff involved in the booking process, or the supervision of prisoners shall be trained in suicide prevention. At the time of
booking, an attempt shall be made (either by observation for marks or scars or direct questioning of the prisoner) to determine if
the prisoner is suicidal. The following questions, or others of equal meaning, shall be incorporated into the booking process with
appropriate documentation to aid in suicide prevention:
(1) Does the prisoner show signs of depression?
(2) Does the prisoner appear overly anxious, afraid, or angry?
(3) Does the prisoner appear unusually embarrassed or ashamed?
(4) Is the prisoner acting or talking in a strange manner?
(5) Does the prisoner appear to be under the influence of alcohol or drugs?
(6) Does the prisoner have any scars or marks which indicate a previous suicide attempt?
In all cases, the following questions will be asked of the prisoner:
Have you ever tried to hurt yourself?
Have you ever attempted to kill yourself?
Are you thinking about hurting yourself?
g. Housing for prisoners with disabilities shall be designed for their use, or reasonable accommodations shall be provided for the
prisoners’ safety and security.
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h. Jail personnel shall ask each prisoner within 24 hours of the prisoner’s incarceration if the prisoner is a military veteran. If so,
jail personnel shall advise the prisoner that the prisoner may be entitled to a visit from a veteran service officer to determine
if veteran services are required or available and, within 72 hours, shall provide the prisoner with contact information for the
county commission of veteran affairs and provide the prisoner the opportunity to contact the county commission of veteran
affairs to schedule a visit from a veteran service officer.
While the Iowa Jail Standards do not require additional or further classification separations, other considerations like the PREA
(Prison Rape Elimination Act) are a direct consideration for the classification projection categories. For inmates who fall outside
of the Iowa Jail Standard, a portion of administrative housing units has been planned to accommodate all inmates supporting a
normative humanistic environment.
Table 5 also shows the continued and growing need for classification units designed specifically to support Mental Health/
Behavioral Health and Administrative inmate profile considerations is significant. This segment of the in-custody confined
population represents 22.86% of the total or has a predictive model incarceration of 22/100,000 when combined for Medical/
Mental Health consideration.
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Data on the characteristics of the jail population are based on the data reviewed or, in some instances, comparison information
gathered by the consultant team. Average age was not factored into the predictive model; further, we do not see the average age
changing the results. Recidivism has not been calculated at this time, as this type of data analytics is more commonly evaluated
from a state “correctional” level point of assessment. It is the opinion of the consult team, the recidivism would factor in when
a significantly higher percentage of probation/parole violations and/or state prison transfer considerations were present in the
inmate profile data studied.
i. High Jail Utilizers/Long-Term Jail Utilizers
Acknowledging the fact that there are a few extended cases occurring in the Booking Jail Roster, these cases appear to be limited
to three cases from the data reviewed during this assessment. While circumstances beyond multiple charges may factor in, given
the fact that the Average Length of Stay currently sits at 5.34 days, well within normal considerations, a high or long-term jail
utilizer concern is not evident from the data reviewed. The number of holding cells in Table 6 has been developed to lower the
dependency on the use of long-term housing for arrestees only requiring a short-term stay.
ii. Crime Data Statistics
Johnson County’s crime statistical data from the most recent two-year period, as collected by the Iowa Department of Public
Safety, was factored into the inmate classification projected profile. Our findings indicate that the existing facility cannot adequately
accommodate the separation needed to properly deal with the inmates on the Johnson County Jail Roster. From our experience, the
nature of charges and offenders being held in the Johnson County Jail leads us to believe the nine (9) classification categories will
require eleven (11) housing units. The nature of the offense (or charges) in Tables 7 and 8 indicate the need for a higher degree of
separation with the classification groups. In large part, the Johnson County Jail and operational practices are, at this time, housing the
most serious of charged cases. As recommended and described above in the Low-Range Incarceration Rate Trend predictive model,
all indications point to a predictive condition where the practice of housing only the most serious offenses continue to occur.
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Source: Iowa Department of Public Safety - Iowa Uniform Crime Reporting System (2022-2023)
iii. Criminal Justice Statistical Data – Trendline Considerations
Case type data is reported in five major case categories: Civil, Domestic Relations, Criminal, Juvenile and Traffic/Parking/Ordinance
Violations. The needs assessment findings in this report are focused on the primary area of consideration: Criminal. The other four areas
would have been given further consideration if the trendline and statistical data presented a reason to do so. In addition to the crime
data statistics in Tables 7 and 8, data utilized in this report was analyzed from data submitted to National Center for State Courts (NCSC),
criminal case filings in the state of Iowa, parallelled in Johnson County, dating back to 2012 are:
Criminal Case Filings – Year: Annual Incoming Cases: Year to Year Percentage (%) Change:
2012 19.5m
2013 19.74m + 1%
2014 18.47m - 6%
2015 18.15m - 2%
2016 17.82m - 2%
2017 17.43m - 2%
2018 17.19m - 1%
2019 18.32m + 7%
2020 (Pandemic yr. impact) 14.56m - 21%
2021 15.36m + 6%
2022 15.59m + 1%
Consistent with the crime data statistics for Johnson County, with the exception of 2020 that shows the dramatic impact of a pandemic
year, a slightly increasing condition of .44% per year average in criminal case filings has occurred. For this Incarceration Bed Projection
Modeling, we have taken into account the impact of an increasing ‘criminal case and serious misdemeanor/felony charges condition’
that is occurring in Johnson County.
The criminal cases being considered are initiated by some form of a complaint. The proceedings of a felony case are usually initiated
by information or indictment. This report analysis modeling aligns with the NCSC reporting guidelines which consider:
• Count the filing of the original charging document (complaint, information, or indictment) as the beginning of the case.
• Count the defendant and all charges involved in a single incident as a single case. If the charging document contains multiple
defendants involved in a single incident, count each defendant as a single case.
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• Do not count preliminary hearings as Incoming cases when they are held in the same court that will handle all subsequent
proceedings in the case.
• Count a probation or parole violation that arises from a previous Felony case as a Reopened Felony case in the same Felony
case type as the original case.
• Count a probation or parole violation that arises from a previous Misdemeanor case as a Reopened Misdemeanor case in the
same Misdemeanor case type as the original case.
• Report the number of criminal filings and dispositions by case type, as defined in the Criminal Case Type Definitions, by the
Uniform Crime Reporting (UCR and NIBRS coding) system.
• Classify cases by the most serious offense, first based on subcategory (Felony or Misdemeanor) then on case type listed in
the UCR and NIBRS System Matrix in descending order of severity.
iv. Analysis of the Pretrial Population
To better understand the considerations associated with the pretrial population in the Johnson County jail, the consultant team
reviewed information on the average number of bookings, comparing the inmate roster booking data with the historical overlay of
the number of daily new intakes for the past three years. Of recent note, at the time of this report, the oldest case booked being held
in the Johnson County Jail dates back to the beginning of August 2023, which is tied to an assault charge. Further, there are older
cases listed, with offenders currently being held in out-of-county locations. A significant majority of the 76 to 83 cases currently on
the Johnson County Jail roster occurred within the last three weeks.
The following disclaimer notice has been provided with the reviewed roster data:
This jail roster is not necessarily a comprehensive listing of all the inmates being held in the Johnson County Jail. The roster lists people
who are currently or within the last forty-eight (48) hours were in the custody of the Johnson County Sheriff, regardless of whether
they are housed at the Johnson County Jail or another facility. It includes primarily those who have not been presented to the court,
those who are awaiting bail and those who are serving sentences for violations of state and local statutes. The roster does not
include juveniles. The roster is automatically updated at frequent intervals each day. All non-sentenced individuals displayed on this
website are innocent until proven guilty in a court of proper jurisdiction. The associated charge is for reference only and neither it nor
an arrest is an indication of guilt.
Overall, the data suggests the policies and practices related to pretrial detention are a driver of jail use and are operating within
normal considerations. Thus, the pre-trial population is not a significant contributor to overcrowding in the Jail. As this data
analysis makes clear, people are being released on their own recognizance, bonded out and released from the Johnson County
Jail in a timely manner.
v. Analysis of Aging Cases
The JCSO maintains a running list of individuals confined pretrial for an extended period of time. Referred here within as the “aging
cases” caseload, these cases are reviewed on a consistent basis to aid in a timely disposition. With the Average Length of Stay currently
at 5.35 days, an aging cases backlog was not a significant factor in the confined long-term Average Daily Population projection.
However, it does not appear that the overcrowding in the Johnson County jail, which has been operating above capacity for years, is
due to a backlog of aging case. Offenders held within the jail while having various reasons for their placement have been placed as
the intercept steps described earlier are being addressed.
E. RECOMMENDATIONS FOR JAIL POPULATION ANALYSIS AND MANAGEMENT
Recommendation # 1: Maintain and Continue to Reduce Avoidable Jail Intakes.
Johnson County and the Johnson County Sheriff’s Office has a strong history of addressing the need for alternative diversion options,
thus limiting the number of inmates being held in the jail. For those arrested, booked and released within hours, continuing to
explore alternative options could be increasingly beneficial. The Facility Intake configuration described on Table 6 of this assessment
has been planned to allow a higher percentage of offenders who come to the jail the opportunity to never enter the long-term
housing units while a determination for alternative diversion placement is being made. Increasingly, implementing a practice to
screen, evaluate and place offenders and continuing to limit the housing units to only those needing to remain in jail is a best
practice consideration worthy of continued exploration.
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Recommendation # 2: Implement the use of the Confined Incarceration Low-Range Model.
Stakeholders across the Johnson County criminal justice system have routinely implemented strategies leading to a reduction in
the number of jail beds needed. While the serious, most violent offenders will require an in-custody jail setting to comply with the
Iowa Jail Standard requirements, criminal justice stakeholders in Johnson County should continue to collaboratively examine how
to improve the administration, performance and best practices to reduce the number of offenders who end up at the Jail. The Low-
Range model presented and recommended in this report gives strong consideration that the practices that have led to the current
confinement level will continue, with improvement opportunities whenever possible. The 20-year confined incarceration projection
or 140-bed capacity need is predicated on continued stakeholder involvement and participation.
Recommendation # 3: Implement policies and practices for efficient supervision of the inmate population.
Outlined further in this needs assessment is the need to change the operational philosophy associated with the Jail as a part of the
sheriff’s office’s overall operation. The ability to cope with the linear design conditions impacting the current operation practices
has been managed to the best of the sheriff’s operational ability. This recommendation focuses on the need to take the next policy
and procedure steps to implement the Podular-indirect supervision philosophies needed to support a new facility. The next phase
in design would benefit greatly by integrating new policy considerations with the design expectations. For example, a best practice
operational understanding in support of the facility’s intended function depends on forward operational law enforcement and
jail aspects being implemented for training components, functional circulation considerations and inmate flow and movement
considerations. This approach demonstrates the principles of “form follows function” while maintaining a resilient, adaptable and
flexible outcome.
IV. JCSO - JAIL OPERATIONS AND STAFFING
In this section of the report, Shive-Hattery provides an operational analysis, including a determination of staffing needs and/
or staffing assignment patterns, for JCSO jail operations. Shive-Hattery assesses the adequacy of the existing staffing based on
current programs, task levels, and post assignments, provide an objective review of the level of efficiency at which personnel are
assigned to the various functions of the jail and provide recommendations for minimum staffing required to operate the facilities
safely and efficiently.
A. JCSO – JAIL STAFFING PROFILE
The operations and staffing of the Johnson County jail are directly affected by the operational philosophy of the JCSO, the mission
of the jail, the people held in the facility, the design of the physical plant, and the number and characteristics of those in custody. In
addition, court decisions and state and professional standards influence operations and staffing.
B. JCSO – PHYSICAL PLANT
Jail Design: The layout and design of the existing Johnson County Jail facility presents significant staffing challenges and is extremely
inefficient. In terms of operations philosophy standards, the linear design implemented in this 1981 facility was replaced by podular
and direct supervision operational concepts in or about 1986 for the integration of staffing operation with jail design practices. In
addition, with all primary services of the jail occurring on the second floor, limited vertical movement accessibility to support the
jail increases the complexity of day-to-day operations. The physical plant intake and release area, with temporary holding cells for
county detainees on the ground level, has limited capacity and does not meet the current and projected capacity needs. Staff must
be available to supervise and manage behavior in all these areas and, in addition, manage internal inmate movement between
the floors as well as the inflow of goods and services up to the second floor to support the housing, limited programs and medical
services areas. Given first floor support facility infrastructure limitations, this too has become more staff intensive over the years with
managing the overcapacity challenges.
The detention officers’ ability to effectively supervise and manage the housing units is hampered by the layout and design of the
housing units in the Jail. Staff observation into housing areas is primarily by cameras from the control center with officers circulating
through the secure corridors and dayroom to conduct housing check-ins, but the Iowa Jail standard monitoring requirements are
more staff intensive due to the existing layout and configuration conditions. Staff are required, by policy, to enter each dayroom area
to conduct well-being checks, with secondary checks conducted periodically. Electronic door controls for housing units are in panels
outside the units. When in use, a second officer must be available to control access into and out of the units.
Jail Capacities: A detention facility is usually defined as “overcrowded” when the incarcerated population consistently exceeds the
facility’s design, or rated capacity. However, symptoms of crowding may be apparent at other times as well — specifically once the
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jail reaches approximately 85 percent of rated capacity. At that level, properly housing and managing the diverse jail population
becomes much more difficult, compromising the jail’s classification system. Given the operational capacity limitations, capped at 65
inmates, the existing jail has had functional capacity concerns dating back to the 1990s.
When a jail’s classification capabilities become compromised, inconsistencies can occur in the safe separation of inmates, as well as
needed separations that align with gender neutral considerations in modern jails. Not having adequate classification separations may
lead to increases in violence and tension and can cross over into access to contraband concerns. Basic functions (security, programs,
recreation, etc.) break down when facility resources are stretched to their limit for extended periods of time due to crowding.
Maintenance and sanitation can be concerning during periods of overcrowding. Given current practices, these two areas are not
concerns in the Jail, other than the water infiltration issue causing structural integrity issues which is the focus of a separate study. In
addition to maintaining a safe environment, we believe these factors have contributed to capping the existing facility operational
capacity at 65 inmates. If this operational cap is exceeded, these conditions can significantly increase the jail’s liability exposure and
jeopardize the safety and well-being of both incarcerated people and staff.
C. CONSEQUENCES OF JAIL OVERCROWDING
As noted, crowding can create significant management problems and compromise safety for inmates and staff if the jail
environment becomes more volatile and if the needed classification separations are not available. The dynamics of a jail can be
unpredictable, however, with adequate screening and supervision, the unpredictable can be managed. When daily fluctuations in
the confined population occur, the need for additional beds is essential. Because of this, a jail is at capacity before reaching its design
limits. Beds must be set aside into appropriate classification levels (a male inmate cannot be housed in a female bed, nor can a
sentenced inmate be housed in a non-sentenced housing unit, treatments beds should be separated, and non-binary populations
need to be managed appropriately). Enough beds need to be set aside to handle the inmate population during peak periods. For
projection purposes, the consultant team has factored in a 15% classification and peaking factor into the average daily population
predictive model forecasts for Johnson County.
D. JAIL STAFFING AND OPERATIONS
Staffing and operational discussion to support the programmatic needs assessment requirements associated with number
of staff position, current and future, occurred throughout the meetings and work sessions to assess the needs-based space
planning requirements for both Law Enforcement/Forward Operations and the Jail. The staffing considerations included detailed
discussions with the sheriff’s office departmental leadership to identify staffing growth projections and coverage needs for all
essential custody posts and positions in the Jail. Administrative, support and program positions were included in the staffing
considerations. Medical and mental health staffing needs were addressed for both the Housing Unit counseling considerations, as
well as the Medical Unit associated with the Intake/Release components.
E. NEW FACILITY OPTIONS: KEY CONSIDERATIONS
A new jail facility presents opportunities that are difficult to achieve by re-using the existing jail physical plants. Such missed
opportunities include enhanced staff efficiencies (lower staff to inmate ratios), the ability to better match housing with inmate
profile needs and classification considerations, the ability to provide enhanced inmate mental health and behavior management
opportunities (lowering occasions for violent outbreaks while increasing safety for inmates and staff) and the ability to provide
better medical care in units designed to better support the jail and booking/intake process. In short, a new facility will be more
operationally efficient, and will provide significantly greater opportunities to support the proper care and needs of the inmate
population in Johnson County’s custody.
In modern jails, inmate housing is distributed between Special Needs and Administrative housing and General Population housing to
best fit the needs of today’s jail population. From a gross square footage point of view, housing represents 67% of the square footage
and support space such as Intake/Release, Central Control/Jail Administration, Food Service, Laundry and centralized Programming/
Housing Support.
i. Housing
Special Needs and Administrative Housing is set aside for offenders in need of mental health/co-occurring behavioral health needs
and transition to and from the general population units. This gradual shift in jail planning focuses on the severity and acuity levels to
address a more normalized environment in restrictive housing for behavior management. Generally speaking, Special Needs and
Administrative housing represents approximately 30% of a jail’s overall bed capacity. From a supervision point of view, Special Needs
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housing uses remote supervision (sometimes called podular-remote or indirect supervision). Within the housing unit support areas,
program rooms such as multipurpose rooms and individual counseling areas have been planned to give inmates rehabilitative
programming opportunities within the detention setting. In addition, access to professional and video visitation and housing unit
recreation is provided as well.
General Population housing for minimum, medium, and segregation housing for maximum security classifications is a mixture
of dormitory, single cell and multiple occupancy cell housing. The 22-bed unit assigned for dormitory housing is used for lower,
minimum-security housing often assigned to sentenced or trustee offenders. The multiple occupancy cells (two-person) are used for
medium and single cells are for both medium- and maximum-security classifications. General Population housing is typically 70% of
a facility’s overall bed capacity. Podular-indirect supervision has been selected as the preferred method of supervision to manage the
inmates/classification profile needs of the facility going forward. The sheriff’s office has selected this methodology, as it offers the best
opportunity for inmate behavior management, aligned with staffing efficiencies.
ii. Support Spaces
The Intake/Release area (often called booking) is a key support space. It is like the initial screening area at a hospital. It is here that
people first arrive at the jail, and they are processed, evaluated and detained until a further determination can be made. An important
consideration in this planning effort has been the development and placement of a medical support unit, directly adjacent to
Intake/Release. The medical unit exam and small procedures space provides the needed triage evaluation opportunity to provide
immediate care and medical support. In this area there are two, 3-bed individual cell housing units. This area of the facility will have
isolating negative-pressure ventilation systems, to manage infectious diseases should they occur. Further, the medical housing units
provide an opportunity to reduce long-term hospital stays for inmates requiring critical care support and the hospital. The facility has
been planned to have a pharmaceutical dispensing area serving the medical housing units’ needs and med cart distribution to them.
iii. Gross Square Footage Needs
A jail in the range of 100 to 400 beds requires between 350 and 450 Gross Square Feet (GSF) per bed to account for all jail housing,
jail support space, circulation, and mechanical/electrical space assuming the jail is one level plus a housing unit tier (mezzanine).
Generally, the larger the capacity, less square feet per inmate is required. For the 140-bed configuration the programmatic Housing
Unit’per inmate square footage is at an efficient 250.57 square feet with an overall Jail condition at 411 square feet per inmate.
These numbers also factor in core areas of the program that need to remain flexible for future growth consideration. Example
programmatic area considerations are Property Rooms in Intake and Release, with room sizes planned at 600 square feet in lieu of
400 square feet, or food service, laundry, and storage components with slightly increased program square footages to promote
flexible outcomes.
iv. Construction Cost
Construction costs will vary according to the market conditions and times to start construction. A mix of single-occupancy cells and
multiple-occupancy cells with a minimal number of dormitory beds is anticipated. Given the probable cost of construction materials
based on industry standards and labor, localized to the Iowa City market, the cost of a new Johnson County Sheriff Office, including
law enforcement and jail components for a facility with approximately 111,300 GSF, is projected at $79,750,000 with a range in cost
from $76,250,000 to $83,250,000 respectively, with construction inflation factored into the projection through 2025.
The construction costs for the Law Enforcement portion of the project average $541.98 per square foot including furniture, fixtures
and equipment. The Jail portion of the project averages $752.61 per square foot with fixed detention equipment included.
Because a specific site has not been selected at this time, and only general site considerations were evaluated to establish cost
comparison options, a site work allowance of six percent (6%) multiplied by the cost of the building components has been included.
Further, a design and estimating contingency of ten percent (10%) has been factored in as well. Since this needs assessments and
conceptual block planning pre-dates any specific design and site selection considerations, the overall cost opinion will need to be
adjusted once a specific site is selected.
a. Historic Construction Cost Considerations
As a part of this needs assessment, a request was made to provide a perspective on the impact of construction inflation to demonstrate
how market conditions have changed over the past ten years. When comparing historical construction cost market data specific to the
Iowa City market, the consultant team adjusted the inflation factors at both five- and ten-year increments. This allowed for comparison
between the current project cost of $79,750,000 and the predictive cost opinion, both five and ten years prior.
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This comparative evaluation is accomplished because we have maintained a construction inflation table for Iowa dating back to 2004.
From 2004 until the start of the pandemic in 2019 construction inflation in Iowa varied slightly year-by-year, with a 4% increase per
year on average over this period. Starting with the pandemic years, we have seen dramatic increases in annual construction inflation
reaching 8.5% per year. Construction cost indicators are projecting a leveling out for construction inflation. However, all indications
to date do not predict a return to construction inflation below pre-pandemic levels, below 4% per year. At this time, the project cost
model utilized for the $79.75 million project has a 5.5% inflation factor calculated currently and going forward.
Cost Comparison – in 2020 (five years prior to the current 2025 cost projection)
In 2020, the cost of the Johnson County Sheriff’s Office, including law enforcement and jail components for a facility with
approximately 111,300 GSF, was projected to be $57,125,000, or an average construction cost of $444 per square foot when
furniture, fixtures and equipment are excluded. The construction costs for the Law Enforcement portion of the project would
average $401.53 per square foot excluding furniture, fixtures and equipment. The Jail portion of the project average is $526
per square foot. When compared to the 2025 cost opinion, over the five-year period, construction costs increased by $177
per square foot.
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Cost Comparison – in 2015 (ten years prior to the current 2025 cost projection)
In 2015, the cost of the Johnson County Sheriff’s Office, including law enforcement and jail components for a facility with
approximately 111,300 GSF, was projected to be $45,450,000, or an average construction cost of $353 per square foot when
furniture, fixtures and equipment are excluded. The construction costs for the Law Enforcement portion of the project
would average $318.79 per square foot excluding furniture, fixtures and equipment. The Jail portion of the project average is
$418.77 per square foot. When compared to the 2020 cost opinion, over the five-year period construction costs increased by
$91 per square foot, or at a rate nearly half of what has recently occurred.
By providing this comparison cost information, Shive-Hattery wanted to demonstrate both how market influences have changed the
cost of the work and provide some historical perspective given the fact that prior JCSO needs assessment were previously completed
by others, where comparisons may have been made.
v. Jail Only Cost Opinions
As a part of this needs assessment, a request was made to provide a jail-only cost opinion compared to the full Johnson County
Sheriff’s Office project cost opinion of $79.75 million. The cost of a new Jail for Johnson County, including jail support and housing
components, with an appropriately sized public entrance and building mechanical/electrical support components would be 57,500
GSF. The total project cost is projected at $48,880,000 with a range in cost from $46,700,000 to $51,100,000 respectively and with
construction inflation factored into the projection through 2025.
The construction costs for the Jail portion of the project averages $752.61 per square foot including fixed detention equipment
within the project costs outline above. The construction costs for the Jail portion are estimated at $43.275 million which includes a
12 percent (12%) design and estimating contingency due to the higher inflation market influences occurring in the detention and
security industry.
Conversely, the associated law enforcement and storage building components represent the difference in project cost between
the $79.75 million and $48.88 million indicated for the jail portion. The associated project cost for the law enforcement and storage
building portions is $30.87 million with a construction cost opinion of $25.825 million.
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vi. Staffing Considerations
Staffing considerations for the new facility jail configuration are based on the operational expectations and positional requirements
for three shift relief position groups identified. Inmate to staffing ratios will often range between 4:1 to 7:1. For the 140-bed concept
design indicated, the design to ratio represented is 5.83:1. The significance of this result is no additional staff will be needed to operate
the new jail. While this experience is uncommon due to increased jail capacity typically requiring an increase in jail staff, in this case,
there is an adequate number of current staff to operate the jail due to the existing jail’s highly inefficient configuration.
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Support Services (Kitchen and Laundry)
Housing and Central Control (back-up) (3 positions x 1.3 SRF) 4 staff positions
Intake Processing (Holding) –
Court Service – Intake Management (3 positions x 1.3 SRF) 4 staff positions
Inmate Programs – MH/Medical Support -
Jail Administration Support (5 positions x 1.0 SRF) 5 staff positions
Total Baseline Positions for 140 Beds Expandable Jail 24 positions
As a baseline configuration for each site under consideration, a modification to the baseline staffing plan may be needed. The
baseline diagram utilized for staffing concepts identified with the sheriff’s office is:
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vii. Life Cycle Cost Analysis - Considerations
Overview:
Three life cycle cost considerations have been evaluated: A Build New Life Cycle Scenario for the 140-bed jail facility, as well as two Do
Nothing Life Cycle Scenarios. Each of these life cycle cost evaluations considers the following areas tied to the 20-year projections1:
• Capital Project Cost to construct the facility (both law enforcement and jail):
o For the Build New jail scenario, $48.88 million was applied in this evaluation with a partial initial cost incurred in FY2025-
26 for principal and interest on a 20-year bond. When comparing a Build New scenario for both law enforcement and jail
components, a $79.75 million number was applied.
o For the jail only Do Nothing scenario, this evaluation considers the eventual closing and vacating of the existing jail2. With
a facility that has reached the end of its ability to meet the needs of the community, it is not a question of if, but when. For
comparison purposes, we have factored in a replacement holding facility into this scenario. This facility would meet the
short-term needs associated with the intake process, with the explicit purpose of processing arrestees. All long-term housing
of inmates would occur out of county in other neighboring county jails. For the purposes of this evaluation, the replacement
holding facility project cost projected is $13.6 million applied with a partial initial cost incurred in FY2026-27 for principal and
interest on a 20-year bond.
o For the Do Nothing Scenarios inclusive of both law enforcement and holding facility components, the projection includes the
$30.87 million project cost to construct the law enforcement components in addition to the Holding Facility. The total capital
project cost included in the life cycle project for both is $50 million.
• Projected Operations Cost for Staffing3
o For the Build New jail scenario, staffing is projected at 24 staff positions.
o For the jail only Do Nothing scenario, staffing would need to transition to a more robust transfer and transportation unit,
requiring initial movement of the 83 in-custody average daily population inmates to other neighboring jail facilities. This
evaluation is based on having 18 staff positions for the transportation unit.
o For the law enforcement and holding facility Do Nothing scenario, an additional 12 staffing positions would be needed
to operate the holding facility, bringing the total number of staff projected to 30, including the 18 staff identified in the
transportation unit.
o Note: The scenarios projected do not consider the increased liability concerns associated with transporting inmates
to other facilities. Liability is a significant factor for consideration in future evaluations, both for staff and inmates.
• Projected Operations Cost for Inmate Care/Medical
• Maintenance/Custodial/Utility Costs
o For the Build New Johnson County Sheriff’s Office (law enforcement and 140-bed jail) scenario.
o For the Do Nothing scenario, to support a replacement holding facility and law enforcement facility.
• Housing – Per Diem Costs
o Through Dec. 2023, JCSO has calculated $15.84 million has been spent housing inmates outside of Johnson County.
o For the Build New 140-bed jail scenario, the need for out of county housing ends when a two-year construction period for
this scenario is completed. For this evaluation, occupancy is projected to occur in 2027.
o For the Do Nothing scenario, Per diem cost to house inmates out of county is calculated at a starting rate of $60 per day per
inmate. An inflation factor of 2 percent (2%) per year has been factored into the calculation. For the total number of inmates
managed and housed out of county over the 20-year period, there is an $89.3 million cost impact. The transportation costs
at $7 million are in addition to the per diem cost calculated, bringing the total project cost to house inmates out-of-county at
$96.3 million dollars.
• Transportation Cost (Out of County) – 20-year cost considerations as noted above.
1 Life Cycle Cost Analysis assumes 2% Inflation Rate/Year
2 The existing facilities capacity will not meet the county needs and is functionality antiquated. Therefore, when considering the options, a new facility will be required to comply with Iowa Code requirements.
3 FTE’s staff positions will increase as transportation growth occurs due to inefficiency and capacity issues of existing facilities.
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• Transportation Cost (Institutional and Medical/MH) – Costs over the remaining time in either scenario to manage and transport
inmates for medical care and institution exchanges with other agencies.
• Miscellaneous (Other) – Uniforms, Supplies, Training Events, Dues, etc.
Operational Staffing Cost Considerations
The single most critical issue when planning for a new or expanded justice facility is the staffing requirements and associated costs.
Capital construction costs represent a small part of the total life cycle costs of a detention facility, representing only ten to eleven
percent (10% to 11%) of the total costs of the facility over its useful life. The overall useful life of this type of facility is generally between
40 to 50 years. The staffing requirements and associated costs represent 63 percent to 67 percent (63% to 67%) of the total life cycle
costs for a detention facility. The remaining 22 percent to 27 percent (22% to 27%) to balance is made up of utility, medical, food costs
and other miscellaneous direct offender expenses. Given the significance of staffing on the life cycle costs, this element of the study
focuses primarily on the staffing needed to support each concept, by locating the new justice facility on an urban or remote site. For
modeling purposes, tied mainly to the length of time needed to pay down bond referendum capital financing, the life cycle cost
models presented in this report are based on the projected total cost over a 20-year period.
Throughout the programming effort, we were continually evaluating the staffing impact of functional and architectural
programming concepts for urban or remote sites. In each case, the major components and their functional sub-components were
programmed by the underlying need to create concepts that support Johnson County’s mission: improving operations, safety,
inherently promoting staff efficiency and creating an appropriate justice environment.
The staffing analysis developed for this project was analyzed through a stepped process. Shive-Hattery determined the number of
employees required to safely and constitutionally supervise jail activities by including a preliminary profile of the existing jail and its
operations and reviewing the ancillary functions that impact security/supervision and the need for detention officer supervision.
This staffing plan is designed to facilitate a 24-hours per day/7-days per week/365-days per year operation. To promote a common
understanding, the staffing-shift relief factors needed to keep the facility operational have been incorporated into the first and
second 12-hour watch positions. Any position that is a 24/7/365-day two-watch position has a relief factor of 5.1 built-in to the
calculation. Other positions that are staffed only during the one watch period and are required to have relief are calculated at a factor
of 1.3. Management positions have a shift relief factor of 1.0.
Do Nothing Life Cycle Determinations:
With the inclusion of the 30 staff positions noted above and the associated project costs, the cost comparison indicates:
• Through Dec. 2023, JCSO has calculated $15.84 million has been spent housing inmates outside of Johnson County.
• If the facility were closed, the projection indicates out of county housing cost would increase to $96.3 million over a 20-year
period.
• Difference in Total Operating Cost compared with building New indicates an additional $69.395 million would be needed over
a 20-year period.
Build New Life Cycle Condition:
Total cost over 20 years
Jail – Capital Project Costs (New)/LE Holding Facility
Projected Operational Costs (Stang
Projected Operational Costs (Inmate Care/Medical)
Maint./Utility Costs – Estimated
Housing - Per Diem Costs (Out of County)
Transportation Costs (Out of County)
Transportation Costs (Inst. and MH only)
Misc. (Other)54.35%
24.25%18.12%
0.02%
0.06%
2.24%0.82%
Build New Life Cycle Considerations:
• No additional staff needed to operate new jail
• Staffing efficiency, most critical life cycle factor at 54%
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Life Cycle Cost Comparison (with Law Enforcement component):
Total cost over 20 years
Jail – Capital Project Costs (New)/LE Holding Facility
Projected Operational Costs (Stang)
Projected Operational Costs (Inmate Care/Medical)
Maint./Utility Costs – Estimated
Housing – Per Diem Costs (Out of County)
Transportation Costs (Out of County)
Transportation Costs (Inst. and MH only)
Misc. (Other)47.55%
20.90%
24.17%
1.26%0.09%1.90%
1.48%
2.64%Do Nothing Life Cycle Considerations:
• Through December 2023, JCSO has calculated $15.84 million has been spent housing
inmates outside of Johnson County.
• If the facility were closed, projects indicate out of county housing cost would increase to $96.3 million over a 20-year period.
• Difference in total operating costs compared with building new is an additional
$69.395 million over a 20-year period.
Life Cycle Cost Comparison (without Law Enforcement component):
Total cost over 20 years
Jail – Capital Project Costs (New)/LE Holding Facility
Projected Operational Costs (Stang)
Projected Operational Costs (Inmate Care/Medical)
Maint./Utility Costs – Estimated
Housing – Per Diem Costs (Out of County)
Transportation Costs (Out of County)
Transportation Costs (Inst. and MH only)
Misc. (Other)
51.47%
7.99%
34.18%
0.13%2.68%
0.80%
2.71%
Do Nothing Life Cycle Considerations:
• Through December 2023, JCSO has calculated $15.84 million has been spent housing
inmates outside of Johnson County.
• If the facility were closed, projects indicate out of county housing cost would increase
to $96.3 million over a 20-year period.
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F. PROGRAMMING AND OPERATIONAL DESCRIPTIONS
i. Introduction to Program Elements
Programmatically, the Johnson County Sheriff’s Office facility needs assessment has been developed to address the 20-year need
projection for both Law Enforcement/Forward Operations as well as Jail/Detention space needs. Program considerations for each
represent:
• Law Enforcement/Forward Operations – is 48% of the total program space (53,800 SF).
o Best Practice Average Comparison 500 SF/Employee.
o JCSO Program is planned for 489 SF/Employee.
• Jail/Detention Space – is 52% of the total program space (57,500 SF).
o Best Practice Average Comparison 400 SF to 450 SF/Inmate.
o JCSO Program is planned for 411 SF/Inmate.
o JCSO Housing Unit is planned for 257 SF/Inmate.
The following is a description of functions that are found for both programmatic components:
ii. Security Design Principles
For the justice facility program, several security principles have been identified.
1. A Central Control/EOC Support Area will exist within the new facility, which shall control all perimeter security and movement
between building components. The Control Center will be as penetration-resistant and self-contained as possible to ensure
continuous facility security and control of offender activities. Overall, Central Control will manage all perimeter accesses and
monitoring systems and control or monitor all internal movement within the facility.
The Central Control Station will monitor and control all major building alarms, and response systems will maintain constant
communications with all staff working at posts throughout the facility. In the event of an emergency, Central Control will also
have a backup/override capability over all local housing and housing control positions and will maintain a link to all records and
data systems relevant to the processing and management of movement throughout the building.
2. Two interlocking doors will provide all access into the security perimeter. All interlocking systems will have an electric override
function that can be activated by staff in emergency situations. Most of the court components will occur on the public side of
the facility. Offender Holding Areas will be separated from public spaces, and movement to and from Intake and Booking will
occur through secure circulation.
3. Entrance into the jail security perimeter by officials outside service individuals (doctors, counselors, educators, lawyers, etc.) will
be as direct and efficient as possible. Security will be provided to the spaces these individuals need access to, with monitoring
systems at a nearby staff post and CCTV and/or audio monitoring respective to the meeting’s privacy needs.
4. Persons visiting inmates will not normally penetrate jail security. A video visitation system has been designed for the facility to
limit inmate/visitor movement. Visitation will be conducted through electronic communication from the visitor lobby spaces to
each dayroom.
5. When visitors and service providers need to enter the security perimeter, they will pass through metal detection and should be
subject to search.
6. Surveillance by direct staff view from the Podular Housing Unit control room or contact shall be implemented over reliance on
electronic surveillance equipment.
7. There will be control positions constantly staffed to support the housing units. These positions would have control over all doors
and security systems within their respective areas. These control positions can be overridden or shut down by Central Control.
8. Access to public lobbies will be open during normal visiting and business hours.
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a. Public Reception Areas
Public and official visitor reception is intended to serve the new facility’s needs. Staff will enter the facility through a separate staff
entrance.
Public reception will be off the main entry vestibule. It is important for this area to confine public movement to as limited an area as
possible while also making public access convenient and easily identifiable without undue assistance from staff. After checking in at
the reception desk, visitors will be directed to administration or the areas that service visitor and community needs.
It is important that the public reception area conveys a proper image and appearance, responds to department reception and
security policies and is adequately sized to serve the facility. This area of the facility is the most influential on public opinion, along
with the exterior appearance associated with law enforcement/forward operations.
When a professional visitor interacts with an arrestee in the Facility Intake/Release Area, consult rooms are located immediately off the
visitor jail lobby, adjacent to the booking and processing area. Arrestees who are involved in the processing-holding sequence can
speak with attorneys, bonding agents and family/visitors on subjects primarily related to attaining release.
b. Jail and Sheriff’s Administration
The administration components programmed in this study focus on two types of Administration. First, support administration space
for the new jail facility; Second, the sheriff’s administration and forward operations departments.
Administration space provided for the facility staff has been configured to support the long-term training and operational needs
that foster support law enforcement’s community support and engagement. The sheriff’s training components will consist of
classrooms, and simulation and defensive tactical training support spaces. These spaces will support Johnson County’s needs and the
surrounding community.
iii. Central Control
Central Control includes activities and functions pertaining only to the new facility. The primary objective of this component is to
monitor control of electronic security and life safety systems associated with the facility’s perimeter security.
The space around this component establishes a security zone since Central Control functions as the nerve center of the building.
Activities also include selective monitoring of visitors, staff, and inmates in and out of the facility.
The Central Control Room is located on the interior, as shown in the blocking diagrams, and is located strategically in the facility for
maximum efficiency in and out of the housing units.
a. Facility Intake/Release Processing
The Intake/Release component of the new jail serves as a processing center for the new building. The primary point remains at
the main jail for the Sheriff’s Office and other local law enforcement agencies to bring their arrestees. Intake/Release includes the
following sub-components:
• Facility Intake/Vehicular Sally Port.
• Booking-Identification.
• Operating While Intoxicated (OWI) support functions.
• Medical.
• Jail Court support.
• Admissions-Property-Release.
The Facility Intake/Vehicular Sally Port addresses the need for secure vehicle and arrestee reception and initial security processing, as
well as the needs of arresting officers who will interface with the OWI screening, intake processing, and other staff in the area.
A new, secure, vehicular sally port serves as the point of entry to the intake center. Arresting or transporting officers will drive into
the sally port, which is controlled from an Intake-Release control room and staffed 24 hours a day. Routine entry involves moving
arrestees from the parked vehicle into the reception area, which functions as an initial processing area before arrestees are permitted
access to the Booking-Identification lobby. Processes are completed in the reception area before entry.
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Booking-Identification includes initial property removal and inventory, search procedures and metal scanning. This process ensures
that arrestees are “clean” in terms of possession of weapons and/or dangerous contraband.
Persons released from intake processing or any one of the several jail housing unit components will be routed through the release
processing area for property return and then be routed through the jail lobby.
In the Booking Lobby/Reception counter area, arrestees are engaged in the following activities and processes:
• Property exchange and inmate uniform issuance in dress-in areas, processing assignments and jail identification.
• Medical screening.
• Holding in secure holding cells or waiting/staging in a normalized open waiting area.
• Fingerprinting for full set of finger and palm prints.
• Video imaging.
• Classification identification for processing into the facility.
iv. Court Services/Jail Support
Video advisory hearings will be conducted via an internal CCTV link between the new facility and the Court components. The
program assumes that judges, officers of the court and defense counsel will appear to conduct proceedings while in-custody
defendants will be located simultaneously in advisory court or deposition areas in the new jail.
v. Medical Services
The medical services component is designed to minimize the need to transport inmates to a hospital facility. The medical treatment
concepts programmed into this project are also designed to limit the internal movement of offenders in need of medical or mental
health attention.
Starting at the housing unit, a medical screening and triage will evaluate an inmate’s condition. If after this initial evaluation further
treatment is needed, the medical services component is designed to accommodate the following:
• Portable X-ray
• Examination Room
• Minor Procedure Medical Treatment
Four medical isolation cells and two infirmary units for three people each will accommodate the need of offenders requiring
additional separation from the general population. The medical cells in this area will be designed for isolation with negative pressure
mechanical system considerations.
The nurse’s station is shared with a detention offi cer.
vi. Housing
The new expansion project involves a variety of housing configurations for general, segregation and administrative inmates for adult
populations. The facility will primarily operate by means of podular indirect supervision. Cell configurations are designed for single-
or two-person occupancy. Dormitory housing will be in direct line-of-sight with the floor control position and will be designed to
accommodate direct lines of sight into the housing units.
Housing support areas are planned to accommodate professional visitations, hearings/group meetings, classroom activities, medical
screening and proper supervision.
Indirect supervision involves the observation, control and management of offenders within the housing units by a deputy located at
a control station directly outside the housing units. Barriers, which separate deputies and offenders such as those formed by podular-
remote glazed control rooms, are featured in the indirect supervision concepts in this study.
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Standards: All program components will comply with the Iowa Jail Standards and will consider the ACA standards where applicable.
Natural Light: Each cell will have a window to the exterior to directly provide natural light through a service chase behind the
modular cells. Since offenders spend a substantial amount of their time in the dayrooms, providing quality lighting to this area is a
priority. In addition, direct sunlight to support a normative environment in the housing dayrooms and housing unit staff support
areas will be accommodated through the use of clerestory windows or light monitors.
Dayrooms: All housing units will have their own dayrooms, which will be sufficiently sized to facilitate activities such as dining and
offer casual seating for reading and television viewing. Pre-trayed meals will be assembled on a rolling cart, which will be rolled into
each dayroom at the proper times.
Pod Access and Control Concepts: Consistent with security and control concepts required in a podular indirect supervision setting,
each Pod has entry from the corridor. The housing unit deputy will monitor the interior door to the units, with backup monitoring
from Central Control. This is important concerning entries, during which it is critical that the housing unit officer determines that the
occupants are under control and that the unit is ready to accept additional occupants or returning inmates. The corridor will have
access control from a security vestibule with interlocked doors.
vii. Food Service
All offenders will be served at their housing units in a uniform, compartmented tray system. Staff meals may be served separately in
staff break areas in the facility.
Food products are received in bulk and case lots from vendor trucks at a secured loading dock. Deliveries are brought into a secure
receiving reception area for checking and staging. A receiving office is provided with direct access and a view to the staging area.
After deliveries are checked, they are to be transported to the appropriate storage area for stocking.
Dry food storage space is to be adequately sized to accommodate up to a 30-day supply.
Refrigerated storage is typically sized for deliveries two times per week. At least one week of frozen food products will be
accommodated in the storage area. Additional freezer space may be provided outside the building.
viii. Laundry
Laundry services will provide inmates with clean and sanitized linens and uniforms regularly. The laundry will also be capable of
processing inmate personal items. Laundry responsibilities will also include supplies for holding and property dress-out. The laundry
processing functions include load sorting, washing, drying, and folding of clothing and linen. This area shall be open and in full view
of visual supervision.
G. PROGRAMMING DESCRIPTIONS
i. Facility Macro Programming
Macro space planning has been developed with future growth in mind for both the law enforcement facility as well as the core jail
elements to address the long-term capacity needs. The jail construction would accommodate 140 beds with core support service
areas such as medical, food service, laundry, and processing space sized for the full capacity. Said differently, the core elements of th e
building have subtle adjustments allowing for flexibility as needs change at a time when the facility reaches capacity.
The baseline space planning considerations listed below account for proper separation of the building components through
secure circulation elements for offender movement in the jail and to law enforcement components. Public circulation is limited to
essential components and visitation elements. Controlled circulation occurs in areas essential for initial appearance proceedings and
professional visitation.
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Space configurations and proposed square footage for each of the building components are broken down into the following major
categories:
Public Reception – Ancillary 6,500 SF
Law Enforcement Components: (46,300 NSF)
Sheriff’s Administration 3,500 SF
Civil Division 2,700 SF
Records Division 2,800 SF
Watch Command and Patrol Division 5,000 SF
Criminal Investigation Division 5,000 SF
K9 Unit 300 SF
Training and Support 10,000 SF
Evidence/ forensic Testing 5,000 SF
Vehicle Maintenance and Storage 12,000 SF
Jail Components: (52,200 NSF)
Housing – 140 Beds
Housing Support and Jail Administration 5,600 SF
Special Management Housing (25 Beds) 7,500 SF
General Population Housing (28 Beds) 4,200 SF
Administrative Transitional Housing (28 Beds) 4,200 SF
Segregation Housing – Male/Female (15 Beds) 3,900 SF
General Population Female Housing (16 Beds) 2,100 SF
Dormitory Housing (22 Beds) 1,900 SF
Intake/Release/Medical/Court (6 Beds) 13,500 SF
Food Service/Laundry/Storage 6,500 SF
Central Control/EOC Support 2,800 SF
Building Support – Mechanical/Electrical 5,400 SF
Subtotal – Marco Program (NSF) 110,400 NSF
Projected Macro Program – Gross Square Feet (max) for 140 Beds = 122,000 GSF
(building envelope, common circ, stairs, elev.)
Overall Jail Square Footage per Inmate @ 140 Beds 411 SF
Housing Unit Square Footage 36,000 SF
Housing Square Footage per Inmate 257.15 SF
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H. BUILDING EXPANSION AND FLEXIBILITY
Flexibility is certainly a priority for this project. As with all modern buildings, changes occur over time and floor plans will require
modification. Using compartmentalization in the macro-program, the building components are designed to look at future internal
growth needs. Office components include space for future employees and amenities. Storage elements look at long- and short-term
strategies to accommodate evidence, information and records management. Inmate areas are designed to bring essential services
to the offenders housing unit to reduce movement expense. Thus, while the planning team has been as accurate and insightful as
possible, building systems and floor plan shapes should be as flexible as possible.
In this baseline planning scenario, all core elements have been programmed to accommodate expansion beyond the initial
construction. For remote sites, expansion would be horizontal, expanding the building in two directions with growth for law
enforcement and inmate housing occurring at the perimeter of the building. Administration and miscellaneous functions, inmate
processing functions, and support functions have been programmed to accommodate expansion of this facility to 240 beds. It must
be noted that the need for a 240-bed facility is beyond 30 years (2054). Thus, additional housing and the incorporation of minor
internal changes would only become necessary beyond this predictive model, implemented a couple of years in advance of the time
expansion if needed.
i. Technology and Supervision Priorities
Technology integration with supervision and management of inmates is a priority to create an efficient facility. Consequently, if
choices are made relative to costs, the county should spend more to attain clearer views and with more direct movement rather than
spend excessive money on sophisticated security technologies.
The facility design should anticipate future technologies and build flexibility into the facility to accommodate and integrate new
technologies. Providing space for CAT6 cabling and/or fiber lines for technologies that can be installed in the future is important.
Further the use of wireless technologies has significantly improved, but with the secure nature of detention construction,
current technologies remain dependent on cabling solutions. The facility design will be prepared for the implementation of
video technologies. Some areas that utilized video connectivity are attorney-client interviews, pretrial release interviews, medical,
counseling and religious broadcasts. Preparing multi-purpose activity space, which the existing facility cannot currently support, is a
relevant consideration for improving offender services in the facility.
I. POLICY STANDARDS
i. Introduction
A key foundation for determining future needs is the development of a series of policy standards to guide short- and long-range
planning decisions. These decisions, made during the next stage of the planning process, will influence the way Johnson County
operates and constructs its future facilities. This is important because at some point the existing facility has influenced the policies
adopted by Johnson County. A new facility will provide an opportunity to revisit the operational practices, putting in place best
practice considerations going forward. While it may be difficult to qualify the impact the existing facility has had, operational
influences and inefficiencies have occurred.
These policy standards recommendations can be derived from Iowa Jail Standards, PREA considerations, DOJ considerations for adult
local detention, and the American Correctional Association (ACA) standards. The policy standards are a series of physical, operational,
staffing and treatment criteria that describe how offenders should be housed and managed based on their classification, custody
level and special needs.
ii. Policy Standards
The policy standards represent vision statements of what the JCSO aspires to be in the coming years, not necessarily what it is
today. They are intended to represent best practices within the fields of adult detention. The policy standards incorporate all
applicable national and local standards and the planning consultant’s experience. In particular, the core standards represent
critical configurations for facilities and have been adopted in accordance with the initial planning concepts outlined in this needs
assessment.
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39 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
It is recommended that the policy standards be used by Johnson County to develop a detailed response and solution during full
architectural design. The basis for future policy standards should be organized and divided into primary categories as follows:
• General Population considerations.
• Special Needs/Management considerations.
• Security and Circulation considerations.
• Staffing and Operational considerations.
Within each subcategory, a series of standards can be applied to further define the physical plant requirements for housing and other
facility components, housing operations, offender movement, programs and services and refined staffing requirements for the in-
custody populations being served.
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40 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
J. DEPARTMENTAL/AREA PROGRAM SPACE LIST REQUIREMENTS
The 20-year projections implemented in the program planning process for this needs assessment include the Johnson County
Sheriff’s Office needs for forward operation law enforcement services, the inclusion of JFACT into the facility, the inclusion of long-
term storage facility needs and the square footage projections for a 140-bed jail. To achieve compliance with the Iowa Administrative
Code requirements, in accordance with operation expectations, 444 program spaces have been identified. The individual room space
list components as summarized above are:
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
PA Public Reception - Ancillary
PR.101 Entry Vestibule 1 150
PR.102 Public Lobby 1 750PR.103 Locker Area 1 40
PR.104 Metal Detector 1 60
PR.105 Video Visitation Booths 4 100
PR.106 Non-Contact Visiting Booths 2 160PR.107 SRO / Private Consult Room 1 100PR.108 Prof. Interview / Conference Room 2 300
PR.109 Lobby Fingerprint Area 1 50PR.110 Sallyport Vestibule 1 80
AN.111 Public Toilets 2 400AN.112 Mother's Room / Privacy Room 1 100AN.113 Break Room and Kitchen 1 800AN.114 Short-Term Sleeping Room(s)2 160AN.115 Staff Toilets 2 130AN.116 Storage - Misc. Supplies 1 300AN.117 Conference - Meeting Rooms 2 1,000AN.118 Community Room 1 500AN.119 Kitchenette 1 50
PA 28 5,230Spaces
1.25 =
4/16/2024
80
100
50
25 4 stations (two chairs at each on public side)
80
150
Sub-Totals:
50050050 Located near Community / Conf. Rooms
Two Rooms (25 people each)
Total G.S.F.
Avg. NSF per Space
300
200
100 2 fridges, 2 microwaves, 1 dishwasher; Seating for 16 (Ice machine)
X Building Gross factor of:
Vestibule, Lobby, Front Desk Access, Kiosks for Weapons permits / information;
Historical Display Elements, Access to Interview Rooms, Access to Training Room;
6,500
Total N.S.F.
40
187
750 12 lockers (small compartments)
60
6580
Sink, Small Fridge, Chair and Table 800
Program Space List - Johnson County, IA PUBLIC RECEPTION / ANCILLARY
Johnson County Sheriff's Office / BH Therapeutic PA
Areas of Each
(NSF)
150
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Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of
Spaces Total (NSF) Remarks
SA Sheriff's AdministrationSA.101 Sheriff's Office 1 250SA.102 Chief Deputy 1 200SA.103 2nd Deputy - Patrol Command 1 200SA.104 Civil Lieutenant 1 150SA.105 Investigations Lieutenant 1 150SA.106 Records Lieutenant 1 150SA.107 Jail Captain 1 150SA.108 Admin Assistant 2 150SA.109 Future Admin Deputy Office 2 200
SA.110 Storage Room - Crime Prevention Materials 1 150SA.111 Conference Room 1 500SA.112 Work Areas - Printers / Copiers 1 200SA.113 Mail 1 50SA.114 Storage - General 1 300SA.115 Admin Toilets 2 130
SA 11 2,930Spaces
1.20 =
4/16/2024Total G.S.F.
Program Space List - Johnson County, IA
Johnson County Sheriff's Office / BH Therapeutic
266
Avg. NSF per Space
X Building Gross factor of:
200
3,500
Total N.S.F.Sub-Totals:
150
Areas of Each (NSF)
250
65300
500 Copiers / Office SuppliesPart of Workroom50200
SHERIFF'S ADMINISTRATION
Private Office
Private Office
SA
Private Office
Private Office
Private Office200Private Office
Private Office
150 Private Office
Open Office
150150
150
10075
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41 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff
Post Program No.Space Description Number of
Spaces Total (NSF) Remarks
CA Civil DivisionCA.101 Civil Deputy 6 600CA.102 Secretary - Public Facing Staff 2 200CA.103 Clerk - Assistant / Support 2 160
CA.104 Work Areas - Printers / Copiers 1 200CA.105 Case Files - Records 1 1,000
CA.106 Break Room 1 100CA.107 Restrooms 2 200
CA 15 2,460Spaces
1.10 =
4/16/2024
Avg. NSF per Space Total N.S.F.
X Building Gross factor of:2,700
Total G.S.F.
100 Shared with Records100Shared with Records
Sub-Totals:164
2001,000
Program Space List - Johnson County, IA CIVIL DIVISION - ANCILLARY CAJohnson County Sheriff's Office / BH Therapeutic
Areas of Each (NSF)
80
100 Open Office (Workstations) -100 View to Front Reception Counter (Total of eight workstations with RC.101)
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Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
RA Records DivisionRA.101 Record Clerk 5 500RA.102 Reception - Public Facing Staff 1 100RA.103 Records - Coordinator Office 1 100RA.103 Records - Admin Sect 1 80
RA.104 Work Areas - Printers / Copiers 1 200RA.105 Record Storage- Active 1 200RA.106 Files - Records 1 700
RA.107 Storage 1 400
RA.108 Break Room 1 100RA.109 Restrooms 2 200
RA 15 2,580Spaces
1.10 =
4/16/2024
X Building Gross factor of:2,800
Shared with Civil100Shared with Civil
Total G.S.F.
100 Open Office (Workstations) - Currently 5 employees + 3 add 'l civilian staff (future)
100
200
400
Sub-Totals:172
Avg. NSF per
Space
Total N.S.F.
Program Space List - Johnson County, IA RECORDS - ANCILLARY RAJohnson County Sheriff's Office / BH Therapeutic
Areas of Each (NSF)
700 Storage for 9 years worth of records (for compliance with IAC)
100 View to Front Reception Counter (Total of eight workstations with RA.101)
200
80100
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42 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
The staffing plan diagram is broken down into the following focused position groups. A shift relief factor (SRF) has been applied. The
baseline groups positions needs are:
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff
Post Program No.Space Description Number of
Spaces Total (NSF) Remarks
PD Watch Command & Patrol Division
PD.101 Lieutenant - Patrol Operations 3 300PD.102 Patrol Sergeants 6 600PD.103 Admin Assistant - Patrol Division 1 75PD.104 Patrol Officers 1 720
PD.105 Patrol Form Storage / Printer 1 220PD.106 Juvenile Waiting 1 120PD.107 Interview Room 1 100PD.108 Roll Call (Squad) Room 1 1,000
PD.109 Small Equipment Storage / Patrol Issue / Misc. Patrol Operations storage 1 400
PD.110 Go Bag Storage / Patrol Operations Storage 1 200PD.111 Storage Room 1 200
PD 18 3,935
Spaces
1.25 =
4/16/2024
Program Space List - Johnson County, IA Watch Command & Patrol Division PDJohnson County Sheriff's Office / BH Therapeutic
75 Open Office Workstations720Projected & Shared: 36 Patrol Officers; 8 to 12 Shared 6'x30" benching workstations;
Areas of Each (NSF)
100 Open Office Workstations or Indv. (Watch Commanders: 3 shifts @ 2 per shift) (4 100 Private Office (Watch Commanders: 3 shifts @ 1 per shift)
220 Space for officers' files, collateral assignments, work equipment / office materials
1001000 Sized for 40; Movable tables and chairs
120
400 Adjacent to Roll Call; civil disturbance gear, weapon lockers, shared field related equipment, etc;
200 Lockers adjacent to patrol deputy vehicle parking exit & Patrol; Includes 36 (approx. 2'x4') lockers in an alcove200
Sub-Totals:219
Avg. NSF per Space Total N.S.F.
X Building Gross factor of:5,000
Total G.S.F.
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Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff
Post Program No.Space Description Number of
Spaces Total (NSF) Remarks
CI Criminal Investigation
CI.101 Det/Receipt/Admin 1 150CI.101a Receipt/Admin (Closet)1 50CI.102 Legal Secretary / Admin Assist 1 120CI.103 Lieutenant - Investigations 1 150CI.104 Criminal Investigation (Detectives)9 900CI.105 Meeting Space - open 1 200CI.106 Interview Room 3 300CI.107 Interview VIP Viewing Room 1 100
CI.107a Interview Room - Toilet 1 60CI.108 Soft Interview Room 2 160CI.109 Family Services Room 1 150CI.110 Conference room 1 360CI.111 Polygraph Room 1 100
CI.112 Major Case Room - Muti Agency 1 800CI.113 Storage Room 1 150
CI.114 Task Force 6 450
CI 32 4,200
Spaces
1.20 =
4/16/2024
X Building Gross factor of:5,000
Total G.S.F.
120
100
360
75 Work Stations
80 Sight and sound separated150Semi-secure
800 Seating for 16-20 people. Secure location, limited access
100
100
150
Sub-Totals:131
Avg. NSF per Space Total N.S.F.
150
Private Office
200100 Sight and sound separated.
Private Office (Currently six, plus three future)
Areas of Each (NSF)
Seating for 12 people; sight and sound separatedSound proof
Program Space List - Johnson County, IA CRIMINAL INVESTIGATION CIJohnson County Sheriff's Office / BH Therapeutic
15050
60
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43 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
K9 K9 Unit
K.101 Kennel / wash down area 1 80K.102 Work Area - Support 1 100K.103 Storage Room 1 100
K9 3 280Spaces
1.10 =
4/16/2024
Areas of Each (NSF)
Program Space List - Johnson County, IA K9 Unit K9Johnson County Sheriff's Office / BH Therapeutic
80100100
Sub-Totals:93
Avg. NSF per Space
Total N.S.F.
X Building Gross factor of:300
Total G.S.F.
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Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of
Spaces Total (NSF) Remarks
TS Training & Support
TS.101 Locker Room Toilets & Showers 9 900
TS.102 Locker Room Amenities - Gen. Circ.1 500TS.102a Women's Locker Room 1 600TS.102b Men's Locker Room 1 1,400TS.103 Laundry & Storage - Staff 1 200TS.104 Combined Fitness & Exercise Room 1 1,000TS.104a Equipment Storage 1 150
TS.105 Defensive Tactics Training Room 1 800TS.105a Tactical Team Equipment Storage (SERT)1 200TS.106 Training Coordinator - Future 1 100
TS.107 LE Training Room 1 800TS.107a Simulation Training Room (FATS)1 800TS.107b Drone and Sim. Equip. Storage 1 200TS.108 Kitchenette 1 50
TS.109 Quartermaster - Issue and Storage 1 500TS.110 Armory- Weapon / Ammo Storage 1 500
TS 24 8,700Spaces
1.15 =
4/16/2024
50 One located near Training Room, Another near Lobby / Office Area
800 Adjacent to Training Classrooms
Areas of Each (NSF)
500 Vest Drying, Circ. 600 30% of 94 Locker plus 6 future (2'w x 2'8"d + 3'-6" circ (each))
100 Indv. Separate rooms
Program Space List - Johnson County, IA Training & Support TSJohnson County Sheriff's Office / BH Therapeutic
70% of 94 Locker plus 6 future (2'w x 2'8"d + 3'-6" circ (each))
100
800 Seats 40 (combined); A/V considerations; Demountable Partition with Simulation Training
2001400
1000 Weight & Cardio Machines (Open Fitness Configuration)
150 Tactical Dummies, Mat Storage etc
200 Cubby-Style Lockers; Qty: 8800
Sub-Totals:363
200 50 SF for Drone Storage & 150 SF for Sim. Equipment Storage
500 Uniform / Belt StorageSecure Room500
X Building Gross factor of:10,000
Total G.S.F.
Avg. NSF per Space Total N.S.F.
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44 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff
Post Program No.Space Description Number of
Spaces Total (NSF) Remarks
E Evidence / Forensic Testing
E.101 Evidence Drop-off 1 200E.102 Evidence Storage 1 700E.102a Evidence Weapons Storage 1 300E.102b Evidence Cash Storage 1 100
E.102c Evidence Drug Storage 1 400E.103 Evidence Tech Workstation 2 240E.104 Forensics Testing 1 200E.105 Evidence Processing Vestibule 1 80
E.106 Vehicle Evidence 1 700E.107 Offender / Evidence Release Vestibule 1 80
J JFACJ.101 Reception 1 150J.102 Intake / Evidence Lockers 1 250J.103 Labs 2 800J.104 Office Area 2 600
E 17 4,800Spaces
1.05 =
4/16/2024
Worksurface for officers to write reports. Pass-through lockers for officers to lock up evidence for technician to process.
Hardened
Separate entrance for Staff into Forensics TestingIf this space is it's own garage area, as planned in the calculations, it is a 26' x 27' Room
Hardened
HardenedWorkstation for evidence tech / processing.
Program Space List - Johnson County, IA EVIDENCE EJohnson County Sheriff's Office / BH Therapeutic
Areas of Each (NSF)
200700300
Sub-Totals:282
70080
100
40012020080
Avg. NSF per Space
Total N.S.F.
150250400
X Building Gross factor of:5,000
Total G.S.F.
Locate department near perimeter of building for potential expansion.
300 3 workstations each
Small room for evidence to be picked up
Lab area for testing / Drying - Blood Room
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Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
VM Vehicle Maintenance & Storage
VM.101 Vehicle Maintenance Storage 1 150VM.102 Patrol Bike Storage 1 100VM.103 Gator Storage Boat Storage 1 300VM.104 Speed Trailer Storage 1 120
VM.105 General Storage (traps, supplies)1 400VM.106 Vehicle Decontamination 1 60VM.107 Large Item Evidence Storage 1 600VM.108 Large Item Evidence Drop Off Vestibule 2 100
VM.109 Vehicle Maintenance 1 1,000VM.110 MRAP - Vehicle Storage 1 400
VM.111 Bulk Storage 1 10,000
-2,230
VM 12 11,000
Spaces
1.10 =
4/16/2024
Locate department near perimeter of building for potential expansion.
Worksurface for light vehicle maintenance; Storage for Light Vehicle Maintenance
2 bays with lift work space
Program Space List - Johnson County, IA Vehicle Maintenance & Storage VMJohnson County Sheriff's Office / BH Therapeutic
Existing Metal Building is 65-feet x 175-feet. Plan for this to be a separate structure on the site.
Areas of Each (NSF)
Storage for traffic cones, barricades, maint.Hose for cleaning squad vehicles. Storage for large items held as evidence. Examples include: found bikes, fridges, Secure Drop Off Station for officers to check in Large Items to Evidence Storage
Quantity: 10 bikesSpace for, 2 Gators & 1 Boat Quantity: 1
Sub-Totals:917
Avg. NSF per Space Total N.S.F.
X Building Gross factor of:12,000
Total G.S.F.
150100300120
4006060050
1000400
10,000
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45 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
H HOUSINGHSHousing Support & Jail Admin.
HS.101 Professional Visitation 2 1001HS.102 Vocational _ Medical Screening 1 200
HS.103 Pod / Floor Control Circulation 1 800HS.104 General Storage / Janitor Closet 1 380HS.105 Housing Unit Laundry 1 150HS.106 Personal Hygiene / Support 1 150HS.107 Multi-Purpose Classroom 1 600HS.108 Exercise Yard _ General Pop 1 500HS.109 Exercise Yard - Special Mgmt Population 1 200HS.110 Therapeutic (Counseling) / Volunteer Offices 1 120
HS.111 Pod / Floor Control Officer Work Station 1 400HS.112 Staff Toilet 1 60HS.113 Safety Cell 2 140
Per every 150-Beds 15 3,800
HS.113 Jail - Lieutenant 2 300HS.114 Jail - Sergeant 1 200HS.115 Jail - Deputies Office 2 240HS.116 Jail - Deputy Report Writing 1 400HS.117 Staff Toilet 1 40HS.118 Electrical / Security Closet 1 80
Jail Admin - Subtotal 8 1,260
HS 23 5,060Spaces
1.10 =
4/16/2024
60
Locate with 'CO' Central Control, see Program Sheet
150 Locate with 'CO' Central Control, see Program Sheet
120 Locate with 'CO' Central Control, see Program Sheet
380
80 Locate with 'CO' Central Control, see Program Sheet
150
800
40400
Small Group - Meeting 8-10 offenders500200
Sub-Totals:
50
HOUSING SUPPORT & JAIL ADMIN
Johnson County Sheriff's Office / BH Therapeutic
Exam - Evaluation Room
Locate with 'CO' Central Control, see Program Sheet
Program Space List - Johnson County, IA
200
200
150
Support Office / Admin Space - located within Jail Housing components
HS
Areas of Each
(NSF)
X Building Gross factor of:
600
Total G.S.F.
Total N.S.F.Avg. NSF per Space
5,600
220
Where possible, located with 'Housing Units,' see Program Sheets
400 Elevated Pod Control - from first level.
70 Padded
120
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Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
H1 HOUSINGHM-A Special Mgmt - 'MH/BH' Therapeutic Housing
H.101 1-person Cells 16 1,120H.102 1-person Padded Cell 0 0H.103 HVAC - Plumbing Cell Chase 8 320 Rear Chase Access Design (increase from 15 SF per chase)H.104 Dayroom (35 sqft / inmate minimum)1 720Telephone AreaVideo Visitation Provide handheld charging station for 12 devicesFood Service / Beverage Counter GFIC outlet, sink w/ gooseneck; adjacent water drinking fountain.TV watching area Separate defined areas with acoustic control, broadcast network for programs.H.104 Dayroom Cell Tier Walkway 1 560 Minimum 4'-6" wide, minimum guardrail height of 48 inches (open grate config)H.105 Dayroom Shower /Toilet Area 2 90 (2) 1 stall areas, one ADA compliant stall and one shower.H.106 Exercise Yard 0 0 Shared see Housing Support for SF
See Housing Support for Prof. Visitation, Education and Program spaces
1 16-Bed Pod Total:28 2,810
1 Additional 16-bed Pods:28 2,810
H1 - 32 Beds 56 5,620Spaces
1.35 =
Programmed for 32 Beds (25 Beds shown in Concept Design)4/16/2024Total G.S.F.
100
Avg. NSF per Space Total N.S.F.
Program Space List - Johnson County, IA
45
7,500
70
720
Johnson County Sheriff's Office / BH Therapeutic
Sub-Totals:
X Building Gross factor of:
250
Natural Light through windows required; Provide seating and tables for 64. 40
Provide 2 phones wall mounted ( 1 ADA compliant)
560
Designed for Male or Female Occupancy
Areas of Each (NSF)
70 1 bed cell with SS toilet/sink; cell chase oriented to dayroom. Showers are centralized. Natural light required. Glazing in the cell door. Expandable through the
Special Management HOUSING POD H1
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46 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
H2 HOUSINGHM-A Gen Pop. Housing
H.201 2-person Cells - Double Bunk 8 736H.202 HVAC - Plumbing Cell Chase 4 160 Rear Chase Access Design (increase from 15 SF per chase)H.203 Dayroom (35 sqft / inmate minimum)1 560Telephone AreaVideo Visitation Provide handheld charging station for 12 devicesFood Service / Beverage Counter GFIC outlet, sink w/ gooseneck; adjacent water drinking fountain.TV watching area (1)Separate defined areas with acoustic control, broadcast network for programs.H.204 Dayroom Cell Tier Walkway 1 280 Minimum 4'-6" wide, minimum guardrail height of 48 inches (open grate config)H.205 Dayroom Shower Area 2 90 (1) 2 stall areas each, one ADA compliant stall in one area.H.206 Exercise Yard 0 0 Shared see Housing Support for SF
See Housing Support for Prof. Visitation, Education and Program spaces
16-Bed Pod Total:16 1,826
Additional 16-bed Pods:16 1,826
H2 - 32 Beds 32 3,652Spaces
1.15 =
Programmed for 32 Beds (28 Beds shown in Concept Design)4/16/2024
H2Program Space List - Johnson County, IA GEN POP HOUSING POD
Designed for Male or Female OccupancyJohnson County Sheriff's Office / BH Therapeutic
Areas of Each (NSF)
Total G.S.F.
92 2 bed cell with SS toilet/sink; cell chase oriented to dayroom. Showers are centralized. Natural light required. Glazing in the cell door.
Natural Light through windows required; Provide seating and tables for 20% increase in occupants.
40
114
280
560
45250
4,200
Total N.S.F.Sub-Totals:
Avg. NSF per Space
X Building Gross factor of:
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Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
H3 HOUSINGHA-A Admin. Transitional Housing
H.301 1-person Cells - expandable 8 736H.302 HVAC - Plumbing Cell Chase 4 160 Rear Chase Access Design (increase from 15 SF per chase)H.303 Dayroom (35 sqft / inmate minimum)1 560Telephone AreaVideo Visitation Provide handheld charging station for 12 devicesFood Service / Beverage Counter GFIC outlet, sink w/ gooseneck; adjacent water drinking fountain.TV watching area (1)Separate defined areas with acoustic control, broadcast network for programs.H.304 Dayroom Cell Tier Walkway 1 280 Minimum 4'-6" wide, minimum guardrail height of 48 inches (open grate config)H.305 Dayroom Shower Area 2 90 (1) 2 stall areas each, one ADA compliant stall in one area.H.306 Exercise Yard 0 0 Shared see Housing Support for SF
See Housing Support for Prof. Visitation, Education and Program spaces
1 8 (16) -Bed Pod Total:16 1,826
1 8 (16) -Bed Pod Total:16 1,826
H3 - 16(32) Beds 32 3,652Spaces
1.15 =
Programmed for 32 Beds (28 Beds shown in Concept Design)4/16/2024
40
560 Natural Light through windows required; Provide seating and tables for 20% increase
in occupants.
X Building Gross factor of:4,200
Total N.S.F.Avg. NSF per Space
Sub-Totals:
Total G.S.F.
114
28045250
1 bed cell with SS toilet/sink; cell chase oriented to dayroom. Showers are centralized. Natural light required. Glazing in the cell door. Expandable through the
H3
92
Program Space List - Johnson County, IA ADMIN. TRANSITIONAL HOUSING POD
Designed for Male or Female OccupancyJohnson County Sheriff's Office / BH Therapeutic
Areas of Each
(NSF)
Shive - Hattery, Inc.
- Copyright 2024
Contact: Michael s. Lewis, AIA, NCARB
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47 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
H4 / H7 HOUSINGHS-A Segregation Housing - Male or Female
H.401 1-person Cells 8 560H.402 HVAC - Plumbing Cell Chase 4 160 Rear Chase Access Design (increase from 15 SF per chase)H.403 Dayroom (35 sqft / inmate minimum)1 360Telephone AreaVideo Visitation Provide handheld charging station for 12 devicesFood Service / Beverage Counter GFIC outlet, sink w/ gooseneck; adjacent water drinking fountain.TV watching area Separate defined areas with acoustic control, broadcast network for programs.H.404 Dayroom Cell Tier Walkway 1 280 Minimum 4'-6" wide, minimum guardrail height of 48 inches (open grate config)H.405 Dayroom Shower /Toilet Area 1 45 (1) 1 stall areas, one ADA compliant stall and one shower.H.406 Exercise Yard 0 0 Shared see Housing Support for SF
See Housing Support for Prof. Visitation, Education and Program spaces8-Bed Pod Total:15 1,405
1 Additional 8-bed Pods: H4-B 15 1,405
H4 - 16 Beds 30 2,810Spaces
1.40 =
Programmed for 16 Beds (15 Beds shown in Concept Design)4/16/2024
X Building Gross factor of:
Total G.S.F.
Total N.S.F.Avg. NSF per Space
3,900
Natural Light through windows required; Provide seating and tables for 64.
Provide 2 phones wall mounted ( 1 ADA compliant)
Program Space List - Johnson County, IA SEGREGATION HOUSING POD
Designed for Male or Female OccupancyJohnson County Sheriff's Office / BH Therapeutic
40
H4
1 bed cell with SS toilet/sink; cell chase oriented to dayroom. Showers are centralized. Natural light required. Glazing and Food-pass in the cell door.
Areas of Each
(NSF)
70
360
Sub-Totals:
28045
94
250
Shive - Hattery, Inc.
- Copyright 2024
Contact: Michael s. Lewis, AIA, NCARB
4125 Westown Parkway, Suite 100West Des Moines, IA 50266(515) 223-8104 Page 16 of 22
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
H5 HOUSINGHM-A Gen Pop. 'Female' Housing
H.501 2-person Cells - Double Bunk 8 736H.502 HVAC - Plumbing Cell Chase 4 160 Rear Chase Access Design (increase from 15 SF per chase)H.503 Dayroom (35 sqft / inmate minimum)1 560Telephone AreaVideo Visitation Provide handheld charging station for 12 devicesFood Service / Beverage Counter GFIC outlet, sink w/ gooseneck; adjacent water drinking fountain.TV watching area (1)Separate defined areas with acoustic control, broadcast network for programs.H.504 Dayroom Cell Tier Walkway 1 280 Minimum 4'-6" wide, minimum guardrail height of 48 inches (open grate config)H.505 Dayroom Shower Area 2 90 (1) 2 stall areas each, one ADA compliant stall in one area.H.506 Exercise Yard 0 0 Shared see Housing Support for SF
See Housing Support for Prof. Visitation, Education and Program spaces
1 16-Bed Pod Total:16 1,826
H5 - 16 Beds 16 1,826
Spaces
1.15 =
4/16/2024Programmed for 16 Beds (16 Beds shown in Concept Design)
280
Avg. NSF per Space Total N.S.F.
X Building Gross factor of:2,100
Total G.S.F.
45
Sub-Totals:114
250
Program Space List - Johnson County, IA GEN POP 'FEMALE' HOUSING POD H5Johnson County Sheriff's Office / BH Therapeutic Designed for Female Occupancy
Areas of Each (NSF)
92 2 bed cell with SS toilet/sink; cell chase oriented to dayroom. Showers are centralized. Natural light required. Glazing in the cell door.40560 Natural Light through windows required; Provide seating and tables for 20% increase in occupants.
Shive - Hattery, Inc. - Copyright 2024Contact: Michael s. Lewis, AIA, NCARB
4125 Westown Parkway, Suite 100West Des Moines, IA 50266
(515) 223-8104 Page 17 of 22
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48 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
H6 HOUSINGH6-A General Housing (Dormitory)
H.601 4-person Sleeping Areas - Double Bunk 4 720H.602 1-person Single Cell 0 0 Padded Cell (management cells)H.503 Dayroom (35 sqft / inmate minimum)1 600Telephone AreaVideo Visitation Provide handheld charging station for 12 devicesFood Service / Beverage Counter GFIC outlet, sink w/ gooseneck; adjacent water drinking fountain.TV watching area (1)Separate defined areas with acoustic control, broadcast network for programs.H.504 Dayroom Cell Tier Walkway 0 0 Minimum 4'-6" wide, minimum guardrail height of 48 inches (open grate config)H.505 Dayroom Shower Area 2 90 (2) 1 stall areas each (SHR/TLT.), one ADA compliant stall in one area.H.506 Housing Unit Janitor's Closet 0 0 Janitor mop sink supply shelf w/ hooks.
See Housing Support for Prof. Visitation, Education and Program spaces
20-Bed Pod Total:7 1,410
Additional 20-bed Pods:0 0
H5 - 20 Beds 7 1,410
Spaces
1.35 =
Programmed for 20 Beds (22 Beds shown in Concept Design)4/16/2024Total G.S.F.
Sub-Totals:201
Avg. NSF per Space Total N.S.F.
X Building Gross factor of:1,900
2804540
180 4 bed 'wet' sleeping areas (3/4 Glass Front with Glass Door) . Showers and toilets are centralized. Natural light required. 70600 Natural Light through windows required; Provide seating and tables for 20% increase in occupants.
Areas of Each (NSF)
Program Space List - Johnson County, IA GENERAL HOUSING (Dormitory) POD H6Johnson County Sheriff's Office / BH Therapeutic Designed for Male or Female Occupancy
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- Copyright 2024
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49 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of
Spaces Total (NSF) Remarks
IRCM Intake / Release / Court / Medical
IR-A Intake / ReleaseIR-A Intake / ReleaseIR.101 Vehicle Sallyport 1 1,350IR.102 Vehicle Sallyport Storage 1 200IR.103 S.P.V.1 120IR.104 Open Booking 1 500IR.105 Booking Counter 1 200IR.106 Dress In / Dress Out 1 120IR.107 Property Room 1 600IR.108 Finger Print / Photo ID 1 50IR.109 Staff Toilets 1 60IR.110 Individual Holding Cells 6 480IR.111 Individual Holding Cell - Padded 2 160IR.112 Group Holding Cells 3 720IR.113 Janitor's Closet 1 20IR.114 OWI Screening - Support 1 100
IR.115 OWI Processing 1 240
IR.116 Interview / Deposition 1 100
IR.117 Electronic Monitoring / Storage 1 200
JC Jail Court Support
JC.101 General Courtroom / Video Court 1 900JC.102 SoundLock / Security Vestibule 1 80JC.103 Visiting Judge's Chamber 1 250JC.104 Chamber Toilet 1 50JC.105 Attorney Conference / Work area 2 400
JC.106 Reception / Waiting Area 1 200
JC.107 Legal / Conference 2 240
M Medical Services
M.101 Medical Exam / Small Procedures 1 300 Office and exam in 1 room, medical records can be co-located in room
M.102 Pharmacy / Dispensing Area 1 80M.103 Storage 1 300M.104 Soiled Linen 1 100M.105 Medical Dayroom #1 1 200
M.106 Isolation / Medical Cells (Unit 1 (M or F))3 360M.107 Medical Dayroom #2 1 200M.108 Isolation / Medical Cells (Unit 2 (M or F))3 360M.109 Waste Disposal 1 60
IRM 47 9,300
Spaces
1.45 =
Programmed for 6 Medical Beds (6 Medical Beds shown in Concept Design)4/16/2024
Program Space List - Johnson County, IA
Avg. NSF per Space
FACILITY INTAKE / RELEASE IR
Sub-Totals:
Johnson County Sheriff's Office / BH Therapeutic
Sized to be able to have 2 bays each being 2 cars deep 30' x' 45'
200 Processing (In/Out) & 50SF dedicated storage
120
Total G.S.F.
200
80
240
240
200
600
6050
300
60
120
200120
80
20
Areas of Each (NSF)
120500200
1,350
Separate room off exam room
Adjacent to Property Room
25050200
X Building Gross factor of:13,500
198
Total N.S.F.
200
120
100
80300
100 Including Data master (adjacent to VSP with Arresting Officer Work area)
100
90080
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50 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
FS Food Service / Laundry / Storage
F.101 General Kitchen 1 1,200F.102 Cart Storage 1 200F.103 Food Services Manager 1 100F.104 Staff Toilet 1 50F.105 Staff Dining / Break Area 1 250F.106 Food Service - Dry Storage 1 500F.107 Dishwashing Area 1 200
F.108 Cart Wash Area 1 100F.109 Scullery 1 100
F.110 Janitor's Closet 1 40
F.111 Chemical Storage 1 60
General StorageG.101 Storage / Commissary 1 800G.102 Loading Dock 1 120
L Laundry
L.101 Wash and Dry Area 1 400L.102 Detergent Storage 1 80L.104 Work area 1 400 process in dirty / sort and fold clean
L.103 Clothing Storage 1 400
FS&L 4 5,000Spaces
1.30 =
4/16/2024
200
100100
500200
40
100 Locate office in general kitchen area
Storage of all offender uniforms and linens
Storage of chemicals; Provide mop sink & floor drain.
400400
120 4' dock with trash compaction
60
800 Dry Storage. Separate areas for food and cleaning supplies.
Total G.S.F.
1,250
40080
50250
FOOD SERVICE / COMMISSARY / LAUNDRY
Johnson County Sheriff's Office / BH Therapeutic
Avg. NSF per Space
X Building Gross factor of:6,500
1,200
F
Total N.S.F.
Sub-Totals:
Areas of Each (NSF)
Program Space List - Johnson County, IA
3 washers / 3 dryers
Shive - Hattery, Inc.
- Copyright 2024Contact: Michael s. Lewis, AIA, NCARB
4125 Westown Parkway, Suite 100West Des Moines, IA 50266
(515) 223-8104 Page 20 of 22
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
CCO Central Control / EOC Support
CC Central Control
CC.101 Central Control Room 1 600CC.102 Break Room 1 150CC.103 Staff Toilet 1 60CC.104 Server / IT Room 1 200CC.105 Copy / Work Area 1 100CC.106 Supervisor's Office 1 150
EM Emergency Mgmt / EOC Support
EM.101 E.O.C Meeting / Training Room 1 600EM.103 Emer. Operations Radio (Comm.)1 100EM.104 Storage (Radio Supplies)1 150EM.105 Files 1 120EM.106 Toilet 1 80
CEO 11 2,310Spaces
1.25 =
4/16/2024Total G.S.F.
Central Control / EOC Support CO
60
600
80
150
150
Sub-Totals:210
100
100
600
150
X Building Gross factor of:2,800
120
Avg. NSF per Space Total N.S.F.
Program Space List - Johnson County, IA
Johnson County Sheriff's Office / BH Therapeutic
Areas of Each (NSF)
200
Shive - Hattery, Inc. - Copyright 2024Contact: Michael s. Lewis, AIA, NCARB
4125 Westown Parkway, Suite 100West Des Moines, IA 50266(515) 223-8104 Page 21 of 22
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51 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
Housing Unit Control – Inmate Management (2 positions x 5.1 SRF) 11 staff positions
Master Plan Program - 140 Bed Jail with J-Fact and Sheriff's Law Enforcement April 16, 2024
Staff Post Program No.Space Description Number of Spaces Total (NSF) Remarks
BME Building Support - Mechanical Electrical
BME.101 Mechanical Room _LEC 1 700BME.102 Mechanical Room _ Jail 1 900BME.103 Mechanical Mezzanine _ Jail 1 1,000BME.104 Electrical Room 1 500BME.105 IT / Security Equip Room 1 300BME.106 Custodial Closet 4 200BME.107 General Building Storage 1 1,400BME.108 Facility Maintenance Office 1 200
BME 11 5,200Spaces
1.05 =
4/16/2024
900
X Building Gross factor of:5,400
Total G.S.F.
Sub-Totals:473
Avg. NSF per Space Total N.S.F.
200
Program Space List - Johnson County, IA Building Support - Mech. / Elect. BSJohnson County Sheriff's Office / BH Therapeutic
Areas of Each (NSF)
1000500300
700
50
1400
Shive - Hattery, Inc. - Copyright 2024Contact: Michael s. Lewis, AIA, NCARB
4125 Westown Parkway, Suite 100West Des Moines, IA 50266(515) 223-8104 Page 22 of 22
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52 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
K. FACILITY AND SITE CONSIDERATIONS
i. Introduction
This justice facility’s overall mission is to provide an appropriate judicial environment and to ensure the safety of the community, staff
and offenders. This section of the study has been developed to define the site requirements necessary to build a justice facility. The
technical requirements identified in this section will need to be reviewed and adjusted once a specific site is chosen. This information
has been developed as a guideline.
There are multiple access and/or egress points into a justice site facility plan, including administration/visitation/lobby and a vehicular
sally port for intake/booking, transport of offenders, food services, laundry and supply delivery trucks.
ii. Overview Requirements
The size of the site will influence design. Site needs are a function of the size of the ground-level area of the building, including law
enforcement and storage building functions and other areas needed for expansion, parking for both public and secure staff areas,
building access and roads, outdoor staging activities, landscaping buffers and support elements. In remote or non-urban sites when
site selection is under consideration, non-building elements may comprise 75 percent (75%) of the site area required.
Parking requirements are an important planning element. The Johnson County Sheriff’s Office has considered the number of
facility staff, professional visitors for inmates and other public visitor needs when determining the amount of space allocated for
parking. In a remote site configuration, secured staff parking for patrol and personal staff vehicles should support the total staff at the
facility to transition through shift changes. Including a percentage of flex parking stalls, the secured employee parking area should
accommodate between 100 to 144 parking stalls. Public parking areas should be designed to accommodate professional visitors and
visitors participating in training events.
The public parking area should be designed to accommodate between 50 to 70 stalls. A small, controlled area outside of the
secondary jail entrance for professional visitors (visiting judges, attorneys, outside agency law enforcement, counselors, etc.) has been
planned for 10 to 12 stalls.
Given the potential size of a new jail and allowing space for potential future expansion, a site between 15 and 20 acres would
accommodate flexibility when addressing the long-term growth and having an efficient facility.
iii. Specific Property Considerations
To accommodate for future expansion of the concept, a 15 to 20 acre rectangular site should be selected whenever possible. The
site must be accessible to law enforcement agencies and the public 365-days a year/24-hours a day/7-days a week. Therefore, we
recommend locating a property adjacent to the county highway, or city-maintained street. Since public accessibility is required,
locating the facility near public transportation is critical. The property should not be immediately adjacent to or in a flood plain.
iv. Technical Site Development Requirements
a. Site Preparation
Site preparation work shall consist of clearing and grubbing, topsoil stripping and stockpiling and tree removal.
b. Earthwork
Earthwork will include excavation for building structure, foundations and utilities; backfilling; grade sub-soil and reform to rough
grades, contours and level required and rough grading for roads, walks, parking areas, landscaped areas, etc. There should be 6-inch
topsoil cover in all unpaved areas within the compound.
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53 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I - NARRATIVE
v. Site Utilities
a. Water, Sewer and Storm Water Service
Water will be supplied from the city/county distribution system. A 6-inch water main shall serve the facility for domestic cold water
and fire suppression requirements. After the primary entry, a 4-inch waterline should loop the facility to provide adequate distribution
and maintain pressure. Domestic hot water will be generated and stored by gas-fired hot water heaters.
Sanitary waste should be discharged into a city sanitary sewer system. A minimum 6-inch sewer line should extend to the building’s
perimeter to collect all areas. Provision should be made for future expansion, including capped end connection to serve all future
expansion areas. Before entering the city sanitary system, all sewage must be processed through a sewage grinder.
Storm water surface runoff will be discharged into the county storm sewer system.
The entire facility will be protected with a fire extinguishing system. This will include sprinklers, standpipes and/or other active
systems. A fire pump may be required to supply the sprinkler and standpipe systems.
b. Primary Electric Service
The local utility company should serve the site. The electric utility will provide, install and maintain the primary overhead or
underground duct bank from utility distribution system to the site. A single point electric meter shall be utilized for the entire system.
All electric utility system grounding will be installed in accordance with the local utility company and local codes and ordinances.
c. Emergency System
Parallel emergency standby generators shall be provided as the supplementary power system for all emergency lights, fire fixtures
and designated equipment for emergency use. The generators shall be able to be run in parallel operation. The emergency transfer
scheme shall be done through transfer switching operation. Consideration should be given to utility peak load curtailment and/or
cogeneration.
vi. Site Improvements
a. Entry Road, Parking, Perimeter Security Drive and Walkways
Road, parking and walkways will need the following:
• final preparation of sub-grade.
• concrete walks shall typically be 4,000 psi concrete, 6 inches thick with medium broom finish.
• concrete paving at service drive: 4,000 psi, 6 inches thick with over 8 inches compacted granular fill.
• asphaltic general-purpose paving shall typically be 1-1/2 inches thick asphalt over an asphaltic base.
Construction shall be in accordance with the State of Iowa Standard Specifications for Highway Construction.
b. Other Parking Considerations
In developing parking estimates for this facility, there are two additional important considerations:
i. Staff Shift Changes
Since facilities operate 24 hours a day, seven days a week, the total staff is never at the facility at the same time. However, there
tend to be brief periods when parking needs are more than normal periods. At shift change, for example, the jail staff on duty are
parked at the facility when their replacements arrive and need to park. As a result, at least two cars must be accommodated for
the single staff position at shift change. Once shift change ends (45-60 minutes), many spaces again become available.
ii. Security
Lighting of all lots should be provided, and the possibility of CCTV monitoring of staff parking lots should be considered.
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NEEDS ASSESSMENT
JOHNSON COUNTY SHERIFF’S OFFICEAND JAIL
APPENDIX TO VOLUME I
NARRATIVE
July 1, 2024
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Appendix A – Jail Standards 3
Appendix B – Meeting Summaries 23
Appendix C – Meeting Content 45
Appendix D – Offensive Statistics for Past Five Years 49
Appendix E – Programming Questionnaire 65
TABLE OF
CONTENTS
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3 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
APPENDIX A
JAIL STANDARDS
3 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I – NARRATIVE
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Jail Standards
What are the minimum requirements?
APPENDIX A JAIL STANDARDS
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5 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
STANDARDS Who makes the rules?
State Laws | Iowa
Performance Based Standards for Adult Local Detention Facilities, Fourth Edition and 2014 Standards Supplement
“The standards created and refined by the American Correctional Association represent fundamental correctional practices thatensure staff and inmate safety and security; enhance staff morale; improve record maintenance and data management capabilities; assist in protecting the agency against litigation; and improve the function of the facility or agency at all levels” [www.aca.org]
In states that do not have jail standards, ACA accreditation or use of ACA standards are recommended in order to reduce liability,
defend against law suites, and assure that the jail environment is safe and secure.
American Correctional Association
IOWA CODE Chapter 356 and IOWA ADMINISTRATIVE CODE, Corrections Department 201, Title IV Chapter 50
Also known as the Iowa Jail Standards. This is the state law that describes the minimum requirements for every jail and holding facility in the state
Federal Law
Department of Justice Federal Standards for Prisons and JailsIncludes standards on health services in jails, ADA standards, and PREA
JAIL STANDARDS APPENDIX A
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Prison Rape Elimination Act (PREA), is a federal mandate and audits can be conducted for County Jails.PREA audits can reduce the functional number of beds available because of requirements regarding classifications and separation of inmates. Old, linear concept facilities are more likely to be impacted by this mandate, decreasing the capability to house inmates in the facility, resulting in increased costs and staffing to transport inmates out of county.
Prison Rape Elimination Act (PREA)
STANDARDS Other codes and requirements
“A model code that provides minimum requirements to safeguard the public health, safety and general welfare of the occupants of new and existing buildings and structures.” “The IBC addresses structural strength, means of egress, sanitation, adequate lighting and ventilation, accessibility, energy conservation and life safety in regards to new and existing buildings, facilities and systems.”
State Of Iowa Adopted Codes:
International Building Code, 2015
International Fire Code, 2015
NFPA 101 Life Safety Code, 2012
APPENDIX A JAIL STANDARDS
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7 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
STANDARDS
A basic responsibility of government is the judicial system.Their mandate is to provide safety and security for inmates, staff and the public.Our society requires a satisfactory facility to hold individuals awaiting trial and those sentenced to be incarcerated. It is our moral and constitutional duty to provide a safe and secure environment for staff and inmates while ensuring all medical, nutritional, substance abuse and mental health treatment needs are met.
It is the duty of the Sheriff and the Jail Administrator's job to adhere to Iowa Jail Standards and ensure the safety and security of staff, inmates and the community.
The Iowa Department of Corrections inspects all Jails within the state annually. Each county and facility must adhere to state of Iowa Jail Standards. There are also inspections by the Iowa Fire Marshal and the Grand Jury.
The group of people who spend the most time in our county jail are not inmates who have committed crimes but are the Correctional Officers who manage the inmate population every day: twenty-four hours a day, seven days a week, 365 days each year...Their safety, security and working conditions are paramount.
Who spends the most time in the Jail?
Whose responsibility is it?
JAIL STANDARDS APPENDIX A
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ACAPhysical plant designs facilitate continuous
personal contact and interaction between staff and inmates in housing units. All living areas are constructed to facilitate continuous staff observation, excluding electronic surveillance, of cell or detention room fronts and areas such as dayrooms and recreation spaces.
Facility Design
REQUIREMENTS
CONTROL
DAYROOM
DAYROOM
DAYROOM DAYROOM
DAYROOM
DAYROOM
EXCERCISE EXCERCISE
EXCERCISEEXCERCISE
Linear design has been known to contribute to
suicides, assault of staff, and escapes.
Pod design allows for less inmate movement and
for continuous observation of inmates.
Linear Design vs Pod Design
Current designs improve SAFETY and SECURITY
APPENDIX A JAIL STANDARDS
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9 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
IOWA & ACA Single Occupant |70sf minimum total area for cells occupied 10+ hours a day;
35sf minimum unencumbered for cells occupied less than 10 hours a day
Multi-Occupant | 35sf minimum unencumbered area per occupant for cells occupied 10+ hours a day; 25sf minimum unencumbered area per occupant for cells occupied less than 10 hours a day
Dormitory | 60sf per occupant exclusive of lavatories, showers, and toilets
Minimum Cell Size
REQUIREMENTS Housing
IOWA & ACA Bunk at least 12 inches off the floorDesks/tables and chairs to accommodate capacity
ACA Personal belonging storage
Cell Furnishings
JAIL STANDARDS APPENDIX A
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Minimum Size
REQUIREMENTS Dayrooms & Exercise Area
IOWA & ACA Dayroom | Seating and writing surfacesExercise Yard | NONE
Furnishings
IOWA & ACA Dayroom | 35sf minimum per occupant, exclusive of lavatories,
showers and toilets, for the maximum number of prisoners who use
the dayroom at one time; Not less than 100sf
Exercise Area | 15sf minimum per occupant, for the maximum number of
prisoners who use the exercise area at one timeNot less than 500sf of unencumbered space in facilities where less than 100 prisoners use the exercise area at one time, [ACA] Not less than 1000sf of unencumbered spacein facilities with 100+ prisoners using the exercise area at one time
Exercise Area shall not be the same as the Dayroom [Iowa]
APPENDIX A JAIL STANDARDS
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11 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
REQUIREMENTS Toilets and Showers
IOWA & ACA Shower | 1 per every 12 prisoners
Toilets and Lavatory | 1 per every 9 prisoners in medium & minimum security1 in each cellfor maximum security cells, security-type toilet/lavatory combination fixture
ACA Access to toilets and washbasins 24hrs per day and are able to use toilet facilities without staff assistance when they are confined in their cell/sleeping area
Toilets and Showers
JAIL STANDARDS APPENDIX A
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IOWA
Space for processing, classification, and medical care
REQUIREMENTS Booking / Holding
Property search & storage
IOWA Pretrial prisoners must be separated, whenever possible, by architectural design barring conversations and visual contact from sentenced prisoners
Must be separated
IOWA
APPENDIX A JAIL STANDARDS
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13 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
IOWA
REQUIREMENTS Medical
ACAThere are 24-hr emergency medical, dental, and mental health services. Services include the
following:
•On-site emergency first aid and crisis intervention•Emergency evacuation of the inmate from the facility
•Use of an emergency medical vehicle
•Use of one or more designated hospital emergency rooms or other appropriate facilities•Emergency on-call or physician, dentist or mental health professional services are available 24hours per day when the emergency health facility is not located in a nearby community.
•Security procedures ensure the immediate transfer of inmates when appropriate
If infirmary care is provided onsite, it includes at a minimum, the following:
•all inmates/patients are within sight or sounds of a staff member
JAIL STANDARDS APPENDIX A
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IOWA
Juvenile
REQUIREMENTS Separation of offenders
Must be separated | females and juveniles
IOWA
IOWA
Maximum security offenders
APPENDIX A JAIL STANDARDS
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15 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
REQUIREMENTS Support Spaces
Food Service
Visitation
IOWA
ACA Sufficient space is provided for inmate visiting. There is adequately designed pace to permit appropriate screening and searching of both inmates and visitors. Space is provided for the
storage of visitor’s coats, handbags, and other personal items not allowed into the visiting area.
IOWA
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ACA Adequate space is provided for administrative, security, professional and clerical staff. This space includes conference rooms,
storage room for records, public lobby, and toilet facilities.
Staff needs are met through providing adequate spaces in locations that are convenient for use. Staff are provided with the
following:
•An area to change clothes and to shower•An area, room, and or employee lounge that offers privacy from inmates and provides space for meals
•Access to exercise physical training and facilities and equipment
•Space for training•Space for shift-change briefings
•Toilets and washbasins that are not used by inmates
REQUIREMENTS Staff Spaces
APPENDIX A JAIL STANDARDS
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IOWA
Lobby
REQUIREMENTS Security
Secure Perimeter
ACA The facility perimeter ensures inmates remain within the perimeter and access by general public is denied without proper authorization. Pedestrians and vehicles enter and leave at designated points in the perimeter. Safety vestibules and
sallyports constitute the only breaches in the perimeter.
JAIL STANDARDS APPENDIX A
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IOWA
ACA Space is provided for a 24-hour secure control center for monitoring and coordinating the
facility’s security, life-safety and communications systems. Staff assigned to a control center has access to a toilet and wash basin. There are multiple communication systems between the control center and inmate occupied areas.
REQUIREMENTS Security
Central Control
APPENDIX A JAIL STANDARDS
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Ventilation
REQUIREMENTS Mechanical and Electrical Systems
Electrical
IOWA
ACA A system supplies at least 15 cubic feet per minute of circulated air per occupant with a minimum of five cubic feet per minute of outside air.
IOWA
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REQUIREMENTS Daylight and Views
IOWA The facility shall be designed to admit natural light and to give access to outside viewing by prisoners where practical.
ACA Each dayroom provides a minimum of 12 sf of transparent glazing with a view to
the outside, plus 2 additional sf of glazing per inmate whose room/cell does not contain an opening or window with a view to the outside.
An opening or window of at least 3 sf for inmates in general pop who are confined in their room/cell for 10 or more hours daily. An opening or window of at least 3 sf between their cell and an adjacent spacefor inmates in the gen pop who are confined in their cell for less than 10 hrs. daily
Window to Chase, Window to Outside or Skylights
APPENDIX A JAIL STANDARDS
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Facility design is critical to support procedures that assure the chain-of custody is upheld
Chain of custody “indirectly establishes the identity and integrity of the evidence by tracing its continuous whereabouts.“ {footnote}Whitfield v. State, Del. Supr., 524 A.2d 13, 16 (1987) (quoting United States v. Zink, 10th Cir., 612 F.2d 511, 514 (1980)).{/footnote}
The offering party must identify each link from the time the item was seized up to the time of trial. An item is inadmissible if there is a “missing link”–the offering party is unable to identify one of the “links” or prove each of the above three elements as to one of the links.
Chain of Custody
BEST PRACTICES Evidence
JAIL STANDARDS APPENDIX A
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THANK YOU!
APPENDIX A JAIL STANDARDS
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APPENDIX B
MEETING SUMMARY
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Project 2142303780
Johnson County Sheriff’s Office – Space Needs Assessment
User Group Meeting #1
Project Name: Johnson County Sheriff's Office – Space Needs Assessment Project #: 2142303780 Date: October 09, 2023 Time: 8:30 A.M. – 12:00 PM Location: Johnson County Sheriff’s Office, Iowa City Attendees: Brad Kunkel, Sheriff – JCSO Susie McAreavy, JCSO Katrina Rudish, Investigations Lieutenant - JCSO Steve Nash, Jail Lieutenant - JCSO John Good, Jail Captain - JCSO Rebecca Moses, Jail Lieutenant - JCSO Matt Hendricks, 2nd Deputy Patrol Commander – JCSO Randy Lamm, Chief Deputy – JCSO Michael Lewis, Architect – Shive-Hattery Mark Allen, Architect - Shive Hattery Discussion Items:
Reviewed draft copy of the architectural space program.
1) SH reviewed state and federal requirements.
a) JCSO stated that the final solution should be attainable and affordable.
2) JCSO stated that currently limited privacy exists.
3) JCSO stated that no transgender considerations are implemented.
4) Process should develop/include inmate profile.
5) SH identified 8 classifications of inmates.
a) JCSO to provide SH with inmate data.
b) SH to utilize inmate data as a basis for programming efforts.
6) SH identified adopted building and energy codes as requirements for facility design.
a) SH identified the potential for new codes to be adopted prior to moving forward with formal design.
7) SH walked through potential design considerations via PowerPoint presentation.
a) Holding areas: 2 tier solution introducing mezzanine to improve housing unit capacity.
b) SH reviewed linear vs. pod designs.
c) SH reviewed maintenance chase options: internal vs. external.
d) All living areas to facilitate continuous observation of detention areas.
e) Design should promote safety and security.
MEETING SUMMARY APPENDIX B
OCTOBER 9, 2023
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8) SH reviewed holding cell requirements and design considerations.
a) Single vs. multi-occupant configurations
b) Dormitory style holding areas are being used less frequently.
c) Hybrid solutions possible.
d) Design to consider work release requirements.
e) Mezzanine options helpful in increasing capacity and improving site lines and egress.
f) Toilet and shower schemes reviewed.
g) 5% of spaces to provide ADA compliant restrooms and shower facilities.
h) Minimum cell sizes:
i) Single occupant = 70 square feet
ii) Multi-occupant = 35 sf per occupant
iii) Dormitory = 60 sf per occupant
9) SH reviewed example booking and holding concepts.
10) SH reviewed medical suite concepts.
a) JCSO identified preference to have on site ultra-sound and Xray machines.
11) JCSO identified need to have flexibility to house juveniles adjudicated as adults.
12) JCSO identified need to include flex space completely separate from rest of population.
13) SH reviewed visitation issues and criteria.
a) Need public and non-public spaces.
b) Virtual and in person design considerations.
14) SH reviewed example food service concepts.
a) Isolate delivery areas.
b) Supply access / vehicle access.
15) Group discussed staff space requirements.
16) Existing control station too congested for efficient use.
17) Evidence storage / chain of custody design considerations.
18) JCSO identified need for holistic solutions – lighting, HVAC, adequate ventilation.
19) SH to explore best practices for design development.
20) JCSO identified preference for a single location solution.
21) JCSO identified need to include Civil Records as another department for programming purposes.
22) Open discussion and identified design considerations (wish list):
a) Reviewed examples to showcase common practices – best practices.
b) SH circulated questionnaires for owner input.
c) Vehicle storage.
d) Interview rooms.
APPENDIX B MEETING SUMMARY
OCTOBER 9, 2023
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e) Gun range.
f) Exterior space for staff congregation.
g) Adequate health-mental health spaces.
i) Right sized.
ii) Allow for future growth.
iii) Possibly as an independent wing.
h) Improved laundry spaces with storage.
i) Smaller spaces for interviews.
j) Virtual and/or in person courtrooms.
k) Decontamination amenities at sallyport.
l) Community and/or multi-purpose spaces.
m) Reduce the need for inmate movement.
n) Body scanners.
o) Ambulance barn.
p) Isolated juvenile components.
q) Ease of access to janitorial supplies.
r) Texture free walls at holding areas for ease of maintenance and clean up.
s) Multiple vehicle sallyport.
i) Intake with quick access to lockdown space.
t) Gear storage for crisis management.
u) CPR equipment.
v) Drone equipment.
w) Training rooms – capacity for 20+ people.
x) Investigations – 7 total.
i) Private offices.
ii) Need additional space for future expansion.
iii) Need separate interview rooms.
iv) Include space for cyber investigations (J-Fect).
y) Evidence and processing currently off site. Need to include these spaces in final solution.
z) Polygraph room.
aa) Employee wellness spaces.
bb) Spaces for sensitive conversations.
i) Privacy in work spaces.
cc) Armory – weapons and ammunition storage.
dd) JCSO would like to see all current off site storage be on site as part of final solution.
MEETING SUMMARY APPENDIX B
OCTOBER 9, 2023
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ee) Shooting range.
ff) Breakroom.
gg) Secure parking.
hh) Exhaust fans – improved ventilation to control odor issues.
ii) JCSO would prefer operable windows where possible.
jj) Mail room, office supply storage.
kk) Health room.
ll) Flex space.
mm) Locker rooms (men’s vs. women’s vs. gender neutral).
23) Court services
a) Needs expansion options.
b) Social worker liaison space with extra office space.
c) School resource officers.
d) Training and accreditation spaces.
e) Courts spaces able to accommodate mental health issues.
24) Civil.
a) Public interactions.
b) Shared amenities with Records.
25) Records.
a) Public interactions.
b) Gun permits.
c) Sex offender compliance.
d) Bulk storage.
26) Med storage.
27) Emergency Operation Center.
28) Overflow space for vehicles involved in incidents.
29) Managed access points.
30) Managed delivery access.
31) Manual redundancies.
32) Ingress – egress.
33) Isolated HVAC for jail to control odors.
34) Appropriate band width for information exchange.
35) 2 way radios need to work within structure.
36) Vehicular wash bay.
37) 7 townships under Johnson County jurisdiction.
APPENDIX B MEETING SUMMARY
OCTOBER 9, 2023
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38) Ideal if new location is geographic center of service area – site selection.
39) Existing facility is definitely showing signs of age.
a) Currently at capacity.
40) Currently costing County about $50 to $55 per day per bed.
41) Next meeting scheduled for October 23, 2023 at 8:30am.
This documents our understanding of the items discussed, and decisions reached. Please contact our office with any omissions or discrepancies.
Respectfully,
Mark H. Allen, AIA, NCARB, LEED AP Principal Architect
CC: File
MEETING SUMMARY APPENDIX B
OCTOBER 9, 2023
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Project 2142303780
Johnson County Sheriff’s Office – Space Needs Assessment
User Group Meeting #2
Project Name: Johnson County Sheriff's Office – Space Needs Assessment Project #: 2142303780 Date: October 23, 2023 Time: 8:30 A.M. – 12:00 PM Location: Johnson County Sheriff’s Office, Iowa City Attendees: Matt Hendricks, 2nd Deputy Patrol Commander - JCSO Demetrius Marlowe, Records Lieutenant - JCSO Rebecca Moses, Jail Lieutenant - JCSO John Good, Jail Captain - JCSO Steve Nash, Jail Lieutenant - JCSO Katrina Rudish, Investigations Lieutenant - JCSO David Broll, Civil Lieutenant – JCSO Brad Kunkel, Sheriff – JCSO Michael Lewis, Architect – Shive-Hattery Mark Allen, Architect - Shive Hattery Discussion Items:
Reviewed draft copy of the architectural space program.
1) SH stated that we are still in the process of reviewing all the user-group questionnaires submitted.
2) SH defined the programming process and steps to ascertain project criteria and expectations.
3) SH reviewed the summary sheet for the draft copy of the architectural space program document.
4) JCSO identified intent to only hold people on bond, currently not desired to process other related people associated with behavioral health concerns or otherwise.
a) Concerned that behavioral health identified in program document need not be included as part of holding area square footages.
5) Planning considerations based upon 32 bed holding pod of approximately 7200 square feet.
6) JCSO identified need for 3 padded holding cells.
a) Padded cells approximately 24 square feet (3’x8’).
b) Acoustical treatments needed.
c) Self cleaning option preferred. If not, make provisions to include floor sink and hose bibs as appropriate for cleaning purposes.
7) SH reviewed example of holding cell pod for reference.
a) Reviewed example floor plans and associated pictures.
b) JCSO reiterated cleaning concerns.
c) Clear lines of site, open views, colors all to be reviewed as part of formal design process.
d) SH discussed pod concept regarding cell layout, shared spaces, mezzanine, and service areas.
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OCTOBER 23, 2023
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8) SH to explore multiple classroom spaces for each holding pod.
9) Group discussed that 150 beds was likely the appropriate size for this facility.
10) JCSO identified need for separate juvenile pre-trial spaces.
11) JCSO medical professional joined the discussion regarding medical needs and expectations, Courtney Ross.
a) SH clarified that medical beds were included in the overall facility bed count.
b) SH shared an example of a medical suite for reference.
12) Booking process flow and operations
a) 2 drive-through bays preferred for sallyport.
b) Sallyport will require 2, 100 square foot storage spaces.
c) Vertical height preferred for operational needs and maximized storage utilization.
d) Vertical height in sallyport as appropriate to accommodate trucks, vans, buses, and ambulances.
13) Food and laundry service needs discussed with example plans shared for reference.
14) JCSO identified need to have Emergency Operation Center (EOC) located in non-secure section of building.
15) JCSO identified need to have central control in secure section of building.
16) Admin suite will need to accommodate admin, Lieutenants, Sergeants, and command staff.
a) Space for zoom meetings, training, etc.
b) Separate jail administrative spaces from overall administrative spaces.
17) Booking area gets loud and should have acoustical considerations.
a) Egress flow, in and out, extremely important to operational needs. (Booking and release).
18) Space for social services should be included.
19) SH to explore behavioral health spaces.
20) JCSO stated heavy emphasis on ventilation and HVAC needs.
21) SH to include spaces for depositions, court, mattress storage, transportation drivers break room and RR.
22) JCSO identified need for space to control troublesome inmates.
23) SH stated that industry averages include between 217 to 265 square feet per inmate.
24) SH to include decontamination station with eyewash – help isolate and mitigate odor issues.
25) SH to include property exchange space.
26) JCSO indicated that housing unit is usually busy. Discussed escorted vs. unescorted detainees for health and medical treatment. Control to monitor all circulation of detainees.
27) SH to provide training/classroom space for up to 30 people.
28) SH to provide approximately 1500 square feet for a community room (multi-purpose area) on the non-secure side of facility.
29) SH reviewed public reception spaces – welcoming, direct access to civil and records divisions. Intuitive use to help segregate visitor types and needs. (include space for sensitive issues).
MEETING SUMMARY APPENDIX B
OCTOBER 23, 2023
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30) JCSO identified need for public finger printing and sex offender registration spaces.
31) JCSO identified that Patrol needs space for six work stations.
32) JCSO identified need to address unanticipated issues – wrecked cars, large evidence, etc.
33) JCSO identified need to accommodate cyber crime unit as part of Investigations. Currently they have space for five work stations plus work table.
34) Building circulation and intuitive use in conjunction with zoned security as paramount as size considerations.
35) Next meeting scheduled for November 6, 2023 at 8:30am.
This documents our understanding of the items discussed, and decisions reached. Please contact our office with any omissions or discrepancies.
Respectfully,
Mark H. Allen, AIA, NCARB, LEED AP Principal Architect
CC: File
APPENDIX B MEETING SUMMARY
OCTOBER 23, 2023
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Project 2142303780
Johnson County Sheriff’s Office – Space Needs Assessment
User Group Meeting #3
Project Name: Johnson County Sheriff's Office – Space Needs Assessment Project #: 2142303780 Date: November 06, 2023 Time: 8:30 A.M. – 12:00 PM Location: Johnson County Sheriff’s Office, Iowa City Attendees: Matt Hendricks, 2nd Deputy Patrol Commander - JCSO Rebecca Moses, Jail Lieutenant - JCSO John Good, Jail Captain - JCSO Demetrius Marlowe, Records Lieutenant - JCSO Steve Nash, Jail Lieutenant - JCSO Katrina Rudish, Investigations Lieutenant - JCSO David Broll, Civil Lieutenant – JCSO Susie McAreavy, JCSO Randy Lamm, Chief Deputy – JCSO Brad Kunkel, Sheriff – JCSO Michael Lewis, Architect – Shive-Hattery
Mark Allen, Architect - Shive Hattery Discussion Items:
Reviewed revised architectural space program and user group questionnaires to clarify intent and expectations.
1) 11/06/23 version of architectural space program has increased the total overall square footage to 103,500 square feet with 156 beds.
2) JCSO confirmed intent to make design provisions to be able to expand facility to 200 beds at some point in the future.
3) JCSO identified that the program document should separate the Civil and Records departments so that they each have their own detailed sheet of space requirements independent of one another.
4) JCSO identified that titles and labels should be reflective of the existing organization chart published on the website.
5) JCSO identified that the little details were equally important to them including.
a) Adequate parking
b) Electric drinking fountain in the main lobby
c) Appropriate access and intuitive lobby space
6) JCSO identified that they prefer a limited two story solution to address operational needs.
7) JCSO identified that the preference would be for each office to have an exterior window.
8) Investigations Division stated that they preferred to have 3 interview rooms in lieu of 2 interview rooms. Also stated that the conference room could be slightly smaller to accommodate the extra interview room to minimize overall square footage of facility.
MEETING SUMMARY APPENDIX B
OCTOBER 23, 2023
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9) Jail Division stated that they will need space for all the sergeants.
10) Records Division stated that they will need at least space for 5 workstations and/or offices with open space for future growth.
11) Civil Division requested a public transaction window/counter.
a) Civil and Records work side by side with Records typically being the first point of public contact.
i) Both divisions to be accessible to the public.
ii) Sheriff Kunkel stated the desire to build on the synergy between both divisions where appropriate.
b) Requested one private office.
c) Requested 1000 square feet for records storage.
12) Records Division requested 1 private office.
13) JCSO requested that tactical storage be moved to the Training Tab.
14) JCSO identified printing and copying needs.
a) Administrative suite to have space for printing and copying.
b) Administrative suite to have space for mail room.
c) Records to have space for printing and copying.
15) JCSO identified the need for a 20 to 30 person community room that will multi-purpose functionality.
a) Space needs to be approximately 500 square feet.
16) JCSO stated their preference to shell as much space as possible as part of this project for maximum flexibility in the future.
17) JCSO stated preference for a discreate 10x10 room for one on one sex offender meetings and registrations.
18) JCSO requested that line items PR107 and PR109 be combined.
19) JCSO stated that the space program identified is adequate for the Records Division but requires similar spaces and square footages for the Civil Division.
20) Criminal Investigations
a) 3 interview rooms.
b) 1 smaller polygraph room approximately 100 square feet in size.
c) 1 reception area for the Division.
d) No case files stored on site.
e) Provide space for J-FACT the cyber investigations unit.
21) JCSO identified preference to include space for “Dedicated Task Force” suite.
a) Discreate access.
b) Provide for up to 6 people.
c) No reception area.
d) Conference room.
APPENDIX B MEETING SUMMARY
OCTOBER 23, 2023
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22) Patrol Division
a) Peak load of 6 people writing reports at any given time.
b) PD101 – provide 3 offices in lieu of 4.
c) PD102 – 2+ work stations plus space for table and chairs.
d) Include small interview room.
e) Provide rollcall space for up to 40 people.
23) JCSO stated preference for direct/discreate exiting for interview rooms where appropriate and/or feasible.
24) Administrative suite.
a) Sheriff office.
b) Chief Deputy office.
c) Administrator office.
d) Administrative assistant office.
e) SA104 – keep extra square footage identified for other offices for future flex space.
f) SA112 – size conference room for 24 people or approximately 600 square feet.
25) Housing.
a) HS101 – provide 3 spaces in lieu of 2 spaces.
b) 10 different housing types currently represented.
c) Deputies require separate report writing room with 2 or 3 workstations also including space for table and chairs.
d) Provide 3 spaces for professional visitations at approximately 50 square feet each.
i) Social workers.
ii) Attorneys.
iii) Etc.
26) Courts space.
a) Provide approximately 600 square feet for bench, attorney consultation, and chamber.
27) Training and support.
a) Need to further explore gender neutral vs. gender separate locker rooms and support amenities.
b) Vertical clearance height beneficial is some support areas.
28) JCSO identified need to explore further types of reinforced construction where needed and/or appropriate.
29) Medical services.
a) Two medical spaces needed: one male, one female.
b) IR-104 – provide larger spaces for this suite.
MEETING SUMMARY APPENDIX B
OCTOBER 23, 2023
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c) Include secure restrooms.
i) Space needed for specimen collection.
ii) Separate, uninterrupted, controlled space.
d) Provide space to conduct “walk & turn” test (9 steps).
30) JCSO provided SH tours of the existing Johnson County Storage Facility, Evidence Storage, Armory Space, Maintenance Facility, and J-FECT suite.
31) JCSO to provide SH with electronic copies of existing facility record drawings.
32) Next meeting was not scheduled. SH to schedule next meeting once concept diagrams are developed for owner review.
This documents our understanding of the items discussed, and decisions reached. Please contact our office with any omissions or discrepancies.
Respectfully,
Mark H. Allen, AIA, NCARB, LEED AP Principal Architect
CC: File
APPENDIX B MEETING SUMMARY
OCTOBER 23, 2023
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MEETING SUMMARY APPENDIX B
NOVEMBER 6, 2023
Project 2142303780
Johnson County Sheriff’s Office – Space Needs Assessment
User Group Meeting #3
Project Name: Johnson County Sheriff's Office – Space Needs Assessment Project #: 2142303780 Date: November 06, 2023 Time: 8:30 A.M. – 12:00 PM Location: Johnson County Sheriff’s Office, Iowa City Attendees: Matt Hendricks, 2nd Deputy Patrol Commander - JCSO Rebecca Moses, Jail Lieutenant - JCSO John Good, Jail Captain - JCSO Demetrius Marlowe, Records Lieutenant - JCSO Steve Nash, Jail Lieutenant - JCSO Katrina Rudish, Investigations Lieutenant - JCSO David Broll, Civil Lieutenant – JCSO Susie McAreavy, JCSO Randy Lamm, Chief Deputy – JCSO Brad Kunkel, Sheriff – JCSO Michael Lewis, Architect – Shive-Hattery Mark Allen, Architect - Shive Hattery Discussion Items:
Reviewed revised architectural space program and user group questionnaires to clarify intent and expectations.
1) 11/06/23 version of architectural space program has increased the total overall square footage to 103,500 square feet with 156 beds.
2) JCSO confirmed intent to make design provisions to be able to expand facility to 200 beds at some point in the future.
3) JCSO identified that the program document should separate the Civil and Records departments so that they each have their own detailed sheet of space requirements independent of one another.
4) JCSO identified that titles and labels should be reflective of the existing organization chart published on the website.
5) JCSO identified that the little details were equally important to them including.
a) Adequate parking
b) Electric drinking fountain in the main lobby
c) Appropriate access and intuitive lobby space
6) JCSO identified that they prefer a limited two story solution to address operational needs.
7) JCSO identified that the preference would be for each office to have an exterior window.
8) Investigations Division stated that they preferred to have 3 interview rooms in lieu of 2 interview rooms. Also stated that the conference room could be slightly smaller to accommodate the extra interview room to minimize overall square footage of facility.
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APPENDIX B MEETING SUMMARY
NOVEMBER 6, 2023
Page 2 of 4
Project 2142303780 | Date – January 7, 2024
9) Jail Division stated that they will need space for all the sergeants.
10) Records Division stated that they will need at least space for 5 workstations and/or offices with open space for future growth.
11) Civil Division requested a public transaction window/counter.
a) Civil and Records work side by side with Records typically being the first point of public contact.
i) Both divisions to be accessible to the public.
ii) Sheriff Kunkel stated the desire to build on the synergy between both divisions where appropriate.
b) Requested one private office.
c) Requested 1000 square feet for records storage.
12) Records Division requested 1 private office.
13) JCSO requested that tactical storage be moved to the Training Tab.
14) JCSO identified printing and copying needs.
a) Administrative suite to have space for printing and copying.
b) Administrative suite to have space for mail room.
c) Records to have space for printing and copying.
15) JCSO identified the need for a 20 to 30 person community room that will multi-purpose functionality.
a) Space needs to be approximately 500 square feet.
16) JCSO stated their preference to shell as much space as possible as part of this project for maximum flexibility in the future.
17) JCSO stated preference for a discreate 10x10 room for one on one sex offender meetings and registrations.
18) JCSO requested that line items PR107 and PR109 be combined.
19) JCSO stated that the space program identified is adequate for the Records Division but requires similar spaces and square footages for the Civil Division.
20) Criminal Investigations
a) 3 interview rooms.
b) 1 smaller polygraph room approximately 100 square feet in size.
c) 1 reception area for the Division.
d) No case files stored on site.
e) Provide space for J-FACT the cyber investigations unit.
21) JCSO identified preference to include space for “Dedicated Task Force” suite.
a) Discreate access.
b) Provide for up to 6 people.
c) No reception area.
d) Conference room.
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NOVEMBER 6, 2023
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Project 2142303780 | Date – January 7, 2024
22) Patrol Division
a) Peak load of 6 people writing reports at any given time.
b) PD101 – provide 3 offices in lieu of 4.
c) PD102 – 2+ work stations plus space for table and chairs.
d) Include small interview room.
e) Provide rollcall space for up to 40 people.
23) JCSO stated preference for direct/discreate exiting for interview rooms where appropriate and/or feasible.
24) Administrative suite.
a) Sheriff office.
b) Chief Deputy office.
c) Administrator office.
d) Administrative assistant office.
e) SA104 – keep extra square footage identified for other offices for future flex space.
f) SA112 – size conference room for 24 people or approximately 600 square feet.
25) Housing.
a) HS101 – provide 3 spaces in lieu of 2 spaces.
b) 10 different housing types currently represented.
c) Deputies require separate report writing room with 2 or 3 workstations also including space for table and chairs.
d) Provide 3 spaces for professional visitations at approximately 50 square feet each.
i) Social workers.
ii) Attorneys.
iii) Etc.
26) Courts space.
a) Provide approximately 600 square feet for bench, attorney consultation, and chamber.
27) Training and support.
a) Need to further explore gender neutral vs. gender separate locker rooms and support amenities.
b) Vertical clearance height beneficial is some support areas.
28) JCSO identified need to explore further types of reinforced construction where needed and/or appropriate.
29) Medical services.
a) Two medical spaces needed: one male, one female.
b) IR-104 – provide larger spaces for this suite.
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39 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
APPENDIX B MEETING SUMMARY
NOVEMBER 6, 2023
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Project 2142303780 | Date – January 7, 2024
c) Include secure restrooms.
i) Space needed for specimen collection.
ii) Separate, uninterrupted, controlled space.
d) Provide space to conduct “walk & turn” test (9 steps).
30) JCSO provided SH tours of the existing Johnson County Storage Facility, Evidence Storage, Armory Space, Maintenance Facility, and J-FECT suite.
31) JCSO to provide SH with electronic copies of existing facility record drawings.
32) Next meeting was not scheduled. SH to schedule next meeting once concept diagrams are developed for owner review.
This documents our understanding of the items discussed, and decisions reached. Please contact our office with any omissions or discrepancies.
Respectfully,
Mark H. Allen, AIA, NCARB, LEED AP Principal Architect
CC: File
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Project 2142303780
Johnson County Sheriff’s Office – Space Needs Assessment
User Group Meeting #4
Project Name: Johnson County Sheriff's Office – Space Needs Assessment Project #: 2142303780 Date: December 13, 2023 Time: 8:30 A.M. – 12:00 PM Location: Johnson County Sheriff’s Office, Iowa City Attendees: John Good, Jail Captain - JCSO Demetrius Marlowe, Records Lieutenant - JCSO Steve Nash, Jail Lieutenant - JCSO David Broll, Civil Lieutenant – JCSO Susie McAreavy, JCSO Randy Lamm, Chief Deputy – JCSO Chris Wisman, Patrol Lieutenant - JCSO Brad Kunkel, Sheriff – JCSO Rebecca Moses, Jail Lieutenant – JCSO (via MS Teams) Matt Hendricks, 2nd Deputy Patrol Commander – JCSO (via MS Teams) Michael Lewis, Architect – Shive-Hattery
Mark Allen, Architect - Shive Hattery Discussion Items:
Reviewed updated architectural space program to clarify intent and expectations.
1) SH stated that the program document has been updated to reflect JCSO organization charts.
2) Program updated to include space for courts.
3) Program updated to include space for storage.
4) Program updated to include space for J-Fect cyber investigations.
5) Program updated to include 1,500 SF for evidence storage.
6) JCSO identified that space for “Civil” need to be included in this program. The space designated for civil defense in the record drawings has been repurposed and is currently used for intake processing.
7) JCSO identified that prior renovations to investigations, kitchen, lobby and kitchen have taken place and are different than what is illustrated on the record drawings.
8) Program updated to reflect previous feedback for the Records Division.
9) Program updated to reflect previous feedback for the Patrol Division.
a) Roll-call space to accommodate up to 40 people (approximately 1000 sf).
10) Program updated to reflect previous feedback for the Criminal Investigations Division.
11) JCSO identified the need to size the locker room spaces for 100 people.
12) SH identified approximately 14,500 sf for off-site storage facilities.
MEETING SUMMARY APPENDIX B
DECEMBER 13, 2023
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13) JCSO identified need for asset storage facilities.
a) Including lift at secondary roads building.
14) Program updated to reflect previous feedback including medical, report writing, and office space.
a) JCSO requested common area / workroom as part of report writing area – accommodating 6 to 8 employees.
15) Housing unit program unchanged
a) 140 beds across 5 blocks.
b) 16 single beds including medical
c) 156 total beds as part of initial phase with the potential to expand to 250 beds.
16) Housing segregation
a) 2 – 8 bed units (16 total beds)
b) JCSO identified approximately 6 segregated beds used presently.
c) SH identified that approximately 10% as basis for planning segregated spaces.
d) Dedicated female units = 2 (8 bed units)
i) JCSO stated that the female occupancy fluctuates constantly.
17) SH identified that subdividing housing units incurs additional construction costs.
18) Program updated to reflect previous feedback to include Emergency Operation Center (EOC).
19) Food service program unchanged from previous iteration.
20) Control program unchanged from previous iteration.
21) JCSO identified need to include small conference space as part of Intake areas.
Reviewed existing square footage matrix and diagrams, proposed massing sketches illustrating adjacency requirements, site utilization concept sketches, and site analysis matrix.
1) Reviewed existing spaces and organization relationships as well as sizing.
2) Reviewed massing concepts illustrating general suite sizes and adjacency needs.
a) Keep evidence on ground level.
b) Training spaces better served if adjacent to main lobby.
c) Keep records and civil suites adjacent to one another as well as lobby.
d) Patrol suite to be on ground level and adjacent to lobby.
e) K9 suite to have direct exterior access and provide means for cleaning.
f) Develop clear and concise public side / secure side.
i) Able to divert/direct jail foot traffic easily within facility.
g) Food service on ground floor with direct access to housing unit and exterior for deliveries and waste processing.
i) JCSO identified need to accommodate box truck and tractor trailer vehicular deliveries.
h) Exterior door for public to be in close proximity to public parking.
APPENDIX B MEETING SUMMARY
DECEMBER 13, 2023
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i) JCSO ok with some of the multi-purpose spaces being locating on the second floor.
j) J-Fect space(s) ok to be located on the second floor.
k) Evidence storage spaces should be located on the first floor.
l) JCSO asked about the opportunity to layout the housing unit in such a way that would only require 1 control station in lieu of 1 control station now and a 2nd control station dedicated to a housing unit expansion.
i) Discussed line of sight issues and space demands that would make this difficult.
ii) SH to explore quick sketch illustrating possible layout.
m) JCSO identified preference for natural daylighting from above.
i) Calming effect of daylighting preferred.
ii) JCSO inquired of potential for a lower level (basement) for training and/or storage.
n) JCSO requested that SH meet with facilities plant director to discuss other facility preferences.
i) SH to meet with him at conclusion of next meeting.
3) Next meeting scheduled for January 8, 2024; 8:30 AM at JCSO.
This documents our understanding of the items discussed, and decisions reached. Please contact our office with any omissions or discrepancies.
Respectfully,
Mark H. Allen, AIA, NCARB, LEED AP Principal Architect
CC: File
MEETING SUMMARY APPENDIX B
DECEMBER 13, 2023
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Project 2142303780 | Date – January 7, 2024
13) JCSO identified need for asset storage facilities.
a) Including lift at secondary roads building.
14) Program updated to reflect previous feedback including medical, report writing, and office space.
a) JCSO requested common area / workroom as part of report writing area – accommodating 6 to 8 employees.
15) Housing unit program unchanged
a) 140 beds across 5 blocks.
b) 16 single beds including medical
c) 156 total beds as part of initial phase with the potential to expand to 250 beds.
16) Housing segregation
a) 2 – 8 bed units (16 total beds)
b) JCSO identified approximately 6 segregated beds used presently.
c) SH identified that approximately 10% as basis for planning segregated spaces.
d) Dedicated female units = 2 (8 bed units)
i) JCSO stated that the female occupancy fluctuates constantly.
17) SH identified that subdividing housing units incurs additional construction costs.
18) Program updated to reflect previous feedback to include Emergency Operation Center (EOC).
19) Food service program unchanged from previous iteration.
20) Control program unchanged from previous iteration.
21) JCSO identified need to include small conference space as part of Intake areas.
Reviewed existing square footage matrix and diagrams, proposed massing sketches illustrating adjacency requirements, site utilization concept sketches, and site analysis matrix.
1) Reviewed existing spaces and organization relationships as well as sizing.
2) Reviewed massing concepts illustrating general suite sizes and adjacency needs.
a) Keep evidence on ground level.
b) Training spaces better served if adjacent to main lobby.
c) Keep records and civil suites adjacent to one another as well as lobby.
d) Patrol suite to be on ground level and adjacent to lobby.
e) K9 suite to have direct exterior access and provide means for cleaning.
f) Develop clear and concise public side / secure side.
i) Able to divert/direct jail foot traffic easily within facility.
g) Food service on ground floor with direct access to housing unit and exterior for deliveries and waste processing.
i) JCSO identified need to accommodate box truck and tractor trailer vehicular deliveries.
h) Exterior door for public to be in close proximity to public parking.
APPENDIX B MEETING SUMMARY
DECEMBER 13, 2023
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45 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
APPENDIX C
MEETING CONTENT
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MEETING CONTENT APPENDIX C
JANUARY 8, 2024
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47 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
APPENDIX C MEETING CONTENT
JANUARY 8, 2024
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MEETING CONTENT APPENDIX C
JANUARY 8, 2024
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49 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
APPENDIX D
OFFENSIVE STATISTICS
FOR PAST FIVE YEARS
49 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME I – NARRATIVE
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Severity Statute No Local Statute Charge Desc 2019 2020 2021 2022 2023 (Jan. - Sept)TToottaall iinn PPaasstt 55 yyeeaarrss
SCHT 10-9-2(F) POSS OR CONSUME ALCOHOL (IC ORDINANCE)001 0 0 1
SCHT 16-3H-11 THROWING LITTER IN PUBLIC (IC ORDINANCE 201 2 0 5
SCHT 41.10 URINATING/DEFACATING IN PUBLIC 100 1 0 2
SCHT 45.02 PUBLIC CONSUMPTION OR INTOXICATION (CV ORDINANCE)001 0 0 1
SCHT 56.02 FAILURE TO LICENSE 000 1 0 1
SCHT I/C4-5-5(B) OPEN CONTAINER IN A PUBLIC PLACE (IC ORDINANCE)12 3 11 5 5 36
SCHT IC/4-5-4 PAULA CITY CODE 805 2 0 15
SCHT IC/4-5-8E1A UNDER LEGAL AGE IN BAR 1ST OFFENSE 25 5 0 0 1 31
SCHT IC 4-5-8E(1)(A) UNDER LEGAL AGE IN BAR FIRST OFFENSE 812 1 1 13
SMMS IC/8-3-3 ANIMAL NEGLECT 000 1 0 1
SMMS IC/8-5-1 DISORDERLY CONDUCT (IC ORDINANCE)530 0 0 8
SCHT IC/8-5-12 FIREWORKS IC ORDINANCE 000 0 1 1
SCHT IC/8-5-6-C PUBLIC URINATION (IC ORDINANCE 912 6 1 19
SCHT IC/8-7-3(B) CARRYING TOY GUNS AND SLINGSHOTS (I.C. ORDINANCE)431 2 1 11
SMMS 100.18(7)TAMPERING WITH A SMOKE DETECTOR (SMMS)020 0 0 2
SMMS 123.46 CONSUMPTION / INTOXICATION - 1978 (SMMS)13 10 8 5 6 42
SMMS 123.46(2)PUBLIC INTOXICATION 586 285 395 467 233 1966
SRMS 123.46(2)PUBLIC INTOXICATION - 2nd Offense 400 0 0 4
AGMS 123.46(2)PUBLIC INTOXICATION - 3RD OR SUBSEQ OFFENSE 42 0 0 0 0 42
SMMS 123.46(2)-A CONSUMPTION OF ALCOHOL IN A PUBLIC PLACE (SMMS)512 3 1 12
SMMS 123.46(3)SIMULATED PUBLIC INTOXICATION, 1ST OFFENSE 413 6 2 16
SRMS 123.47(1)-D PERSON <21 SUPPLYING ALCOHOL TO PERSON UNDER LEGAL 000 1 0 1
SCHT 123.47(2)-A POSSESSION OF ALCOHOL UNDER AGE - 1ST OFFENSE 823 4 2 19
SMMS 123.47(2)-B POSSESSION OF ALCOHOL UNDER AGE - 2ND OFFENSE (SMM 101 0 0 2
SMMS 123.47(3)POSS/PURCH ALCOHOL BY MINOR--1ST OFF 302 2 1 8
SMMS 123.47(3)(A)(2)POSSES/PURCH OF ALCOHOL UNDER 21 2ND OFFENSE 101 0 0 2
SRMS 123.47(4)SUPPLYING ALCOHOL TO PERSON UNDER AGE (SRMS)212 0 0 5
OFFENSE STATISTICS FOR PAST FIVE YEARS APPENDIX D
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51 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
SMMS 123.49(1)PROVIDING ALCOHOL TO INTOXICATED PERSON (SMMS)000 1 0 1
SMMS 123.49(1)PROVIDING ALCOHOL TO INTOXICATED PERSON (SMMS)000 1 0 1
SMMS 123.49(2)(B)SELLING/DISPENSING ALCOHOLIC BEV OR BEER AFTER HOU 000 1 0 1
SCHT 123.49(2)(H)-C SUPPLY ALCOHOL TO PERSON UNDER AGE-LIC/PERMITEE 000 1 0 1
SMMS 123.49(3)FALSE EVIDENCE OF LEGAL AGE (SMMS)000 3 0 3
AGMS 123.91(3B)ALCH. CHAPTER 123 VIOL/HABITUAL - 1983 (AGMS)000 0 1 1
FELB 124.401(1)(a)CONTROLLED SUBSTANCE VIOL. (FELB)2 1 20 20 6 49
FELB 124.401(1)(b)CONTROLLED SUBSTANCE VIOL. (FELB)13 12 3 0 0 28
FELC 124.401(1)(c)CONTROLLED SUBSTANCE VIOL. (FELC)23 11 28 24 16 102
AGMS 124.401(1)(d)-A CONTROLLED SUBSTANCE VIOL. (AGMS)332 1 2 11
FELD 124.401(1)(d)-F CONTROLLED SUBSTANCE VIOL. (FELD)52 26 35 49 42 204
SRMS 124.401(3)-2 POSSESSION CONTROLLED SUBSTANCE, MARIJUANA (SRMS)211 5 2 11
SRMS 124.401(5)POSSESSION OF A CONTROLLED SUBSTANCE (SRMS)329 154 257 294 155 1189
SRMS 124.401(5)A POSSESSION OF A CONTROLLED SUBSTANCE-MARIJUANA 2ND 28 19 18 25 19 109
AGMS 124.401(5)B POSSESSION OF A CONTROLLED SUBSTANCE - 2ND OFFENSE 24 14 20 33 21 112
AGMS 124.401(5)C POSS OF A CONTROLLED SUBSTANCE-MARIJUANA-3RD OR SU 23 17 14 16 10 80
FELD 124.401(5)D POSSESSION OF A CONTROLLED SUBSTANCE-3RD OR SUBSQ 38 32 47 53 26 196
SRMS 124.401(5)E POSSESSION OF CONTROLLED SUBSTANCE 000 1 0 1
AGMS 124.402(1)(e)POSS CONTR SUBS,KEEP OR PERMIT USE IN STRUCTURE OR 3 1 14 25 24 67
FELB 124.406(1)(a)-1 DRUG DISTRIBUTION VIOLATION (FELB)112 1 0 5
SRMS 124.407-1 GATHERING FOR USE OF MARIJUANA (SRMS)001 1 0 2
FELD 124.407-2 GATHERING FOR USE OF DRUGS (FELD)000 2 4 6
SMMS 124.414 POSSESSION OF DRUG PARAPHERNALIA (SMMS)260 120 174 202 92 848
SRMS 126.22(1)POSSESSION - NITROUS OXIDE (SRMS)010 0 0 1
SRMS 144.52 UNLAWFUL USE OF CERT - 1985 (SRMS)000 0 1 1
SRMS 155A.21 UNLAWFUL POSSESSION OF PRESCRIPTION DRUG (SRMS)18 18 29 17 16 98
SRMS 155A.23-A PROH. ACTS - PRECRIP. DRUG - 1ST OFFENSE (SRMS)500 1 0 6
FELC 155A.23-C PROH. ACTS - PRECRIP. DRUG - 3RD OFFENSE (FELC)101 0 0 2
FELC 155A.23-E PROH ACTS - SCH I, II OR III CONTROLLED SUBSTANCE 310 0 0 4
APPENDIX D OFFENSE STATISTICS FOR PAST FIVE YEARS
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AGMS 155A.23-F PROB. ACTS - SCH IV OR V CONTROLLED SUBSTANCE (AGM 100 0 0 1
FELC 235B.20(2)DEPENDANT ADULT ABUSE - INTENTIONAL SERIOUS INJURY 010 0 0 1
FELD 235B.20(5)DEPENDANT ADULT ABUSE - EXPLOITATION > $100 (FELD)110 2 2 6
SRMS 235B.20(7)DEPENDANT ADULT ABUSE -INTENTIONALLY-KNOWINGLY (SRMS)100 0 0 1
SMMS 236.11 VIOLATION NO CONTACT ORDER 200 0 0 2
SMMS 299.1 VIOL. SCHOOL ATTEND. REG. - 1985 (SMMS)001 0 0 1
SCHT 321.104(1)OPERATION W/CANCELED TITLE OR SUS. OR REV. REG.100 0 0 1
SCHT 321.17 OPERATING NON REGISTERED VEHICLE -003 7 4 14
SCHT 321.174 FAILURE TO HAVE VALID LICENSE/PERMIT WHILE OPER. M 24 6 7 17 5 59
SCHT 321.174A OPERATION OF MOTOR VEHICLE WITH EXPIRED LICENSE 100 0 0 1
SCHT 321.193 VIOL OF CONDITIONS OF RESTRICTED LICENSE -000 1 0 1
NSCH 321.201 CANCELLATION AND RETURN OF LICENSE FOR FALSE INFOR 000 1 0 1
SCHT 321.20B-A VIOLATION - FINANCIAL LIABILITY COVERAGE 15 8 26 20 14 83
SCHT 321.20B-B VIOLATION - FINANCIAL LIABILITY - ACCIDENT 10 3 4 2 2 21
SCHT 321.216 UNLAWFUL USE OF LICENSE -15 1 5 9 0 30
SRMS 321.216A(1)MAKING FALSE LICENSES, ID FORMS OR BLANK FORMS (SR 013 1 0 5
SRMS 321.216A(2)POSSESSION OF LICENSE OR ID CARD FORMS (SRMS)918 2 0 20
SRMS 321.216A(3)POSSESSION OF FICTITIOUS LICENSE, CARD OR FORM (SR 68 44 82 102 9 305
SRMS 321.216A(4)FALSE APPLICATION FOR LICENSE OF ID CARD (SRMS)331 3 1 11
SCHT 321.216B MISUSE OF LIC OR ID CARD TO ACQUIRE ALCOHOL 300 1 0 4
FELD 321.217 PERJURY VEHICLE LICENSING (FELD)100 0 0 1
NSCH 321.218 DRIVING WHILE LICENSE DENIED,SUSP,CANCELLED OR REV 92 40 79 102 45 358
SRMS 321.218(4)DRIVING CMV WHILE DISQUALIFIED (SRMS)110 0 0 2
SCHT 321.234(2)BICYCLE VIOLATIONS OF CHAPTER 321 000 1 0 1
NSCH 321.24 REGISTRATION VIOLATION 001 0 0 1
SCHT 321.256 FAIL TO OBEY TRAFFIC CONTROL DEVICE 15 1 8 11 2 37
SCHT 321.257(2)(a)-A VEHICLES FAIL TO RESPOND TO STEADY RED SIGNAL 002 1 0 3
SCHT 321.257(2)(g)PEDESTRIAN FAILURE TO OBEY "DON'T WALK" LIGHT 200 0 0 2
NSCH 321.260(1)INTERFERENCE WITH DEVICES, SIGNS, OR SIGNALS 200 0 0 2
OFFENSE STATISTICS FOR PAST FIVE YEARS APPENDIX D
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53 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
SRMS 321.261(2)LEAVE SCENE OF INJURY ACCIDENT (SRMS)253 2 2 14
AGMS 321.261(3)LEAVE SCENE OF SERIOUS INJURY ACCIDENT (AGMS)001 0 0 1
NSCH 321.262 DAMAGE TO VEHICLE - 1983 310 1 2 7
SMMS 321.262 LEAVE SCENE OF ACCIDENT PD ONLY 203 1 1 7
NSCH 321.263 INFORMATION AND AID-LEAVING SCENE OF ACCIDENT 520 4 0 11
NSCH 321.264 STRIKING UATTEND. VEH. - 1978 001 0 0 1
NSCH 321.265 STRIKING FIXTURES - 1978 101 0 1 3
NSCH 321.266(1)REPORTING ACCIDENT - PERSONAL INJURY,DEATH 100 0 0 1
SCHT 321.275-A (1-7)MOTORCYCLE AND MOTORIZED BIKE VIOLATION -110 0 0 2
SCHT 321.275-B (8) FAILURE TO DISPLAY SAFETY FLAG -010 0 0 1
NSCH 321.277 RECKLESS DRIVING 10 9 13 15 2 49
SCHT 321.277A CARELESS DRIVING 300 0 0 3
NSCH 321.278 DRAG RACING PROHIBITED -001 0 0 1
SRMS 321.279(1)ELUDING (SRMS)9 11 19 15 7 61
AGMS 321.279(2)ELUDING (AGMS)3 13 14 15 5 50
FELD 321.279(3)ELUDING (FELD)13 15 24 12 6 70
SRMS 321.281(A)-2 OPER WHILE UNDER INFL. 1ST OFF - 1978 (SRMS)010 0 0 1
SCHT 321.284 OPEN CONTAINER - DRIVER 28 8 13 31 20 100
SCHT 321.284A OPEN CONTAINER - PASSENGER 311 1 0 6
NSCH 321.285 FAILURE TO STOP IN A SAFE AND SURE DISTANCE 414 4 1 14
SCHT 321.285-A SPEEDING 55 OR < (1 THRU 5 OVER) -320 0 1 6
SCHT 321.285-B SPEEDING 55 OR < (6 THRU 10 OVER) -300 1 0 4
SCHT 321.285-C SPEEDING 55 OR < (11 THRU 15 OVER) -202 4 4 12
SCHT 321.285-D SPEEDING 55 OR < (16 THRU 20)302 3 2 10
SCHT 321.285-E SPEEDING 55 OR < (20 MPH OVER + $2.00 EA. MILE) -113 0 0 5
SCHT 321.285-F SPEEDING > 55 (1 THRU 5 OVER)100 0 0 1
SCHT 321.285-G SPEEDING > 55 (6 THRU 10 OVER)000 2 0 2
SCHT 321.285-H SPEEDING > 55 (11 THRU 15 OVER)121 2 2 8
SCHT 321.285-I SPEEDING > 55 (16 THRU 20 OVER)000 1 0 1
APPENDIX D OFFENSE STATISTICS FOR PAST FIVE YEARS
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SCHT 321.285-J SPEEDING > 55 (OVER 20 MPH OVER)146 5 2 18
SCHT 321.288 FAIL TO MAINTAIN CONTROL -15 4 6 9 5 39
SCHT 321.297 DRIVING ON WRONG SIDE OF TWO WAY HIGHWAY -112 1 0 5
SCHT 321.302 IMPROPER OVERTAKING ON RIGHT 002 0 0 2
SCHT 321.303 UNSAFE PASSING -002 0 0 2
SCHT 321.304(3)PASSING CONTRARY TO HIGHWAY SIGN/MARKING -000 1 0 1
SCHT 321.305 VIOLATING ONEWAY TRAFFIC DESIGNATION - 1978 401 1 0 6
SCHT 321.306 IMPROPER USE OF LANES -212 2 2 9
SCHT 321.307 FOLLOWING TOO CLOSE -001 0 0 1
SCHT 321.311 TURNING FROM IMPROPER LANE -510 0 2 8
SCHT 321.314 UNSAFE TURN OR FAIL TO GIVE SIGNAL -100 0 0 1
SCHT 321.32 FAIL TO CARRY REGISTRATION CARD -101 0 0 2
SCHT 321.322 FAIL TO OBEY STOP OR YIELD SIGN -231 0 0 6
SCHT 321.324 FAIL TO YIELD TO EMERGENCY VEHICLE -510 0 2 8
SCHT 321.326 PEDESTRIAN WALKING ON WRONG SIDE OF HIGHWAY -000 1 0 1
SCHT 321.328 PEDESTRIAN FAILING TO USE CROSSWALK -201 2 0 5
SCHT 321.34 REGISTRATION VIOLATION -132 3 0 9
SCHT 321.354(1)STOPPING ON PAVED PART OF HIGHWAY 1 0 0 0 0 1
SCHT 321.358 STOPPING, STANDING, OR PARKING WHERE PROHIBITED -000 2 0 2
SCHT 321.362 PARKING W/O STOPPING ENGINE & SETTING BRAKE -100 0 0 1
SCHT 321.366 IMPROPER USE OF MEDIAN, CURB, OR ACC FACILITY -002 0 0 2
SCHT 321.369 DEPOSITING OR THROWING LITTER -200 1 0 3
SCHT 321.38 FAIL TO MAINTAIN REGISTRATION PLATE -100 0 0 1
SCHT 321.384 FAIL TO USE HEADLAMPS WHEN REQUIRED - 1978 622 0 2 12
SCHT 321.385 INSUFFICIENT NUMBER OF HEADLAMPS -010 2 0 3
SCHT 321.387 IMPROPER REAR LAMP -100 1 0 2
SCHT 321.397 IMPROPER LIGHT ON BICYCLE -100 0 0 1
SCHT 321.404 IMPROPER BRAKE LIGHT -100 0 0 1
SCHT 321.415 FAILURE TO DIM -100 0 0 1
OFFENSE STATISTICS FOR PAST FIVE YEARS APPENDIX D
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SCHT 321.438-B (2)DARK WINDOW/WINDSHIELD -001 0 0 1
SCHT 321.445 FAIL TO MAINTAIN SAFETY BELTS -010 1 1 3
SCHT 321.446 FAILURE TO SECURE CHILD -011 0 0 2
SCHT 321.449 VIOLATION - MOTOR CARRIER SAFETY REGULATIONS 001 0 0 1
AGMS 321.561 DRIVING WHILE BARRED HABITUAL OFFENDER - 1978 (AGM 320 196 281 360 242 1399
SMSM 321.78 TAMPERING WITH A MOTOR VEHECLE - 1989 012 0 1 4
FELD 321.92(1)ALTERING VEHICLE ID (FELD)000 0 2 2
SCHT 321.98 OPERATION W/O REGISTRATION -15 6 1 4 3 29
SCHT 321.99 IMPROPER USE OF REGISTRATION 213 1 4 11
NSCH 321A.32(1)DRIVE/SUSPEND LIC/OWI ELUDING 23 7 14 24 14 82
SMMS 321A.32(1)-1 PERMIT OPER OF VEH WHILE REGISTRATION SUSPENDED (S 000 0 2 2
SMMS 321G.13(1)(a)SNOWMOBILE-SPEEDING (SMMS)100 0 0 1
SMMS 321G.13(1)(c)SNOWMOBILE-OWI (SMMS)000 0 1 1
SMMS 321G.17 VIOLATION OF STOP SIGNAL (SMMS)100 0 0 1
SCHT 321G.9 (1,2,3,4,5,7)OPERATION ON ROADWAY SNOWMOBILE 100 0 0 1
SRMS 321J.2 OPER VEH WH INT OWI 012 0 0 3
SRMS 321J.2(2)(A)OPERATING WHILE UNDER THE INFLUENCE 1ST OFFENSE 846 459 707 876 500 3388
AGMS 321J.2(2)(B)OPERATING WHILE UNDER THE INFLUENCE 2ND OFFENSE 211 111 191 174 115 802
FELD 321J.2(2)(C)OPERATING WHILE UNDER THE INFLUENCE 3RD OFFENSE 67 35 77 74 50 303
SRMS 321J.2(A)OPER VEH WH INT (OWI) / 1ST OFF (SRMS)311 4 0 9
AGMS 321J.2(B)OPER VEH WH INT (OWI) / 2ND OFF (AGMS)021 0 1 4
FELD 321J.2(C)OPER VEH WH INT (OWI) / 3RD OFFENSE (FELD)100 1 0 2
SRMS 321J.21 DRIVING WHILE LICENSE DENIED OR REVOKED (SRMS)171 80 168 197 124 740
SMMS 321J.4(8)(c)OPERATE VEHICLE W/O INTERLOCK (SMMS)904 2 3 18
CNTM 321J.4(8)(e)CONTEMPT-FAILURE TO INSTALL IGNITION INTERLOCK DEV 100 0 0 1
SMMS 321L.4(2)IMPROPER USE OF A HANDICAPPED PARKING SPACE 000 0 1 1
FELD 39A.2 ELECTION MISCONDUCT - 1ST DEGREE (FELD)100 0 0 1
SMMS 453A.2(1)PROVIDING TOBACCO TO A MINOR (SMMS)000 1 0 1
FELD 453B.12 TAX STAMP VIOLATION (OTHR)245 6 0 17
APPENDIX D OFFENSE STATISTICS FOR PAST FIVE YEARS
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OTHR 453B.12 TAX STAMP VIOLATION (OTHR)12 3 19 12 4 50
FELD 453B.12A TAXABLE SUBSTANCE-POSSESS OR DISTRIBUTE W/O TAX ST 000 2 0 2
FELD 453B.12-A FAILURE TO AFFIX TAX STAMP - 1993 (FELD)25 16 30 46 36 153
SMMS 455B.363 LITTERING (SMMS)302 0 1 6
SCHT 461A.36-A 55 MPH OR LESS (1 THRU 5 OVER) -000 1 0 1
SCHT 461A.44 PROHIBITED AREA STATE PARKS - 1993 100 0 0 1
SCHT 461A.45 ANIMAL NOT ON A LEASH -100 0 0 1
SCHT 461A.46 CLOSING TIME EXCEEDED -000 1 1 2
SCHT 462A.12(3)LITTERING PUBLIC WATERS 001 0 0 1
SRMS 462A.14(2)(a)OPER MOTORBOAT/SAILBOAT WH INTOXICATED - 1ST (SRMS 14 4 6 8 2 34
SMMS 481A.135(2)VIOL CH 481A,481B,482,483A,484A,484B WHILE LIC SUS 100 0 0 1
FELD 507E.3(2)(a)INSURANCE FRAUD - PRESENTING FALSE INFORMATION (FE 000 0 2 2
CNTM 664A.7(1)CONTEMPT - VIOLATION OF NO CONTACT OR PROTECTIVE O 207 215 213 189 127 951
SMMS 664A.7(4)VIOLATION OF NO CONTACT OR PROTECTIVE ORDER (SMMS)10 12 19 20 17 78
CNTM 664A.7(4)-CNTM CONTEMPT - VIOLATION OF NO CONTACT OR PROTECTIVE O 830 5 0 16
SMMS 664A.7(4)-CNTM CONTEMPT - VIOLATION OF NO CONTACT OR PROTECTIVE O 100 2 0 3
SMMS 664A.7(5)CONTEMPT-CONTEMPIOUS BEHAVIOR TOWARDS COURT 9 28 17 14 13 81
CNTM 665.2(1)CONTEMPT-CONTEMPTUOUS BEHAVIOR TOWARD COURT 000 1 0 1
CNTM 665.2(3)CONTEMPT-ILLEGAL RESISTANCE TO ORDER OR PROCESS 000 0 1 1
AGMS 692A.104-A SEX OFF REGISTRATION VIOLATION 1ST OFFENSE 423 5 6 20
FELD 692A.104-B SEX OFF REGISTRATION VIOLATION 2ND OR SUB OFFENSE 244 5 3 18
FELD 692A.105-B SEX OFF - ADD'L REGISTR VIOL - 2ND OR SUB OFFENSE 011 0 0 2
AGMS 692A.108-A SEX OFF - VERIFICATION VIOL - 1ST OFFENSE 315 1 0 10
FELD 692A.108-B SEX OFF - VERIFICATION VIOL - 2ND OR SUB OFFENSE 111 0 3 6
FELC 692A.108-C SEX OFF - VERIFICATION VIOL - CRIME AGAINST MINOR 010 0 0 1
AGMS 692A.112-A SEX OFF - PROVIDE FALSE INFO - 1ST OFFENSE 200 0 1 3
AGMS 692A.112-B SEX OFF - PROVIDE FALSE INFO - 2ND OR SUB OFFENSE 000 1 0 1
AGMS 692A.113-A SEX OFF - AREA/ACTIVITY VIOL - 1ST OFFENSE 101 0 0 2
AGMS 692A.114-A SEX OFF - RESIDENCY VIOL - 1ST OFFENSE 021 0 0 3
OFFENSE STATISTICS FOR PAST FIVE YEARS APPENDIX D
C.1.b
Packet Pg. 111
57 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
FELD 692A.114-B SEX OFF - RESIDENCY VIOL - 2ND OR SUB OFFENSE 011 0 0 2
AGMS 692A.7(1)-A SEX OFFENDER REGISTRY - FAIL TO REGISTER/1ST OFFEN 020 0 0 2
AGMS 703.3(1)ACCESSORY TO FELONY (AGMS)111 1 1 5
FELB 706A.2(1)ONGOING CRIMINAL CONDUCT - INFLUENCE ENTERPRISE (F 010 0 0 1
FELB 706A.2(4)ONGOING CRIMINAL CONDUCT - UNLAWFUL ACTIVITY (FELB 000 1 3 4
FELC 706B.2(1)(a)MONEY LAUNDERING-TRANS OF PROCEEDS FROM ILLEGAL AC 100 0 0 1
FELC 706B.2(1)(c)MONEY LAUNDER-CONCEALING PROCEEDS OF UNLAWFUL ACTI 011 1 0 3
FELB 707.11 ATTEMPTED MURDER (FELB)166 2 0 15
FELA 707.2 MURDER 1ST DEGREE -1978 (FELA)1 5 1 0 0 7
FELC 707.6A(2)-3 VEH. HOMICIDE/RECKLESS OR ELUDE - 1997 (FELC)100 0 1 2
FELD 707.6A(4)-3 SER. INJ. BY VEH. - 1997 (FELD)221 0 1 6
FELD 708.11(3)(B)(1)STALKING-VIOLATION OF PROTECTIVE ORDER 341 3 1 12
AGMS 708.11(3)(c)STALKING - 1ST OFFENSE (AGMS)302 0 0 5
SRMS 708.12(3)(B)REMOVE RADIO FROM OFFICER-INTEND 100 1 0 2
SRMS 708.12(3)(C)REMOVE RADIO FROM OFFICER-BODILY INJURY 010 0 0 1
SRMS 708.12(3)(E)REMOVE RADIO FROM OFFICER-INTEND BODILY INJURY 000 0 1 1
FELD 708.13(2)DISARMING A PEACE OFFICER (FELD)213 4 1 11
AGMS 708.2(1)ASSAULT INTENT TO INFLICT SERIOUS INJURY-1978 (AGM 632 3 2 16
SRMS 708.2(2)ASSAULT CAUSING BODILY INJURY-1978 (SRMS)79 73 100 87 72 411
AGMS 708.2(3)-2 ASSAULT USE/DISPLAY OF A WEAPON-1989 (AGMS)28 19 23 24 20 114
FELD 708.2(4)-A ASSAULT CAUSING SERIOUS INJURY (FELD)672 0 1 16
SMSM 708.2(6)ASSAULT (SMMS)37 42 43 46 42 210
SMMS 708.2A(2)(A)DOMESTIC ABUSE ASSAULT (SMMS)71 46 40 52 26 235
SRMS 708.2A(2)(B)DOMESTIC ABUSE ASSAULT WITHOUT INTENT CAUSING INJU 130 116 148 122 72 588
AGMS 708.2A(2)(C)DOMESTIC ABUSE ASSAULT W/INTENT OR DISPLAYS A WEAP 20 29 19 19 7 94
AGMS 708.2A(2)(D)DOMESTIC ABUSE ASSAULT IMPEDING FLOW OF AIR/BLOOD 23 32 26 13 7 101
SRMS 708.2A(3)(A)DOMESTIC ABUSE ASSAULT - 2ND OFFENSE (SRMS)9 6 5 33 21 74
AGMS 708.2A(3)(B)DOMESTIC ABUSE ASSAULT - 2ND OFFENSE (AGMS)21 23 27 0 0 71
FELD 708.2A(4)DOMESTIC ABUSE ASSAULT - 3RD OR SUBSEQUENT OFFENSE 26 27 29 30 16 128
APPENDIX D OFFENSE STATISTICS FOR PAST FIVE YEARS
C.1.b
Packet Pg. 112
FELD 708.2A(4A)DOMESTIC ABUSE ASSAULT IMPEDING AIR/BOOD CAUSING BODILY II 010 1 0 2
FELD 708.2A(5)DOMESTIC ABUSE ASSAULT IMPEDING AIR/BLOOD CAUSING INJ(FELD)33 33 35 27 13 141
AGMS 708.2C(3)ASSAULT CAUSING INJURY, VIOL OF INDIV RIGHTS (AGMS 011 0 0 2
FELD 708.2C(4)ASSAULT WITH A WEAPON, VIOL OF INDIV RIGHTS (FELD)210 0 0 3
SRMS 708.2C(5)ASSAULT, VIOL OF INDIVIDUAL RIGHTS (SRMS)010 0 1 2
FELD 708.3(B)ASSLT WHILE PARTIC. IN FELONY - 1978 (FELD)011 1 3 6
FELD 708.3A(1)ASSAULT INTENT OF INJURY PEACE OFFICER/OTHERS (FEL 326 1 4 16
FELD 708.3A(2)ASSAULT WITH WEAPON--PEACE OFFICERS/OTHERS (FELD)433 3 1 14
AGMS 708.3A(3)ASSAULT CAUSING INJURY--PEACE OFFICERS/OTHERS (AGM 8 9 16 18 6 57
SRMS 708.3A(4)ASSAULT ON PEACE OFFICERS & OTHERS (SRMS)39 22 56 51 36 204
FELD 708.3B(2)INMATE ASSAULT WITH BODILY FLUIDS (FELD)010 1 1 3
FELC 708.4(1)WILLFUL INJURY - CAUSING SERIOUS INJURY (FELC)12 4 3 9 6 34
FELD 708.4(2)WILLFUL INJURY - CAUSING BODILY INJURY (FELD)781 9 4 29
FELD 708.5 ADMINISTER HARMFUL SUBSTANCE - 1978 (FELD)001 0 0 1
FELC 708.6-1 INTIMIDATION W/DANGEROUS WEAPN-INJURE/PROVOKE FEAR 526 5 4 22
FELD 708.6-2 INTIMIDATION WITH A DANGEROUS WEAPON (FELD)134 7 4 19
AGMS 708.7(2)HARASSMENT / 1ST DEG. - 1989 (AGMS)45 53 46 55 34 233
SRMS 708.7(3)HARASSMENT / 2ND DEG. - 1989 (SRMS)11 15 18 10 7 61
SMMS 708.7(4)HARASSMENT / 3RD DEG. - 1989 (SMMS)39 38 19 41 27 164
FELD 708.8-2 GOING ARMED WITH INTENT - 1978 (FELD)96813 9 45
FELB 708A.2 TERRORISM (FELB)000 1 0 1
FELD 708A.5 THREAT OF TERRORISM (FELD)110 0 0 2
FELD 709.11(B)ASSAULT W/INTENT SEX ABUSE/INJURY (FELD)303 0 0 6
AGMS 709.11(C)ASSAULT W/INTENT SEX ABUSE/NO INJ. (AGMS)513 3 0 12
AGMS 709.12 INDECENT CONTACT WITH A CHILD - 1983 (AGMS)20 1 1 2 0 24
SRMS 709.14 LASCIVIOUS CONDUCT/MINOR - 1989 (SRMS)19 0 0 2 0 21
FELD 709.15(2)SEXUAL EXPLOITATION BY COUNSELOR OR THERAPIST (FEL 000 0 6 6
FELD 709.15(5)(a)SEX EXPLOIT BY SCHOOL EMPLOYEE - SCHEME (FELD)000 2 0 2
AGMS 709.15(5)(b)SEX EXPLOIT BY SCHOOL EMPLOYEE- AROUSAL (AGMS)100 0 0 1
OFFENSE STATISTICS FOR PAST FIVE YEARS APPENDIX D
C.1.b
Packet Pg. 113
59 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
AGMS 709.21 INVASION OF PRIVACY - NUDITY (SRMS)204 0 0 6
FELB 709.3 SEXUAL ABUSE 2ND DEGREE - 1978 (FELB)810 4 0 13
FELC 709.4 SEXUAL ABUSE 3RD DEGREE (FELC)412 0 0 7
FELC 709.4(1)SEXUAL ABUSE 3RD DEGREE (FELC)15 4 5 6 3 33
FELC 709.4(1)(B)(3)(D)SEX ABUSE 3RD-VICT 14/15, DEF 4+ OLDR, 1ST OFF 111 8 0 11
FELC 709.4(2)(B)SEXUAL ABUSE 3RD DEGREE-VICT 12-13 002 0 0 2
FELC 709.4(2)(C)(1)SEXUAL ABUSE 3RD DEGREE-VICT SAME HOUSEHOLD 000 0 2 2
FELC 709.8(1)LASCIVIOUS ACTS W/CHILD - FONDLE OR TOUCH (FELC)122 2 0 7
FELD 709.8(3)LASCIVIOUS ACTS W/CHILD - SOLICITATION (FELD)000 2 0 2
SRMS 709.9 INDECENT EXPOSURE - 1978 (SRMS)478 7 5 31
SMMS 709A.1 CONTRIBUTING TO DELINQUENCY OF A MINOR - 1993 (SMM 641 2 4 17
FELD 709A.6 USING A JUVENILE TO COMMIT CERTAIN OFFENSES - 1993 010 0 0 1
FELC 709A.6(2)USING A JUVENILE TO COMMIT AN INDICTABLE OFFENSE (100 1 0 2
FELD 710.10(2)ENTICING AWAY A MINOR (FELD)000 0 4 4
AGMS 710.10(4)ATTEMPT TO ENTICE MINOR 000 1 0 1
FELB 710.3 KIDNAPPING 2ND DEGREE - 1978 (FELB)100 0 0 1
FELC 710.4 KIDNAPPING 3RD DEGREE - 1978 (FELC)412 0 0 7
FELC 710.5-2 CHILD STEALING - 1978 (FELC)001 0 0 1
SRMS 710.7 FALSE IMPRISONMENT - 1978 (SRMS)16 12 18 12 4 62
AGMS 710.8 HARBORING A RUNAWAY - 1985 (AGMS)011 1 0 3
AGMS 710.8(3)HARBORING A RUNAWAY AGAINST WISHES OF PARENT 011 0 0 2
FELB 711.2-2 ROBBERY 1ST DEGREE - 1978 (FELB)11 4 6 13 1 35
FELC 711.3-2 ROBBERY 2ND DEGREE - 1978 (FELC)12 6 8 8 0 34
FELD 711.4 EXTORTION - 1978 (FELD)312 1 0 7
FELB 712.2-2 ARSON 1ST DEGREE - 1978 (FELB)005 1 3 9
FELC 712.3 ARSON 2ND DEGREE - 1978 (FELC)000 2 0 2
AGMS 712.4 ARSON 3RD DEGREE - 1978 (AGMS)202 0 1 5
SRMS 712.5 RECKLESS USE FIRE/EXPLOSIVES - 1978 (SRMS)223 2 0 9
FELC 712.6(1)-A POSSESSION OF EXPLOSIVES (FELC)200 3 1 6
APPENDIX D OFFENSE STATISTICS FOR PAST FIVE YEARS
C.1.b
Packet Pg. 114
AGMS 712.6(2)POSS ANY INCENDIARY DEVISE OR MATERIAL 001 0 0 1
FELD 712.7 FALSE REPORTS - 1978 (FELD)110 0 0 2
FELD 712.8 THREATS - 1978 (FELD)010 0 0 1
FELB 713.2 BURGLARY 1ST DEGREE - 1978 (FELB)100 0 0 1
FELB 713.3-3 BURGLARY 1ST DEGREE - 1983 (FELB)11 10 17 14 7 59
FELC 713.4-2 ATTEMPT BURGLARY 1ST DEGREE - 1983 (FELC)200 0 0 2
FELC 713.5 BURGLARY 2ND DEGREE - 1983 (FELC)19 6 21 6 14 66
FELD 713.6 ATTEMPTED BURGLARY 2ND DEGREE - 1983 (FELD)312 0 0 6
FELD 713.6A(1)BURGLARY 3RD DEGREE (FELD)47 47 28 33 22 177
AGMS 713.6A(2)-A BURGLARY 3RD DEGREE - UNOCCUPIED MOTOR VEHICLE (AG 16 15 3 10 7 51
FELD 713.6A(2)-B BURGLARY 3RD DEGREE-UNOCCUP MOTOR VEH-2ND OR SUBSQ 2 0 2 4 10 18
AGMS 713.6B(1)ATTEMPTED BURGLARY 3RD DEGREE (AGMS)322 4 2 13
SRMS 713.6B(2)-A ATTEMPTED BURGLARY 3RD DEGREE - UNOCCUP MOTOR VEHI 112 3 0 7
AGMS 713.6B(2)-B ATTEMPT BURGLARY 3RD-UNOCCUP MOTOR VEH-2ND OR SUBS 010 1 0 2
AGMS 713.7 POSSESSION OF BURGLAR'S TOOLS - 1983 (AGMS)10 5 4 8 6 33
714.1 42.06 Theft 5th - shoplifting 200 0 0 2
FELD 714.10(1)(A)FRADULENT PRACTICE 2ND DEGREE 3 1 10 0 1 15
AGMS 714.11(1)FRAUDULENT PRACTICE THIRD DEGREE--$500-UNDER $1000 202 1 2 7
AGMS 714.11(3)FRAUDULENT PRACTICE 3RD DEGREE-AMOUNT UNDETERMINAB 002 1 0 3
SRMS 714.12 FRAUDULENT PRACTICE 4TH DEGREE - 1978 (SRMS)102 0 0 3
SMMS 714.13 FRAUDULENT PRACTICE 5TH DEGREE - 1978 (SMMS)700 0 0 7
FELC 714.2(1)THEFT 1ST DEGREE - 1978 (FELC)28 24 18 26 11 107
FELD 714.2(2)THEFT 2ND DEGREE - 1978 (FELD)62 46 56 70 36 270
AGMS 714.2(3)THEFT 3RD DEGREE - 1978 (AGMS)110 46 59 94 68 377
SRMS 714.2(4)THEFT 4TH DEGREE - 1978 (SRMS)55 30 31 50 43 209
SMMS 714.2(5)THEFT 5TH DEGREE - 1978 (SMMS)112 69 67 103 65 416
AGMS 714.3A (2)(A)AGGRAVATED THEFT 1ST OFFENSE 111 1 1 5
AGMS 714.7 OPERATE VEHICLE NO CONSENT - 1978 (AGMS)13 6 7 10 3 39
SMMS 714.7B(2)-A REMOVAL OF THEFT DETECTION DEVICE < $200 (SMMS)000 1 0 1
OFFENSE STATISTICS FOR PAST FIVE YEARS APPENDIX D
C.1.b
Packet Pg. 115
61 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
FELC 714.9 FRAUDULENT PRACTICE 1ST DEGREE - 1978 (FELC)420 2 0 8
FELC 715.6 FALSE USE OF FIN. INSTRUMENT - 1978 (FELC)001 0 0 1
FELD 715A.2 FORGERY 100 1 0 2
FELD 715A.2(2)(A)FORGERY (FELD)41 22 19 30 10 122
AGMS 715A.2(2)(B)FORGERY (AGMS)011 0 0 2
AGMS 715A.5 TAMPERING WITH RECORDS - 1987 (AGMS)500 2 3 10
FELC 715A.6(2)-A UNAUTH. USE OF CREDIT CARD > $10,000 (FELC)110 0 0 2
FELD 715A.6(2)-B UNAUTH. USE OF CREDIT CARD < $10,000 (FELD)761 2 4 20
AGMS 715A.6(2)-C UNAUTH. USE OF CREDIT CARD < $1,000 (AGMS)24 18 21 22 18 103
SRMS 715A.6A FRAUDULENT USE OF ACADEMIC DEGREE (SRMS)000 4 0 4
FELD 715A.8(3)-A IDENTITY THEFT (FELD)751 0 2 15
AGMS 715A.8(3)-B IDENTITY THEFT (AGMS)723 5 1 18
SRMS 716.10(2)(f)RAILROAD VANDALISM - 6TH DEGREE (SRMS)000 0 1 1
FELC 716.3 CRIMINAL MISCHIEF 1ST DEGREE - 1978 (FELC)443 2 5 18
FELD 716.4 CRIMINAL MISCHIEF 2ND DEGREE - 1978 (FELD)20 14 19 22 13 88
AGMS 716.5 CRIMINAL MISCHIEF 3RD DEGREE - 1978 (AGMS)19 16 16 11 11 73
SRMS 716.6(1)CRIMINAL MISCHIEF 4TH DEGREE (SRMS)23 27 21 35 18 124
SMMS 716.6(2)CRIMINAL MISCHIEF 5TH DEGREE (SMMS)29 30 31 38 27 155
SMMS 716.8(1)TRESPASS - < 200 (SMMS)83 48 70 77 54 332
SRMS 716.8(2)TRESPASS - INJURY/DAMAGE > 200 (SRMS)6 11 4 6 5 32
SRMS 716.8(3)TRESPASS - INTENT TO COMMIT HATE CRIME (SRMS)100 0 0 1
SRMS 716.8(7)TRESPASS-INTENTIONAL 001 1 1 3
AGMS 717B.2 ANIMAL ABUSE (AGMS)102 0 1 4
SMMS 717B.3(3) (SMMS)ANIMAL NEGLECT (SMMS)210 0 0 3
SRMS 717B.3(3) (SRMS)ANIMAL NEGLECT - DEATH OR INJURY (SRMS)010 1 1 3
SMMS 717B.8 ABANDONMENT OF CATS AND DOGS (SMMS)100 0 0 1
SRMS 717B.9(1)POLICE DOGS - INTERFERENCE (SRMS)010 0 0 1
AGMS 718.2-2 IMPERS. PUBLIC OFFICIAL - 1978 (AGMS)100 1 0 2
SMMS 718.4 HARASS PUBLIC OFFICER/EMPL. - 1978 (SMMS)18 11 12 32 6 79
APPENDIX D OFFENSE STATISTICS FOR PAST FIVE YEARS
C.1.b
Packet Pg. 116
SMMS 718.6(1)(A)FALSE REPORT TO LAW ENFORCEMENT AUTHORITIES (SMMS)211 5 4 13
SRMS 718.6(1)(B)FALSE REPORT OF INDICTABLE CRIME TO LAW ENFORC AUT 523 5 0 15
SMMS 718.6(2)911 NON-EMERGENCY CALL (SMMS)6 2 4 9 13 34
SMMS 718.6(3)(A)FALSE INFORMATION TO LAW ENFORCEMENT OFFICER (SMMS 301 2 0 6
SRMS 718.6(3)(B)FALSE INFO INDICT OFFENSE TO LAW ENFORC OFF (SRMS)000 0 1 1
SMMS 719.1(1)(B)INTERFERENCE W/OFFICIAL ACTS (SMMS)305 182 271 303 181 1242
AGMS 719.1(1)B-Z INTERFERENCE W/OFFICIAL ACTS, BODILY INJURY (AGMS)220 1 0 5
SRMS 719.1(1)C INTERFERENCE W/OFFICIAL ACTS, BODILY INJURY (SRMS)31 25 0 28 13 97
AGMS 719.1(1)D INTERFERENCE W/OFFICIAL ACTS, SERIOUS INJURY (AGMS)001 1 0 2
AGMS 719.1(1)E INTERFER W/OFFICIAL ACTS, INFLICTS SERIOUS INJURY (AGMS)001 1 2 4
FELD 719.1(1)F INTERFERENCE W/OFFICIAL ACTS DANGEROUS WEAPON (FELD)5 3 15 4 2 29
SRMS 719.1(2)A INTERFERENCE W/DCS OFFICER (SRMS)010 0 0 1
SRMS 719.1(2)B INTERFERENCE W/DCS OFFICER (SRMS)101 1 1 4
FELD 719.1(2)F INTERFERENCE W/DCS OFFICER, DISPLAY WEAPON OR FIREARM (FELC)000 1 0 1
SMMS 719.1A PROVIDE FALSE IDENTIFICATION INFORMATION 102 41 49 70 44 306
AGMS 719.3 PREV. APPREHEN., OBSTR. PROSC. - 1978 (AGMS)024 2 0 8
FELD 719.4(1)ESCAPE OF FELON - 1978 (FELD)734 4 4 22
SRMS 719.4(2)ESCAPE OF MISDEMEANANT - 1978 (SRMS)201 2 1 6
SRMS 719.4(3)VOLUNTARY ABSENCE (ESCAPE) - 1978 (SRMS)23 18 15 17 11 84
FELC 719.7(4)(a)POSS. CONTRABAND IN CORR. FACILITY - WEAPON (FELC)001 0 0 1
FELD 719.7(4)(b)POSS. CONTRABAND IN CORR. FACILITY (FELD)11 12 14 15 11 63
FELD 719.8 FURN. CONTR. SUBST/INTOXICANTS TO INMATE (FELD)101 0 0 2
FELD 720.2 PERJURY - 1978 (FELD)010 0 0 1
AGMS 720.4 TAMPERING W/WITNESS OR JUROR - 1978 (AGMS)101 2 3 7
SRMS 720.6 MALICIOUS PROSECUTION - 1985 (SRMS)97212 0 30
FELD 722.1 BRIBERY - 1978 (FELD)000 1 0 1
AGMS 723.1 RIOT - 1978 (AGMS)342 1 7 17
FELD 723.1 RIOT - 1978 (AGMS)001 4 8 13
SMMS 723.2 UNLAWFUL ASSEMBLY - 1978 (SMMS)020 0 0 2
OFFENSE STATISTICS FOR PAST FIVE YEARS APPENDIX D
C.1.b
Packet Pg. 117
63 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | APPENDIX TO VOLUME I NARRATIVE
SMMS 723.3 FAILURE TO DISPURSE - 1978 (SMMS)010 0 0 1
SMMS 723.4(1)DISORDERLY CONDUCT - FIGHTING OR VIOLENT BEHAVIOR 93 38 61 82 48 322
SMMS 723.4(2)DISORDERLY CONDUCT - LOUD AND RAUCOUS NOISE (SMMS)30 7 4 8 8 57
SMMS 723.4(3)DISORDERLY CONDUCT - ABUSIVE EPITHETS/THREAT GESTU 15 9 11 2 7 44
SMMS 723.4(4)DISORDERLY CONDUCT - DISTRUB LAWFUL ASSEMBLY OR ME 031 1 1 6
SMMS 723.4(7)DISORDERLY CONDUCT - OBSTRUCTING A PUBLIC WAY (SMM 110 0 0 2
AGMS 724.1 APPL. TO CARRY WEAPON FALSE - 1978 (AGMS)001 0 0 1
FELD 724.1 APPL. TO CARRY WEAPON FALSE - 1978 (AGMS)001 0 0 1
AGMS 724.16(1)PISTOL,REVOLVER-ACQUISITION W/O PERMIT, TRANSFER T 100 0 0 1
FELD 724.16(2)PISTOL,REVOLVER-TRANS TO PERSON PROHIBITED FROM AC 001 0 3 4
FELC 724.16A (FELC)TRAFFICKING IN STOLEN WEAPONS (FELC)004 2 1 7
FELD 724.16A (FELD)TRAFFICKING IN STOLEN WEAPONS (FELD)435 9 4 25
FELD 724.17 PROVIDE FALSE INFO ON PERMIT TO AQUIRE FIREARM 001 0 0 1
FELD 724.21-A GIVING FALSE INFO/PURCH. WEAPON - 1978 (FELD)016 7 9 23
SRMS 724.22(2)MAKING PISTOL,REVOLVER OR AMMUN AVAIL TO PERSON < 010 0 2 3
SRMS 724.22(7)MAKING FIREARMS AVAILABLE TO PERSONS UNDER 21 (SRM 000 1 0 1
FELD 724.26(1)DOMINION/CONTROL OF FIREARM/OFFENSIVE WEAPON BY FELON (FELD)16 16 31 35 22 120
FELD 724.26(2)(A)DOMINION/CONTROL OF FIREARM/OFF WEAPON BY DOM ABUSE OFFEND (FELD)4 6 5 16 10 41
FELD 724.3 UNAUTHORIZED POSSESSION OF OFFENSIVE WEAPONS - 197 116 4 4 16
SRMS 724.3(B)CARRYING WEAPONS - 1989 (SRMS)3 0 7 32 24 66
FELC 724.30(1)RECKLESS USE OF A FIREARM WITH SERIOUS INJURY (FEL 000 1 0 1
FELD 724.30(2)RECKLESS USE OF A FIREARM WITH BODILY INJURY (FELD 000 0 1 1
AGMS 724.30(3)RECKLESS USE OF A FIREARM WITH PROPERTY DAMAGE (AG 200 1 5 8
SMMS 724.30(4)RECKLESS USE OF A FIREARM (SMMS)013 0 0 4
AGMS 724.4 CARRYING WEAPONS - 1978 (AGMS)31 15 28 6 2 82
SRMS 724.4 CARRYING WEAPONS - 1978 (AGMS)201 1 1 5
AGMS 724.4(2)CONCEALED KNIFE USED IN A CRIME (AGMS)421 0 0 7
AGMS 724.4(3)(A)GO ARMED WITH KNIFE BLADE > 8" - 1989 (AGMS)421 0 0 7
SRMS 724.4(3)(B)GO ARMED/KNIFE BLADE 5" TO 8" - 1989 (SRMS)102 0 0 3
APPENDIX D OFFENSE STATISTICS FOR PAST FIVE YEARS
C.1.b
Packet Pg. 118
SRMS 724.4(C)POSSESSION OR CARRY WEAPONS WHILE INTOXICATED 4 12 35 21 11 83
FELD 724.4B CARRYING WEAPONS ON SCHOOL GROUNDS (FELD)020 0 0 2
SRMS 724.5 FAILURE TO CARRY/PRODUCE A CONCEALED WEAPONS PERMI 001 0 0 1
AGMS 725.1 PROSTITUTION - 1978 (AGMS)101 0 1 3
SRMS 725.7(2)(A)(1)ILLEGAL GAME BETTING 4TH DEGREE - 1989 (SRMS)100 0 0 1
FELD 726.2 INCEST - 1978 (FELD)600 1 0 7
FELC 726.3 NEGLECT OR ABANDONMENT - 1978 (FELC)000 3 0 3
FELC 726.6(5)CHILD ENDANGERMENT/SERIOUS INJURY (FELC)301 3 1 8
FELD 726.6(6)-A CHILD ENDANGERMENT-BODILY INJURY (FELD)647 5 4 26
FELD 726.6(6)-B CHILD ENDANGERMENT-METH EXPOSURE (FELD)010 0 0 1
AGMS 726.6(7)ENDANGERMENT/NO INJURY (AGMS)81 47 47 54 33 262
SMMS 727.5 OBSTRUCTION OF EMERGENCY COMMUNICATIONS (SMMS)30 20 22 18 16 106
SMMS 727.6 FALSELY CLAIMING EMERGENCY (SMMS)000 0 2 2
SRMS 727.8 MECHANICAL EAVESDROPPING (SRMS)1 0 0 0 0 1
FELD 728.12(2)SEXUAL EXPLOIT. OF CHILDREN - 1985 (FELD)010 0 0 1
AGMS 728.12(3)-A PUR/POSS MEDIUM DEPICTING EXPLOIT OF MINOR - 1ST O 012 2 0 5
SRMS 728.2 DISEM/EXHIB OBSC. MAT. TO MINOR - 1978 (SRMS)100 0 0 1
OTHR 908.1 VIOLATION OF PAROLE - 1985 41 38 27 39 21 166
FELD 99G.36(1)LOTTERY TICKET - THEFT OR FORGERY (FELD)241 6 9 22
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Johnson County, IL - Needs Assessment Questionnaire
Planning the Work Environment Date:
1) Department (Agency) Name and Leader:
______________________________________________________________________
2) Name and contact information of individual completing the form: Sheriff Brad Kunkel_
3) Describe department functions and work processes.
Executive and Administrative Duties
4) Please provide current staffing information. Additional please indicate any expectations
tied to staffing and we projected staffing for the next 30-years. Essentially are there
anticipated staffing projections through 2054 that you foresee?
a. The 2020 census population of 154,898 and we have initial projected the county
population in 2054 to be 247,673.
i. This will largely depend on where the growth occurs and if our small
towns stay with the Sheriff’s Office for LE protections Right now we
provide primary law enforcement services for about 35,000 people.
ii. Our Civil Division will need to expand by 2-3 sworn and ~2-3 non-sworn as
well
iii. Records Division will need ~2-3 additional staff as well
iv. Court Services will likely need significant expansion by then as well and
some court services will likely be in a separate building meaning more
staff for the second building
v. Investigations could see the addition of ~2 detectives
vi. More healthcare and social workers in the jail
vii. We need additional office space for our mental health/law enforcement
liaison, as well as other space for future grown and programs
viii. I’d like to see OWI processing, including the Datamaster, moved to the jai
so all arresting agencies can process OWIs in one central location
5) Are there departments you currently do not have today, but anticipate adding as the
county grows and would like to plan for?
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Mental Health Commitment Unit
School Resource Officers
Training and Accreditation
Adequate medial and mental health care in the jail
6) List critical adjacencies within your department and with other Departments.
Numerous joint-agency teams: SERT, Bomb, Dive
*JFACT is currently offsite in a non-LE building that is not staffed 24-7
We need an EOC in our own building
Numerous public, walk-in/public services like fingerprinting, gun permits, sex offender
registry, civil department duties like evictions, Sheriff Sales, etc, public records
7) Describe bulk storage area requirements if applicable (Examples: Records, Storage Filing
Needs, Large Equipment Storage, Property, High Density Storage, Evidence, Inmate
Care, General Storage etc.):
Evidence Storage
Numerous pieces of special equipment: Boats, MRAP, UTV, Patrol Boat, speed trailers
Extra space for seized vehicles, inoperable fleet vehicles,
Armory space for firearms, ammunition, munitions, riot gear, etc
Storage for duty gear, uniforms, equipment
Medication storage
Inmate supplies: bedding, mattresses, clothing, hygiene, cleaning supplies, kitchen and
food storage
8) Describe off-site Storage or support needs, IF it would need to be incorporated into your
on-site storage:
Our county and community are unique because we have a broad and deep array of
services for people often intersect with the justice system. We’ve spent millions over the
last 20 years across various disciplines to add services and spaces to support the
homeless, mentally ill, people in crisis, people with drug and alcohol addiction, people re-
entering society after prison….the list goes on. And yet, our jail population continues to
rise. We also see a higher concentration of inmates with behavioral, mental health,
physical health, or assaultive challenges that stress our current physical limitations as
well as the staff’s ability to safely and effectively manage these inmates. We need a jail
that is designed to enhance staff safety when dealing with these challenges and provide
the best space for humane care of the inmates.
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9) Think about the types of spaces needed for your department to effectively collaborate in
the future. Describe the quantity and types of spaces would benefit your department’s
long-term needs:
Quantity
Frequency
(Per week or per
month)
Room Requirements:
(markerboards, tackboards, projection screens, lectern,
teleconference, or
videoconference equipment, etc.)
Conference room function: (conferencing with external
visitors, internal team
members, training, etc.)
1 – 2 Person Small
Focus Spaces Weekly or daily
Groups up to 4
Weekly Video conferencing, dry
erase,
Groups up to 8 New employee training
space, continuing education
Groups up to 12 At least once a
week All of the above All of the above
Training Room (#
of People Needed) 50 All of the above
Other: (Community
Rooms, Briefing
Room, Major Case Room, Interview
Rooms)
Standard and soft
interview rooms
Compensation
Commission
space/Civil needs
Multipurpose/community
training/outreach space
10) Departmental mail and intra-departmental information support requirements:
List of equipment, if applicable:
Copier and printers
Efficient work flow for paperwork
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11) Please list large departmental equipment not personal equipment.
12) Other considerations. Are there other special space requirements needed for your
department (waiting spaces, lounge, evidence processing & storage, vehicular sallyport,
physical training / exercise space, locker rooms, decontamination, sleeping quarters, # of
equipment bays, mother’s rooms, etc.?)
Public lobby waiting space
Fingerprinting for public not in secure area of jail
Drive-thru sallyport for jail intake
Wellness and exercise space, defensive tactics training
Adequate and ADA compliant locker rooms and restrooms
Lactation space
Employee break room
Evidence processing (currently offsite)
Space/room to meet with public not in secure area of the Sheriff’s Office
Multipurpose room
Vehicle cleaning
13) Kitchen/Break room equipment requirements:
Description Quantity
Increase/
Decrease in the
new work
environment
New Existing
Special storage,
power, or location
requirements
associated with the equipment
Floor
Copiers /
Printers /
Fax
6+
Other:
Please List
Emergency
Generator
Jail Kitchen
Equipment
Stove,
Freezers,
Refrig,
Fryer, etc
Printrac
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________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
14) Are there any special security requirements unique to your department?
Secure parking for staff
Secure perimeter
Secure access to jail, non-public areas of the building
Separate access for deliveries, kitchen supplies, etc
Proper camera coverage for interior and exterior of building
Controlled access specific areas of the building based on levels of access
Manual redundancies on case of power or technology failure
Multiple ingress and egress points for staff
15) Are there any special HVAC or Electrical requirements unique to your department?
HVAC: Separate HVAC system for jail
Electrical: Generator backup
Data/Communications:
2-way radio system must work throughout the structure
Secure wi-fi
Adequate bandwidth for video/bwc download and other data communication needs
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Johnson County, IL - Needs Assessment Questionnaire
Planning the Work Environment Date:10/5/2023
1) Department (Agency) Name and Leader: Johnson County Sheriff Brad Kunkel
2) Name and contact information of individual completing the form:
Randy Lamm (319)530-6902.
3) Describe department functions and work processes.
Administrative – Chief Deputy, personnel issues, budgeting, hiring, primarily office type
duties.
4) Please provide current staffing information. Additional please indicate any expectations
tied to staffing and we projected staffing for the next 30-years. Essentially are there
anticipated staffing projections through 2054 that you foresee? I would assume at least
gaining 2 FTO’s per year, especially with a new larger jail.
a. The 2020 census population of 154,898 and we have initial projected the county
population in 20254 to be 247,673.
The size of our office already justifies an additional 2nd deputy. I would suggest
an additional administrative office that would accommodate that future growth. It
would be nice for the administrative offices to be somewhat separated from other areas
as sensitive conversations regarding staff are common. Male and female restrooms in
the admin area would be great. Having Sheriff, Chief Deputy, 2nd Deputy(s), Office
Administrator, and Administrative Assistant in same vicinity would ideal.
5) Are there departments you currently do not have today, but anticipate adding as the
county grows and would like to plan for?
6) List critical adjacencies within your department and with other Departments.
7) Describe bulk storage area requirements if applicable (Examples: Records, Storage Filing
Needs, Large Equipment Storage, Property, High Density Storage, Evidence, Inmate
Care, General Storage etc.):
I would like to see all weapons, ammunition and evidence stored in the same building
we occupy. To have a large bay for other equipment such as atv, snowmobiles,
boats, SERT truck, MRAP, and other misc. vehicles would be nice.
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8) Describe off-site Storage or support needs, IF it would need to be incorporated into your
on-site storage: Those things mentioned above in #7. The vehicles would be nice to
have in the same building and would allow us to respond faster, but I don’t feel it’s
priority.
9) Think about the types of spaces needed for your department to effectively collaborate in
the future. Describe the quantity and types of spaces would benefit your department’s
long-term needs:
Quantity
Frequency
(Per week or per
month)
Room Requirements:
(markerboards, tackboards,
projection screens, lectern,
teleconference, or
videoconference
equipment, etc.)
Conference room function:
(conferencing with external
visitors, internal team
members, training, etc.)
1 – 2 Person Small
Focus Spaces 10-12 per week
Groups up to 4
3-5 per week
Groups up to 8
Groups up to 12 1-2 per week Yes Yes
Training Room (#
of People Needed) 1-2 per mo. Yes Yes
Other:
(Community
Rooms, Briefing
Room, Major Case
Room, Interview
Rooms)
Yes to all- will use
a lot.
10) Departmental mail and intra-departmental information support requirements:
List of equipment, if applicable: _______________________________________________
________________________________________________________________________
________________________________________________________________________
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11) Please list large departmental equipment not personal equipment.
12) Other considerations. Are there other special space requirements needed for your
department (waiting spaces, lounge, evidence processing & storage, vehicular sallyport,
physical training / exercise space, locker rooms, decontamination, sleeping quarters, # of
equipment bays, mother’s rooms, etc.?)
All these things mentioned above minus sleeping quarters. I would estimate 12
equipment bays.
An indoor range would be a great thing to explore. Having no law enforcement range
in Johnson County, the amount of time and money spent with staff traveling to and
from the range every time there is range training would pay for itself over a short
amount of time.
A washer and dryer available (separate from the jail) for staff who get contaminates on
their clothing or uniforms.
13) Kitchen/Break room equipment requirements:
A much larger kitchen and break room is necessary. Fridge, sink, microwave, ice
machine, oven.
Description Quantity
Increase/
Decrease in the
new work
environment
New Existing
Special storage,
power, or location
requirements
associated with the equipment
Floor
Copiers /
Printers /
Fax
Other:
Please List
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14) Are there any special security requirements unique to your department?
A more secure parking lot. The ability to sufficiently light up the perimeter of the
building if necessary for protests, etc.
15) Are there any special HVAC or Electrical requirements unique to your department?
HVAC: __Exhaust fans in all bathrooms would be a nice addition.
Electrical: ________________________________________________________________
Data/Communications:______________________________________________________
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Johnson County, IL - Needs Assessment Questionnaire
Planning the Work Environment Date: 10.5.23
1) Department (Agency) Name and Leader:
Johnson County Sheriff’s Office – Sheriff Brad Kunkel
2) Name and contact information of individual completing the form:
Susie McAreavy
smcareav@johnsoncountyiowa.gov
319-688-8205
3) Describe department functions and work processes.
• Administrative Division – coordinates and manages day to day business activities
for the Sheriff’s Office.
4) Please provide current staffing information. Additional please indicate any expectations
tied to staffing and we projected staffing for the next 30-years. Essentially are there
anticipated staffing projections through 2054 that you foresee?
• Current staffing levels: Budgeted for 98 FT, 4 PTB, 25 Reserves (approx.)
• The 2020 census population of 154,898 and we have initial projected the county
population in 20254 to be 247,673.
5) Are there departments you currently do not have today, but anticipate adding as the
county grows and would like to plan for?
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6) List critical adjacencies within your department and with other Departments.
7) Describe bulk storage area requirements if applicable (Examples: Records, Storage Filing
Needs, Large Equipment Storage, Property, High Density Storage, Evidence, Inmate
Care, General Storage etc.):
• Records storage
• evidence room storage
• weapons/ammo storage
• investigations lab
• emergency vehicle storage
• rescue boat storage
• General Storage
8) Describe off-site Storage or support needs, IF it would need to be incorporated into your
on-site storage:
• (see above)
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9) Think about the types of spaces needed for your department to effectively collaborate in
the future. Describe the quantity and types of spaces would benefit your department’s
long-term needs:
Quantity
Frequency
(Per week or per
month)
Room Requirements:
(markerboards, tackboards,
projection screens, lectern,
teleconference, or
videoconference
equipment, etc.)
Conference room function:
(conferencing with external
visitors, internal team
members, training, etc.)
1 – 2 Person Small
Focus Spaces
Groups up to 4
Groups up to 8 1-2 x month
Computer, markerboard,
projection screen, tele/video conference
equipment
Interviews, internal training
Groups up to 12 4x month
Computer, markerboard,
projection screen,
tele/video conference equipment
DH meeting
Training Room (#
of People Needed)
Other:
(Community
Rooms, Briefing
Room, Major Case
Room, Interview
Rooms)
10) Departmental mail and intra-departmental information support requirements:
List of equipment, if applicable:
• Mail room, employee mailboxes, forms storage and office supply area
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11) Please list large departmental equipment not personal equipment.
12) Other considerations. Are there other special space requirements needed for your
department (waiting spaces, lounge, evidence processing & storage, vehicular sallyport,
physical training / exercise space, locker rooms, decontamination, sleeping quarters, # of
equipment bays, mother’s rooms, etc.?)
• Mother’s Room
• Flexible space options for conference rooms/classrooms
• Exercise and Wellness Rooms
• Locker Rooms
• Storage area for new uniforms and gear
• Secure parking lot for employees
• Kennels for the K-9’s
13) Kitchen/Break room equipment requirements:
• Ample seating and tables
• Microwave, stove/oven, large refrigerator(s)
• Coffee bar
• Ice machine
• Large sink and dishwasher
Description Quantity
Increase/
Decrease in the
new work
environment
New Existing
Special storage,
power, or location
requirements
associated with the equipment
Floor
Copiers /
Printers /
Fax
7 7 7
Other:
Please List
Mail station 1 1 1
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• Cabinets
14) Are there any special security requirements unique to your department?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
15) Are there any special HVAC or Electrical requirements unique to your department?
HVAC: __________________________________________________________________
Electrical: ________________________________________________________________
Data/Communications:______________________________________________________
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Johnson County, IA - Needs Assessment Questionnaire
Planning the Work Environment Date: 10/4/2023
1) Department (Agency) Name and Leader: Johnson County Sheriffs Office – Sheriff Brad
Kunkel
2) Name and contact information of individual completing the form: David Broll 319-688-
8968
3) Describe department functions and work processes. The Civil division is responsible for
serving civil paperwork within Johnson County. Accepting paperwork and processing it
for service. We evict people from their residences on court orders. Hold Sheriff Sales
(Selling houses) and hold Condemnation Hearings.
4) Please provide current staffing information. Additional please indicate any expectations
tied to staffing and we projected staffing for the next 30-years. Essentially are there
anticipated staffing projections through 2054 that you foresee? *Civil Division Only*
a. The 2020 census population of 154,898 and we have initial projected the county
population in 2054 to be 247,673.
Current – 2 civilian employees (2 secretary positions)
Current – 3 sworn deputies (serve papers and carry out court orders)
Current – 1 sworn Lieutenant (oversees all staff – holds sales and condemnation
hearings)
With the projection of 100,000 more residence within Johnson County in 30 years I
would assume the Civil Division would grow. Possibly adding 2 sworn and 1 secretary
depending on the amount of increased paperwork/eviction ect.
5) Are there departments you currently do not have today, but anticipate adding as the
county grows and would like to plan for?
*Mental Health Division – Pick up all mental health court orders and serve all mental
health orders at hospitals.
*Jail response team – Deals with bigger incidents within the jail and controls movement
of known dangerous inmates.
6) List critical adjacencies within your department and with other Departments.
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_____N/A Civil Division
7) Describe bulk storage area requirements if applicable (Examples: Records, Storage Filing
Needs, Large Equipment Storage, Property, High Density Storage, Evidence, Inmate
Care, General Storage etc.):
*In the Civil Division we need file cabinets for current paperwork we are working on. –
Example would be garnishments, court orders not yet served and a place to hold our
money. We do need to retain some paperwork for a number of years but I don’t think it
is a major bulk storage area needed
*It is possible for the civil division to possibly need an area to store items for a writ of
attachment but this has not happened in my 1 year in this position.
8) Describe off-site Storage or support needs, IF it would need to be incorporated into your
on-site storage:
*N/A Civil Division
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9) Think about the types of spaces needed for your department to effectively collaborate in
the future. Describe the quantity and types of spaces would benefit your department’s
long-term needs: *Civil Division Only*
Quantity
Frequency
(Per week or per
month)
Room Requirements:
(markerboards, tackboards, projection screens, lectern,
teleconference, or
videoconference equipment, etc.)
Conference room function: (conferencing with external
visitors, internal team
members, training, etc.)
1 – 2 Person Small
Focus Spaces N/A
Groups up to 4
Groups up to 8
Groups up to 12
Just need a room for up to 12 -
15 people to hold a
condemnation hearing.
Training Room (#
of People Needed)
Other: (Community
Rooms, Briefing
Room, Major Case Room, Interview
Rooms)
10) Departmental mail and intra-departmental information support requirements:
List of equipment, if applicable: _________N/A for the Civil Division
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11) Please list large departmental equipment not personal equipment. *Civil Division Only*
12) Other considerations. Are there other special space requirements needed for your
department (waiting spaces, lounge, evidence processing & storage, vehicular sallyport,
physical training / exercise space, locker rooms, decontamination, sleeping quarters, # of
equipment bays, mother’s rooms, etc.?)
*N/A Civil Division Only
13) Kitchen/Break room equipment requirements:
*The Civil Division does not have a requirement for its own kitchen/break room. It is nice
to have our own small refrigerator so we don’t have to leave our area to get a
soda/snack.
14) Are there any special security requirements unique to your department?
*Having an area to lock up our cash on hand and deposit money. Currently have this –
Our current area does not have good escape routes in case of a fire as we have one
enter/exit door.
15) Are there any special HVAC or Electrical requirements unique to your department?
Description Quantity
Increase/
Decrease in the
new work
environment
New Existing
Special storage,
power, or location
requirements
associated with the equipment
Floor
Copiers /
Printers /
Fax
1 - - 1 N/A
Other:
Please List N/A
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HVAC: ____N/A for the Civil Division
Electrical: __To just have enough plugins for all of our computers, radios, cell phones,
and printers.
Data/Communications:__Just need to run our programs “quickbooks and tac10 civil.
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Johnson County, IL - Needs Assessment Questionnaire
Planning the Work Environment Date:10/6/2023
1) Department (Agency) Name and Leader: Johnson County
2) Name and contact information of individual completing the form: LT Steve Nash
319-321-2184
3) Describe department functions and work processes.
Jail - We have around 85 inmates at any one time where we are responsible for their
housing, safety and security needs. ¼ housed of county
Defensive Tactics – Train all new hires through a two day training course covering general safety,
policy and law, striking, grappling, handcuffing, weapon retention and disarming techinques, and
simulation scenarios.
Crisis negotiations – respond to call outs. Team of 4 at jcso and team of 8 in county
CPR – keeping staff certified – team of 4
Drone – respond to call outs – team of 8ish at JCSO
Peer Support – respond to officer wellness on critical incidents and general wellness –
team of 8 ish.
Recruiting team
4) Please provide current staffing information. Additional please indicate any expectations
tied to staffing and we projected staffing for the next 30-years. Essentially are there
anticipated staffing projections through 2054 that you foresee?
a. The 2020 census population of 154,898 and we have initial projected the county
population in 20254 to be 247,673.
5) Are there departments you currently do not have today, but anticipate adding as the
county grows and would like to plan for?
Maybe a training coordinator
Maybe a recruiting coordinator
Maybe committal response team
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6) List critical adjacencies within your department and with other Departments.
GPS Patrol Court house and Civil work close with the jail on committal process.
7) Describe bulk storage area requirements if applicable (Examples: Records, Storage Filing
Needs, Large Equipment Storage, Property, High Density Storage, Evidence, Inmate
Care, General Storage etc.): storage room for jail replenishing supplies, storage for
inmate property
Storage closet needed for DT training gear. Storage closet needed for recruiting. Storage closet
with outlets and needed for drone gear. Storage closet needed for CPR gear and supplies.
Storage closet needed for crisis negotiations (throw phones, recorders etc) . Storage closet for
personal lap tops for supervisors.
8) Describe off-site Storage or support needs, IF it would need to be incorporated into your
on-site storage:
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9) Think about the types of spaces needed for your department to effectively collaborate in
the future. Describe the quantity and types of spaces would benefit your department’s
long-term needs:
Quantity
Frequency
(Per week or per
month)
Room Requirements:
(markerboards, tackboards,
projection screens, lectern, teleconference, or
videoconference
equipment, etc.)
Conference room function:
(conferencing with external visitors, internal team
members, training, etc.)
1 – 2 Person Small
Focus Spaces
Groups up to 4
Office. Jail sgts
and LT shared.
Daily
TV, internet, computers,
smart board
Conferencing – yes external and
internal
Groups up to 8
Groups up to 12 Control center Computers, internet, marker board no
Training Room (#
of People Needed)
Defensive tactics
25 Large tv. Internet, no
Other:
(Community
Rooms, Briefing
Room, Major Case
Room, Interview
Rooms)
Classroom for
basic training, Smart board, tv Yes internal and external
10) Departmental mail and intra-departmental information support requirements:
List of equipment, if applicable:
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11) Please list large departmental equipment not personal equipment.
12) Other considerations. Are there other special space requirements needed for your
department (waiting spaces, lounge, evidence processing & storage, vehicular sallyport,
physical training / exercise space, locker rooms, decontamination, sleeping quarters, # of
equipment bays, mother’s rooms, etc.?)
Defensive Tactics – Train all new hires through a two day training course covering
general safety, policy and law, striking, grappling, handcuffing, weapon retention and
disarming techniques, and simulation scenarios. We use streaming, video, audio in a
class room as well as a physical training room. We would need a 30 ft by 40 ft room
with padded flooring, and walls, a class room that would fit up to 15 students for video
training, tv with internet in classroom and training room. The main training room would
need to accommodate 20 students with 3 instructors.
Storage closet needed for DT training gear.
Storage closet needed for recruiting. Storage closet with outlets and needed for drone
gear.
Description Quantity
Increase/
Decrease in the
new work
environment
New Existing
Special storage,
power, or location
requirements
associated with the equipment
Floor
Copiers /
Printers /
Fax
4 or 5 increase
Other:
Please List computers increase
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Storage closet needed for CPR gear and supplies.
Storage closet needed for crisis negotiations. Office for Jail supervisors (SGTs and LT –
hold 7 )
need a control room where inmates have to work harder to hurt themselves. maybe an inmate
calming room, maybe a deputy calming room, larger locker room with more showers, toilets
(something that allows staff to be comfortable when getting on or off work). infared sauna for
staff,
Sallyport for court, jail, prison and medical transfers as well as excepting incoming inmates from
arresting agencies. Drive through.
Lobby and visitation space for inmates visitors, attorneys, court house employees, officers.
Interview room for inmates.
Holding cells – many of them
Sex offender wing
Max offender wing
Juvenile holding cells
Need additional jail storage room on main floor for needed gear – restraints and restraint system,
specialty tools, extrication gear,
Small workout room for deputies
Shake down holding room ( can double as an extra holding cell) with
13) Kitchen/Break room equipment requirements:
Meal service for 100 plus inmates and staff of 15 at anyone one time.
14) Are there any special security requirements unique to your department?
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Internal and external security for the jail. Key and computer locking. Special glass for jail
windows. Special doors and glass, cctv, audio, alarms, fire alarms, special drainage for toilets
when inmates try to jam up. need a control room where inmates have to work harder to hurt
themselves. maybe an inmate calming room, maybe a deputy calming room, larger locker room
with more showers, toilets (something that allows staff to be comfortable when getting on or off
work). infared sauna for staff,
Sallyport for court, jail, prison and medical transfers as well as excepting incoming inmates from
arresting agencies.
15) Are there any special HVAC or Electrical requirements unique to your department?
HVAC: _______yes___________________________________________________________
Electrical: ______yes__________________________________________________________
Data/Communications: yes
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Johnson County, IL - Needs Assessment Questionnaire
Planning the Work Environment Date: OCT 9th, 2023
1) Department (Agency) Name and Leader: Johnson County Sheriff’s Office --Sheriff Brad
Kunkel
2) Name and contact information of individual completing the form:
John Good Jail Administrator/Captain
jgood@johnsoncountyiowa.gov
319-688-8962
3) Describe department functions and work processes- Specific to Jail Operations
-Booking, Releasing, Custody, Care, and Housing of ALL persons arrested within
Johnson County
-Classification of ALL persons arrested and in custody (8+ classification levels)
-Kitchen – Meals served 3 times per day 365 days per year.
-Medical Services to include medication pass and clinics
-Law library for those in custody
-Hair Cuts
-Programming (AA, School other services)
-Court proceedings (initial appearance, and attorney visits)
-Personal visits
-Monitoring security and safety systems (cameras, alarms..)
4) Please provide current staffing information. Additional please indicate any expectations
tied to staffing and we projected staffing for the next 30-years. Essentially are there
anticipated staffing projections through 2054 that you foresee?
a. The 2020 census population of 154,898 and we have initial projected the county
population in 20254 to be 247,673.
Current-
3- Upper Administration 1 Captain 2 Lieutenant
6- Sergeants
18- Deputies
2- GPS ELM deputies
4 Courthouse Deputies
4* Part-time transport drivers
8 Control Center Operators/Matrons
1 Nurse
1 Social Worker
*2 contracted kitchen staff –
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The projection at this point is difficult to calculate because of the current inefficiencies of our
facility and the need for the staff listed above. We also have to be mindful of the training of staff
especially the initial and annual requirements for deputy sheriffs (16 weeks basic, FTO, and about
40 hours of annual/continuous training every year). Control Center Operators require 40 hours
for their first year and 20+ hours annually.
With that being said, I would say we would need to increase staff within the jail by 1.5 people
every 2-3 years until all the services and systems level out if a new Sheriff’s Office is built.
5) Are there departments you currently do not have today, but anticipate adding as the
county grows and would like to plan for?
-Mental Health response team – This would include several deputies, Mental Health Liaison,
staff from UIHC/Guidelink.
-Medical Staff within the jail – add 5 more of so with 24-hour coverage
-Jail Incident Response team
-Training Coordinators
-Jail Records clerks/staff
-Kitchen staff increased
-Jail Programming
-Clergy
6) List critical adjacencies within your department and with other Departments.
Just overall space for staff, inmates, storage, and growth, large and small. This includes office,
housing areas, inmate personal property storage, inmate supplies storage etc
7) Describe bulk storage area requirements if applicable (Examples: Records, Storage Filing
Needs, Large Equipment Storage, Property, High Density Storage, Evidence, Inmate
Care, General Storage etc.):
-Mattress and jail/inmate supplies
-Inmate property
-Cleaning supplies
-Office Storage Supplies
-Electronics – servers, video, tablets, phones – extra storage for all
-Generators
-Kitchen food and supply storage
-
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8) Describe off-site Storage or support needs, IF it would need to be incorporated into your
on-site storage:
Vehicles of all kinds – MRAP, Patrol, Transport, Boats, ATV, Snow Machines
Records
Uniforms
Equipment of all kinds
9) Think about the types of spaces needed for your department to effectively collaborate in
the future. Describe the quantity and types of spaces that would benefit your
department’s long-term needs:
Pod, Direct Supervision inmate housing units
Space to support and grow with the inmate population and classification plan
Quantity
Frequency
(Per week or per
month)
Room Requirements:
(markerboards, tackboards, projection screens, lectern,
teleconference, or
videoconference equipment, etc.)
Conference room function:
(conferencing with external
visitors, internal team
members, training, etc.)
1 – 2 Person Small
Focus Spaces
Every day- need
multiple for
command staff and
office staff
Groups up to 4
3 per week Computer/desktop video
conference
Groups up to 8 1 per week
Groups up to 12 1 per bi-weekly
Training Room (#
of People Needed) 1 bi weekly
Other:
(Community Rooms, Briefing
Room, Major Case
Room, Interview Rooms)
Attorney muliple
visit room
Court proceedings
Initial appearance
room every day
10) Departmental mail and intra-departmental information support requirements:
List of equipment, if applicable: Computer systems
PROGRAMMING QUESTIONNAIRE APPENDIX E
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11) Please list large departmental equipment not personal equipment.
12) Other considerations. Are there other special space requirements needed for your
department (waiting spaces, lounge, evidence processing & storage, vehicular sallyport,
physical training / exercise space, locker rooms, decontamination, sleeping quarters, # of
equipment bays, mother’s rooms, etc.?)
-Attorney inmate visit rooms
-Command staff offices
-Deputy/staff office for reports
-two control center
Storage, storage, storage for property, kitchen and supplies
-muli use office space for lots of staff
Courtroom for initial appearance
Locker rooms and bathrooms
13) Kitchen/Break room equipment requirements:
Full kitchen for staff and several break rooms
Description Quantity
Increase/
Decrease in the
new work
environment
New Existing
Special storage,
power, or location
requirements
associated with the equipment
Floor
Copiers /
Printers /
Fax
1
Increase for
command staff
offices
Floor space for large
copier and computer
/server storage
equipment
Other:
Please List
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14) Are there any special security requirements unique to your department?
Perimeter and internal security cameras, windows, barriers, fencing
15) Are there any special HVAC or Electrical requirements unique to your department?
HVAC: __________________________________________________________________
Electrical:Generator for entire building
Data/Communications Inmate communication and phones, security camera operations
systems and monitors,
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Johnson County, IL - Needs Assessment Questionnaire
Planning the Work Environment Date:
1) Department (Agency) Name and Leader:
_______________________________________________________________________
2)Name and contact information of individual completing the form:
_______________________________________________________________________
3)Describe department functions and work processes.
____________________________________________________________________________
________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
_______________________
____________________________________________________________________________
________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
________________________
4)Please provide current staffing information. Additional please indicate any expectations tied to
staffing and we projected staffing for the next 30-years. Essentially are there anticipated
staffing projections through 2054 that you foresee?
a.The 2020 census population of 154,898 and we have initial projected the county
population in 20254 to be 247,673.
5)Are there departments you currently do not have today, but anticipate adding as the county
grows and would like to plan for?
10/7/2023
Sheriff Brad Kunkel Captain John Good - Jail Administrator
Lieutenant Rebecca Moses
bmoses@johnsoncountyiowa.gov
319-688-8911
The jail houses all pretrial detainees and sentenced inmates. We manage transports to and from courthearings, medical appointments, out of county housing, etc. Responsible for monitoring the inmates safety and making sure they are fed. We process in and out daily.
26 Jail Staff -3 command staff (1 Captain, 2 Lieutenants) 6 Jail Sgt.'s , 18 Deputies, 8 Control Center Matrons, 2 Electronic Monitoring, 4 Courthouse Deputies, 3 Transport Drivers, 2 Medical (1 nurse, 1 social worker)
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6) List critical adjacencies within your department and with other Departments.
____________________________________________________________________________
_______
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
________________________
____________________________________________________________________________
________
____________________________________________________________________________
________
____________________________________________________________________________
________
____________________________________________________________________________
________
7)Describe bulk storage area requirements if applicable (Examples: Records, Storage Filing
Needs, Large Equipment Storage, Property, High Density Storage, Evidence, Inmate Care,
General Storage etc.):
____________________________________________________________________________
________
____________________________________________________________________________
____________________________________________________________________________
________________
8)Describe off-site Storage or support needs, IF it would need to be incorporated into your on-
site storage:
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
________________________
The jail should be located near the Jail nurse (medical) and Social worker, the electronic monitoring deputies, and exerise area.
Inmate property storage, storage for all jail supplies (mattresses, clothing, hygiene, etc.) LaundryStorage, kitchen storage.
Unknown at this tim.
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9)Think about the types of spaces needed for your department to effectively collaborate in the
future. Describe the quantity and types of spaces would benefit your department’s long-term
needs:
Quantity Frequency (Per week or per
month)
Room Requirements:
(markerboards, tackboards, projection screens, lectern,
teleconference, or
videoconference
equipment, etc.)
Conference room function: (conferencing with external
visitors, internal team members,
training, etc.)
1 – 2 Person Small Focus Spaces
Groups up to 4
Groups up to 8
Groups up to 12
Training Room (#
of People Needed)
Other: (Community
Rooms, Briefing Room, Major Case
Room, Interview
Rooms)
10)Departmental mail and intra-departmental information support requirements:
List of equipment, if applicable: _______________________________________________
________________________________________________________________________
________________________________________________________________________
4 Video conference/teleconferenceability Conferencing with external visitors
1
1 Video conference/teleconferenceability
Video conference/teleconferenceability
Conferencing with external visitors
Conferencing with external visitors
Courtroom & a briefing
room
Video conference/teleconferenceability (vor video court)
Internal team (video court) but with the ability to have a Judge come in the building for court;Internal team members for briefing room.
Mailboxes for all staff
Jail
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11)Please list large departmental equipment not personal equipment.
12) Other considerations. Are there other special space requirements needed for your department
(waiting spaces, lounge, evidence processing & storage, vehicular sallyport, physical training /
exercise space, locker rooms, decontamination, sleeping quarters, # of equipment bays,
mother’s rooms, etc.?)
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Description Quantity
Increase/
Decrease in the new work environment
New Existing
Special storage,
power, or location
requirements associated with the equipment
Floor
Copiers / Printers / Fax
Other: Please List
Jail
2
1
Increase 1 1 located in control and were the jail records are being held
mail scanner
Increase 1 0 Mail room
*Vistor lobby*vistor visitation*Vehicular sallyport (drive through with decontamination capabilites*Court room/deposition room*Medical room*Social worker/mental health offices*Offices for the Jail Captain and Jail Lieutenants
*Shared office for Jail Sgts*Staff lounge*Large booking room*Area for electronic monitoring to process in and release where it won't interfere with regular bookings*Medical observations beds*Transgender housing*Juvenile housing
PROGRAMMING QUESTIONNAIRE APPENDIX E
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________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
13)Kitchen/Break room equipment requirements:
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
14)Are there any special security requirements unique to your department?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
15)Are there any special HVAC or Electrical requirements unique to your department?
HVAC: __________________________________________________________________
Electrical: ________________________________________________________________
Data/Communications:______________________________________________________
Microwave, toaster, large table , refrigerator/freezer
All doors must have secure locks to the jail facility, Safety glass
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Johnson County, IL - Needs Assessment Questionnaire
Planning the Work Environment Date:
1) Department (Agency) Name and Leader:
Johnson County Sheriffs Office Matt Hendricks
2) Name and contact information of individual completing the form:
mhendricks@johnsoncountyiowa.gov 319-688-8916
3) Describe department functions and work processes.
Patrol division serves Johnson County with law enforcement needs.
4) Please provide current staffing information. Additional please indicate any expectations
tied to staffing and we projected staffing for the next 30-years. Essentially are there
anticipated staffing projections through 2054 that you foresee?
a. The 2020 census population of 154,898 and we have initial projected the county
population in 20254 to be 247,673.
JCSO is currently budgeted for 26 patrol deputies/4 Sergeants/1 Lieutenant/1 Captain.
I could see JCSO grow another 10-15 deputies in this building as well as growing to 8
Sergeants/2 Lieutenants.
5) Are there departments you currently do not have today, but anticipate adding as the
county grows and would like to plan for?
6) List critical adjacencies within your department and with other Departments.
Patrol works closely with investigations/records and evidence.
PROGRAMMING QUESTIONNAIRE APPENDIX E
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7) Describe bulk storage area requirements if applicable (Examples: Records, Storage Filing
Needs, Large Equipment Storage, Property, High Density Storage, Evidence, Inmate
Care, General Storage etc.):
General storage for forms and gear, gun room (storage and cleaning), evidence
8) Describe off-site Storage or support needs, IF it would need to be incorporated into your
on-site storage:
Evidence storage and processing
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9) Think about the types of spaces needed for your department to effectively collaborate in
the future. Describe the quantity and types of spaces would benefit your department’s
long-term needs:
Quantity
Frequency
(Per week or per
month)
Room Requirements:
(markerboards, tackboards, projection screens, lectern,
teleconference, or
videoconference equipment, etc.)
Conference room function: (conferencing with external
visitors, internal team
members, training, etc.)
1 – 2 Person Small
Focus Spaces Daily None Interview rooms
Groups up to 4
Groups up to 8 2 Markerboards,
teleconference, projector Small Conference room
Groups up to 12 4
Markerboards,
teleconference, projector,
smart boards
Conference room
Training Room (#
of People Needed) 2
markerboards, tackboards,
projection screens, lectern,
teleconference, or
videoconference
equipment,
Other: (Community
Rooms, Briefing
Room, Major Case Room, Interview
Rooms)
Daily
markerboards, tackboards,
projection screens, lectern,
teleconference
Briefing room
10) Departmental mail and intra-departmental information support requirements:
List of equipment, if applicable: _______________________________________________
________________________________________________________________________
________________________________________________________________________
PROGRAMMING QUESTIONNAIRE APPENDIX E
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11) Please list large departmental equipment not personal equipment.
12) Other considerations. Are there other special space requirements needed for your
department (waiting spaces, lounge, evidence processing & storage, vehicular sallyport,
physical training / exercise space, locker rooms, decontamination, sleeping quarters, # of
equipment bays, mother’s rooms, etc.?)
Evidence storage/processing, work out facility, covered storage for vehicles, locker room,
training room, indoor range, interview rooms right off lobby
13) Kitchen/Break room equipment requirements:
Would like to see a large break room with full kitchen, also a grill outside.
14) Are there any special security requirements unique to your department?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
15) Are there any special HVAC or Electrical requirements unique to your department?
Description Quantity
Increase/
Decrease in the
new work
environment
New Existing
Special storage,
power, or location
requirements
associated with the equipment
Floor
Copiers /
Printers /
Fax
Other:
Please List
APPENDIX E PROGRAMMING QUESTIONNAIRE
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HVAC: __________________________________________________________________
Electrical: ________________________________________________________________
Data/Communications:______________________________________________________
PROGRAMMING QUESTIONNAIRE APPENDIX B
EPATROL
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NEEDS ASSESSMENT
JOHNSON COUNTY SHERIFF’S OFFICEAND JAIL
VOLUME II
CONCEPTUAL DESIGN
July 1, 2024
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1 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME II – CONCEPTUAL DESIGN
Existing Conditions – Areas of Non-Compliance
• Jail standards
– Existing linear design operationally inefficient
• Classification needs
– Nine (9) existing housing units do not comply
with Iowa Standards and are undersized
• Limited handicap accessibility
• Limited capacity, no room for growth
• Questionable structural integrity
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JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME II – CONCEPTUAL DESIGN
Specific Compliance Concerns
Square Footage – approximately 27,000 SF
Approximately 14,000 SF housing and
housing support
Approximately 13,000 SF law enforcement
and forward operations
Law Enforcement, Forward Operations,
Public Records
1. Poor public access to facility
2. No space provided for public interaction,
activities, and or public awareness
programs
3. Limited conference room space
– No space provided to accommodate
all staff meetings
4. Undersized evidence storage space
2
Four (4) Inmates: Dayroom @ 215 SF4 = 53.75 SF/Inmate
Four (4) Inmates: Dayroom @ 215 SF 4 = 53.75 SF/Inmate
Four (4) Inmates: Dayroom @ 234 SF4 = 58.5 SF/Inmate
Eight (8) Inmates: Dayroom @ 433 SF 8 = 54.13 SF/Inmate
One (1) Inmate: Dayroom @ 47 SF Two (2) Inmates: Dayroom @ 124 SF2 = 64 SF/Inmate
Four (4) Inmates: Dayroom @ 200 SF4 = 50 SF/Inmate
Four (4) Inmates: Dayroom @ 200 SF4 = 50 SF/Inmate
Eight (8) Inmates: Dayroom @ 438 SF 8 = 54.7 SF/Inmate
Eight (8) Inmates: Dayroom @ 433 SF 8 = 54.13 SF/Inmate
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Specific Compliance Concerns
Law Enforcement, Forward Operations,
Public Records (continued)
5. No training amenities provided for staff
6. Undersized locker/shower amenities
7. Non-drive through sally port
– Hazard backing out of sally port onto
public right of way
8. Undersized administrative area
9. Undersized patrol area
10. Undersized investigations area
11. Limited space for storage of public records
12. Undersized/poorly placed interview rooms
3 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME II – CONCEPTUAL DESIGN
Four (4) Inmates: Dayroom @ 215 SF4 = 53.75 SF/Inmate
Four (4) Inmates: Dayroom @ 215 SF 4 = 53.75 SF/Inmate
Four (4) Inmates: Dayroom @ 234 SF4 = 58.5 SF/Inmate
Eight (8) Inmates: Dayroom @ 433 SF 8 = 54.13 SF/Inmate
One (1) Inmate: Dayroom @ 47 SF Two (2) Inmates: Dayroom @ 124 SF2 = 64 SF/Inmate
Four (4) Inmates: Dayroom @ 200 SF4 = 50 SF/Inmate
Four (4) Inmates: Dayroom @ 200 SF4 = 50 SF/Inmate
Eight (8) Inmates: Dayroom @ 438 SF 8 = 54.7 SF/Inmate
Eight (8) Inmates: Dayroom @ 433 SF 8 = 54.13 SF/Inmate
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• Law Enforcement and Training Spaces –
Promote community access
• Zoned Circulation to enhance security
• Podular Housing Unit and Control Design
– Promote staff efficiency and direct lines
of sight
• Flexible for Future Expansion (support
core designed for full build out)
4 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME II – CONCEPTUAL DESIGN
Factors Influencing Conceptual Plans
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Note: No Additional Staff Needed to Operate New Jail
5 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME II – CONCEPTUAL DESIGN
Staffing Considerations
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• Site Area
• Vehicular Circulation and Parking
• Building Identity
• Expansion Potential
• Site Utilities
• Site Utilization
• Topography
• Adjacent Development Impact
• Zoning Capacity
• Site Development Costs
6 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME II – CONCEPTUAL DESIGN
Site Considerations
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NEEDS ASSESSMENT
JOHNSON COUNTY SHERIFF’S OFFICEAND JAIL
VOLUME III
CONCEPTUAL 3D
VISUALIZATION
July 1, 2024
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1
Exterior Renderings
• Civic landmark • Evoke community pride
• Instill a sense of safety and security • Enduring architectural image
• Intuitive access and wayfinding • Contemporary image and branding
JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME III – CONCEPTUAL 3D VISUALIZATION
Exterior Rendering 1
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Exterior Renderings
Exterior Rendering 2
JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME III – CONCEPTUAL 3D VISUALIZATION
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3
Exterior Renderings
Exterior Rendering 3
JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | VOLUME III – CONCEPTUAL 3D VISUALIZATION
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AUGUST 2024
Iowa City - City Hall Space Analysis
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Programming PG52Introduction PG00 Objectives PG20Visioning PG04 Concepts PG62Analysis PG28 Realization PG76
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INITIAL WORK: 4-6 WEEKS USER GROUP MEETINGS: 6-8 WEEKS DESIGN: 10-12 WEEKS
FINAL REPORT: 6-10 WEEKS
ANALYZE EXISTING SPACECREATE BIM MODEL ENGAGE USER GROUPSCOLLECT DATA
SYNTHESIZE INFORMATION ITERATIVE DESIGN DISTILL INFORMATIONPRESENT FINDINGS
Iowa City
City Hall
Space
Planning
Process 1 2 3 5 6 8 10 12
SUMMARY REVIEW
DELIVERABLE: PROGRAMMING BOOKLET
PROGRAMMING ANALYSISDEPARTMENT ANALYSISUTILIZATION ANALYSISAREASADJACENCIESFACILITY SYSTEMS ASSESSMENT
90 MINUTES
PROGRAMMING INTERVIEWS
2-5 DAYS
PROCESS OVERVIEW
GOALS + SUCCESSTIMELINESCOPE + DELIVERABLESDEPARTMENT OVERVIEW
90 MINUTES
VISIONING SESSION
3-4 HOURS
INTRODUCTIONS PROCESS OVERVIEWWORD INQUIRYIMAGE INQUIRY'WHAT IF' CHARETTENEXT STEPS
DELIVERABLE: VISIONING BOOKLET
DELIVERABLE: DRAFT REPORT FINAL REPORTDELIVERABLE:
DESIGN PROGRESS
90 MINUTES
DESIGN PROGRESS REVIEWDESIGN FEEDBACKIDENTIFY DESIGN DIRECTION
DESIGN PROGRESS
90 MINUTES
DESIGN PROGRESS REVIEWDESIGN FEEDBACKIDENTIFY PREFERRED OPTIONS
DESIGN REVIEW
90 MINUTES
DESIGN PROGRESS REVIEWFINAL DESIGN FEEDBACK
FINAL PRESENTATION
90 MINUTES
PRESENT FINAL DESIGNDRAFT REPORT FEEDBACK
SITE VISIT
TOUR BUILDINGPHOTOGRAPH SPACESVERIFY PLANS
1 DAY
MEP FACILITY ASSESSMENTS
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1viIntroduction OPN Architects
Introduction
Iowa City's City Hall building, comprised of the City Hall, Police headquarters, and Fire Station #1 in connected structures, has well exceeded its intended capacity. Anticipating both current and future space needs, the City of Iowa City engaged OPN Architects to conduct this space planning study and create a strategy for the future of all three City functions.
A Project Kickoff Meeting was held on August 23, 2023 to communicate these requirements to the design team. Over the course of several months, the project team worked closely with City department heads and their staff to quantify their current and future space needs as well as collect qualitative feedback on the types of spaces that would make City Hall functional, sustainable, and inspiring to both staff and the public.
The study also involved a series of site visits by OPN and Design Engineers, as it was necessary to gain an understanding of existing facilities, adjacencies and systems. Several issues were identified including aging systems, structural issues in the West portion of the facility, accessibility challenges, overcrowding, and lack of daylight.
The project team conducted meetings with City leadership to generate additional feedback, present ideas and concepts, and ultimately build consensus around a vision for the three facilities. The team tested several possible concepts, including combined and separate buildings for Fire, Police and City Hall. Building on these initial concepts, a Preferred Concept emerged to provide a conceptual framework for the reorganization of all three facilities.
The preferred concept proposes moving both Police headquarters and Fire Station #1 to alternate sites and constructing each it's own new facility that meets modern operational needs as well as space requirements. This would then free up the West portion of the existing building, which would be demolished and replaced with a three-story expansion of City Hall to meet growing office and Council chambers needs. A full interior remodel including full replacement of all systems is proposed for the existing portion of City Hall to remain. Larger floor plates provide flexibility for departments to grow and shrink over time, and a 'donut' shaped flow around an interior courtyard will provide ample natural light. Way finding and accessibility will be improved, and shared meeting and amenity spaces across departments will increase floor plan efficiency.
A conceptual cost estimate and timeline can be found in Section 7. At minimum, this plan looks ahead nearly 10 years from today to full project completion. The goal of this planning exercise is not to provide a prescriptive design strategy, but more a vision for tomorrow, as well as the steps that can be taken now to ensure successful, vibrant, and equitable City services long into the future.
Executive Summary
1
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32IntroductionIntroductionOPN Architects
City of Iowa City Stakeholders
Geoff Fruin, City Manager
Eric Goers, City Attorney
Kellie Grace, City Clerk
Shannon McMahon, City Manager's Office, Communications Division
Nicole Knudtson-Davies, Finance Director
Tracy Heightshoe, Neighborhood & Development Services Director
Ron Knoche, Public Works Director
Josh Worrell, Facility Manager
Darian Nagle-Gamm, Transportation Director
Dustin Liston, Police Chief
Scott Lyon, Fire Chief
OPN Architects
Justin Bishop, Partner-in-Charge
Landon Burg, Project Manager
Sophie Donta, Architect
Design Engineers
Justin Marxen, Partner-in-Charge
Brad DeSerano, Electrical Engineer
Kevin Kurka, Mechanical Engineer
Acknowledgements Design Team
On behalf of our OPN team, we would like to sincerely thank all of the participants. Your time and dedication to this project has been invaluable.Our team is composed of talented architects and designers committed to working with the core team and user groups to create a vision for the future use of the Iowa City Hall building.
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5AnalysisOPN Architects
Visioning We began with a Visioning exercise to gain insights from leadership & key stakeholders to develop a synthesized vision that will serve as a road map for the master plan. Activities included an Interactive Survey, Design Excellence Goal Setting, Aesthetic Preference Exercise, and What if... Charette. The AIA Framework for Design Excellence served as a guide throughout the visioning process.
Purpose2
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76AnalysisAnalysisOPN Architects
Interactive Survey
What three words describe your space today?
The design team compiled and analyzed the answers using a wordle generator which graphically represents the frequency of word usage. Wordles are a quick way to visualize a broad spectrum of ideas and the relative importance of recurring words and phrases.
Participants were asked questions to think about and answer individually
What three words describe your ideal space in the future?
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Interactive Survey
What are your core values as a city and a community?In what ways can your space make your values public?
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Design Excellence
Participants were asked to prioritize design excellence goals and initiatives, based on the AIA Framework for Design Excellence.
DESIGN FOR COMMUNITY DESIGN FOR CHANGE DESIGN FORRESOURCES DESIGN FORENERGY DESIGN FORINTEGRATION
DESIGN FORECOLOGY DESIGN FORDISCOVERY DESIGN FORWELLNESS DESIGN FORECONOMY DESIGN FORWATER
Design for Community• Improve way finding• Improve accessibility• Community meeting space• Public art and green space
Design for Change• Accommodate future growth in current design• Consider satellite hubs of service• Flexible space layouts• Consider hotelling, alternate modes of work
Design for Wellness• Access to daylight and daylight controls• Biophilic design• Improved acoustics• Mental wellness and relaxation features
Design for Energy• Meet City climate goals• Increase energy efficiency of building• Potential for on-site renewables• Support fleet electrification
Design for Integration• Space encourages collaboration between departments• Sense of civic and employee pride• Welcoming, warm environments for all
The AIA Framework for Design Excellence represents the defining principles of design excellence in the 21st century. Comprised of 10 principles and accompanied by searching questions, the framework informs progress toward a zero-carbon, healthy, just, resilient, and equitable built environment.
Stakeholders identified the following principles as priorities for City Hall: Design for Community, Design for Change, Design for Wellness, Design for Energy, and Design for Integration. Project goals related to each principle, identified during the visioning session, are listed below:
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Design Excellence
On a scale of 1-5, please rate your interest in the following climate initiatives for City Hall:On a scale of 1-5, please rate your interest in the following health, safety and wellness initiatives for City Hall:
Initiatives for public safety employees:Initiatives for civic employees:
Participants were asked to prioritize design excellence goals and initia-tives, based on the AIA Framework for Design Excellence.
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What if... Charette
The breakout sessions were an opportunity to dream about possible solutions for future building(s). Some of the discussion revolved around "what if" questions while others focused on broad-strokes planning and allocation of space. The design team selected a variety of precedent images to provide a baseline for feedback. These images were displayed in four groups: Workplace, Civic Spaces, Police Department, and Fire Department. Each participant had the opportunity to vote on their visual response by using red and green sticker dots. Red dots indicated a negative response and green dots indicated positive attributes of the images. A robust discussion follower about why people where drawn to specific images and what that might mean for the design of Iowa City Hall.
Brain-storming sessions were facilitated to develop a collective vision for the new facilities
Relevant City initiatives and strategic plans were discussed with the core team to determine possible impacts on this study, and synergies with our project vision. In particular, the City's goals for climate action were discussed as well as the potential for City facilities to visibly exemplify those goals.
Past and parallel visioning efforts were reviewed
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Aesthetic Preferences
Workplace Feedback:
For Civic spaces, the stakeholders preferred warm, welcoming spaces with ample natural light. Indoor / outdoor spaces and reflections of City history also received positive feedback. Negative feedback on the images focused on too much transparency in the Council chambers and welcome desk configurations that felt less inviting to the public.
Civic Space Feedback:
Several common themes resonated with numerous stakeholders including: warmth, natural materials, daylight, bright spaces and a connection to nature. Flexibility and functionally were also strongly prioritized. Negative reactions to some of the images reflected stark modern and minimalist aesthetics, and a lack of acoustical privacy.
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Aesthetic Preferences
Positive feedback on Police images focused on connections to nature. Spaces that prioritized wellness also resonated strongly with the group. The stakeholders had negative reactions to spaces that felt sterile, institutional, or intimidating, particularly in the exterior and public entry.
Similar feedback was recieved on Fire facilities: natural materials, ample natural light, and employee wellness and comfort were high priorities for the group. Sterile and institutional feeling spaces received negative feedback.
Police Department Feedback:Fire Department Feedback:
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21ObjectivesOPN Architects
Objectives
Guiding Principles provide a summary and synthesized vision to articulate the values that will guide the project team and influence future design decisions. These key themes were developed throughout the visioning process, and vetted through surveys sent to a broad group of City employees and stakeholders. They are presented in no particular order, as all 10 were determined to be meaningful and valuable to the project vision.
Guiding Principles3
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2322ObjectivesObjectivesOPN Architects
Welcoming & Inviting Excellence in Service
a City building should facilitate excellence in service to the public
Equity & Inclusion
a City building should feel inclusive to all members of the community
a City building should feel open and welcoming to the public
Accessibility for All
a City building should promote equal access to space and services
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Commitment to Sustainability Healthy Spaces
a City building should promote health and wellness for employees and visitors
Flexibility & Adaptability
a City building should be designed to adapt to future change
a City building should be sustainable in both design and operation
Safety & Resilience
a City building should be safe and resilient in a changing world
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2726ObjectivesObjectivesOPN Architects
Respect & Dignity Pride in our City & Community
our City Hall should be a point of civic pride in our communitya City building should promote respect and dignity for all
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29AnalysisOPN Architects
Analysis Identifying and solving a problem successfully relies on a full understanding of the issues. This study took a two-pronged approach to gathering both qualitative and quantitative data on the existing conditions of the building and its inhabitants. First, existing building conditions were documented and evaluated by both OPN Architects and Design Engineers. Next, a comprehensive survey was sent to key staff in all divisions, and follow up interviews held with department leaders to determine feedback on how each group functions and the challenges they see in the current facility.
Information Gathering4
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3130ObjectivesObjectivesOPN Architects
User Groups
City Manager's Office
City Manager | Geoff Fruin
Communications Division | Shannon McMahon, Communications Coordinator
Cable TV | Ty Coleman, Media Production Coordinator
Climate Action | Sarah Gardner, Climate Action Coordinator
Human Resources | Karen Jennings, Human Resources Administrator
Human Rights | Stefanie Bowers, Equity Director
City Attorney's Office
City Attorney | Eric Goers
City Clerk's Office
City Clerk | Kellie Grace
Finance Department
Finance Administration & Purchasing Division | Nicole Knudtson-Davies, Director
Accounting Division | Jacklyn Fleagle, Assistant Director
Revenue / Utilities / Risk Division | Melissa Miller, Revenue and Risk Manager
Information Technology Services | Michael Harapat, ITS Coordinator
Neighborhood & Development Services Department
NDS Administration | Tracy Heightshoe, NDS Director
Neighborhood Services | Erika Kubly, Coordinator
Community Development | Brianna Thul, Community Development Planner
Housing Inspection | Stan Laverman, Senior Housing Inspector
Housing Authority | Rachel Carter, Housing Administrator
Development Services | Danielle Sitzman, Coordinator
Building Inspection | Tim Hennes, Senior Building Inspector
Urban Planning | Anne Russett, Senior Planner
Metropolitan Planning Organization | Kent Ralston, Executive Director
Parks and Recreation Department
Government Buildings Division | Eric Alvarez, Assistant Facility Manager
Transportation Department
Parking Division | Darian Nagle-Gamm, Transportation Director
Fire Department
Fire Chief | Scott Lyon
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Department Analysis
Though written surveys and follow-up interviews with key leadership, space needs for each division were determined as well as preferred adjacencies between departments, many of whom are currently fragmented in spaces throughout the building. We also looked at optimal proximity of each department to the main public lobby, based on needs for accessibility and frequent access by the public. Three main user group clusters emerged: a City Manager's Office core group, a Finance core group, and an NDS core group, each of which would ideally be located in a physical cluster within the building. The adjacency diagram at right describes the connections we found:
Department surveys and stakeholder interviews
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IOWA CITY HALL BUILDING - LOWER LEVEL
100'50'40'30'20'10'0'N
1,811 GSF
1,200 GSF
524 GSF
1,344 GSF
2,019 GSF
142 GSF
849 GSF
1,985 GSF
3534AnalysisAnalysisOPN Architects
Department Analysis:
NDS, METROPOLITAN PLANNING ORGANIZATION
GOVERNMENT BUILDINGS DIVISION
CITY MANAGER'S OFFICE,CLIMATE ACTION DIVISION
FINANCE DEPARTMENT, REVENUE / UTILITIES / RISK
FINANCE DEPARTMENT,ITS DIVISION
FINANCE DEPARTMENT, ACCOUNTING DIVISION
CITY ATTORNEY'S OFFICE
FINANCE DEPARTMENT,PURCHASING DIVISION
3,078 GSFPOLICE DEPARTMENT
1,843 GSFCOMMON SPACES
IOWA CITY HALL BUILDING - LEVEL 1
100'50'40'30'20'10'0'N
1,197 GSF
521 GSF
953 GSF
959 GSF
1855 GSF
718 GSF
2,548 GSF
FINANCE DEPARTMENT,REVENUE / UTILITIES / RISK
CITY CLERK
NDS DEPARTMENT, HOUSING AUTHORITY
CITY MANAGER'S OFFICE,COMMUNICATIONS DIVISION
CITY MANAGER'S OFFICE
FINANCE DEPARTMENT,ADMINISTRATION
CITY MANAGER'S OFFICE,HUMAN RESOURCES
2,633 GSF
330 GSF
6,511 GSF
CIVIC SPACES
POLICE DEPARTMENT
COMMON SPACES
6,956 GSFFIRE DEPARTMENT
Current space distribution by department:
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IOWA CITY HALL BUILDING - LEVEL 2
100'50'40'30'20'10'0'
N
2,269 GSF
2,354 GSF
2,530 GSF
2,732 GSF
POLICE DEPARTMENT
NDS DEPARTMENT,DEVELOPMENT SERVICES
FIRE DEPARTMENT
NDS DEPARTMENT,NEIGHBORHOOD SERVICES
IOWA CITY HALL BUILDING - LEVEL 3
100'50'40'30'20'10'0'
N
3,840 GSF
694 GSF
310 GSF
CITY MANAGER'S OFFICE, HUMAN RIGHTS DIVISION
PUBLIC WORKS DEPARTMENT,ENGINEERING DIVISION
COMMON SPACES
3736AnalysisAnalysisOPN Architects
Department Analysis:
Current space distribution by department:
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IOWA CITY HALL CAMPUS
Building Analysis
The original Fire Station #1, Police Station, and Civic Center (1 and 2 at left) were designed by local architect Henry L. Fisk and completed in two phases in the early 1960's. The public safety wing (west side) was completed first, and consists of a mix of masonry bearing walls and steel columns. This area has been altered many times, and has the least flexible structure of the building. It is also the area in the poorest condition, and most undersized for current needs. The Civic Center (east side) has also been renovated over time, but is a more flexible steel-frame structure with only the council chambers utilizing bearing walls. This wing has ample natural light, and is the most desirable office space in the building.
A second phase of major investment was undertaken in throughout the 1990's, first expanding the police station through a courtyard infill building and adding a second story to the fire station (3). The north courtyard was then inflled with a four-story office wing for City Hall. These more modern additions feature flexible steel frame structure, but a very low ratio of windows to solid facade. As a result of both infills, many existing windows on the original building were lost, and large areas of the City Hall complex are now without access to any natural light. With the completion of the Augusta Towers in 2019, windows along the north side of the building now open into a dark and narrow alley, with many looking directly into the adjacent parking garage.
In the present time, the City Hall site is mostly occupied, with a small parking lot remaining to the east side of the building. The current facilities are now undersized for current staffing levels, present increasing maintenance issues, and lack many aspects of modern design best practices, particularly in the public safety side.
Existing Observations
6
2
1
3 4
5
1989 Police + Fire Expansion
1999 Courtyard Third Floor
1959 Police + Fire
1960 Civic Center
1992 Courtyard Infill
1
2
3
4
Today
65,500 SF
33,500 SF
5
6 Augusta Place built
65,500 SF
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IOWA CITY HALL CAMPUS
Building Analysis
Due to the many additions over time, much of the original design's ample access to daylight has been removed, particularly through the courtyard infill projects of the 1990's. The adjacent tall building to the north blocks in many of the remaining windows, leaving most of the desirable office space in the east wing of the civic center.
The diagrams at left represent a day lighting analysis on the raw structure of the building - they show the potential access to daylight if all interior non-load bearing walls were removed. This helps to determine what proportion of the building should be used as office space, as typically areas with no access to daylight at all would not be acceptable for office use. The current daylight access in reality is worse than shown, as much of the building perimeter is filled with closed offices that do not allow borrowed light through to the interior. The purpose of studying the best possible scenario here is to determine the amount of square footage within the building that could be redesigned to allow sufficient daylight.
Access to Daylight
LEVEL 0: 27% DAYLIGHT ACCESS
LEVEL 2: 90% DAYLIGHT ACCESS LEVEL 3: 100% DAYLIGHT ACCESS
LEVEL 1: 60% DAYLIGHT ACCESS
ADEQUATE DAYLIGHT
HIGH DAYLIGHT
LOW DAYLIGHT
NO DAYLIGHT
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IOWA CITY HALL CAMPUS
Building Analysis
As is common with facilities comprised of many additions, City Hall lacks clear way finding and a single cohesive circulation system. The site slopes from a high point at the west end to a low point at the east, resulting in multiple 'ground' levels at different entrances. The diagrams at left show the various staircases and ramps connecting between levels, of which there are many - the two wings of the original building were not built at the same ground or lower floor levels, and subsequent additions added more levels still. This presents a challenge for clear circulation, but also for building accessibility. The 1990's infill added an elevator to the City Hall side of the building, but it is aging and inadequate. The west Public Safety side remains inaccessible from the main public entry, and any users requiring the elevator would have to turn around, go back outside, and re-enter through the police intake area.
Wayfinding and Circulation
L0b
L0a
L0c
L0d
L0e
L1a
L1b
L1c
L2a
L2b
L2c L3
Areas ADA Accessible from Public Entry
Police Station elevator not connected to main public entry
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IOWA CITY HALL CAMPUS
Building Analysis
Qualitative feedback on the quality of existing space was also gained, and captured in the word cloud at left. Main issues include dated appearance, access to daylight, overcrowding, thermal comfort, and acoustical privacy. Restroom access is also a major issue, with only two accessible restrooms in the building on level 2, only two restrooms to serve the entire second and third floors, and most of the fixtures located in the lower level away from major public areas.
In the public safety areas, aging infrastructure and overcrowding present significant challenges. In addition, modern standards of decontamination are not possible in the current space for the firefighters, and the apparatus bay, sized in the 1960's, is undersized for modern operations. The living quarters at the fire station were designed under the assumption that all firefighters would be male, and remain a single locker room with an open dormitory, unlike the modern pod-style rooms and restrooms featured at all other stations in town. The police locker rooms are also dark and dated, with a major difference in both size and quality between the men's and women's areas.
Human Experience
HARVAT HALL COUNCIL CHAMBERS, SIZED IN 1960
City staff were asked via survey: What are your priorities for City Hall?
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IOWA CITY HALL CAMPUS
Building Analysis
Human Experience
FIRE STATION OPEN DORMITORY
FIRE STATION APPARATUS BAY, SIZED IN 1960LOWER LEVEL RESTROOM
LOWER LEVEL BREAK ROOM POLICE STATION WOMEN'S LOCKER ROOM
INACCESSIBLE POLICE STATION ENTRANCE
WORKSTATIONS SPILL INTO HALLWAY AT NDS
SMALL SUPPLY CLOSET USED AS OFFICE
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IOWA CITY HALL CAMPUS
Systems Analysis
All MEP systems in the current building require significant maintenance, at the expense and inconvenience of the City. Numerous issues have occurred, requiring maintenance staff time and outside contractors. In addition, the number of changes and additions to systems over time result in a complex and poorly documented web of wiring and piping, hidden both in walls and below slab. This adds to maintenance and repair costs as the source of issues must first be located before being fixed.
Plumbing systems will be required to be replaced in their entirety. Some sanitary systems may be suitable for reuse but given the age of the building and amount of rework required, most of the system will likely require replacement
The mechanical systems in the existing-to-remain portions of the building will require complete replacement. The existing systems are not compliant with the Iowa City Climate Action Plan, are very near end of serviceable life, and are not functionally adequate for the upgraded, remodeled space.
The existing electrical distribution system is at its useful life expectancy and needs to be replaced as well.
All schemes for addition and / or renovation of the existing building should include a total replacement of all Mechanical, Electrical, and Plumbing systems. Boilers, HVAC equipment, electrical and IT equipment rooms are scattered throughout the building, and replacement of these systems would likely render the whole building unoccupiable for a period of time during construction.
Lower Level
Sprinkler Room
Mechanical Room
Boiler Room
Electrical Room
Electrical / Server Room
Lower Level
Lower Level
Lower Level
Mezzanine above Level 1d vault
Electrical Service
Rooftop Units
Location of building services: Interior
Location of building services: Exterior
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POSSIBLE POLICE RELOCATION
Alternate Site
The City proposed, as a possible alternate site for a public
safety building, the soon-to-be vacated former Transit site
at 1200 S Riverside Dr., Iowa City. Advantages of this site
include a corner location near major east-west and north-south
roadways that could positively impact response times, and that
the City already owns this site. The majority of the site is not
buildable due to a variety of factors, including proximity to the
Iowa River and resulting floodplain and protected slope areas,
possible contaminated soils on the East portion of the site, and
height restrictions across the southeast and central portions of
site due to proximity to the airport. However, the site connects
a long recreation and green space corridor stretching from
Riverfront Crossings park to the northeast, and Sturgis Ferry
Park, Napoleon Park, and Terry Trueblood Recreation Area to the
south and could present a unique opportunity to locate a public
safety center on the northwest corner and reserve the remainder
of the site as community parkland.
Alternate Site:Site Analysis:
CURRENT SITE
ALTERNATE SITE
RIVERFRONT CROSSINGS PARK
STURGIS FERRY PARK
NAPOLEON PARK
TERRY TRUEBLOODRECREATION AREA
PUBLIC WORKSCAMPUS
Site Features: 1200 S Riverside Dr.
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53AreasOPN Architects
Programming
Space requirements for each department have been determined based on the department survey process, department interviews, room typical layouts, and comparative projects, and look to current needs as well as anticipated needs ten years in the future. It is important to note that this space summary is not a detailed Program Statement that explores the specific needs of any particular room or space, but is intended to summarize order-of-magnitude requirements for City Hall, Police Headquarters, and Fire Station #1 that will serve as the basis for the Space Planning Study Concept Scenarios.
Area Projections5
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5554AreasAreasOPN Architects
Space Needs
CITY HALL
40964
54832
0 10000 20000 30000 40000 50000 60000
Current GSF
Needed GSF
Overall Needs:
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000
City Manager's Office
City Manager - Climate Action
City Manager - Equity Human Rights
City Manager - HR
City Attorney
City Clerk
City Manager - Communications
Finance - Administration
Finance - Accounting
Finance - Revenue Utilities Risk
Finance - Purchasing
Finance - ITS
NDS - Neighborhood Services
NDS - Development Services
NDS - MPO
NDS - Housing Authority
Public Works - Engineering
Gov Buildings
Current SF Needed SF
Factors contributing to the needed square footage include a 25% increase in number of workstations needed, increasing the size of the council chambers, right-sizing meeting room space, adding more small and hybrid meeting spaces, including public meeting rooms with translation capabilities, improving amenities for employees including private wellness rooms, a larger break room, and restrooms, and improving circulation and way finding. Sizes listed are in gross square feet, and include program spaces as well as a grossing factor to account for corridors, walls, and other non-programmed space. A detailed breakdown by division is listed at right:
Space Needs by Division:
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Space Needs
POLICE DEPARTMENT
13945
38208
0 10000 20000 30000 40000 50000 60000
Current GSF
Needed GSF
Overall Needs:
Factors contributing to the needed square footage include increasing the amount of workstations available for staff, providing adequate office space, improving and increasing the number of interview rooms, increasing meeting and training space consistent with police training goals, adding space for community partnership organizations, co-locating a collaborative cyber crimes unit, providing a welcoming and accessible public entry, and modernizing locker rooms. Sizes listed are in gross square feet, and include program spaces as well as a grossing factor to account for corridors, walls, and other non-programmed space.
Station SizeStation AgePopulationCommunity
13,945 SF1959/198975,233Iowa City
16,000 SF202021,399North Liberty
42,000 SF201341,864Marion
46,750 SFUNDER CONSTRUCTION29,167Waukee
Peer Facilities:
To validate our program numbers, we looked at a number of recently built peer facilities in the area for police headquarters. Below are three comparable facilities, with town population sizes listed in relation to the size of station.
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Space Needs
FIRE DEPARTMENT
Overall Needs:
Factors contributing to the needed square footage include enlarging the undersized vehicle bay and improving the entry/exit configuration, providing a decontamination sequence between the vehicle bay and interior living and working spaces, replacing the outdated living quarters with modern pod-style rooms, and providing acoustical separation of workspace and daily life. Sizes listed are in gross square feet, and include program spaces as well as a grossing factor to account for corridors, walls, and other non-programmed space.
Peer Facilities:
To validate our program numbers, we looked at the two more recently built stations in Iowa City, Stations #2 and #4. Below are the relative sizes of these facilities built to modern standards, with staff numbers per station, as compared to Station #1. We also looked at a number of recently built peer facilities in the area. Below are three comparable facilities and how their size compares to Iowa City Fire Station #1
10591
26247
0 10000 20000 30000 40000 50000 60000
Current GSF
Needed GSF
Station SizeStaff #Station AgeFire Station
10,591 SF121959/1989Iowa City Station #1
11,475 SF32009Iowa City Station #2
11,300 SF3-52012Iowa City Station #4
Station SizeStation AgeFire Station
10,591 SF1959/1989Iowa City Station #1
25,618 SFUNDER CONSTRUCTIONWaukee Station #1
17,529 SF2024Davenport Station #3
21,200 SF2021Marion Station #1
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Space Needs
40964
54832
13945
38208
10591
26247
0 20000 40000 60000 80000 100000 120000 140000
Current GSF
Needed GSF
TOTAL GSF
City Hall Police Headquarters Fire Station #1
119,200 Total
65,600 Total
Below are space needs for all three parts of the City Hall complex listed together. The existing building, originally 33,500 square feet, was expanded to 65,600 square feet by the year 2000, and has remained at that size since. Current needs, as well as anticipated needs for the next 10 years, demonstrate nearly 120,000 square feet of need, a 180% increase. As the existing site is nearly at capacity, but mostly only built up 1-2 stories above grade, options for renovation, addition, replacement, and moving certain functions off site will all be explored in the next section.
Below are the needed areas by each department, scaled in relation to the size of the existing building. This graphically illustrates how much the current facilities are undersized for current and future needs.
Existing Building65,600 SF
Fire Dept26,200 SF
Engineering Dept7,400 SF
Gov. Buildings2,000 SF
NDS11,300 SF
Finance Dept8,500 SF
City Attorney2,300 SF
City Clerk1,300 SF
City Manager’sOffice7,500 SF
Civic andShared Spaces14,200 SF
Police Dept 38,200 SF
Overall Needs:Graphic Representation:
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Concepts
From the programming exercise, it was apparent that more space was needed for all three occupancies currently on site. An iterative process was used to study many space concepts, beginning with how much can fit on the existing site - and it was quickly determined that additional space off-site would be required to adequately and logistically accomodate the program requirements. Next, the question of who would remain on site and who would function equally well or better in a separate structure off site: City Hall, Fire Station #1, or Police headquarters. As a part of the study, several concepts were presented and reviewed with the core team. From these conversations emerged a final preferred concept diagram.
Planning Diagrams6
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Starting with Program
On site vs Off site
Initial diagrams were organized based on which departments would remain on site, vs who would move to alternate sites: City Hall, Fire Station #1, or Police headquarters.
Police moves Offsite
Nobody moves offsite City Hall moves offsite
Police and Fire move offsite
Who Stays?
1
2 3
4
Option 1a
Option 1b
Option 1c
Option 1d
Option 2 Option 3
Option 4a
Option 4b
Certain factors were determined as priorities that would apply to all design options:
1. Minimize program, particularly essential services, in the flood plain
2. Improve operations and site flow for Fire Station #1
3. No one department should be split between facilities: City Hall functions shall remain grouped, Fire Station functions shall remain
grouped, and Police functions shall remain grouped
4. Larger council chambers are needed
5. All work areas should have access to natural light
6. Improve accessibility and mitigate level changes within the building
7. Improve way finding for the public
8. All MEP systems will be replaced with new, more sustainable systems
9. Any areas of new exterior envelope will be energy efficient
Certain factors were also determined as preferences in an ideal option:
1. Modern dual-entry drive-through configuration for Fire Station #1
2. Shell or future growth space
3. Outdoor area associated with City Hall, for use by staff and the Council chambers
4. Maximize limited parking on site
5. Avoid reusing the West side of the existing building due to its poor condition, low height, and obstacles for future layouts
Design Priorities
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Option 1a
Option 1b
Option 1c
Option 1d
Option 2
Option 3
Option 4a
Option 4b
Distilled Options
Eight options were presented to the core team, and distilled down to two preferred options that were further developed for phasing analysis and cost estimate. The preferred options were Option 1d (total replacement, with Fire Station #1 on site) and a modified version of Option 4b (City Hall addition, with Fire Station #1 off site), detailed on the following pages.
CITY HALL COUNCIL CHAMBERS POLICE DEPARTMENT FIRE DEPARTMENT
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Full Building Replacement with Fire On-Site
New 3-Story Fire
New 4-Story Office
New council chambers
New 2-story police station
Option 1d proposes a two-story new police facility at the Riverside Drive alternate site (or other feasible site), total demolition of the existing City Hall facility, and reconstruction of a 3-story Fire Station #1 plus a 4-story City Hall at the current 410 East Washington site.
Conceptual massing of Option 1d:
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Reno Existing Office
Shared training
New 2-Story Fire Station #1
New 2-story police station
New council chambers
New 3 Story Office
Conceptual massing of Option 4b:
Addition and Renovation with Fire Off-site
Option 4b proposes a two-story new police facility at the Riverside Drive alternate site (or other feasible site), new two-story Fire Station #1 at a suitable downtown site yet to be determined, full interior remodel of the existing East half of the building (1960 Civic Center plus 1990's courtyard infill), demolition of the existing West half of the building, and a 3-story City Hall addition in its place.
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PHASING AND SCHEDULE
Schedule and potential phasing paths were explored for both options, and determined to be comparable with no major schedule advantages to either path, although Option 4b presents more opportunities for projects or phases to run concurrently as budget allows. While the building cannot be continually occupied in either scenario, due to the total replacement of MEP systems, construction for Option 4b could be phased to allow re occupation of the renovated East half of the building before the West addition is complete, reducing the amount of time temporary space is necessary. Temporary space will be needed for at least the renovation portion of Option 4b and for the duration of construction of Option 1d, and would consist of approximately 25,000 - 30,000 GSF of office space plus a temporary location for the Council chambers. Remote, hybrid or hotelling scenarios could be explored to reduce this square footage.
SUSTAINABILITY
While a total replacement would eliminate areas of inefficient exterior facade, both options include total replacement of MEP systems to include modern, efficient and sustainable systems. In addition, facade and glazing improvements to the existing building to remain in Option 4b could be explored. The other stainability advantage to addition and remodel is the carbon impact of demolishing the full existing structure, and the embodied carbon related to the new materials required to replace it.
QUALITY OF SPACE
Both options provide significantly improved access to daylight for all workers in City Hall. Option 4d also provides dedicated, private outdoor space to be used by employees during warmer months as well as for public events occurring in City Hall. Option 4b also provides larger, more flexible floor plates, resulting in greater flow and collaboration between departments.
Concept Comparison
FIRE STATION #1 OPERATIONS
In order to achieve the drive-through bays of a modern fire station, and also fit both Fire Station #1 and a City Hall structure on-site in Option 1d, both buildings become vertical by necessity. This results in a 3-story Fire Station, which would distance key personnel spaces from the apparatus bay and result in longer response times. In addition, fitting both buildings on site results in Fire Station #1 being in close proximity to the floodplain, and would require minor site grading to place the apparatus bay above the level of flooding. Building a standalone station, as in Option 4b, would allow for site selection that takes into account the ideal floor plan, drive access and space arrangement of an efficient station.
FUTURE EXPANSION
While Option 1d could be designed for future vertical expansion, there would be no additional room on site for future additions. Due to the compact and vertical nature of City Hall in this option, expanding vertically and / or constructing shell floors in the initial construction effort would result in more physical isolation of departments from one another. Option 4b includes 10,000 SF of shell space in the initial concept, and provides more space both horizontally and vertically for future expansion. In addition, the larger floor plates in this scheme allow for more flexibility in the floor plan as departments grow and shrink over time.
RETENTION OF CHARACTER
A total replacement of the existing building, while providing the opportunity to start fresh, could have political implications as some constituents may feel attached to the building as it is and value its architectural heritage. Retaining the existing Harvat Hall volume and curved entry facade, and designing a thoughtful addition that ties architecturally with the existing mid-century office wing, could alleviate those concerns. On the other hand, an all-new architectural design could feel more fresh and modern to the public.
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Cost Comparison
Both options were estimated for order-of-magnitude costs, based on the program identified during the first phase of the study and the square footages outlined in the previous section. A standalone police facility on the Riverside Drive site was estimated with two possible add-ons for vehicle and evidence storage, as well as the two options for City Hall: total replacement with both City Hall and Fire Station #1, and Addition / Renovation to City Hall with a standalone Fire Station #1 on an alternate downtown site.
The costs below include the following: And exclude the following:
Direct (Construction) costsIndirect Costs: Design contingency Construction contingency Contractor fee Permits and insurance Commissioning Fixtures, Furniture and Equipment
Costs associated with temp spaceEscalation Financing costsProfessional feesAdditional site acquisition for Fire Station #1+ Incentives and rebates potentially availableunder the Inflation Reduction Act or other programs
$/GSFCostGSFItem
$83596.8M116,000Option 1d
$71096.5M136,000Option 4b
$32522.7M70,000Police add-ons
•City Hall at Current Site: 70,000 SF…………………………….45.7M
•Renovate East side of building: 40,000 SF
•Replace West side: 30,000 SF
•New Fire Station #1 at Alternate Site: 26,000 SF……………18.8M
•New Police facility at Riverside Drive: 40,000 SF……………….32M
•Optional Conditioned Parking: 20,000 SF…………………….................+ 4.5M
•Optional Evidence Storage: 50,000 SF………………………………….+ 18.2M
TOTAL……………………………………………………………..97M-120M
•Fire and City Hall at Current Site: 76,000 SF……………64.8M
•Replace entire building
•New Police facility at Riverside Drive: 40,000 SF………….32M
•Optional Conditioned Parking: 20,000 SF…………………….......+ 4.5M
•Optional Evidence Storage: 50,000 SF………………………….+ 18.2M
TOTAL………………………………………………………97M-120M
Option 1d
Option 4b
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Realization
Option 4b was identified as the preferred concept, for reasons of phasing flexibility, balancing new construction with renovation, and providing the most opportunity for functional and future-proof structures for all three City entities.
Realization of this concept includes defining each of the three buildings proposed, identifying phasing milestones, and development of a schematic schedule. Next steps discussed at the July 16th, 2024 City Council meeting include identifying potential sites for Fire Station #1, and identifying potential collaboration opportunities for Police Headquarters with the Johnson County Sheriff's Office as they conduct their own space needs assessment.
Preferred Concept7
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Preferred Concept:
PHASING
CURRENT STATE
PHASE 5: Vacate existing building. Renovate East side, locate new MEP systems at East half of building.
PHASE 1: Construct new Police facility
PHASE 6: Move in to East half of building. Maintain smaller amount of temporary space as necessary, likely around 50% of initial total.
PHASE 2: Move in to new Police facility. PHASE 3: Construct new Fire facility, can use former Police area at City Hall for temporary office space or fire station expansion while Fire facility under construction.
PHASE 7: Demolish West half of building.PHASE 8: Construct West office and Council chambers addition.
PHASE 4: Move in to new Fire Station #1. Secure temporary space for City Hall and Council chambers.
PHASE 9: Move in to completed City Hall.
APPROX. 25-30,000 SF
+ COUNCIL CHAMBERS
+ COUNCIL CHAMBERS + COUNCIL CHAMBERS
APPROX. 25-30,000 SF
+ COUNCIL CHAMBERS
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Preferred Concept:
POLICE HEADQUARTERS FIRE STATION #1
Relocation of Police headquarters to the Riverside Drive site is the first step in the phasing of the preferred concept. At right, the area to the north west of the dashed line represents the height-unrestricted buildable area of this site. The aqua areas represent the Iowa River and its floodplain, and the potential building would be clustered around the northwest unrestricted zone as well as the existing entry drive.
Approximate surface parking and building footprints are shown, with optional evidence storage footprint (E) and enclosed parking (P) footprints also shown for scale. Architecturally, this is a prominent corner on two major thoroughfares and placing the structure to the northwest would also provide the most visibility as an anchor point to the area.
These program blocks represent the program areas determined and priced as part of this study for the Iowa City Police Department only; collaboration with the County Sheriff's Office on this site would provide opportunities for shared facilities and economies of scale, but regardless would result in a larger footprint and/or taller structure.
PROPOSED PUBLIC PARKLAND
Relocation of Fire Station #1 to an alternate downtown site is the second step in the phasing of the preferred concept, or could be completed simultaneous with the public safety facility. Identifying and securing a suitable site within the downtown service area will be the primary challenge.
The fire station program includes three apparatus bays with a modern decontamination sequence for firefighters, a large training room, a public lobby and community meeting space, office spaces for the Fire Chief, Fire Marshall, Fire Inspector their assistant as well as workspace for the firefighters of Station #1, fitness and living space for the firefighters, and modern pod-style dormitories.
The facility will need adequate site space for a small amount of standard vehicle parking as well as drive space to park and clean the engines outdoors. The apparatus bay should have entrance drives on both sides, preventing the current entry and exit challenges that affect response times.
If the need arises, the Chief, Fire Marshall, and Fire Inspector can be located at any City fire facility, either in the interim before this facility is built or permanently.
Main facility footprint
Optional evidence storage facility
Optional covered parking
KEY
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Preferred Concept:
CITY HALL
The final step in the phasing of the preferred concept is the renovation of, and addition to, the existing City Hall building. The East side of the building will be fully renovated, including all-new MEP systems, life safety systems, and lighting, as well as a new interior configuration and finishes. The West side of the building, currently housing public safety functions, will be demolished and replaced with a three-story office and Council chambers addition configured in a 'U' shape, to create a fully secure interior courtyard for use by both City staff and events occurring in the Council chambers. The large, rectangular floorplates of the proposed addition will increase access to natural light, and provide a flexible backdrop for departments to grow and change over time. Existing surface parking will remain, with the expectation that parking in the adjacent Augusta ramp currently used by the Police department will be freed up for City vehicles.
IOWA CITY HALL BUILDING - LOWER LEVEL
100'50'40'30'20'10'0'
N
2,192 GSF
1,750 GSF
900 GSF
3,080 GSF
1,350 GSF
2,150 GSF
GOVERNMENT BUILDINGS DIVISION
CITY ATTORNEY'S OFFICE
POLICE DEPARTMENT
COMMON SPACES
CITY MANAGER'S OFFICE,HUMAN RESOURCES
PUBLIC WORKS DEPARTMENT,ENGINEERING DIVISION
IOWA CITY HALL BUILDING - LEVEL 1
100'50'40'30'20'10'0'
N
4,821 GSF
670 GSF
4,300 GSF
1,600 GSF
965 GSF
718 GSF
1,220 GSF
CITY MANAGER'S OFFICE,CLIMATE ACTION DIVISION
CITY CLERK
CITY MANAGER'S OFFICE, HUMAN RIGHTS DIVISION
CITY MANAGER'S OFFICE,COMMUNICATIONS DIVISION
FINANCE DEPARTMENT ADMINISTRATION REVENUE/UTILITIES/ RISK PURCHASING DIVISION ACCOUNTING DIVISION
CITY MANAGER'S OFFICE
5,890 GSF
CIVIC SPACES
COMMON SPACES
140 GSFGOVERNMENT BUILDINGS DIVISION
Department configuration within the building is shown in the following conceptual plans, based on the information gathered during the programming phase and the strategic adjacencies identified. Shared spaces and their proposed distribution are also identified, as the proposal for City Hall includes an increase in shared conference spaces, workrooms, and other building amenities that are not assigned to a particular department. Shell space, for either future growth or the relocation of additional departments to this facility, is also included in the proposed plan.
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IOWA CITY HALL BUILDING - LEVEL 2 IOWA CITY HALL BUILDING - LEVEL 3
100'50'40'30'20'10'0'
N 100'50'40'30'20'10'0'N
1,610 GSF
6,078 GSF
1,675 GSF
5,130 GSF
1,610 GSF
2,680 GSF
5,130 GSF
Preferred Concept:
NDS, METROPOLITAN PLANNING ORGANIZATION
FINANCE DEPARTMENT,ITS DIVISION
NDS DEPARTMENT, HOUSING AUTHORITY
PUBLIC WORKS DEPARTMENT,ENGINEERING DIVISION
NDS DEPARTMENT ADMINISTRATION NEIGHBORHOOD SERVICES DEVELOPMENT SERVICES
COMMON SPACESCOMMON SPACES
5,130 GSFSHELL SPACE
40 GSFGOVERNMENT BUILDINGS DIVISION
CITY HALL
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A conceptual schedule was developed to show the succession of each phase and potential total project length. Standard design and construction timelines for public bid projects were used, and the start point of the schedule is the vacating of the existing Riverside site, assuming a new police facility would be located there. Police and fire building schedules are shown concurrently, but could be phased with either project moving ahead of the other. The City Hall project start is dependent on both fire and police facilities being completed and occupied off site.
Project Schedule
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NEEDS ASSESSMENT
JOHNSON COUNTY SHERIFF’S OFFICEAND JAIL
VOLUME I
NARRATIVE
July 1, 2024
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2 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | SUPPLEMENTAL LIFE COST ANALYSIS
July 8, 2024
SUPPLEMENTAL LIFE CYCLE COST ANALYSIS - CONSIDERATION
(INCLUDING LAW ENFORCEMENT AND JAIL)
Overview:
Two life cycle cost considerations have been evaluated. A Build New Life Cycle Scenario for the 140-bed jail facility, as well as a Do
Nothing Life Cycle Scenario. Each of these life cycle cost evaluations considers the following areas tied to the 20-year projections1:
• Capital Project Cost to construct the facility (both law enforcement and jail):
o For the Build New Jail scenario, $79.75 million dollars was applied in this evaluation with a partial initial cost incurred in
FY2025-26 for principal and interest on a 20-year bond.
o For the Do Nothing scenario, this evaluation considers the eventual closing and vacating of the existing jail2. With a facility
that has reached the end of its ability to meet the needs of the community – not a question of if but when. For comparison
purposes, we have factored in a replacement holding facility into this scenario. This facility would meet the short-term needs
associated with the intake process, with the explicit purpose of processing arrestees. All long-term housing of inmates would
occur out of county in other neighboring county jails. For the purposes of this evaluation the replacement holding facility
project cost projected is $13.6 million dollars applied with a partial initial cost incurred in FY2026-27 for principal and interest
on a 20-year bond.
o Supplemental – Updated projection includes the $30.87 million dollar project cost to construction the law enforcement
components in addition to the Holding Facility. The total capital project cost included in the life cycle project for both is
$50 million dollars.
• Projected Operations Cost for Staffing3
o For the Build New jail scenario, staffing is projected at 24 staff positions.
o For the Do Nothing scenario, staffing would need to transition to a more robust transfer and transportation unit requiring
initial movement of the 83 in custody average daily population inmates to other neighboring jail facilities. This evaluation is
based on having 18 staff positions for the transportation unit.
o Supplemental – Law Enforcement Holding Facility Staff. An additional 12 staffing positions would be needed to operate the
holding facility. Bringing the total number of staff projected at 30 staff positions including the 18 staff identified in the transportation unit.
o Note: The scenarios projected do not consider the increased liability concerns associated with transporting inmates to other
facilities. Liability is a significant factor for consideration in future evaluations, both for staff and inmates.
• Projected Operations Cost for Inmate Care/Medical
• Maintenance/Custodial/Utility Costs
o For the Build New Johnson County Sheriff’s Office (law enforcement and 140-bed jail) scenario.
o For the Do Nothing scenario, to support a replacement holding facility, and law enforcement facility.
• Housing – Per Diem Costs
o Through Dec. 2023, JCSO has calculated $15.84 million has been spent housing inmates outside of Johnson County.
o For the Build New 140-bed jail scenario, the need for out of county housing ends when a two-year construction period for
this scenario is completed. For this evaluation occupancy is projected to occur in 2027.
o For the Do Nothing scenario; Per diem cost to house inmates out of county is calculated at a starting rate of $60 per day per
inmate. An inflation factor of 2 percent (2%) per year has been factored into the calculation. For the total number of inmates
managed and housed out of county over the 20-year period, there is an $89.3 million dollar cost impact. The transportation
costs at $7 million are in addition to the per diem cost calculated, bringing the total project cost to house out-of-county at
$96.3 million dollars.
1 Life Cycle Cost Analysis assume 2% Inflation Rate / Year
2 The existing facilities capacity will not meet the county needs and is functional antiquated. Therefore, when considering the options, a new facility will be required to comply with Iowa Code requirements.
3 FTE’s staff positions will increase as transportation growth occurs due to inefficiency and capacity issues of existing facilities.
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3 JOHNSON COUNTY SHERIFF’S OFFICE AND JAIL NEEDS ASSESSMENT | SUPPLEMENTAL LIFE COST ANALYSIS
• Transportation Cost (Out of County) – 20-year cost considerations as noted above.
• Transportation Cost (Institutional and Medical/MH) – Costs over the remaining time in either scenario to manage and transport
inmates for medical care and institution exchanges with other agencies.
• Miscellaneous (Other) – Uniforms, supplies, training events, dues, etc.
Supplemental – Do Nothing Life Cycle Considerations:
With the inclusion of the 30 staff positions noted above, and the associated project costs, the cost comparison indicates:
• Through Dec. 2023, JCSO has calculated $15.84 million has been spent housing inmates outside of Johnson County.
• If the facility were closed, projection indicates out of county housing cost would increase to $96.3 million dollars over a 20-
year period.
• Difference in total operating cost compared with building new indicates an additional $69.395 million dollars would be
needed over a 20-year period.
Life Cycle Cost Comparison (without Law Enforcement component):
Total cost over 20 years
Supplemental – Life Cycle Cost Comparison (with Law Enforcement component):
Total cost over 20 years
Jail – Capital Project Costs (New)/LE Holding Facility
Projected Operational Costs (Stang
Projected Operational Costs (Inmate Care/Medical)
Maint./Utility Costs – Estimated
Housing - Per Diem Costs (Out of County)
Transportation Costs (Out of County)
Transportation Costs (Inst. and MH only)
Misc. (Other)
51.47%
7.99%
34.18%
0.13%2.68%
0.80%
2.71%
Jail – Capital Project Costs (New)/LE Holding Facility
Projected Operational Costs (Stang
Projected Operational Costs (Inmate Care/Medical)
Maint./Utility Costs – Estimated
Housing - Per Diem Costs (Out of County)
Transportation Costs (Out of County)
Transportation Costs (Inst. and MH only)
Misc. (Other)
47.55%
20.90%
24.17%
1.26%0.09%1.90%
1.48%
2.64%Do Nothing Life Cycle Considerations:
• Through December 2023, JCSO has calculated $15.84 million has been spent housing inmates outside of Johnson County.
• If the facility were closed, projects indicate out of county housing cost would increase
to $96.3 million over a 20-year period.
• Difference in total operating costs compared with building new is an additional $69.395 million over a 20-year period.
Do Nothing Life Cycle Considerations:
• Through December 2023, JCSO has calculated $15.84 million has been spent housing inmates outside of Johnson County.
• If the facility were closed, projects indicate out of county housing cost would increase
to $96.3 million over a 20-year period.
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Criminal Justice Coordinating Committee (CJCC) Public Safety Facility Timeline 2024 – 2026 PROPOSED DEADLINES/EVENTS
Updated: 8/13/2025
IMMEDIATE TASKS:
o Week of December 16th, 2024 — Reach out to schedule meetings with City re:
establishing the joint authority under 346.27
o Who needs to be there?
o Who organizes
o Agenda
o Start setting up tours?
o Attendees?
o Paige organizes?
DEADLINES/EVENTS — 2025:
Feb 1st- City and County vote on resolutions agreeing to move forward with to do a
joint facility give to city and county.
Late March: Tour of Dallas and Woodbury — DONE
June/July 2025: Survey Conducted — DONE
August/September 2025: Focus group results presented at community meetings.
o SURVEY RESULTS PRESENTED AT August 14th, 2025, CJCC Meeting
o Meeting of Focus Group Committee -August 18, 2025
By September 1st, 2025 — Begin Focus groups (UI) law enforcement, cities,
inmates, mental health/SUD providers, probation, Judicial branch
By October 1st, 2025 — BOS and City Council vote on forming joint authority and
appoint commissioners
o Authority composition agreed to articles of incorporation/publication.
DEADLINES/EVENTS — 2026:
August 26, 2026 - Nomination/Ballot language due to Auditor
October 19, 2026 - Early Voting Starts
Nov 3rd, 2026 - Election Day
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