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HomeMy WebLinkAbout65A - JAIL REUSE STUDYREQUEST FOR COUNCIL ACTION CITY COUNCIL MEETING DATE: SEPTEMBER 4, 2018 TITLE: RECEIVE AND FILE THE SANTA ANA JAIL REUSE FEASIBILITY STUDY (STRATEGIC PLAN GOAL NO. 1, 5) Cltd MANAGER RECOMMENDED ACTION Receive and file the Santa Ana Jail Reuse Feasibility Study. DISCUSSION CLERK OF COUNCIL USE ONLY: APPROVED ❑ As Recommended ❑ As Amended ❑ Ordinance on 1� Reading ❑ Ordinance on 2nd Reading ❑ Implementing Resolution ❑ Set Public Hearing For CONTINUED TO FILE NUMBER The City of Santa Ana owns and operates a 512 bed' Type 2 Jail facility that is attached to the Santa Ana Police Department Administrative Building. The Santa Ana Jail, along with the adjoining Police Administration building, opened in 1997 and since that time has offered bed space to local and federal agencies to house detainees. The City of Santa Ana issued debt to construct the Jail and Police Administration building that will be paid off in 2024. As a part of the jail operations, the City operates a booking operation for use by Santa Ana Police. The Santa Ana Jail does not hold or incarcerate any of the local arrestees for felonies at this facility, rather they are transferred to the County Jail where they are held at no cost to the City of Santa Ana. The Santa Ana Jail currently has 104 full-time budgeted employee positions, 71 of which are Correctional Officer positions. On December 6, 2016, the City Council authorized staff to release a Request for Qualifications (RFQ 16-143) for a Jail Reuse Study. The Jail Reuse Study consisted of three elements: 1) Reuse of the jail facility, 2) Jail conditions assessment, and 3) Alternatives for detention. The RFQ was released on December 12, 2016 and responses were due on January 31, 2017. The City Council awarded a contract to Vanir Construction Management, Inc. on April 5, 2017 to complete the Jail Reuse Study at a cost not to exceed $125,000, which was completed. Santa Ana Jail Reuse Feasibility Study The Jail Reuse Feasibility Study outlines the reuse options approved by the City Council for analysis and evaluation. The analysis and evaluation process includes a description of each jail reuse option, facility building/system modification requirements, analysis of the advantages and opportunities, and unresolved issues. The Study identifies the estimated cost, estimated construction duration, and correction staff necessary for each scenario. Table 1 below provides a summary of the findings in the report. 65A-1 Receive and File Santa Ana Jail Reuse Feasibility Study September 4, 2018 Page 2 Rank SantjAna Jail Reuse Study Reuse Options Construction Cost Months Correction Staffing. 1 Temporary Jail Holding Facility (Type 1) $0 0 54 2 Transitional Community Re -Entry Treatment Facility $13M 3 131 3 General Commercial Office Space $23M 15 0 4 Homeless Shelter $4.31VI 9 0 5 Data Center $17M 26 1 0 T�LIo 1 The Study does identify three unresolved areas that would require additional consideration by the City. This includes the operational impacts resulting from options that would eliminate the Santa Ana Police Department's ability to continue booking operations, revenue -forecasting impacts, and multi -use building option implementation impacts. Recommendation The Study completed by Vanir Construction Management, Inc. does not include a recommendation for the City Council to consider as the intent of the report is to provide unbiased options with no preconceived assumption. STRATEGIC PLAN ALIGNMENT Approval of this item supports the City's efforts to meet Goal #1 - Community Safety and Objective #5, (provide high quality Police and Fire/Emergency Medical Services response within the City of Santa Ana) FISCAL IMPACT There is no fiscal impact associated with this action. Exhibit: 1. Jail Re -Use Study 65A-2 M VANIR _\ y .C" n n`f- 14 A AUGUST 2018 { PUBLIC COPY August, 2018 Prepared by: Vanir Inc. Headquarters: 4540 Duckhorn Drive, Suite 300 Sacramento, CA ■T/ A L' I 1: j 3200 Park Center Drive #320 Area Office: Costa Mesa, CA Solutions for Success 65A-4 Acknowledgments The Santa Ana City Jail Reuse Feasibility Study could not have been finalized without the invaluable assistance from Jorge Garcia, Assistant to the City Manager and Christina Holland, Administrator and PREA Coordinator for the City's detention facility. Throughout this project, both individuals have devoted significant time and effort to make sure informational requests were handled promptly and thoroughly. Jorge Garcia developed and implemented a public process to secure community feedback on the options the Vanir consultant team would analyze and report back to the City Council through the Jail Feasibility Reuse Study. His work with the City stakeholders and identified interest advocates was used to gather public concerns and other potential impacts associated with the jail reuse options the City is evaluating. Jorge organized three community meetings which were held with the (1) Santa Ana Chamber of Commerce Government Affairs Council, (2) interested local Santa Ana community advocacy groups, and (3) citizen forum conducted at the City Council's chambers. The goal of these three planning sessions was to secure resident input on key reuse options the consultant team should focus its analysis on when considering the conversion of the jail to potential other uses. Christina Holland is the other individual the consultant team needs to recognize. In the course of this Study, our consultants have had extensive discussions and interaction with jail management staff, supervisors, and other support personnel. Under Christina's leadership, it is extremely evident that the City Jail complex is professionally managed and provides for the safety of the community. Her management philosophy strives to promote secure, safe, and humane housing for pretrial and sentenced inmates. Staff appear to be striving to respond to the public and provide service that is of the highest quality. Management procedures adhered to in the Jail reflect reasonable basic contemporary detention practices. Management has established procedures dictating acceptable practices in such areas as security and control, inmates' rights, communication, mail and visiting, facility rules, admission, orientation, property control, and release. The Jail is also implementing principles of direct supervision as an efficient management tool to achieve cost-effective operations and increase communication with inmates while maintaining effective control. Operation of the Jail facility is consistent with the principles of detention supervision and management and correctional officers work at all times to meet minimum jail standards as defined in Title 15 of the California Code of Regulations. The programs and services the staff also oversee are being made available to influence positive behavior with the intent to provide the opportunity for detainees to enhance their educational and social skills. Jim Aboytes Project Director Vanir Construction Management, Inc. 65A-5 ACKNOWLEDGEMENTS Pagel SECTION 1: EXECUTIVE SUMMARY 1-29' Need For Jail Reuse Feasibility Study 1 Santa Ana City Jail Condition Assessment Key Conclusions 3 j Five Jail Reuse Evaluation Options 4 Jail Use Feasibility Options Parking Impact 9 Estimated Timeline to Implement Jail Reuse Facility Options 10 Comparative Summary Construction Cost Analysis 11 Major Observations and Jail Reuse Priority Rankings 14 Unresolved Issues 28 Organization and Content of Report 29 SECTION 2: INTRODUCTION AND STUDY PLANNING APPROACH 30-37 Santa Ana City Jail Profile / Overview 30 Jail Reuse Feasibility Study 32 . Planning Approach and Scope of Work 33 ■ Task 1: Review of Current Detention System Issues and Reconfirm City Goals/Objectives and Overall Purpose For the Future Direction of the City Jail 33 - Task 2: Collection and Analysis of City Jail Population Trend Data, Staffing, Operational Costs and Inmate Programs/Services Information 33 ■ Task 3: Review of the City Jail's Building Characteristics, Space, and Physical Security/Custody Arrangements 34 ■ Task 4: City Council Workshop to Begin Identifying Priority Options For Jail Reuse Feasibility Study 34 Task 5: Prioritize and Analyze Primary City Jail Reuse Options for Council Consideration 35 Task 6: Prepare City Jail Reuse Feasibility Study Options Report 37 1 SECTION 3: JAIL FACILITY DESCRIPTION 38-53 Santa Ana City Jail Site Location and Physical Plant Characteristics 38 Jail Functional Use Area Space Allocations 40 Jail Operational Overview and Staffing 41 Jail Facility Condition Assessment and Summary Evaluation Overview 42 California Jail Database Space Comparisons 48 Facility Photographic Layout 51 j SECTION 4: ANALYSIS AND EVALUATION OF JAIL REUSE OPTIONS 54-127 i City Council and Community Stakeholder Outreach Public Workshop Study Input Process 54 Examples of Other Jail Reuse Facilities 57 Facility Reuse Option Assessment: Jail Use As a Temporary Holding Facility 60 Description of Jail Reuse Option 61 Facility Building / Systems Modifications 66 R Fiscal Analysis 67 - Advantages / Disadvantages Considerations 69 , ■ Recommended Option Implementation Ranking 71 65A-6 Page Facility Reuse Option Assessment: Jail Use With Transitional Community Reentry Treatment Programs 72 • Description of Jail Reuse Option 72 • Facility Building / Systems Modifications 78 ■ Fiscal Analysis 79 • Advantages / Disadvantages Considerations 83 • Recommended Option Implementation Ranking 85 Facility Reuse Option Assessment: Community Commercial Office Space Use Facility 85 1 • Description of Jail Reuse Option 85 • Facility Building / Systems Modifications 88 • Fiscal Analysis 92 • Advantages / Disadvantages Considerations 94 • Recommended Option Implementation Ranking 97 Facility Reuse Option Assessment: Homeless Shelter Housing and Supportive Services 97 • Description of Jail Reuse Option 98 ■ Facility Building / Systems Modifications 103 • Fiscal Analysis 109 ■ Advantages / Disadvantages Considerations 110 • Recommended Option Implementation Ranking 14' 114- Facility Reuse Option Assessment: Commercial Data Center Use 115 • Description of Jail Reuse Option 115 • Facility Building / Systems Modifications 118 ■ Fiscal Analysis 124 • Advantages / Disadvantages Considerations 124 • Recommended Option Implementation Ranking 127 APPENDICES Appendix A. Santa Ana City Jail Functional Use Area Square Footages and Space Adjacencies Graphic Charts by Facility Level Appendix B. Jail Facility Condition Assessment and Evaluation Report Appendix C. Comparison of Prior Jail Staffing Levels With Proposed Temporary Jail Holding Facility Reuse Option Appendix D. Comparison of Prior Jail Expenditures and Revenue Cost Analysis Trends With Proposed Temporary Jail Holding Facility Reuse Option Appendix E. Santa Ana City Jail Reuse Options Detailed Construction and Project Cost Estimates 65A-7 SECTION 1: EXECUTIVE SUMMARY Santa Ana City Jail Reuse Feasibility Study Santa Ana is the second largest city in Orange County and the eleventh largest in California. The City Council's Strategic Plan Alignment effort focuses on two major goals: (1) community safety, and (2) providing high quality police and fire / emergency medical services within the City of Santa Ana. Based on extensive community and City Council discussions, the Vanir consultant team was selected and tasked with evaluating five Jail reuse feasibility options for the Santa Ana Jail facility and making recommendations to the City Council. The consultant team included experienced (a) jail designers, (b) architects, (c) a former United States Bureau of Prisons Building Chief, and (d) Criminal Justice Research Foundation. The Jail is located at 60 Civic Center Plaza in downtown Santa Ana In FY 2016-17, the Santa Ana City Jail's adopted operational budget totaled $18.4 million. Inmate housing contracts the City had negotiated with the Federal Bureau of Prisons, U. S. Marshal's Service, and Immigration and Customs Enforcement (ICE) agency combined with jail kitchen rental fees, miscellaneous booking fees, and Jail Pay -to -Stay Program provided offsetting revenues of approximately $16.1 million. These offsetting budget revenue sources lowered the annual fiscal deficit for the detention facility to approximately $2.1 million plus reoccurring debt service which continues through 2024. In prior years, the operating fiscal deficit for the Jail had ranged from $3.5 to $5.1 million. This was in addition to the reoccurring debt service the City pays as a result of the financial arrangement entered into for the original design and construction costs for the Civic Center Plaza facility. This operating budget deficit historically has been covered through a general fund allocation reviewed by the City Manager's Office and annually approved by the City Council. Beginning in late 2016, the City Council and community's response to the continuing operation of the City's pretrial / sentenced jail custody detention facility came into question. It began to be seriously reconsidered, particularly as immigrant advocacy groups across California and throughout the country 65A-8 more vocally started challenging Federal law enforcement apprehension / detention arrest policies involving individuals identified as "illegal" alien residents. California jurisdictions, particularly cities, initiated lawsuits, public protests, and took other steps to limit local jails cooperation and notification procedures to immigration enforcement agencies like ICE whenever these categories of incarcerated residents were housed in local detention facilities. Some jurisdictions have labeled their communities as "sanctuary cities" in greater defiance of the Federal detention notification requirements jail administrators traditionally have followed when handling ICE detainees. In December 2017 after extensive discussion with a range of community residents, Santa Ana advocacy groups, immigrant family service providers as well as the Police Department and Jail staff, the City Council took steps to limit the total number of detainees who could be incarcerated in the City Jail under the contract agreement with ICE. The City Council voted to modify the ICE contract to reflect the new policy direction the Council wanted to pursue. Shortly after the City Council's actions, the Immigration and Custom Enforcement (ICE) California Administrator notified the Jail of their intent to terminate their inmate housing contract with the City within 90 days. After this notification, ICE began removing their contract prisoners from the detention facility. Many of the detainees were transferred to a new contract ICE had established with the Orange County Sheriffs Department for the temporary holding of ICE detainees. The loss of the ICE contract reduced the average daily inmate population at the Santa Ana Jail by nearly 250 inmates. This resulted in a new operating fiscal deficit of approximately $10.5 million, not including debt service. With the reduction in daily inmate occupancy caused by several factors (a decline in area criminal activity resulting in fewer arrests and bookings into the Jail, and the elimination of the Immigration and Customs Enforcement (ICE) contract), the Santa Ana City Council decided to focus on repurposing the available floor space at the facility. With a two year temporary infusion of United States Marshal's Service inmate housing needs due to renovation activities at their Los Angeles facility and the question of how the Jail facility could provide future service to the community and/or potential income to the City, this Jail Reuse Feasibility Study was initiated. The Study focuses on the evaluation of several key reuse options of interest to the community and Council members. The Vanir consultant team worked with the City Managers office staff to develop and implement a series of analytical tasks which were designed to identify, evaluate, and prioritize key jail reuse options for City Council and community consideration. As a result of this work, five major building options were established which would be thoroughly assessed by the consultant team and a report developed highlighting the information, results, and conclusions which emerged from the analysis. The options included two jail facility use considerations and three other facility reuse options involving (a) community space usage as a general office work environment, (b) other institutional use as a homeless shelter, and (c) commercial use as a data center. The five study options finalized for this follow-up feasibility analysis is summarized and highlighted in the following: Five Jail Facility Reuse Options Evaluated by Consultant Team i • Jail Use: Includes the continual operational use of the Type II Jail facility as a temporary holding facility which can only detain individuals up to 24 hours. ! • Jail Use: Includes expanded rehabilitative services including transitional community reentry treatment programs. • General Commercial Office Use: Includes office complex with individual offices / staff work stations, public lobby / restrooms, staff lounge and other ancillary spaces. • Other Institutional Use: Includes homeless shelter housing with supportive services space. • Commercial Use: Includes development of data center with support space for specialized automated equipment and related required staff offices and other dedicated areas. 65A-9 The City Jail Complex is a full-service, four -level, low-rise adult detention facility containing space for (a) vehicle sallyport, (b) Intake and release, (c) inmate housing and dayrooms, (d) visiting, (e) medical / mental health services, (f) inmate programs, (g) food services, (h) laundry, (1) visitor and staff circulation, Q) Central Control operations, (k) maintenance and storage, (1) outdoor recreation, and (m) jail administration. The facility can provide a full spectrum of inmate education programs, counseling services, medical and psychological services. The total detention system building area contained in the jail's four levels consists of 168,243 square feet of usable space. Level one contains the largest area in the building, followed by inmate housing space on levels three and four. The second level contains the smallest area of space where administrative functions and inmate release processing occurs. An important part of the Jail Reuse Feasibility Study included the collection of summary information about the detention facility's physical plant condition and building systems strengths and weaknesses. The condition assessment focused on factors related to the correctional facility such as (1) configuration and intended security levels, (2) defined uses of the facility, (3) physical condition of the building elements, (4) quality of the space, (5) circulation, location adjacencies, and level of privacy, and (6) ability to achieve intended security and level of safety for staff and inmates as well as compliance with standards. The overall assessment and summary key conclusions included the following: Overall Assessment and Summary Conclusions The Santa Ana City Jail has a Board of State and Community Corrections (BSCCj rated custody housing capacity for 480 Inmates. The facility has a physical total capacity of 512 beds. The jail consists of both single, double -occupancy, and dormitory housing settings. The combination of settings allows for a flexible placement of inmates that adjusts with fluctuating classification and security population needs. The detention facility was originally constructed as a new generation podular jail with direct supervision tiered inmate housing units with adjacent dayrooms, classrooms, medical space, visiting, and general circulation. The Jail is extremely well maintained and professionally managed. Assignment of inmates to security status is based upon the consistent application of rational classification and segregation practices. Maximum inmate -staff interaction is encouraged in order to reduce staff stress, conflict and related problems of inmates' management including security. The jail uses a combination of supervision, inspection, accountability, and clearly defined policies and procedures on the use of security to promote safe and orderly operations. The day-to-day operation of the facility is consistent with the principals of detention supervision and management and Correctional Officers work to meet at all times minimum jail standards as defined in Title 15 of the California Code of Regulations. The BSCC Biennial Jail Inspections show that the personnel employed in the facility are in full compliance with jail operations training provisions contained in Title 15 and facility operations and the physical plant meet minimum jail operational standards. The building and systems condition assessment and evaluation work carried out for the Jail Reuse Study shows the Jail's overall condition is very adequate for a California detention facility. The building is predominately of concrete wall construction which shows no signs of structural failure or wear requiring maintenance or upkeep. High quality finishes such as granite, porcelain fixtures, wood doors, and flooring throughout the facility make it one of the most attractive detention facilities in the state. All the ceilings in secure areas are very substantial heavy perforated steel mesh. Locking devices throughout the facility appear to be serviceable and suitable for their intended function. Sliders ran well and appeared to be very well maintained. Manual locking devices appeared to function as intended and were well maintained. The HVAC unit which was inspected is manufactured by York and original to the building. It is equipped with 65A-10 manual smoke evacuation in the housing units. The system appears to operate normally. Forty to forty -rive HVAC units were replaced with VFD models two to three years ago with only a few left to be replaced. The Fre alarm system is EST. It is original to the building and is operating without issues. The sprinkler heads are original to the building and are functioning as intended. The Cutler Hammer electrical system is original to the building and is operating without issues. Circulation inside the facility as well as the tunnel is well maintained and adequate in most areas. The Public Area/Lobby of the facility is adequate and meets current needs. The high- end finishes make for an impressive entry into the second floor of the facility. The Jail does haves three key problem areas that include (1) lack of sufficient ADA compliant medical and mental health treatment space, (2) lack of adequate classroom and program space for peak populations, and (3) aging security electronics equipment and plumbing systems throughout the facility. The medical and mental health treatment areas are severely deficient in space compared to other medium-sized detention facilities In California of the comparable age. The jail is also in need of some security system upgrades. Out-of-date and difficult to use equipment puts an undue hardship on staff. Current classroom space is also inadequate to serve a maximum population. Ideally, the facility's program space should be large enough to conduct a wide range of programs and services made available through contract professional providers and volunteers from the community. The building's plumbing piping is also in need of repair or replacement. A comparative analysis with 19 California jails with predominately double -occupancy cells and rated capacities for 300-600 inmates like the City Jail shows that the facility's functional use areas are generally consistent with space allocations among these facilities. The exceptions, however, include medical / mental health space, administration area, Central Control room, and smaller dayrooms located adjacent to the existing eight inmate housing units. The average square foot per bed devoted to inmate programming activities and visitation are also slightly lower. The most significant interior space difference appears to involve the medical / mental health services area which is nearly 6-1/2 square feet lower per rated inmate bed than other comparable California detention facilities. From an outdoor jail perspective, the overall size of the vehicle sallyport is larger than the average of the facilities included in the comparative analysis. The analysis further shows that the facility's quasi -outdoor recreation yards are somewhat smaller compared to other California jails. The City Jail devotes nearly 16.5 square feet of total building space per rated bed to recreation while the comparison facilities allocate approximately 23.4 square feet per bed. The analysis and supporting evaluation data assembled through this Feasibility Study has been purposely organized, formatted, and summarized to expedite the reader's comparative assessments and conclusions drawn about the overall advantages, disadvantages, negative impacts and cost to implement the two Jail and three facility reuse options highlighted in this Study. The Report contains a comprehensive detailed description of the five primary reuse options which might be pursued to either change (a) the detention facility's operational functions, or (b) repurpose the configuration and building structure to accommodate different institutional or commercial uses. The follow-up analysis and analytical evaluation work directed to the five reuse options focuses on areas involving (a) facility building / systems modifications, (b) functional use area space impacts, (c) fiscal analysis, and (d) major implementation observations and recommendations about the ranking of the study options. The suggested potential scenarios the consultant team examined included the following Jail reuse options: 65A-11 Suggested Potential Jail Facility Reuse Scenarios Temporary Jail Holding Facility This Jail Reuse Feasibility Option would continue the operational use of the Type II Jail as a temporary holding facility which can only detain individuals up to 24 hours. Established Jail policies and custody procedures would still be in effect. The temporary holding facility would also comply with State minimum detention standards governing adult incarceration practices. Implementation of this option would require access and daily use of rive primary building spaces including (1) vehicle sallyport, (2) intake processing / release, (3) administration unit (4) lobby / public area, and (5) Central Control room. These spaces contain 41,369 square feet of building area and represent 26.3% of the Jail's total functional use area space. The vehicle sallyport space would still serve as the secure area where law enforcement officers can transition arrestees from an automobile to the Jail for booking. The intake / release area would also still serve as the space where arrestees and Inmates enter or leave the Jail. After the law enforcement officer leaves and the processing and identification is completed, the arrestee will be placed in the docile holding area or secure holding cell. While in intake, medical screenings are given to those arrestees requiring immediate medical or mental health attention. Doctors and mental health crisis specialists will be contacted if needed. The second floor intake area handles all post arrest release processing. The Jail's administration area is located off the lobby entrance on the second floor of the City Jail. The area contains 13 cubicles of varying size, four offices for the Jail Administrator and other personnel. The roll call room seats approximately 25 officers and includes a small break area. The administration area also contains (a) 2 two -stall restrooms for male and female employees, (b) staff lockers, (c) a small kitchen, and (d) a copy room. Three other support private staff offices are also located in this space. The Jail has one main entrance In the front of the building that opens into the facility's second floor which will continue to be used. This area also contains public toilets, water fountains, telephone, and public seating. There is one secure enclosed Central Control room In the Jail. The Control Room will also continue to be used because it contains door controls, elevator control, video monitoring system to various locations in and around the facility, and a unisex staff restroom. Based on the yearly average number of City Jail intake bookings of 7,134, assuming all detainees are incarcerated for no more than 24 hours, the Santa Ana City temporary Jail holding facility would likely have an average daily population (ADP) of 20 or less male or female inmates. If historical trends continue in the near future, a temporary holding facility would likely process an average 595 intakes each month or 20 per day. ■ Transitional Jail Community Reentry Treatment Facility This Jail Reuse Feasibility Option maintains the building as its intended use, a Jail, but with expanded transitional community inmate reentry treatment and support programs. Established Jail policies and custody procedures would still be in effect. The reentry treatment facility would also comply with State minimum detention standards governing adult incarceration practices. The Jail reentry treatment housing and counseling services operational model could be implemented with City custody staff supplemented with newly hired, experienced reentry community program specialists and contract qualified "best practice" service providers. The expanded programming could be directed at sentenced offenders using a leased facility arrangement for detention beds with another correctional agency including (1) the United States Bureau of Prisons, and/or (2) California Department of Corrections and Rehabilitation (CDCR). Expansion of City Jail inmate services would include (a) evidence -based risk and needs assessments, (b) cognitive behavioral therapy, (c) mental health and alcohol / drug counseling, (d) job / education assistance, and (e) development of transitional reentry 65A-12 plans. This feasibility option with its targeted reentry programming / treatment intervention models would utilize the 168,243 square feet of useable space contained in the four -level footprint of the entire Jail complex. In order to accommodate these expanded services, additional programming and classroom space would need to be developed. This option would enclose and transform the third floor quasi -outdoor recreation yard into a large, habitable program room(s) containing approximately 2,200 square feet of area. The renovation of the recreation yard and conversion to program space would provide a facility -wide total area containing 7,033 square feet for classroom activities. This would raise the dedicated classroom / program areas in the City Jail to approximately 4.2% of the total 168,243 square feet contained in the building. This expands available classroom and programming space at the Jail by nearly 40.0% compared to what is found in typical California jail facilities. The specific best practice programming components that could be considered for introduction and use include (a) assessing the clinical and social needs, and public safety risks of the incarcerated offender population, (b) planning (short- and long-term) for treatment and services required to address the offender's needs, (c) implementation of evidence -based in -custody rehabilitation programs designed to reduce recidivism with adult offender populations, (d) identifying required community and correctional programs that can assist with post -release services, and (e) coordinating the transition plan to ensure implementation and avoid gaps in care. This programming would likely cover five major offender areas including (1) academic, vocational and financial, (2) alcohol and other drugs, (3) aggression, hostility, anger and violence, (4) criminal thinking, behaviors, and associations, and(5)family, marital and relationships. A key element of the services will continue to be cognitive behavioral therapy models which identities how thinking and behavior are related and encourages offenders to take personal responsibility for both. The expanded programming would build on the current inmate services in place at the City Jail facility. Additional groups and individual counseling services would be developed and implemented. ■ General Commercial Office Space Use This Jail Reuse Feasibility Option converts the Santa Ana City Jail to a general commercial office complex space use. This complex would contain individual offices, staff work stations, public lobby / restrooms, staff lounges, and other ancillary spaces which could be leased to individuals and small business operations. Renovation of the building would involve the Jail's four levels containing approximately 168,243 square feet. This feasibility option keeps the hardened utility walls in place to provide access for mechanical, electrical, and plumbing (MEP) systems, plus communications (telephone, data, and Internet) upgrades. These upgrades are needed to ready the available spaces for office use and for continued maintenance following the building's transition. Conversion of the Jail to an office center would make good use of all existing building spaces, including inmate housing, as the majority of requirements to do so are surface / facial only. The building structure layout which includes large column bays at 30 feet by 50 feet is well suited for offices. The public lobby is in excellent condition and with the removal of some of the security glazing, it will make for a very professional entrance to the office complex. The housing units on the third and fourth floors (including mezzanines) are well suited for small offices, cubicles, and privacy stalls for non -permanent / co -work occupants. With high ceilings and natural light in each cell and adjacent recreation yards, it can be designed to maximize space and style for a very modern look. The interview rooms and classroom space within each housing unit can also be used as large meeting and / or conference areas. Dayrooms located on the third and fourth floors can be used for general circulation, medium -to -large offices, and breakrooms. 65A-13 The quasi -outdoor recreation yards adjacent to the housing units could be converted to elegant courtyards with lush landscaping, tables and benches for staff and visitors. These areas would be suitable for outside breaks, snack, learning, quiet and meeting areas. The existing kitchen could continue operations with the installation of a small cafeteria restaurant and dining area. A combination vending machine / snack area and break room could be added for employee and visitor use as well. The vehicle sallyport could be used as designated parking for ADA access, visitors, or upper management Exterior secured sallyports can be made suitable for deliveries and private / controlled entry as deemed necessary. The nearby parking garage should adequately serve the remainder of the stairs parking needs. The facility's maintenance and storage areas are well distributed throughout the facility and should be adequate for the office space reuse option. The plumbing has been Identified as needing major work to bring the facility up to code and to supply adequate water services to meet the maximum proposed occupancy levels. Electrical systems appear to be acceptable on the first two floors, where most administrative functions occur, but will need updating in the current third and fourth floor housing units. Operable and environmentally -efficient HVAC systems are a must. A review of these systems showed they will need some updating, but not to the extent needed for the data center option as the primary function will remain as comfort -level personnel heating, ventilations, and air-conditioning. Gas, water, sewer, electrical, and telephone services will need to be re-evaluated based on the loads required to service the reuse design for the future offices, but this would be required for any of the reuse options. Systems including electrical (high and low voltage and lighting), mechanical, plumbing, internal/ external communications, access, and security will also need to be re-evaluated based on the loads required to service the reuse design for the future offices. These are most required on the third and fourth floors where these systems were previously based on minimal access and restricted use. Review of the current security elements show that the facility has both optics and sensors which make the facility safe for the purpose of the office space reuse option. Proximity to local law enforcement response is also a plus. As the building was a former Jail, no one can predict if there is any ill will harbored by previous occupants or sympathizers. The consultant's view is that with the Police Department located next door and County Jail nearby, any such threat would be minimal. As with any building, security measures should be reviewed to minimize /eliminate threat potential. The consultant team's analysis shows that the commercial office use option has the potential for developing a significant return on such an investment. Repurposing the kitchen and adding a dining area for use as a restaurant for example, would make good use of existing high-end equipment and fixtures and provide yet another potential income resource. Workspace pricing for similar office space facilities in Anaheim and Costa Mesa ranges from $300 to $400 per person /per month (on a minimum 24 -month lease agreement). In Irvine and Orange, it ranges from $400 to $500. ■ Homeless Shelter With Supportive Services Space Use This Jail Reuse Feasibility Option involves renovating and reusing the City's Jail building as a converted homeless shelter with supportive services space. The work for this option installs a canopy and staging area in the vehicle sallyport and converts the existing Jail intake / release area into a day center and reception area for the local homeless populations seeking shelter. This would include seating, personal property storage, kennels, meal service, and meeting space for programs and social service outreach efforts. The layout and function of the housing units will remain relatively the same, however, there will be moderate renovation construction costs associated with removing all soft furnishings and fixtures due to sanitation needs generally associated with this type of use. Research has shown that homeless shelters should be developed in locations that provide easy access including available public transportation and amenities. Shelters 7 65A-14 should be integrated into the community, rather than being isolated. The overall layout of a shelter should be able to accommodate a growing population. These facilities should also consider separating men, women, and women with children. Designing separate entrances for each group provides comfort for the users and a sense of security. By providing a space with endless amenities, a kitchen, dining room, work-out room, library, laundry, study rooms, career and educational center, meeting rooms, addiction treatment rooms, etc. the users have access to a one-stop center to meet their rehabilitative needs and reenter society after their stay. Jails are built to withstand heavy duty 24-hour use for many decades and the Santa Ana Jail is no different. While some modifications, such as the removal of some sallyports, and ingress and egress routes should be made to allow easier access for residents throughout the facility, the layout can lend itself to that of a homeless shelter without a major overhaul. Opening a homeless shelter takes extensive planning, community outreach, and support. If the City decides to pursue this option, it will need to develop a detailed operations plan in addition to policies, procedures, and guidelines for its staff, volunteers, visitors, and residents. This plan should include the populations it is intended to serve, the length of stay, and services offered. Vanir included some suggestions for policies and procedures throughout this report but our main focus here is on the modifications needed to convert the Jail into a general use homeless shelter. While not specifically called out in each section, all modilcations must meet current building code and ADA guidelines in addition to compliance with any state and local laws regarding the operation of a homeless shelter. Because this reuse option is a change from the custody model, codes of the day pertaining to the new use would be entbrced. The reuse from a jail to a homeless shelter has successfully been done in other jurisdictions across the country. The conversion of the Santa Ana Jail to homeless shelter would make use of all existing spaces, including inmate housing, food service, medical, security, laundry, storage, and processing. The vehicle saityport would be a good entry location as it could accommodate over 300 people that potentially would be lined up down the block waiting for facility access. The facility access portal is adjacent to the neighborhood residents and may, however, be seen as a threat to their neighborhood security and welfare. ■ Commercial Data Center Use This Jail Reuse Feasibility Option involves remodeling and reusing the City's Jail building as a commercial data center. Conversion of the building would primarily involve required changes to the facility's third and fourth floor eight housing units because they are best suited for the high ceilings and climate -controlled environment modifications required for data center functions. The building construction modifications will require (1) extensive HVAC to handle the excessive heat generated by the equipment (2) raised access floor system, (3) pre -emergent fire sprinkler systems, and (4) power and signal upgrades. Data center designs typically use a "rack unit" as the primary planning factor to estimate the necessary space, cooling and electrical power requirements. Each configuration should reflect total power, space, and floor -loading demands per rack across the layout. Just recently, rack designers, have developed a taller, wider and longer rack for more efficiency and emerging hardware. This is the primary reason why it is so important for the data center design team to identify and define the IT parameters at the outset of any project. it has been reported that recent trends show data centers older than seven years are typically obsolete. In some cases, the user's needs have grown beyond their data center's capabilities in as little as two to three years requiring relocation or expansion. Typically, for a data center investment to last 10 to 15 years, the design should be specifically tailored to encompass a business's current and future needs, or provide a 65A-15 design which allows for the flexibility to adapt to the growth and changes in the industry. For a realistic look at the design requirements for such a use, the consultants contacted the Vanir Area Manager who has the responsibility of constructing a data center building for Microsoft in Seattle, Washington. His expertise combined with the consultant team's experience and research has provided several insights as to what is needed to convert the existing Jail based on existing conditions. The most challenging aspects of this type of building change is detailed in the consultant team's analysis included in this Report. Overall, the feasibility analysis shows that the Santa Ana City Jail poses numerous challenges to integrating a state-of-the-art data center design. Based on its location, multi -story configuration, confined and compartmentalized (non -cohesive) floor plans, minimally -purposed electrical system and mechanical systems designed for personnel air conditioning only, the facilities are generally not accommodating to the demanding design requirements for a data center and will require extensive renovations to serve as a data center. The P1 Stadium Parking Garage is a five -level parking structure located at 1020 Civic Center Drive West, Santa Ana, California which is directly across the street from the Santa Ana City Jail. It is owned by the County of Orange and is operated by Parking Concepts, Inc. The parking structure is accessible Monday through Sunday, 24 -hours per day. Parking rates are $1.50 per hour (or any portion thereof), with a maximum fee of $13 per day payable by cash or credit card. Maximum interior height is 7 feet. On average, 1,200 of the 1,970 parking spaces are occupied leaving over 700 spaces free. On a weekday schedule, the number of spaces rarely exceed 65% as shown in the chart below. It should be noted Civic Center Drive Parking Structure that at approximately 2:45 PM every day there is a spike that sends the parking to 67.5% due to shift changes at the Santa Ana City Jail. The nearby City of Santa Ana Stadium seats 9,000 and can also greatly impact parking on game days. These games are usually on weekends and after hours. Approximately 900 spaces are occupied on an average weekend without a game. The graph on the following page shows the average daily use by day of the week for the P1 Stadium Parking Garage. As the usage graph shows, the Stadium Parking Garage, regardless of the day of the week, has between 53.0% - 67.5% of the available parking slots occupied. 65A-16 Based on the analysis of the parking use information, the consultant team has determined that the potential impact to parking in the immediate area of the Santa Ana City Jail, as a result of implementing each of the five jail reuse feasibility options should occur as follows: 1. Temporary Jail Holding Facility We do not foresee any changes to parking use or needs under the Temporary Holding Facility option. Staffing levels for the Jail will remain relatively the same which in tum will keep the parking needs at their present numbers. 2 Transitional Community Jail Reentry Treatment Facility There may be a slight increase in parking needs for the implementation of the Jail Reentry Treatment Facility option as staffing levels are likely to increase because of the recruitment and hiring of Reentry Program Specialists and contract community- based service provider personnel. However, the consultant team does not foresee the increase to significantly impact the parking capacity. a General Commercial Office Space Of all the feasibility options, the consultant team anticipates that the general community office space scenario will have the greatest impact on parking availability. The greatest impact will be during standard work days and hours with some increase on the weekends. The nature of the drop-in office environment makes it difficult to accurately forecast the extent of the impact until further exploration of this option has been completed. The number of offices and hours of operation will make the strongest impacts. Alternatively, the facility is located on three bus routes which may appeal to many users instead of taking their automobile to work. 4. Homeless Shelter With Supportive Services Space The consultant team does not expect the homeless shelter option to significantly increase parking in the garage over its current levels as there will be fewer staff and volunteers than working in the facility currently. However, we do anticipate the need for additional security, monitoring, and sanitizing of the structure. A large number of individuals waiting to gain access to the facility may seek shelter in or loiter near the garage, especially during inclement weather. 5 Commercial Data Center The consultant team expects the data center feasibility option will have less parking needs than the Jail's current use. Data centers by nature are not heavily staffed on a day to day basis. This will result in some lost parking revenue for the County, however, it may create an opportunity to lease spaces with other nearby businesses. The timeline durations highlighted in the following Table are based on the complexity and quality of the remodeling / refurbishment that would take place at the City Jail to accommodate the five feasibility options including (1) temporary jail holding facility, (2) transitional jail community reentry treatment facility, (3) general commercial office space, (4) homeless shelter with support services space, and (5) commercial data center use. The timeline is based on a design / bid / build construction delivery model which accounts for schedules to complete each phase of the project covering (a) design / engineering, (b) public bidding, (c) facility construction, and (d) FF&E installation. 10 65A-17 Santa Ma City Jail Estimated Timeline to Implement Jail Reuse Facility Options Reuse Facility Options Design / Engineering (months) Public Bidding months) Construction (months) FF&E Installation I (months) I Total Month Temporary Jail Folding Facility 0 0 0 0 0 Transitional Jail Community ` Reentry Treatment Facility 4 2 6 1 13 Commercial Office Complex 4 2 6 3 15 Forceless Sheller With Supportise Services Space 2 2 4 1 9 Commercial Data Center 8 3 12 3 26 A construction cost analysis was developed which included detailed expenditure information showing the overall fiscal impact the City would likely incur if each Jail reuse option was pursued through construction and ultimately implemented. The construction cost analysis included a summary conceptual cost statement showing building construction and project costs associated with each of the five Jail reuse options. The information covered cost factors that included (a) estimated range of building design changes; (b) escalated construction costs; and (c) other project -related expenses. The options and conceptual scope of work is presented as follows and summarized in the comparative construction cost analysis Table included in this section of the Report. Projected Scope of Building Modifications / Changes and Likely Construction Work Associated With the Implementation of Each Jail Reuse Feasibility Option 1. Temporary Jail Holding Facility Operationally, the inmate processing activity for this option focuses on the ground floor of the facility, primarily in the intake/release area. There are no building / system modifications or additional cost changes to continue using the existing inmate booking spaces, holding cells and connecting tunnel to the Orange County Jail. Only the (a) administration area, (b) vehicle sallyport, (c) intake space, (d) public lobby, (e) and Central Control room will be used under this option. The eight housing units on the third and fourth floors, visiting, and other detention support spaces will not be required for the temporary holding facility as arrestees will be held for no longer than 24 hours. 2 Transitional Jail Community Reentry Treatment Facility The work for this option encloses and transforms the third floor quasi -outdoor recreation yard into a large, habitable program room. The construction modifications will require lighting, power, level floor, acoustical finishes, HVAC, plumbing, and data necessary for a classroom setting. The floor of the story above makes it best suited and cost effective for this type of conversion. 3 Commercial Office Complex Space The work for this option entails converting the existing 70 square foot jail cells into small individual offices with data, telephone, WIFI, electrical, modern lighting, built-in 11 65A-18 work stations, acoustics materials, and wall finishes. Additionally, some cells would be combined into slightly larger offices and meeting spaces. Inmate housing dayrooms would be converted to larger co-worker, social, and networking areas. Public lobby / restrooms, staff lounges and other ancillary spaces would also be designed and included into the scope of construction. 4. Homeless Shelter With Supportive Services Space The work for this option installs a canopy and staging area in the vehicle sallyport, and converts the existing Jail intake / release area into a day center and reception area for the local homeless populations seeking shelter. This would include seating, personal property storage, kennels, meal service, and meeting space for programs and social service outreach efforts. The layout and function of the housing units will remain relatively the same, however, there will be moderate renovation construction costs associated with removing all soft furnishings and fixtures due to sanitation needs generally associated with this type of use. 5 Commercial Data Center The work for this option is located mainly in the third and fourth floor housing units as they are best suited for the high ceilings and climate controlled environment modifications required for data center functions. The building construction modifications will require (1) extensive HVAC to handle the excessive heat generated by the equipment, (2) raised access floor system, (3) pre -emergent fire sprinkler systems, and (4) power and signal upgrades. An estimated Statement of Probable Costs has been developed and summarized through the analysis for each option. Refinement of these estimates needs to occur throughout the programming and architectural process for each feasibility option. The consultants based the cost on general square footages that were derived through the following means: (1) discussions with staff regarding space needs, (2) hypothetical scenarios, (3) typical spaces found in correctional facilities, and related commercial building uses, (4) past practices, (5) current acceptable functional use areas / spaces utilized in the existing facility, and (6) State minimum correctional facility standards. The consultants also looked at available information for similar recently bid facilities and recognized estimating guides for correctional facility construction and commercial buildings. The resulting estimated Statement of Probable Costs are summarized under each feasibility reuse option and the costs are grouped into two categories covering (1) construction related costs, and (2) project -related costs. The construction related costs reflect costs that are typically submitted by the general contractor at bid time, and the project related costs are those non -general contractor related expenses paid by the owner. The factors that make up the Statement of Probable Costs in each category include the following items: Jail Reuse Feasibility Option Construction -Related Costs ■ Escalation: Since it is unknown when City funds will be available and when the City will be ready to design and bid the project, no escalation is included at this time. However, escalation has been running at.42% a month. Design Contingency: Since there is no design at this time other than a concept, a factor of 20.0% is provided for unknown project requirements based on the complexity of the options. ■ Contractor's Overhead and Profit/ General Conditions / Bonds: A factor of 17.3% for the contractor's overhead, and profit / markups including General Conditions, and bonds are also identified. 12 65A-19 Market Factor: The market factor (4.0%) is a geographical markup for current construction building projects and developments being pursued in the Santa Ana area. Jail Reuse Feasibility Options Project -Related Costs Without a draft design on the proposed options, it is not possible at this time to firmly estimate the value of these following factors. For evaluation purposes, however, fees typically encountered in these types of building projects were used. • Construction Contingency — These funds are intended for change orders, either owner or contractor initiated. ■ Architect / Engineers Fees — This fee varies depending on the complexity and number of specialty consultants employed by the architect. For this Jail design type of work, in addition to typical engineering: (1) a security hardware consultant; (2) security electronics engineer; and (3) a structural engineer may be employed. Typically, this fee is 10-12% of the total construction budget. ■ Building Project / Construction Management and Inspection — The costs include individuals or firms contracted for building inspection, materials testing, special inspections, construction administration / management (PM/CM), and other project management duties. Typically, this fee is 4-6% of the total construction budget. • Miscellaneous — This is a placeholder cost for building permit fees, duplication costs, special inspections, geotechnical, and other incidental costs. Typically, this fee is 2- 3% of the total construction budget. • FF&E — Movable furniture, fixtures, and equipment required for the construction project. Typically, this cost could be in the 6-12% of the total construction budget range. Vanir's best estimate for the various options are as follows: (a) Temporary Jail Holding Facility: 0%, (b) Transitional Community Reentry Jail Treatment Facility: 3%, (c) Commercial Office Complex Space: 6-10%, (d) Homeless Shelter: 5-8%, and (e) Data Center: 15-30%. The cost estimate data highlighted in the following Table shows that converting the Type II Jail facility to a temporary Jail holding facility will not require any facility modifications in order to implement this reuse feasibility option. Expanding the City Jail, however, into a reentry Jail treatment facility will necessitate an estimated additional cost to the City of $3,028,574. If the facility is renovated and remodeled into an office complex, this reuse option would require base construction changes totaling $23,015,861. If a reuse option is pursued which would change the operational characteristics of the facility's structure into a homeless shelter, the consultant team estimates this would cost approximately $4,348,932 in a one-time construction expense. If the City Jail complex was physically modified to accommodate data center functions, the consultants believe the physical plant modifications needed to make this conversion would amount to $16,966,222. 13 65A-20 Expenditure. Category' Temporary Jall Holding Facility Reentry Jail Treatment Facility Commercial Office Complex Homeless Shelter Data Center' Construction Costs: Base Construction $0 $ 1,592,847 $ 11,482,287 $ 2,202,003 $ 7,149,890 General Contractor overhead & Profit $0 $ 159,285 $ 1,148,229 $ 220,200 $ 714,989 General Contractor Markup $0 $ 87,607 $ 631,526 $ 121,110 $ 393,244 General Contractor Bond - $0 $ 41,394 $ 298,396 $ 57,225 $ 185,808 Design Contingency $0 $ 376,227 $ 2,712,088 $ 520,108 $ 1,688,786 Market Factor $0 $ 90,294 $ 650,901 $ 124,826 $ 405,309 Sub -Total $0 $ 2,347,654 $16,923,427 $ 3,245,472 $ 10,538,026 Project Costs: , Construction Contingency (10%) $0 $ 234,800 $ 1,692,343 $ 324,547 $ 1,053,803 A/EFees (1012%) $0 $ 234,800 $ 1,692,343 $ 324,547 $ 1,264,563 CM Inspection (4-6%) $0 $ 93,920 $ 676,937 $ 129,819 $ 632,282 Miscellaneous (2-3%) $0 $ 46,960 $ 338,469 $ 64,909 $ 316,141 FF&E (Varies; See above) $0 $ 70,440 $ 1,692,343 $ 259,638 $. 3,161,406 Sub -Total $0 $ 680,920 $ 6,092,434 $ 1,103,460 $ 6,428,196 ' The escalation cost tote midpoint or cossbuction is dependent upon the specific option and fimeline to Implement one or the flte Jail reuse re islbillty options and has not been calculated end Included in the estimate. Escalatlon has been mnnLg at 0.42% a month. 2 The price for aa0 data rocks needed for the data center option is not included in the estimate. The assessment task the consultant team followed resulted in the collection and analysis of a broad range of (a) operational programming, (b) building / systems design and proposed modifications, (c) financial impacts, (d) compatibility with existing building, (e) implementation schedule, and (f) public safety and community support level. The evaluation process which was used allowed the team to explore the options as a large collective group, and each individual reuse scenario to document advantages, disadvantages, identify obstacles and possible strategies / solutions to address these limitations which could work to create potential opportunities, particularly for the "out -of -box" feasibility options. To present the reuse feasibility options reviewed through the analysis and establish priority recommended rankings, an SWOT strategic planning analytical technique was stressed. The SWOT analysis helps organizations identify the strengths, weaknesses, opportunities, and negative impacts related to business competition or project planning. The analysis is intended to take the objectives of each reuse option or project and identify the internal and external factors that are favorable and unfavorable for achieving individual project objectives. Strengths and weaknesses are frequently internally -related while opportunities and negative impacts commonly focus on environmental placement. This review was based on the following definitions: Strategic Planning Project Information Process Strengths (Advantages): characteristics of the business/option or project that give it an advantage over others. Weaknesses (Disadvantages): characteristics of the option that place the business or project at a disadvantage relative to others. Opportunities: elements in the environment that the project or option could exploit to its advantage. 14 65A-21 Negative Impacts (Threats): elements in the environment that could cause trouble for the project or option. The major summary observations and other considerations which emerged from this strategic planning process is highlighted below for the primary jail reuse feasibility options evaluated in this Study. In reviewing the information, it is important to also note that any use for the building other than a detention facility may require the City to evaluate the building to current codes, general plan, and zoning for a new use. Any of the non jail uses / wild card feasibility options could also require the City to initiate a CEQA process. Based on the results of the SWOT analysis process, a summary implementation ranking from best to worst for the implementation of the proposed Five jail reuse options was also identified by the consultant team for this Study. Analysis of this information and related fiscal impact data was used to form the recommended rankings which is also highlighted at the end of each feasibility option described below. Advantages / Disadvantages and Ranking From Best to Worst For Jail Feasibility Reuse Options ❑ Temporary Jail Holding Facility This Jail reuse feasibility option will minimize the ongoing yearly operational costs of the City's adult detention facility while maintaining the building as its intended use, a Jail. Advantages (Strengths) - Use of the Jail as a temporary holding facility for detainees up to 24 hours fits the character of the building. The purpose of the temporary holding option is to cite and release or book arrestees into the Orange County Jail, instead of the City Jail, as they are currently. - No structural elements or building systems changes or space modifications are required to implement this jail reuse feasibility option. The Type II detention facility is extremely secure and has state-of-the-art security systems that are fully functioning and are designed to insure the safety of both inmates and the public. Conversion of the City Jail to an operational temporary holding facility should present few problems because highly experienced and qualified personnel (current and former custody staff) are in place to properly supervise detainee populations being booked into the Jail. - Current policies and procedures for processing felony and misdemeanor arrestees would continue to govern daily temporary holding facility intakes, bookings, medical / mental health screenings and inmate transfers via the connecting tunnel to the adjacent Orange County Jail for individuals being held for Superior Court adjudication. By limiting the daily population (ADP) of incarcerated individuals from an average of 375 per day for a full-service Jail down to an average of 20 projected for the temporary holding facility, the City's overall liability exposure will be significantly reduced due to the limitation of inmates housed at the converted facility. - All movable furniture, fixtures, and equipment (FF&E) required for a temporary jail holding facility has already been purchased and installed at the City Jail. The 15 65A-22 City should not have to incur additional expenses in FF&E purchases for the detention facility. - The interior and exterior of the facility located in downtown Santa Ana near the Orange County Jail is extremely well maintained. The building is predominately of concrete wall construction which shows no signs of structural failure or wear requiring maintenance or upkeep. High quality space finishes such as granite, porcelain fixtures, wood doors, and flooring throughout the facility make it one of the most attractive detention facilities in the State. - The existing building's mechanical systems are in good overall condition. The HVAC system operates normally and the fire alarm system is operating without issues. The electrical system, while it is original to the building, is also operating without issues. Because the existing Jail is already designed for the processing and housing of inmates and has been operating on a daily basis, there would be no impact on a schedule to convert it to a temporary holding facility. Disadvantages (Weaknesses) - The total annual cost for booking arrestees into a temporary jail holding facility estimated at approximately $8.7 million would be borne entirely by the City. This cost will continue to modestly increase due to cost of living adjustments and inflation factors given to personnel working in the detention facility 24 -hours, seven -days -a -week. - General fund budget allocations would be the primary revenue source for Jail expenditures. Contract leased detention bed revenue would not be available to offset the yearly cost of the holding facility. - The City would continue to be responsible for the repayment of the annual debt serve on the Jail building through 2024. - The third and fourth inmate housing floors of the detention facility would not be used. However, costs for age-related maintenance issues would continue as a City expense because the plumbing, electrical, and other mechanical systems which support these areas must still be maintained. Opportunities - Converting the City detention complex into a temporary holding facility will significantly lower the total number of custody officers and records specialists personnel needed to process and supervise inmates incarcerated at the Jail. In the past, personnel costs have accounted for approximately 85.0% of the Jail's budget requiring 124 staff to run the facility. This compares to 54 staff for a facility which temporarily holds detained offenders only up to 24 hours. The staffing reductions due to the proposed changes in inmate housing policies will translate into major reductions in yearly personnel costs. - By not using the third and fourth housing floors of the Jail, the City will be able to lower building overhead costs (less utilities, wear and tear on equipment, etc.) which will reduce total building budgeted expenditures. - The change to a temporary Jail holding facility operational model for the Santa Ana Police Department will likely increase the efficiency of shift patrol 16 65A-23 officers. By reducing the longer wait time to book apprehended arrestees at the Orange County Jail, they will have the opportunity to remain on patrol in the community for greater periods of time. Negative Impacts (Threats) - There has been great community opposition to continue use of the existing building as a detention facility. Much of the opposition has surrounded the use of the building as an ICE -contracted facility. There will likely continue to be some vocal opposition to any use of the facility related to correctional or detention purposes. Unresolved Issues - See page 28 of this Executive Summary section for narrative description. Jail Reuse Feasibility Study Vanir Consultant Team Recommended Feasibility Options Ranking Based on the results of the analysis and evaluation process, a summary ranking from best to worst for the implementation of the proposed five jail reuse feasibility options was established by the Vanir consultant team. Analysis of this information and related fiscal impact data was used to form the following recommended implementation ranking: Temporary Jail Holding Facility Recommended Ranking: Jail Reuse Implementation Option #1 ❑ Transitional Jail Community Reentry Treatment Facility This Jail Reuse Feasibility Option will continue the facility's use as an adult detention facility with expanded rehabilitative treatment and supportive evidence -based 'best practice" programming which can be offered through leased custody beds to other correctional agencies including the California Department of Corrections and Rehabilitation (CDCR). Advantages (Strengths) - Use of the Jail as a reentry treatment facility fits the character of the building. The expanded services and other new classroom programs which will be initiated complements the facility's existing array of inmate programming services. - The Type II detention facility is extremely secure and has state-of-the-art security systems that are fully functioning and is designed to continue ensuring the safety of local inmates, other correctional agencies, and the public. - Conversion of the City Jail to a reentry treatment facility should present few problems because highly experienced and qualified personnel (current and former custody staff) are in place to properly supervise jail detainee populations. - Current established policies and procedures for processing inmates would continue to govern daily essential facility operations. - The interior and exterior of the facility located in downtown Santa Ana near the Orange County Jail is extremely well maintained and does not require upgrades 17 65A-24 in order to accept other correctional agency detainees. The building is predominately of concrete wall construction which shows no signs of structural failure or wear requiring maintenance or upkeep. The existing building's mechanical systems are in good overall condition. The HVAC system operates normally and the fire alarm system is operating without issues. The electrical system, while it is original to the building, is also operating without issues. The renovation of the recreation yard and conversion to program space would provide a facility -wide total area containing 7,033 square feet for classroom activities. This would raise the dedicated classroom / program areas to approximately 4.5% of the total 168,243 square feet contained in the building. This expands available classroom and programming space at the Jail by nearly 40.0% compared to what is found in typical California jail facilities. Most of the movable furniture, fixtures, and equipment (FF&E) required for a transitional Jail community reentry facility has already been purchased and installed at the City Jail. The City will only have to incur an additional small expense in FF&E purchases for the expanded new 2,200 square foot classroom space which will be added to the Jail. Because the existing facility is already designed for the processing and housing of inmates and has been operating on a daily basis, the conversion of the quasi - outdoor recreation yard to classrooms and inmate programming space will only require a13 month schedule to conclude. Disadvantages (Weaknesses) - The Jail lacks highly qualified reentry program specialists. The Jail will need to recruit and hire additional trained reentry specialists and contract with community-based service providers knowledgeable with the delivery of evidence - based inmate validated reentry assessments, cognitive behavioral therapy, and rehabilitative treatment for convicted offenders. - The City would continue to be responsible for the repayment of the annual debt service on the Jail building through 2024. - In order to be able to offer expanded inmate programming at the facility, the City will have to incur a one-time project and construction cost of approximately $3.0 million expense for remodeling the recreation yard for conversion to classrooms and other programming areas. O000rtunities - There is a need to build a continuum of reentry services that starts in the Jail and continues when local inmates transition into the community. Developing reentry services for inmates leaving jail reduces reoffending rates. - The reentry programming and services could be directed to sentenced offenders using a contract detention bed agreement with outside State and federal correctional agencies. Such an arrangement would lower the City's annual general fund allocation which must be made to the Jail's budget to support general staffing and detention facility operations. 18 65A-25 Negative Impacts (Threats) - There has been great community opposition to continue use of the existing building as a detention facility. Much of the opposition has surrounded the use of the building as an ICE -contracted facility. There will likely continue to be some vocal opposition to any use of the facility related to correctional or detention purposes. Contracting with outside correctional agencies for leased custody beds places the City in a position of continually being dependent upon the State or federal budgeting process for continuing contracts into future years. Unresolved Issues - See page 28 of this Executive Summary section for narrative description. Jail Reuse Feasibility Study Vanir Consultant Team Recommended Feasibility Options Ranking Based on the results of the analysis and evaluation process, a summary ranking from best to worst for the implementation of the proposed rive jail reuse feasibility options was established by the Vanir consultant team. Analysis of this information and related fiscal impact data was used to form the following recommended implementation ranking: Transitional Jail Community Reentry Treatment Facility Recommended Ranking: Jail Reuse Implementation Option #2 ❑ Community Commercial Office Space: This Jail Reuse Feasibility Option will involve major renovation of the existing City Jail building structure and systems that would result in a new modern general modern office complex. Advantages (Strengths) Many businesses are shifting from individual office spaces to open workspaces to improve collaboration among the workers. This new modern workspace is a transition from the traditional layouts to a mix of open workspaces and enclosed rooms for meetings and when confidential conversations are critical. This work arrangement favors the new, young up-and-coming workforce. The building renovation and new construction would make available a total of 168,243 square feet of space which would support office environments on four levels of the building. Level one contains the largest area and Level two contains the smallest area of space. The third and fourth levels contain an area which accounts for approximately one-fourth of the building's total space. The commercial office complex would contain a wide mix of office arrangements which could be leased to individuals, start-up companies, and existing firms needing expansion workspace. Companies with proprietary services and product lines would be target candidates to occupy this remodeled space. - Having office space located in the Santa Ana Civic Center Plaza area could be favorable and possibly profitable. The vicinity around the Jail lacks an abundance of available office resources. The closest concentration is anchored 19 65A-26 in Costa Mesa where several office -available facilities encircle the area's business and shopping resources. Existing 70 square foot Jail cells would be converted into small individual offices with data, telephone, WIFI, electrical, modern lighting, built-in workstations, acoustic materials, and wall finishes. Some cells would be combined into slightly larger offices and meeting spaces. Inmate housing dayrooms would be converted to larger co -work, social, and networking areas. Public lobby / restrooms, staff lounges, and other ancillary spaces would also be designed and included in the office building. The quasi -outdoor recreation yards adjacent to the housing units would be converted to elegant courtyards with lush landscaping, tables, and benches for staff and visitors. These areas would be suitable for outdoor breaks, snack, learning, quiet, and small group meeting areas. The Jail has both optics and sensors which make the facility safe for the purpose of the office space reuse option. The building structure layout which includes large column bays at 30' x 50' is well suited for offices. Existing structures and elements were originally based on restricted access, security, and durability so most are in good shape and reusable with some minor redesign to make access and use less cumbersome. The paint, furniture, and fixtures in the facility are predominately in very good to excellent condition throughout most of the building. Original flooring is found throughout the facility and most of it is in good condition as it has been cleaned and waxed on a regular basis. The plumbing chase in cell areas allow for relatively easy remodeling access for infrastructure placement of electrical, telephone, data, and WIFI circuitry which will minimize overall renovation costs. Disadvantages /Weaknesses - With the mobile aspect of today's office technology and the use of smart phones, laptops, and internet which enables individuals to work from just about anywhere, the traditional office setting is becoming antiquated in some industries. - Because the office space option is a major change from the custody model, building codes of the day pertaining to the new use would be enforced. - Electrical power requirements may be inadequate for an office environment given the existing occupancy. Because of its inmate nature, the Jail will not have power for laptop computers, phone/PAD charges, and other office equipment. - Because office space has exceedingly more furniture and equipment than a jail environment, there will be more fire loading which will likely require a different fire control system than is currently installed. - There are five elevators within the Jail. The elevators were reportedly custom- made for the facility and finding repair/replacement parts for these custom units has proven difficult in the past. This requires serious replacement considerations 20 65A-27 regardless of which reuse option is chosen as lack of dependable vertical conveyance could be a major and costly obstacle. Although the building's carpet appears to be in adequate condition, it is showing signs of wear and age, and is not modern enough for an office setting and should be replaced or removed. In order to renovate / remodel the City Jail complex to accommodate a general commercial office use, the City will have to incur a one-time significant project and construction expense of approximately $23 million. This amounts to a renovation cost of approximately $100 a square foot. The City would continue to be responsible for the repayment of the annual debt serve on the Jail building through 2024. - The duration of the building conversion design, bidding, and construction schedule will take place over a 15 month period. Opportunities - Because of present workspace pricing for similar office space facilities in neighboring Anaheim and Costa Mesa range from $300 - $400 per person on a 24 month lease agreement, this option has the potential to create a significant revenue stream. Repurposing the kitchen and adding a dining area for reuse as a restaurant would make good use of existing high-end equipment / fixtures and provide yet another potential income resource. - The proximity of the Jail site to local Courthouses (within walking distance) could be a significant draw for certain types of potential tenants including attorneys and paralegal service firms. The proximity to the Courthouses is a selling point nearby office facilities use in marketing their space. - Local jurisdictions have converted detention facilities into office buildings. The Bayview Correctional Facility, for example, in New York City which was constructed in 1933 is currently being converted to a women's non-profit office building sponsored by Warren E. Buffet. The remodeling will add offices, landscape terraces, and an art gallery. Neoative Impacts (Threats) - In the greater Los Angeles and Orange County areas, there are 15 of such business who offer a wide range of informal office lease arrangements for individuals, firms, and local business needing expansion workspace. - Most co -work space are in commercial office buildings containing an abundance of natural light. Unresolved Issues - See page 28 of this Executive Summary section for narrative description. Key Summary Observations The conversion of the Santa Ana City Jail to a general commercial office center would make good use of all existing spaces including inmate housing as a majority of requirements to do so are surface / facial only. The 70 square foot 21 65A-28 cell design is consistent with the modern trend for smaller co -work office space. By further researching the local co -work office market, the City can get a better understanding as to the type of designs and space layouts that are most popular and in demand in and around the Santa Ana City Jail. Additionally, the City will need to determine the type of shared workspace they will provide or if the intent is to convert it into one large office space for one organization only. Jail Reuse Feasibility Study Vanir Consultant Team Recommended Feasibility Options Ranking Based on the results of the analysis and evaluation process, a summary ranking from best to worst for the implementation of the proposed five jail reuse feasibility options was established by the Vanir consultant team. Analysis of this information and related fiscal impact data was used to form the following recommended implementation ranking: Community Commercial Office Space Recommended Ranking: Jail Reuse Implementation Option #3 ❑ Homeless Shelter Housing and Supportive Services Space: This Jail Reuse Feasibility Option involves renovating and reusing the City's Jail building as a converted homeless shelter with supportive services space. Advantages (Strengths) - The Jail site location provides several advantages regarding public amenities such as (a) public transportation access, (b) ADA accessible path of travel, (c) public parking, and (d) proximity to the City Police Department. - The detention facility could be modified to meet the typical needs of homeless individuals including (a) shelter, (b) food, (c) clothing, and (d) security. Laundry and hygiene services can also be offered. Meals from the existing kitchen can also be prepared and made available. Personal property storage is also available. The existing Santa Ana Jail facility and Functional Use Areas (FUA) provides many advantages to be reused as a homeless shelter. The existing cells provide housing, bedding, toilet room amenities including ADA accessible toilet rooms and showers. The existing day rooms provide open space for people to socialize and move about. Other Important amenities such as kitchen, dining and laundry space which is necessity for the care of homeless people is also contained in the Jail. The existing Jail facility provides many advantages regarding security and monitoring such as the proximity to the existing Police Department including the overall design layout of the facility which provides efficient line -of -sight and monitoring. The building's sallyport provides a high level of security when transporting people that may be a danger to themselves or others. The fire alarm system provides the facility with the necessary fire life safety requirements for housing people. 22 65A-29 The Jail's mechanical and electrical system's current design will provide heating, cooling, and lighting for housing homeless individuals. The plumbing system is also designed for a similar use. The duration of the building conversion design, bidding, and construction schedule will take place over a nine month period. Most required furniture, fixtures, and moveable equipment (FFBE) are already in place at the Jail. Disadvantages (Weaknesses) - The presence of a large homeless shelter project at the Jail site location / neighborhood area would likely increase (a) vagrancy of homeless people and pets, (b) begging and public harassment, and (c) crime effecting public safety and property. - The proximity of existing Civic Center Plaza and adjacent neighborhood requires a higher level of security and monitoring for the public when a homeless shelter is in a mixed-use area. - Existing finishes such as floor carpet, wall fabric, acoustical ceilings etc. would need to be removed to avoid several infectious diseases that are common issues with homeless people. New cleanable hard -surface finishes would be necessary to provide maintenance wash -ability to meet health and safety codes. - Replacing existing high security cell doors should occur to soften the appearance of a jail facility. Minor remodeling and new finish upgrades throughout the facility will need to be done to avoid the appearance of a jail facility. Providing new finishes throughout the facility will help promote a more inviting space for homeless and staff. - The existing multi -story building increases the need for additional security to provide the necessary safety for the homeless and staff. - Ingress and egress is more complicated with a multi -story facility due to the many different issues homeless people encounter such as, physical and mental disabilities. - The facility lacks proper outdoor space and amenities necessary to provide for the homeless and their pets. Proper designed open space is necessary to minimize vagrancy and homeless camps from taking over public areas of the existing Civic Center Plaza and the surrounding neighborhood. - In order to renovate / remodel the City Jail complex to accommodate a homeless shelter with housing and supportive services space, the City will have to incur a one-time project and construction expense of approximately $4,348,932. - The City would continue to be responsible for the repayment of the annual debt serve on the Jail building through 2024. - The shelter will bring about an increased homeless presence in the area because access to the shelter would be on a first-come, first -serve basis and many individuals may be camped out on the sidewalks to get in the next day. 23 65A-30 - The Jail's sallyport will need to be modified to better handle personal property and pets. - As a result of the homeless shelter, the building's entire area will likely be noisy when busy. The addition of sound dampening materials will need to be placed throughout the space to help alleviate some of the reverberations. The materials used must be bacteria and pet resistant and able to withstand rigorous sanitation. Hygiene, sanitation, and pest control must be paramount throughout the shelter and be addressed multiple times per day. The City Jail facility is in excellent condition but is not, in total, ADA (Americans With Disabilities Act) compliance. Because the homeless center option with support services space is a change from the custody model, building codes of the day pertaining to the new use would be enforced. Opportunities - The general bed space contained in the detention facility could be remodeled and converted to a homeless shelter that potentially serves up to half of the City of Santa Ana's growing homeless population based on recent census data. The City's entire homeless problem still will not be solved. Development of a homeless shelter with a day center emphasis would help reduce loitering, panhandling, and public nuisance issues that many citizens consider a great concern with the community's large number of homeless individuals. The proposed homeless shelter concept plan for the reuse of the Jail mirrors the community's new Courtyard project in its capacity, operations, and services being made available to local homeless populations. The Courtyard is a joint venture between the Midnight Mission in Orange County sleeping up to 400 people on a first-come, first -serve basis. During the day, it is used as a drop-in center serving 250-400 guests looking for service connections, hygiene services, showers I restrooms, a meal, and a place to rest. Storage is provided for guests and security is provided around the clock. Several other counties across the country have converted detention facilities into homeless shelters to serve their surrounding communities. The Bent County, Colorado Department of Local Affairs, for example, estimates that housing homeless in their vacated jail essentially saved them half the expenditures than if they lived on the street. Negative Impacts (Threats) The shelter would be located adjacent to a 1,900 stall public parking garage which homeless individuals may take shelter in during inclimate weather if the temporary shelter is full. - The shelter would have a large daily concentrated movement of homeless individuals in and out of the facility. The shelter would likely not be conducive for families that want to stay together or individuals with infant children. 24 65A-31 - There will likely be major intense neighborhood opposition to the opening of a new homeless shelter serving several hundred individuals. - The homeless shelter must address and potentially separate any persons with obvious mental health issues who may be prone to self -harm, especially if they are located in any mezzanine areas of the facility. Drugs, alcohol, and weapons must be prohibited and residents should be searched when entering the facility to eliminated any potential contraband. Unresolved Issues See page 28 of this Executive Summary section for narrative description Key Summary Observations The change / reuse of a facility from a jail to a homeless shelter has been done in other jurisdictions. The conversion of the City Jail to a homeless shelter would make use of all existing spaces including inmate housing, food service, medical, security, laundry, storage, and processing areas. The vehicle sallyport would be a good entry location because it could accommodate up to 300 people who potentially would be lined up down the block waiting for facility access. The facility access portal is adjacent to neighborhood residents and may, however, be seen as a great threat to their neighborhood security and welfare. Jail Reuse Feasibility Study Vanir Consultant Team Recommended Feasibility Options Rankino Based on the results of the analysis and evaluation process, a summary ranking from best to worst for the implementation of the proposed five jail reuse feasibility options was established by the Vanir consultant team. Analysis of this information and related fiscal impact data was used to form the following recommended implementation ranking: Homeless Shelter Housing and Supportive Services Space Recommended Ranking: Jail Reuse Implementation Option #4 ❑ Commercial Data Center: This Jail Reuse Feasibility Option would repurpose the detention facility to serve as a high technology center focusing on equipment rather than accommodating people. Advantages (Strengths) The Jail's existing security systems will accommodate and support commercial data center physical plant operations. Physical security access is usually restricted to selected personnel. Controls typically include layered security systems, often starting with fencing, bollards, and mantraps. Video camera surveillance and around-the-clock security guards are common place if the data center is large or contains sensitive information within any of its systems. Fingerprint recognition mantraps are also becoming more prevalent. 25 65A-32 Disadvantages (Weaknesses) - The Santa Ana City Jail poses numerous challenges to integrating a state-of-the- art data center design. Based on its location, multi -story configuration, confined and compartmentalized (non -cohesive) floor plans, minimally -purposed electrical system and mechanical systems designed for personnel air conditioning only, the facilities are generally not accommodating to the demanding design requirements for a data center and will require extensive renovations to serve as a data center. Data center facilities rarely meet the operational and capacity requirements of their initial design. The combination of new technologies, such as blade servers, which require substantial incremental power and cooling capacity; pressures to consolidate multiple data centers into fewer locations; the need for incremental space; changes in operational procedures; and potential changes in safety and security regulations converge to impose constant facilities changes in the modern data center. Thus, the overarching rule in data center facilities is to design for flexibility and scalability. The key to accommodation is based primarily based on ceiling height of a minimum of 12-15 feet. This is to allow an elevated panelized flooring for primarily for cooling and a sufficient volume of space above the racks to minimize heat buildup, trays, and exhaust ducting. More importantly, the significant revamping of the building's space and systems for a total of 7.6% of the total floor area may not be cost-effective given the uncertainly of changing technology. - In order to convert the building to a commercial data center, the City will have to incur a one-time project and construction expense of approximately $16,966,222. Because the data center reuse option is a change from the custody model, current building codes pertaining to the new use would be enforced. - The City would continue to be responsible for the repayment of the annual debt serve on the Jail building through 2024. - The duration of the building conversion design, bidding, and construction schedule will take place over a 26 month period. - The facility does not meet the ideal data center layout as a single floor, stand- alone building with equipment in a centralized space with an open floor/cohesive use layout with adequate electrical and mechanical systems to power and cool the center's equipment. - The City Jail building does not allow for the modularity needed for a data center to change and adapt with technology trends systematically by adding data modules or updating equipment as needed. - Recent trends show data centers older than seven years are typically obsolete. In some cases, the users needs have grown beyond their data centers capabilities in as little as 2-3 years requiring relocation or expansion. The feasibility analysis compared the Jail with 24 critical features for data centers. Only six of the key features were present in the facility and four others partially met the requirements. Fourteen of the essential features required in a data center were not present in the detention facility building or systems. 26 65A-33 Opportunities - Development of the commercial data center reuse option could possibly provide a new revenue source to offset the City's building debt service cost. Negative Impacts (Threats) - The City could face significant competition with experienced data center providers. - Needed modifications to the Jail will be expensive in relation to accommodate minimal services. Ideally, data centers are built in suburban locations in industrial type, single story windowless structures with large floor plates unlike the Jail. - The City may have to undertake a CEOA process because of the change in building use. - Maintaining stable temperatures and humidity within tight tolerances is critical to IT system reliability and may not be met within the detention facility without extensive modifications. A commercial data center service will also cause the provider to pay expensive monthly power rates. Unresolved Issues - See page 28 of this Executive Summary section for narrative description. Key Summary Observations Overall, the Santa Ana City Jail poses numerous challenges to integrating a state-of-the-art data center design. Based on its location, multiple story configuration, confined and compartmentalized (non -cohesive) floor plans, minimally -purposed electrical system and mechanical systems designed for personal air conditioning only, these facilities are generally not accommodating to the demanding design requirements for a data center and will require extensive renovations to serve as such. Additionally, the equipment loading may significant effect the structural stability of the third and fourth floors, thus a structural analysis would need to be completed upon knowledge of the exact data center equipment anticipated. Finally, the significant revamping of the space and systems for a total of 7.6% of the total floor area may not be cost-effective given the uncertainty of changing technology and structural adaptability. Jail Reuse Feasibility Study Vanir Consultant Team Recommended Feasibility Options Ranking Based on the results of the analysis and evaluation process, a summary ranking from best to worst for the implementation of the proposed five jail reuse feasibility options was established by the Vanir consultant team. Analysis of this information and related fiscal impact data was used to form the following recommended implementation ranking: Commercial Data Center Use Recommended Ranking: Jail Reuse Implementation Option #5 `*A 65A-34 During the course of completing the evaluation process used in the Feasibility Study, the Vanir Team identified three items requiring further exploration associated with the Jail Reuse options presented. The items concerned both operational and financial criteria which, from an assessment perspective, could only be broadly reviewed because the study did not include a more fully developed and defined implementation proposal for the Reuse options. The unresolved issues involve (1) Santa Ana City Police Department booking operations impacts, (2) revenue forecasting impacts, and (3) multiple use building option implementation impacts. Santa Ana ON Police Department Bookina Operations Imoacts As an example, if the City moves forward with converting the building structure for other non -detention jail uses such as (a) community co -work office space, (b) homeless shelter housing and supportive service space, or (c) data center use, the Police Department could lose its location for processing local arrestees who are temporarily detained in the City Jail. This change will impact police booking operations which could involve another facility, as well as lost time for booking arrestees at the County Jail, particularly during peak weekend periods. It could also impact the processing and detaining of local arrestees that are unable to be detained at the County Jail for certain infractions. These factors could bring about significant costs and operational changes for the Police Department. Revenue Forecasting Impacts Another key planning issue which should be further examined and considered for the implementation of a specific Reuse option involves the development of expanded detailed agency revenue forecasts associated with the shift of the City Jail to other uses. Without a comprehensive building redesign and operational implementation plan including detailed fiscal offsetting agency revenue projections and analysis, the Feasibility Study used known generalized forecasts of potential revenue sources, grants, and other funding likely to occur with the use of a specific option in the assessment and evaluation process. For example, the importance of the need to further refine this issue is highlighted with the change of the Jail to co -work office space. The Feasibility Study estimates that construction and project costs for such a conversion will reach $23 million. The assessment further shows that there is a need for additional co -work office space in the local community. The analysis also shows that because workspace pricing for similar office facilities in surrounding communities ranges from $300 - $400 per person on a 24 - month lease agreement, it has the potential to create a significant revenue stream for the City. Additional planning work to verify and establish the specific revenue projections for leased space agreements should be undertaken as part of the further development of any implementation plan before proceeding with the co -work office Reuse option. Multiple -Use Building Reuse Options The third unresolved issue involves identifying the major impacts which might be associated with other multiple -use building option implementation plans which could be considered for the site and Jail building structure. The Feasibility Study examined five independent specific Jail Reuse options. For each option the consultant team conceptualized the building's use as a single purpose facility. If the multiple -use discussion is pursued, further evaluation using similar assessment criteria needs to be examined. 28 65A-35 The Santa Ana City Jail Reuse Feasibility Study is organized into four sections and supporting Appendix information. Section 1: Executive Summary provides information about the (a) need for Jail Reuse Feasibility Study, (b) conclusions from the City Jail Condition Assessment Report, and (c) descriptions of the five primary reuse evaluation options, fiscal analysis, advantages / disadvantages considerations and recommended implementation option rankings. Section 2: Introduction and Study Planning Approach gives an overview of the Santa Ana City Jail including the Board of State and Community Corrections (BSCC) rated capacity, changes in inmate custody days, average daily population (ADP) levels, and inmate booking trends. Section 3: Jail Facility Description provides detailed information showing (a) operational policies, (b) jail construction characteristics, and (c) housing unit configuration and basic characteristics of the physical site upon which the Jail complex is situated. Other information also highlights the major findings from the City Jail condition assessment and evaluation which was also conducted as part of the Feasibility Study. A key part of the Jail Reuse Feasibility Study included the collection of summary information about the detention facility's physical plant condition and building systems strengths and weaknesses. The condition assessment focused on factors related to the correctional facility such as (1) configuration and intended security levels, (2) defined uses of the facility, (3) physical condition of the building elements, (4) quality of the space, (5) circulation, location adjacencies, and level of privacy, and (6) ability to achieve intended security and level of safety for staff and inmates as well as compliance with standards. Section 4: Analysis and Evaluation of Jail Reuse Options provides an in-depth review and analysis of the five Jail reuse building options that were selected for the follow-up primary research and evaluation work conducted by the Vanir consultant team. The assessment process and information compiled and analyzed for each Jail reuse feasibility option included (a) summary building reuse descriptions, (b) facility impacts and identified modifications, (c) major functional use area floor space changes, and/or other significant considerations that are effected through the implementation of each Jail reuse option, (d) summary conceptual fiscal cost analysis statements, and (e) a summary outline of major strengths, weaknesses, opportunities, and negative impacts associated with the implementation of each reuse option. 29 65A-36 SECTION 2: INTRODUCTION AND STUDY PLANNING APPROACH Santa Ana City Jail Reuse Feasibility Study Santa Ana, California by the Council The information in this Section of the Santa Ana City Jail Reuse Feasibility Study provides an overview of the Santa Ana Jail including the Board of State and Community Correc- tions (BSCC) rated capacity, jail construction characteristics, housing unit configurations, and basic characteristics of the physical site upon which the Jail complex is situated. Other information describes the scope of work and outline of the methodology and planning approach the Vanir consultant team followed throughout the Study. Santa Ana is governed by a City Council composed of seven members including the Mayor and six Council members. Council members represent one of six distinct geographic wards in the City and are elected to four-year terms with a limit of three consecutive terms. The Mayor is elected at large for a two year term with term limits of no more than six 2 -year terms. The Mayor Pro Tem is nominated and elected The Santa Ana City Jail is located at 60 Civic Center Plaza in Santa Ana, California, 30 miles south of Los Angeles and about ten miles west of the California coast. Santa Ana is the Orange County seat of government with a population of 329,427. It is the second largest city in Orange County, the eleventh largest in California, and the 571h most populous in the United States according to the U. S. Census Bureau (2011). The City has a total area of 27.5 square miles of which 27.3 square miles is land and 0.2 square miles is water. The County population is approximately 3,010,232 as of the 2011 census. Population trends for the County have been showing an increase over the past few years but the added growth has been much slower than projected in the past. The largest growth in County population has occurred in the City of Irvine. Santa Ana is one of 34 incorporated cities and 28 other unincorporated communities located in Orange County. There are two jails within the City of Santa Ana including the (1) Santa Ana Jail (City -owned), and (2) Santa Ana Central Jail (County -owned). The two jail facilities are connected via an underground tunnel. This Jail Reuse Study responds to the City's detention facility only. The Santa Ana City Jail was completed in 1997 and provides housing for pretrial and sentenced male / female inmates. It is operated as a Type II adult detention facility that mainly houses incarcerated individuals held on State and Federal charges. It does not house individuals detained by the Santa Ana City Police Department. These detainees are initially booked into the jail and subsequently transferred to the County -owned facility if they have felony charges. The Board of State and Community Corrections (BSCC) has established a rated capacity of 480 inmates based upon applicable 1994 Title 24 Physical Plant Jail Standards. The BSCC rates the detention capacity based on the overall size of the bed and detention space, number of plumbing fixtures, and applies the year of the statewide standard in effect when the construction of the facility was concluded. The facility does have a maximum bed capacity for 512 inmates. The City Jail is a full-service, four -level, low-rise adult detention facility containing space for (a) vehicle sallyport, (b) intake and release, (c) inmate housing and dayrooms, (d) visiting, (e) medical ! mental health services, (f) inmate programs, (g) food services, (h) laundry, (i) visitor and staff circulation, Q) 30 65A-37 Central Control operations, (k) maintenance and storage, (1) outdoor recreation, and (m) jail administration. The facility can provide a full spectrum of inmate education programs, counseling services, medical and psychological services. Through 2016, the Jail was staffed by 124 civilian personnel which included (a) jail administrator, (b) police administrative manager, (c) ten correctional supervisors, (d) 94 correctional officers (both full- and part-time, and (e) 18 other support personnel. On a daily basis, these staff assume responsibility for carrying out all operational support tasks and inmate supervision activities at the detention facility. The Jail consists of both cells and dormitory housing settings. Inmate housing includes eight new generation podular direct supervision tiered units with dayrooms, classrooms, medical services area, visiting, and circulation space. One of the housing units is designed for maximum security classification detainees who must be housed in administrative segregation single cells. The combination of settings allows for a flexible placement of inmates that adjusts with fluctuating needs. Eighty-nine percent (89%) of the Santa Ana Jail contains 149,826 gross square feet of indoor space. The total square footage in the building, including the vehicle sallyport and outdoor recreation areas, is 168,243. The detention facility's building area is located on four levels. Level one contains the largest area in the building, followed by inmate housing space on levels three and four. The second level contains the smallest area of space where administrative functions and inmate release processing occurs. Total Available Building Space Contained � in the Santa Ana City Jail by Level i 1 st Level 2 n Level 3rtl Level 4t' Level Total i 48,772 34,087 43,652 41,733 168,243 i 29.0% 20.3% 25.9% 24.8% 100.0% Inmate custody days and average daily population (ADP) trends highlighted in the following Table shows for the period 2013-16, the City Jail had a total yearly average of 136,958 inmate custody days. This has resulted in an average daily inmate population of 375 detainees. An average of 85 of the inmates have been females and 290 have been male detainees. Over this four year recent period, total inmate custody population in the detention facility declined 22.1%. Changes in Total Santa Ana City Jail Inmate Custody Days and Average Daily Population (ADP) Trends 2013 -16 Yearly Jail Custody Days 2013 2014 2015 2016 Average Total Inmate Custody Days 161,744 138,531 121,496 126,060 136,958 Average Daily Population (ADP) Male 355 291 240 274 290 Female 88 89 93 71 85 Total 443 380 333 345 375 Note: Yearly inmate custody days and inmate population (ADP) has declined 22.1% during this recent 4 year period. 31 65A-38 For the period 2013-16, the Santa Ana City Jail processed an annual average of 7,134 local bookings which represented 595 each month or 20 per day. Nearly 61.7% of the average annual bookings involved felony detainees and 36.3% were defendants charged with misdemeanor offenses. The Jail also handled a small number of yearly bookings involving juveniles detained by local police agencies prior to their transfer to the County Juvenile Hall. Close review of the yearly jail booking trends shows that the detention facility has consistently experienced significant fluctuations in the average number of monthly bookings processed by jail personnel. Over the four year period between 2013-16, monthly bookings have ranged from a low of 482 to a high of 803. Jail misdemeanor and felony law enforcement bookings have also declined by -7.8% through 2016. Felony inmate bookings have decreased -11.9% while misdemeanor offense intakes / bookings declined -2.5%. In 2016, jail intakes / bookings averaged 18 per day which was the lowest number of average daily detainee bookings processed following initial construction of the Jail. Santa Ana City Jail Changes in Inmate Booking Trends 2013 -16 Percent Jail Bookings 2013 2016 Change Felony 4,555 4,015 -11.9% I Misdemeanor 2,503 2,440 -2:5% Juvenile 127 172 35.4% Total 7,185 6,627 -7.8% i In FY 2016-17, the Santa Ana City Jail's adopted operational budget totaled $18.4 million. Inmate housing contracts the City had negotiated with the Federal Bureau of Prisons, U. S. Marshal's Service, and Immigration and Customs Enforcement (ICE) agency combined with jail kitchen rental fees, miscellaneous booking fees, and Jail Pay -to -Stay Program provided offsetting revenues of approximately $16.1 million. These offsetting budget revenue sources lowered the annual fiscal deficit for the detention facility to approximately $2.1 million plus reoccurring debt service which continues through 2024. In prior years, the operating fiscal deficit for the Jail had ranged from $3.5 to $5.1 million. This was in addition to the reoccurring debt service the City pays as a result of the financial arrangement entered into for the original design and construction costs for the Civic Center Plaza facility. This operating budget deficit historically has been covered through a general fund allocation reviewed by the City Manager's Office and annually approved by the City Council. Beginning in late 2016, the City Council and community's response to the continuing operation of the City's pretrial / sentenced jail custody detention facility came into question. It began to be seriously reconsidered, particularly as immigrant advocacy groups across California and throughout the U. S. more vocally started challenging Federal law enforcement apprehension / detention arrest policies involving individuals identified as "illegal" alien residents. California jurisdictions, particularly cities, initiated lawsuits, public protests, and took other steps to limit local jails cooperation and notification procedures to immigration enforcement agencies like ICE whenever these categories of incarcerated residents were housed in local detention facilities. Some jurisdictions have labeled their communities as "sanctuary cities" in greater defiance of the Federal detention notification requirements jail administrators traditionally have followed when handling ICE detainees. 32 65A-39 In December 2017 after extensive discussion with a range of community residents, Santa Ana advocacy groups, immigrant family service providers as well as the Police Department and Jail staff, the City Council took steps to limit the total number of detainees who could be incarcerated in the City Jail under the contract agreement with ICE. The City Council voted to modify the ICE contract to reflect the new policy direction the Council wanted to pursue. Shortly after the City Council's actions, the Immigration and Custom Enforcement (ICE) California Administrator notified the Jail of their intent to terminate their inmate housing contract with the City within 90 days. After this notification, ICE began removing their contract prisoners from the detention facility. Many of the detainees were transferred to a new contract ICE had established with the Orange County Sheriffs Department for the temporary holding of ICE detainees. The loss of the ICE contract reduced the average daily inmate population at the Santa Ana Jail by nearly 250 inmates. This resulted in a new operating fiscal deficit of approximately $10.5 million, not including debt service. With the reduction in daily inmate occupancy caused by several factors (a decline in area criminal activity resulting in fewer arrests and bookings into the Jail, and the elimination of the Immigration and Customs Enforcement (ICE) contract), the Santa Ana City Council decided to focus on repurposing the available floor space at the facility. With a two year temporary infusion of U. S. Marshal's Service inmate housing needs due to renovation activities at their Los Angeles facility and the question of how the Jail facility could provide future service to the community and/or potential income to the City, this Jail Reuse Feasibility Study was initiated. The Study focuses on the evaluation of several key reuse options of interest to the community and Council members. The Vanir consultant team worked with the City Manager's staff to develop and implement a series of analytical tasks which were designed to identify, evaluate, prioritize and key jail reuse options for City Council and community consideration. The scope of work and methodology the consultants followed was organized and carried out through six primary research and assessment steps. The overall approach focused on the following information and data collection: Task 1: Review of Current Detention System Issues and Reconfirm City Goals / Objectives and Overall Purpose For The Future Direction Of The City Jail. j The Vanir consultant team met with City staff in a "kick-off' meeting and Jail tour. The focus of the discussion included: ■ Background Information: Staff examined the operational history, budget trends, and other key background issues involving the City's Jail facility. • Scone of Work: staff reviewed the project's methodology, schedule, and consultant team's information listing request handout with City personnel. • Press Inquiries: The planning team established the process and lines of reporting for addressing press and public inquiries. ■ Jail Reuse Options: Staff also discussed the City's overall fiscal concerns, limitations, and other major factors which should be considered in the Jail reuse options analysis. Task 2: Collection and Analysis gf City Jail Population Trend Data, Staffing, Operational Costs and Inmate Programs / Services Information. The consultant team's data collection and analysis work focused on the following: 33 65A-40 ■ Law Enforcement Agency Bookings: The information included detainee intakes, releases, length of jail stay, and average daily inmate population (ADP) trends. ■ Inmate Profiles: Detainee arrests / booking offenses and prior criminal history characteristics were compiled and analyzed. Inmate security classifications and custody housing requirements were also reviewed. • Jail Staffing: The number of management, custody inmate supervision, and other jail support staffing levels at the detention facility were compiled. • Jail Budgets: Information showing annual line item jail fiscal operating costs and expenditure trends were assembled. Outside agency contract revenue and inmate daily per diem reimbursement rate collections and other offsetting operational cost sources were also reviewed. • Inmate Programs and Services: Jail program service providers I volunteers involved with (a) mental health, (b) medical, (c) substance abuse, (d) academic education, (e) life skills, and (f) reentry programs were interviewed to understand the intent and frequency of services directed to the detainee populations. Task 3: Review of the.City Jail's Building Characteristics, Space, and Physical i Security / Custody Arrangements. ` The consultant team analyzed the overall adequacies of the facility's functional use areas security and custody characteristics. The focus of the analysis included: Building Security/ Custody Characteristics: Detention facility architectural floor plans, specifications, renovations, previous inspections, and deferred maintenance items were collected and reviewed. The work examined the configuration, capacity, utilization, security levels, and custody arrangements of the facility's existing area space including (a) administration, (b) visiting I lobby / public areas, (c) food services, (d) central control, (e) maintenance I storage I utilities, (f) laundry, (g) intake I release, (h) medical I mental health clinics, (i) programs I classrooms, Q) housing I dayrooms, (k) interior circulation, (1) indoor recreation (gym), (m) vehicle sallyport, and (n) quasi - outdoor circulation / recreation yards. Soace Assessments: Based on the defined area uses identified for the City Jail, an assessment of the adequacy of each space was also undertaken which took into account factors including (a) appropriate size, (b) efficiency I organization, (c) expansion characteristics, (d) circulation, (e) location, (f) adjacencies, and (g) level of privacy. Overall conclusions about the adequacy of the facility and its space provisions focused on standard jail building security design criteria as well as the systems needed to support the operation of a detention facility. The assessment information was intended to identify any significant issues concerning the adequacy of the existing space and custody / housing levels associated with detainee populations incarcerated in the facility. Task 4: City Council Workshop to Begin Identifying Priority Options For Jail Reuse Study. The consultant team prepared supporting jail planning handout documents which were reviewed with the City Council at a scheduled workshop discussion forum. The forum was intended to aid the Council in further understanding jail conditions, opportunities, and constraints that were considered when identifying, prioritizing, reuse options, and follow- up evaluation planning for the Jail facility. The Vanir team facilitated the information 34 65A-41 exchanged, secured Council member input, and lead the evaluation process of the ideas generated. The overall goal of this process was to undertake and get broad-based input from the Council and Department administrators on individual options and assessment criteria which would aid the City in establishing the primary reuse options the consultants evaluated in depth and reported back findings, data, and future recommendations for the jail. The presentation handouts and policy direction narrative focused on the following: • Status of Study: Vanir consultants provided a summary overview highlighting the approach / methodology, scope of the data collection work, and status of the work tasks initially set for the Jail Reuse Study. The discussion also reconfirmed information exchange expectations for the purpose of conducting the workshop. • Handout. The consultants prepared and presented an Executive Summary handout which identified overall conclusions about City Jail facility space, custody levels, and condition of building systems. The summary highlighted key cityjail bookings, inmate population, and financial operational trends. The document also provided other information about the jail's building characteristics, space, constraints, and adequacy of defined functional use areas in comparison to other contemporary detention facilities constructed throughout the state. Reuse Ootions Evaluation Criteria Matrix: Vanir developed sample criteria for the reuse option evaluation which were discussed in the form of a planning matrix. The criteria matrix was intended to assist the Council in understanding major operational scheduling and financial impacts associated with implementing specific reuse ideas or options. Examples of the sample reuse criteria that were examined included (a) work needed to implement option, (b) likely implementation schedule, (c) cost investment, and (d) community impact. Vanir's team also scheduled an on-site follow-up meeting with the City Manager's staff, police department and jail administrators to review and group ideas generated by the City Council workshop. The goal of the meeting was to make sure the follow-up planning work carried out by the consultants addressed the expectations of the City Council. Task 5: Prioritize and Analyze Primary City Jail Reuse Options For Council Consideration. Using the information and results assembled in the previous planning tasks, the City Manager's staff developed and implemented a process to secure additional feedback from the community on the priority options the Vanir consultant team would analyze and report back to the City Council through the Jail Feasibility Reuse Study. The work with the City stakeholders and identified interested advocates was used to gather public input, concerns, and other potential impacts associated with the jail reuse options the City would be evaluating. The City staff organized three community meetings which took place during the month of August and September 2017. The meetings were held with (a) interested local Santa Ana community advocacy groups, (b) Santa Ana Chamber of Commerce Government Affairs Council, and (c) a city-wide public citizen forum conducted at the City Hall's Council's Chambers. The goal of the three planning sessions was to secure resident input on the key reuse options the consultant team should focus its analysis on when considering the conversion of the Jail complex to other uses. Based on the community groups suggestions combined with information and recommendations which came out of the City Council discussion forum, five priority reuse options were given to the Vanir consultant team. The reuse options included: Jail Use: Only includes the continual operational use of the Type II Jail facility as a temporary holding facility which can only detain individuals up to 24 hours. KI -1 65A-42 ■ Jail Use: Includes expanded rehabilitative services including transitional community reentry treatment programs. ■ General Community Space Use: Includes offices I staff work stations, public lobby I restrooms, staff lounge and other ancillary spaces • Other Institutional Use: Includes homeless shelter housing and supportive services space. • Commercial Option Use: Includes development of data center with support space for specialized automated equipment and related required staff offices and other dedicated space. The follow-up analysis and evaluation work directed to the five of the reuse options focused on the following areas: ■ Detailed Description of Jail Reuse Options: A written comprehensive narrative description was developed for each draft jail reuse option the consultants identified and analyzed during the scope of the project work. Each description included graphic layouts highlighting the design plans and concepts incorporated into the reuse option. ■ Facility Building / Systems Modifications: The analysis was also directed at clearly understanding facility impacts and identified modifications to key building elements I systems required to implement each Jail reuse option. Functional Use Area Space Impacts: Major functional use floor space changes and other significant considerations which would be effected through the implementation of each Jail reuse option were also identified and analyzed by the consultant team. The assessment of the building's floor space modifications focused on factors covering (a) participants I occupants, (b) functional activities, (c) space requirements, (d) special requirements, (e) planning considerations I adjacencies, and (f) furniture equipment. ■ Fiscal Analysis: A fiscal analysis was also prepared which included information showing the overall fiscal impact the City would likely incur if the jail reuse option was pursued and ultimately implemented. The analysis included a summary conceptual cost statement for each jail reuse option. The information covered factors that included (a) estimated range of building design changes, (b) escalated construction costs, and (c) other project -related expenses. • Maior Implementation Observations: As part of the assessment evaluation process, the consultant team also utilized an SWOT analysis strategic planning technique to identify the strengths, weaknesses, opportunities, and negative impacts associated with each jail reuse option. The SWOT analysis is intended to take the objectives of each reuse option or project and identify the internal and external factors that are favorable and unfavorable for achieving individual project objectives. • Consultant Recommendations: Based on the results of the SWOT analysis process, the consultant team developed a summary ranking from best to worst for the proposed five jail reuse options which were examined in this Study. Analysis of this information and related fiscal impact data was used to form the recommendations the consultant team prepared and presented to the City Council. 65A-43 Task 6: Prepare City Jail Reuse Options Report. After the draft Jail Reuse Planning and Feasibility Study was reviewed and approved by the City's administrative staff, copies of the report were prepared and presented to the City Council. The following flow chart highlights the scope of work and sequence of data collection and detention facility assessment work that was undertaken in the development of the Santa Ana City Jail Feasibility Reuse Study. The flow chart identified the information and planning issues the consultant team considered in developing the recommendations summarized in the Executive Summary section of this report. 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I[mamwwr.mYaNm.re -PNwmmlmlm[mnee-Mwmimm�n !(l nmrawma s..m.ae.mmm[mn swoT[mm admmev. - Ssvrirytl.idflutlona _ MMIW we vC ngve tlenMY -G][arro9mp9 eeeai-sw[m�wm "°�°`"'[` wmmi; w.pdi, -Mm^"btl�bn (zl sxvle Ma cnembw NGwnm[m pppwmnlEea.a01 . Ja em 0[wnvmaa^vafaunm pee -Ra eI aWpWvwrmeeel -.Awb ue.sA eecnpll wpaMtlm vlell -Omer erNemeba[M '1)I Cl;ixm YwnvlGryNa92unvfc reu�u ePo[[naevn -Oavud rvppfl xufl gpmron pvwvmllanilm fsmuWW Ae ° • Bvwa ..,�pjy-". Tem vYlml dun9'mmbemimwwcb LIWBJ Pnveicel P/nnr paMag6-ay � waM Wee • �../Ir... ironsmpY .nl ey [vrcw'b lxnpY b�NxW Gnpe. • Mme'^lbux%r9 Slm qp9 Ilmpacl[a ' Npoime Age '. e�mo[mbmarpbl[ o�9 • M dHauaM9 Ivvlm N Y ' Xw ry suIYNYXFw PerrMNry mppxuy ijv • GnYY Snnmv Gn pendm CipeNTy B[eN[IBIebW • p.•v Omkew� a GmmudXCmwOma ryGx.-il.m wJsvVcn • fyp'. PYmryaryw[rk'.. <r .mgru CIIYA¢:a[mwnC xpMRee. FmlServke Ovanll Conp4nm WP er2Aruy aneus • E4wrbna ONx/vea[ S,enaabrtl FwxiX • YYenp �: PlmnFp WM 4XM WxbYNe m m mw.m. cln cm„m vmds.pmnpe 37 65A-44 SECTION 3: Jail Facility Description Santa Ana City Jail Reuse Feasibility Study The City of Santa Ana has operated a local municipal jail since 1997. The jail is located at 60 Civic Center Plaza in downtown Santa Ana, California. Santa Ana is the County Seat with a city population of 329,427. It is the second largest city in Orange County which is the 11'^ most populated County in California. The Santa Ana jail provides custody housing for pretrial and sentenced male/female inmates. The jail is operated as a Type II adult detention facility which mainly houses detained individuals held on State and/or Federal charges. The facility is connected via an underground tunnel to the adjacent Santa Ana County -owned Central Jail. Aerial View: Santa Ana City Jail, 60 Civic Center Plaza, Santa Ana, CA The Board of State and Community Corrections (BSCC) has established a Board -rated housing capacity for the facility of 480 inmates based upon applicable California 1994 Title 24 physical plant minimum jail inspections standards. The facility does have a total maximum physical detention bed capacity for 512 incarcerated inmates. The BSCC rates the detention capacity based on the size of the bed and detention space, number of plumbing fixtures, and the year of the standard that is being applied. 38 65A-45 The number and types of cells available to house pretrial and sentenced inmates is summarized in the following Chart. Number and Type of Inmate Custody Housing Beds I Available in the Santa Ana City Jail BSCC Rated Maximum Total j Type of Cells Housing Beds' Housing Beds i Single Cells 32 32 i Double Occupancy Cells 416 448 Dormitories 32 32 I 1 Total Custody Beds 480 512 I 'Board of State and Community Corrections The City Jail Complex is a full-service, four -level, low-rise adult detention facility containing space for (a) vehicle sallyport, (b) Intake and release, (c) inmate housing and dayrooms, (d) visiting, (e) medical / mental health services, (f) inmate programs, (g) food services, (h) laundry, (i) visitor and staff circulation, 0) Central Control operations, (k) maintenance and storage, (1) outdoor recreation, and (m) jail administration. The facility can provide a full spectrum of inmate education programs, counseling services, medical and psychological services. Inmate housing includes eight new generation podular direct supervision tiered units with dayrooms, classrooms, medical services area, visiting, and circulation space. One of the housing units is designed for maximum security classification detainees who must be housed in administrative segregation single cells. The total detention system building area contained in the jail's four levels consists of 168,243 square feet of usable space. Level one contains the largest area in the building, followed by inmate housing space on levels three and four. The second level contains the smallest area of space where administrative functions and inmate release processing occurs. Total Available Building Space Contained in the Santa Ana City Jail by Level I i i 15t Level tad Level 31d Level 4� Level Total 48,772 34,087 43,652 41,733 168,243 29.0% 20.3% 25.9% 24.8% 100.0% The major functional use spaces located on each level of the jail include: Level 1: The ground floor of the facility contains the largest block of space in the jail. The space supports inmate processing functions including (a) vehicle sallyport, (b) intake / booking processing, (c) food service, (d) laundry, (e) medical / healthcare, (f) Central Control room, (g) maintenance / storage, (h) visiting, and (i) general circulation. Level 2: The administrative support area and public lobby are located on this floor. Other custody functions which are carried out in this space include (a) inmate release processing area, (b) classrooms / program space, (c) visiting, (d) food 39 service area, (e) two small dormitory housing units, and (f) holding cells for inmates scheduled to go to court. Level 3: The third floor of the jail is primarily dedicated to tiered inmate housing and dayrooms. Other custody functions adjacent to the housing units include (a) medical / mental health space, (b) visiting, (c) classrooms and program space, (d) quasi -outdoor recreation yards, (e) inmate / staff circulation, and (f) maintenance / mechanical and other utility storage areas. Level 4: The fourth floor of the jail is also primarily dedicated to tiered inmate housing and dayrooms. Other custody functions adjacent to the housing units include (a) medical / mental health space, (b) visiting, (c) classrooms and program space, (d) quasi -outdoor recreation yards, (e) inmate / staff circulation, and (f) maintenance / mechanical and other utility storage areas (See Appendix A: Santa Ana City Jail Functional Use Area Square Footages and Space Adjacencies Graphic Charts by Facility Level) The total space associated with the detention facility's key functional use areas which support inmate booking, housing, food service, and other major operational activities is highlighted in the following Table. As the data shows, the jail has a combined average of 350.5 square feet per rated inmate custody bed. An average of total of 312.1 square feet or 89.1% of the building's total area per inmate is indoor space and 38.4 square feet (10.9%) is devoted to outdoor functions including the vehicle sallyport and quasi - outdoor inmate recreation yards which are located adjacent to the third and fourth floor of the housing units. Santa. Ana City Jail Indoor & Outdoor Functional Use Area Square Footage Breakdown' N Building Area Space . Total SF SF I Bed Percent 1. Administration 3,427 7.1 2.0% 2. Lobby/Public 2,706 5.6 1.6% 3. visitation 4,399 9.2 2.6% 4. Central Control 413 0.9 0.2% 5. Main/Storage I Utility 25,409 52.9 15.1% 6. Food Service 7,550 15.7 4.5% 7. Laundry 2,784 5.8 1.7% 8. Intake / Release 20,828 43.4 12.4% 9. Medical / Mental Health / Dental 1,672 3.5 1.0% 10. Inmate Programs 4,833 10:1 2.9% 11. Housing /Dayrooms 58,977 122.9 35.1% 12. Circulation 16,828 35.1 10.0% Total lndoorJall Space 149,826 312.1 89.1% 13. Quasi -Outdoor Recreation Yards 7,930 16.5 - 4.7% 14. Vehicle Sallyport 10,487 21.8 6.2% Total Outdoor Jail Space 18,417 38.4 10.9% Total Jail Functional Use Areas ace 168,243 350.5 100.0% 'Based on BSCC rated capacity o/480 beds. The space breakdown by functional use area shows that nearly half of the space contained in the detention facility supports inmate intake / release processing functions and detainee housing / dayrooms. Approximately 10.0% of the space in the jail is devoted to inmate, visitor, and custody staff circulation 40 65A-47 throughout the building. The jail's remaining space supports Central Control, laundry, visitation, programming, and other essential services. The Santa Ana Police Department is responsible for the overall management and daily operations of the city jail complex. The Police Department's Jail Bureau which is led by an experienced Jail Administrator oversees two organizational divisions which includes (1) Jail Operations, and (2) Jail Administration and Support Services. The Jail Operations Division is responsible for providing safe and secure inmate supervision and custody housing. The Jail Administration and Support Services Division is responsible for (1) BSCC compliance, (2) inmate housing, (3) vendor contracts, (4) serves as the liaison for the Police Department's Training Division, (4) administers the budget and special projects, (5) addresses inmate grievances, (6) determines inmate discipline for rule violations, and (7) coordinates religious services and educational programs. Through 2016, the jail was staffed by 124 civilian personnel which included a Jail Administrator and Police Administration Manager. Other inmate custody supervision and support staff included (a) ten Correctional Supervisors, (b) 94 Correctional Officers (both full and part-time), (c) four Lead Correctional Records Specialists, (d) nine Senior Correctional Records Specialists, (e) one part-time Correctional Records Specialist, and (f) four other support personnel (Security Electronic Technician and clerical assistants / aides). On a daily basis, the staff assigned to the facility are responsible for carrying out the following activities: 1. Administration 5. Food Service and Laundry 2. Inmate Classification, Supervision and Security 6. Building Maintenance 3. Court Security and Transportation 7. Inmate Programs and Services 4. Records Maintenance As the following trend Table shows, for the period 2013-16, the Santa Ana City Jail has processed an average of 7,134 annual local bookings which represents 595 each month or 20 per day. Nearly 61.7% of the average annual bookings involve felony detainees and 36.3% are defendants charged with misdemeanor offenses. The jail also handles a small number of yearly bookings for juveniles (132) detained by local police agencies prior to their transfer to Juvenile Hall. Close review of the yearly jail booking trend data also shows the facility has consistently experienced significant fluctuations in the average number of monthly bookings processed by jail personnel. Over the four year period between 2013-16, monthly bookings have ranged from a low of 482 to a high of 803. Source: Santa Ana Police Department's Jail Bureau Note: Temporaryjail holding facilities can only detain individuals up to 24 hours. Based on the yeadyaverage number mjail intake bookings of 7,134, assuming all detainees are Incarcerated for no more than 24 hours, the same Ana temporary jail holding facility would likely have an average daily population (ADP) of 20 or less male or fent ale inmates. 41 o 46 Changes in Jail Santa Felony Ana • Misdemeanor 13-2016 Jail Facility Local Booking Trendst Msdemeanar Bnckln s FeloryBooWngs Juvenile Bookings Total Jail Bookl s At,hl Monthly Dally Year Number Percent hiumber Percent hiumber Percent Number Average Ranger I A1era e 2013 2,503 34.8% 4,555 63.4% 127 1.8% 7,185 599 502-703 20 2014 2,756 36.1% 4,772 62.5% 112 1.4% 7,640 673 482-803 21 2015 2,662 37.6% 4,304 60.8% 115 1.6% 7,081 590 52&728 19 2016 2,440 36.8% 4,015 60.9% 172 2.6% 6,627 552 468-623 18 %Change -2.5% -11.9% 35.4% -7.8% YezNyAwmage 2013-2016 2,590 363% 4,412 61.7% 132 20% 7,134 595 482.803 20 Source: Santa Ana Police Department's Jail Bureau Note: Temporaryjail holding facilities can only detain individuals up to 24 hours. Based on the yeadyaverage number mjail intake bookings of 7,134, assuming all detainees are Incarcerated for no more than 24 hours, the same Ana temporary jail holding facility would likely have an average daily population (ADP) of 20 or less male or fent ale inmates. 41 o 46 Analysis of inmate custody days and average daily population (ADP) trends highlighted in the following Table shows for the period 2013-16, the City Jail has had a total of 136,958 yearly average of inmate custody days. This has resulted in an average daily inmate population of 375 detainees. An average of 85 of the inmates have been females and 290 have been male detainees. Over this four year recent period, total inmate custody population in the detention facility has declined 22.1%. Changes in Total Santa Ana City Jail Inmate Custody Days and Average Daily Population (ADP) Trends 2013-16 yearly Jail Custody Days 2013 2014 2015 2016 Average Total Inmate Custody Days 161,744 138,531 121,496 126,060 136,958 I ' Average Daily Population (ADP) Male 355 291 240 274 290 Female 88 89 93 71 85 Total 443 380 333 345 375 Note: Yearly inmate custody days and inmate population (ADP) has declined 22.1% during This recent 4 year period. A key part of the Jail Reuse Feasibility Study included the collection of summary information about the detention facility's physical plant condition and building systems strengths and weaknesses. The condition assessment focused on factors related to the correctional facility such as (1) configuration and intended security levels, (2) defined uses of the facility, (3) physical condition of the building elements, (4) quality of the space, (5) circulation, location adjacencies, and level of privacy, and (6) ability to achieve intended security and level of safety for staff and inmates as well as compliance with standards. The assessment was conducted over several weeks and involved many discussions with Santa Ana Jail Bureau personnel. The overall goal of the assessment was to obtain a broad-based understanding of the adequacy of the space and physical arrangement of the correctional facility as well as gather insight into the overall characteristics, continued use, and alternative uses for the jail. Other profile information focused on developing detailed data in a number of related areas including the following: Configuration. Utilization. and Phvsical Condition of the Citv's Detention Facility. Principal items of information gathered were dimensions, structural design, current utilization of space and physical condition of the jail's building ; number and size of cells; availability and size of areas used for programs, services, and jail operations; history of structural changes, (i.e., additions, remodeling, etc.) also received attention. Information on physical layout, dimensions, and utilization of the detention facility was developed by "walk-through," observation, measurement, sketching, and review of CAD files. Information on history of the facility was obtained directly from jail personnel. • Physical Layout of Jail Site: Principal items of information gathered concerned dimensions, physical characteristics, and utilization of the site on which the jail is located. Site information was taken from measurements identified in the CAD files. • Jail Programs. Services. and Procedures: The principal information gathered concerned the nature of policies governing current programs and services and 42 65A-49 conduct of essential jail procedures. Information on all programs, services, and procedures was gathered through interviews with jail administrators, command staff, and staff who administer programs. The facility survey condition assessment process included a review of previous reports, inspections, maintenance logs, capital expenditures, and various other documents / work products that have contributed to the current state of the facility. Information regarding the facility's current physical layout, space dimensions, and functions was obtained through review of architectural drawings and field observation / measurement. Other major information factors included the following: Building Characteristics: Principal items of information gathered included the date of construction of the facility, total square footage, building configuration, construction type, and the physical arrangement of space. The number and rated bed capacity of each housing unit, security classifications of living units, and history of structural changes (i.e., additions, renovations, and remodeling) are also identified. Identifiable utility, water, sanitary, heating / ventilating / air conditioning (HVAC) and lighting elements for the building and other information about the institution's fire and life safety systems (fire sprinklers, fire alarms, smoke detectors) was also collected. Standard Building and Design Criteria: This review and assessment involved surveying the correctional facility for: (1) appropriate size and efficiency, expansion, capabilities, location and adjacencies of functional use areas, (2) systems - HVAC, plumbing, electrical and fighting, (3) fire and life safety - fire sprinklers, smoke detectors, alarms and panels, doors, emergency lighting, fire resistive materials, furniture and equipment, (4) security systems and equipment including structural security envelope, hardware and equipment, staff sightlines and observation, sallyports, locking devices, fencing, camera and monitors, and general condition of security materials, (5) codes and standards including ADA standards, (6) maintenance — interior / exterior structure, systems, grounds, (7) site - landscaping, parking, handicapped access, walks, curbs, and drainage, (8) structure - exterior walls, roof, foundations, windows, doors, overhangs and chimneys, (9) infrastructure - interior walls, floors, ceilings, finishes, stairs, hand rails, locks, hardware, and flues, and (10) energy conservation - orientation, glazing, insulation, and shading. Overall conclusions about the adequacy of the facility and its space provisions incorporated the evaluator's professional knowledge of standard building and design criteria as well as the systems needed to support the operation of such a facility. In some instances, discussions with staff and their opinion of the space and building systems were taken into account when evaluating and developing a composite rating of a particular space or area. A significant part of the jail review also included the identification of defined functional use areas (FUAs) in the correctional facility. The total gross square footage of the facility was calculated. Square footage space allocation measurements for 14 pre -defined FUAs were developed. These FUAs are categories of spaces grouped into a "title" that encompasses all of the adjacent related spaces. For instance, "Food Service" will contain the kitchen, scullery, food storage area, loading dock for kitchen, dining area, coolers, dry storage, bakery, and janitor's closet in food service only, walk-in coolers, dining room, and kitchen supervisor's office if in food service area, and toilets rooms if in food service area. Uniform definitions of the space included in each FUA were applied in the calculation of the space breakdowns. A comparative space utilization analysis was undertaken as part of the review of the physical characteristics of each institution. The FUAs considered in the facility evaluation are those generic spaces found in detention type facilities. The 14 FUAs allow a facility containing numerous differing spaces to be categorized, compared, averaged, and described. The FUAs reviewed in the City's jail are the following; (1) Administration, (2) Lobby / Public, (3) Visitation, (4) Central Control, (5) Main/ Storage / Utility, (6) Food Service, (7) Laundry, (8) Intake / Release, (9) Medical / Mental Health / Dental, (10) Inmate Programs, (11) Housing / Dayrooms, (12) Circulation, (13) Quasi -Outdoor Recreation Yards, and (14) Vehicle Sallyport. The space measurements and area allocations for the Santa Ana City Jail functional 43 65A-50 use areas are shown on the following site plan: -^— - _-- —---.---- CIVIC CENTER DRIVEf -- -- •-� � � � ---- i 1. � it oF17bi—,� POLICE _. ADMINISTRATION t � I 'I-Illllllnll �' _ �i .•til I� L I l \"X ,HOLDING FACILI rX' vel{yk i I 1 i .4Q1 ---:---- „ ,_—CIVIC CENTER DRIVE__.— C` Site Plan OVERALL BUILDING AREA 3427 SF (1) Administration Area 1672 SF (9) MediaVMental Heal9VDental Care 2706 SF (2) Lobby/Pubric Area 4833 SF (10) Classrooms and Program Space 4399 SF (3) Visiting 68977 SF (11) Housing & Dayrooms 413 SF (4) Central Control Room 16828 SF (12) Circulation 254095E (5) Maintenance, MEP, Storage 7920 SF (13) Quasi-Ouldocr Recreation Yards 75505F (6) Food Service Area 10487 SF (14) Vehicle Solypod 2784 SF (7)Laundry 20828 SF (S)IntakeProcessingArsaiRelease - Site Pla ®rll The facility condition assessment and evaluation information undertaken in the Jail Reuse Study focused on a number of specific space and building systems to determine the continued usefulness and economic viability of the building considering (1) configuration and intended security levels, (2) defined uses of the facility, (3) physical condition of the building elements, (4) quality of the space and (5) ability to achieve intended security and level of safety for staff and inmates as well as compliance with standards. The Chart below represents a summary depicting the rating of each functional use area contained in the facility. The numbers 1 - 14 represent the functional use areas as follows: (1) Administration, (2) Lobby/ 44 65A-51 Public, (3) Visitation, (4) Central Control, (5) Main / Storage / Utility (6) Food Service, (7) Laundry, (8) Intake / Release, (9) Medical / Mental Health / Dental, (10) Inmate Programs, (11) Housing / Dayrooms, (12) Circulation, (13) Quasi -Outdoor Recreation Yards, and (14) Vehicle Sallyport. Building Building Space System ConditionSanta Ana City Jail EvaluationRatings/Functional Use Area Ratings Systems/ Elements 1 2 3 4 5 6 7 8 9 10 11 12 13 14 AVG Space 1.8 3.0 2.5 1.8 3.0 1.8 3.0 3.0 0.8 2.8 1.8 3.0 1.8 3.0 2.3 HVAC 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 Plumbing 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 ElectugtNng 2.8 2.8 28 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 Noise Control 3.0 2.8 2.8 3.0 2.5 2.5 2.3 2.3 3.0 3.0 2.8 2.5 3.0 3.0 2.7 Fire Safety 2.8 2.8 2.8 2.8 2.8 2.8 28 2.8 2.8 2.8 2.8 2.8 2.8 28 2.8 HandicappedlADA 3.0 3.0 28 1.8 1.8 2.0 1.8 2.8 2.8 2.5 2.8 3.0 2.8 3.0 2.5 Structures 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 2.8 3.0 3.0 3.0 Security 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 2.3 3.0 3.0 3.0 2.9 Total 23.5 24.5 23.8 22.3 23.0 22.0 22.8 23.8 22.3 24.0 22.3 24.0 23.3 24.8 23.3 SumerySpacel S terns Rating 26 2.7 26 2.5 2.6 2.4 2.5 2.6 2.5 2.7 2.5 2.7 2.6 2.8 2.6 ewlding/System fteimg Scale 0 -Extremely Inadequate, i- Inadequate; 2 -Adequate; 3 -Extremely Adequate. From the evaluation assessment of the space and building systems associated with the Santa Ana Jail, the overall score is 2.6 which is very adequate for a California detention facility. Assessments of the current condition of the primary building elements and systems which support the Santa Ana Jail were also made. Judgments about these systems considered a number of factors involving the quality of materials, reoccurring failures, inoperability, the ease or difficulty in getting parts or service, and how quickly a repair or upgrade may have been made. The building systems which were examined included (a) HVAC, (b) plumbing, (c) lighting, (d) noise control systems, (e) fire and life safety, (f) security, (g) handicapped access, and (h) structure. The results of the assessment revealed the following building system strengths and deficiencies: Building System Strengths: Building Structure ■ The building is predominately of concrete wall construction which shows no signs of structural failure or wear requiring maintenance or upkeep. High quality finishes such as granite, porcelain fixtures, wood doors, and Flooring throughout the facility make it one of the most attractive detention facilities in the state. All the ceilings in secure areas are very substantial heavy perforated steel mesh. Security Locks ■ Locking devices throughout the facility appear to be serviceable and suitable for their intended function. Sliders ran well and appeared to be very well maintained. Manual locking devices appeared to function as intended and were well maintained. HVAC ■ The HVAC unit which was inspected is manufactured by York and original to the building. It is equipped with manual smoke evacuation in the housing units. The system appears to operate normally. Forty to forty-five HVAC units were replaced with VFD models two to three years ago with only a few left to be replaced. ER 65A-52 Fire Alarm ■ The fire alarm system is EST. It is original to the building and is operating without issues. The sprinkler heads are original to the building and are functioning as intended. The manufacturer is unknown. Electrical ■ The Cutler Hammer electrical system is original to the building. It is operating without issues. Securitvand Electronics The electronic security system is the first defense in maintaining security of the facility. In 2016, the City replaced the core security electronics operating component units of the jail's automated system with new Programmable Logic Controllers (PLCs). Staff have also been thoroughly trained in the operation and use of the PLC components. As funding permits, the jail intends to replace other aging original electronic components and system equipment including (a) touch screens, (b) original camera, (c) monitors, (d) motorized locks, (e) pneumatic locks (Airteq), (f) sallyport door locks, and (g) intercoms. Circulation Paths ■ Circulation inside the facility as well as the tunnel is well maintained and adequate in most areas. Public Areas The Public Area/Lobby of the facility is adequate and meets current needs. The high- end finishes make for an impressive entry into the second floor of the facility. Building System Deficiencies: Handicap Access ADA standards were just emerging in the mid -nineties, near the time the Santa Ana City Jail was constructed. It was of the opinion by some that jails were exempt because of the security requirements. On June 15, 1998, the Supreme Court of the United States rendered an opinion which prohibits a "public entity" from discriminating against a "qualified individual with a disability" because of that individual's disability. Although many accommodations have been designed into the correctional facility, some items such as signage and restrooms may fall short of the standard. Healthcare Space The medical and mental health treatment areas are severely deficient in space compared to other medium-sized facilities in California of the comparable age. Additional treatment rooms and staff areas should be expanded to serve existing and future inmate population needs. 46 65A-53 Securitv Svstem Eauioment Uoarades • The camera system appeared to be serviceable and in generally good condition. The system consists of equipment from several manufacturers and is, for the most part, very antiquated other than the Axis cameras are relatively new. There is a maintenance contract in place with Siemens for the cameras in the facility. The National Institute of Corrections (NIC) lists four processes fundamental to security: (1) containment, (2) detection, (3) assessment, and (4) response. 1. Containment - Involves restricting detainees' movements and access in controlled areas; separating by classification, eliminating escapes and contraband. This can be accomplished passively with strong construction, locks, hardware, and materials or actively with qualified staff, technology, and systems. 2. Detection - If "containment" fails (such as the jail) or is compromised, then detection is necessary. This can be accomplished by personnel or technology methods, i.e., bed checks/counts, panel trouble lights, line of sight observation, and cameras, etc. 3. Assessment - After "detection" an assessment or evaluation of the incident or problem including the urgency needs to occur. 4. Response - After "detection" and "assessment" the response is the action taken by staff to counteract the problem. This may include triggering alarms, lighting selected areas, closing gates, and initiating evacuation procedures, calling for help, or taking action. • The Santa Ana City Jail is in need of some security system upgrades. Out-of-date and difficult to use equipment puts an undue hardship on staff. For facilities minimally staffed, the burden is exponentially exacerbated. Program Areas • Current classroom space is inadequate to serve a maximum population. It should be large enough to provide necessary programs and services from professional providers and volunteers from the community. Storage Areas • The detention facility generally has adequate storage areas located throughout the building. However, there is no secure Armory. A storage room is designated to store disturbance control equipment. Elevators • The facility's elevators were custom built for the original construction. As such, maintenance issues are a major issue. The maintenance mechanic has done a great job in keeping them operational. However, with the elevators not being of a major current manufacturer, parts availability is an ongoing issue. Inmate Housing/ Davrooms • The functionality of the Administrative Segregation (Ad Seg) housing unit is not ideal. Inmates must be escorted adjacent to, and in full view of, staff computers and the door control panel. Staff must make sure all screens are closed and the panel is 47 65A-54 powered down prior to escorting detainees to their recreation area or other destinations. Food Service ■ The detention facility lacks a general population dining room. All meals are delivered to the individual housing units. The food service preparation area has numerous pieces of equipment that are either broken or in other stages of disrepair. Items are repaired as budget allows. The bakery is currently out of service. Plumbing ■ The building's plumbing pipes are in need of repair and / or replacement. Note: The City has begun capital investment to address this finding. Vehicle Sallvoort ■ The jail's vehicle sallyport is adequate and well maintained. The gate motors should be repaired or replaced due to intermittent issues. The condition assessment scaring process highlighted in the following summary Table shows that the most problematic to the best elements of the facility's building systems include the following: --7 1 Santa Ana City Jail Building Systems Evaluation Ranked Most Problematic to Best Functional Use Area Ranking Plumbing 1.5 Space 2.3 Handicapped/ADA 2.5 Noise Control 2.7 Electrical/Lighting 2.8 Fire Safety 2.8 HVAC 2.8 Security 3.0 Structures 3.0 Building/System Rating Scale., 0 -Extremely Inadequate, I - Inadequate, 2 -Adequate, 3 -Extremely Adequate The analysis shows that the current most problematic system in the building is plumbing. The best elements scored is the building is the structure because the building is primarily constructed of concrete and overall security envelope and supporting system which are rated at 3.0. (See Appendix B: Jail Facility Condition Assessment and Evaluation Report) In order to provide another perspective about the overall adequacy of the size of space and individual functional use areas designed and constructed into the Santa Ana City Jail detention facility, a sampling of comparable California jails included in a database developed by the Board of State and Community Corrections (BSCC) was collected and analyzed. The database contains detailed functional use area 65A-55 space measurements on 79 jails built during last wave of major state-wide jail construction activity in the 1990s. The jail database shows that in California, the average square foot of building space per rated for full- service correctional facilities consisting of primarily double -occupancy cells is 400 square feet per inmate. The database also shows that adult correctional facilities consisting of primarily dormitories contain approximately 350 square feet per rated inmate bed. A sampling of 19 comparable medium-sized correctional facilities that had inmate housing capacity for 300 - 600 custody beds were used for this comparative analysis. As the following data shows, the average interior gross area for the comparison sample is 349.3 square feet per bed. These correctional facility facilities were all built in California incorporating the podular design philosophy. Based on the BSCC rated capacity of 480 inmates, and an interior gross area of 149,826 square feet, the area per bed of the City Jail is 312.1 square feet which is approximately 11.9% below the BSCC Correctional Facility Database. Comparison of Santa Ana City Jail Defined Space Allocations with Other California Medium Jails Santa Ana City Jail CA Medium County Jail Database Average Average % of Total Average Square % of Total Sq. Ft. Square Square Sq. Ft. Comparison Functional Use Area Footage Sq. Ft. Per Bed Footage Footage Per Bed %+/- 1. Administration 3,427 2.0°% 7.1 6,371 4.2% 14.4 -101.3% 2.; Lobby / Public 2,706 1.6% 5.6 1,979 1.3% 4.7 16.8% 3. Visitation 4,399 2.6% 9.2 4,049 2.7% 11 -20.2% 4. Central Control 413 0.2% 0.9 508 0.3% 1.4 -66.2% 5. Main/Storage/Utility 25,409 15.1% 52.9 9,576 6.4% 22.2 58.1% 6. Food Service 7,550 4.5°% 15.7 10,497 7.0% 26.1 -65.8% 7. Laundry 2,784 1.7% 5.8 1,555 1.0% 3.1 47.1% 8. Intake/Release 20,828 12.4% 43.4 11,250 7.59/6 27 37.7% 9. Medical / Mental Flealth / Dental 1,672 1.0% 3.5 4,267 2.8% 10.1 -188.8% 10. Inmate Programs 4,833 2.9% 10.1 4,793 3.2% 10.7 0.8% 11. I -busing / Dayrcoms 58,977 35.1% 122.9 68,953 45.9% 187.3 -52.4% 12. Circulation 1 16,828 1 ,10.0% 35.1 11,769 7.8% 31.3 10.7% Total Indoor Jail Space 149,826 89.1% 1 3121 135,567 90.3% 349.3 -11.9% 13. Quasi -Outdoor Recreation Yards 7,930 4.7% 16.5 9,053 6.0% 23.4 -41.5% 14. Vehicle Sai port 10,487 6.2% 21.8 5,507 3.7% 19.7 10.2% Total Outdoor Jail Space 18,417 10.9% 38.4 14,560 9.7% 43.1 -122% Total Jail Functional Use Area Space 168,243 100.0% 350.5 150,127 100.0.0 392.4 -120% Note: The California jail database Areas shown are averaged for 19 medium-sized county detention facilities constructed during the state-wide wave of county jail building during the 1990s and jails that have inmate housing capacity for populations of 300-600 custody beds. Overall, the Santa Ana City Jail's functional use area space and related sizes are generally consistent with the database standards for space allocations, with the exception of the medical / mental health / dental space, administration area, Central Control room, and smaller dayrooms located adjacent to the eight inmate housing units. The average square foot per bed devoted to inmate programming activities and visitation are also slightly lower. The most significant interior space difference appears to involve the medical / mental health services area which is nearly 6-1/2 square feet lower per rated inmate bed than other comparable California detention facilities. From an outdoor jail perspective, the overall size of the jail's vehicle sallyport is slightly larger than the average of the 19 facilities included in the comparative analysis. The analysis does show, however, that the facility's quasi -outdoor recreation yards are somewhat smaller compared to other California jails. The City Jail devotes nearly 16.5 square feet of total building space per rated bed while the comparison facilities allocate approximately 23.4 square feet per bed. 49 65A-56 Overall Assessment and Summary Conclusions The Santa Ana City Jail has a Board of State and Community Corrections (BSCC) rated custody housing capacity for 480 inmates. The facility has a physical total capacity of 512 beds. The jail consists of both single, double -occupancy, and dormitory housing settings. The combination of settings allows for a flexible placement of inmates that adjusts with fluctuating classification and security population needs. The detention facility was originally constructed as a new generation podular jail with direct supervision tiered inmate housing units with adjacent dayrooms, classrooms, medical space, visiting, and general circulation. The Jail is extremely well maintained and professionally managed. Assignment of inmates to security status is based upon the consistent application of rational classification and segregation practices. Maximum inmate -staff interaction is encouraged in order to reduce staff stress, conflict, and related problems of inmates' management including security. The jail uses a combination of supervision, inspection, accountability, and clearly defined policies and procedures on the use of security to promote safe and orderly operations. The day-to-day operation of the facility is consistent with the principals of detention supervision and management and Correctional Officers work to meet at all times minimum jail standards as defined in Title 15 of the California Code of Regulations. The BSCC Biennial Jail Inspections show that the personnel employed in the facility are in full compliance with jail operations training provisions contained in Title 15 and facility operations and the physical plant meet minimum jail operational standards. The building and systems condition assessment and evaluation work carried out for the Jail Reuse Study shows the detention facility has three key problem areas that includes (1) lack of sufficient ADA compliant medical and mental health treatment space, (2) lack of adequate classroom and program space for peak populations, and (3) aging security electronics equipment and plumbing systems throughout the facility. The medical and mental health treatment areas are severely deficient in space compared to other medium-sized detention facilities in California of the comparable age. The jail is also in need of some security system upgrades. Out-of-date and difficult to use equipment puts an undue hardship on staff. Current classroom space is also inadequate to serve a maximum population. Ideally, the facility's program space should be large enough to conduct a wide range of programs and services made available through contract professional providers and volunteers from the community. The building's plumbing piping is also in need of repair or replacement. A comparative analysis with 19 California jails with predominately double -occupancy cells and rated capacities for 300.600 inmates like the City Jail shows that the facility's functional use areas are generally consistent with space allocations among these facilities. The exceptions, however, include medical / mental health space, administration area, Central Control room, and smaller dayrooms located adjacent to the existing eight inmate housing units. The average square foot per bed devoted to inmate programming activities and visitation are also slightly lower. The most significant interior space difference appears to involve the medical /mental health services area which is nearly 6-1/2 square feet lower per rated inmate bed than other comparable California detention facilities. From an outdoor jail perspective, the overall size of the vehicle sallyport is slightly larger than the average of the facilities included in the comparative analysis. The analysis further shows that the facility's quasi -outdoor recreation yards are somewhat smaller compared to other California jails. The City Jail devotes nearly 16.5 square feet of total building space per rated bed to recreation while the comparison facilities allocate approximately 23.4 square feet per bed. The following provides a series of photographs highlighting key space and functional use area operations in the Santa Ana City Jail. 50 65A-57 Ir mi, ' ' I� f,��� sou �r ' �J — - \ G ��Jell Santa Ana City Jail Photo Layout 17 10• " - -- - 1 ®-ew 52 65A-59 Santa Ana City Jail Photo Layout x 0 53 65A-60 SECTION 4: ANALYSIS AND EVALUATION OF JAIL REUSE OPTIONS Santa Ana City Jail Reuse Feasibility Study The information in this section of the Feasibility Study provides an in-depth review and analysis of the five Jail reuse building options that were selected for the follow-up primary research and evaluation work conducted by the Vanir consultant team. The assessment process and information compiled and analyzed for each Jail reuse feasibility option included (a) summary building reuse descriptions, (b) facility impacts and identified modifications, (c) major functional use area floor space changes, and/or other significant considerations that are effected through the implementation of each jail reuse option, (d) Santa Ana City Jail Complex summary conceptual fiscal cost analysis statements, and (e) a summary outline of major strengths, weaknesses, opportunities, and negative impacts associated with the implementation of each reuse option. The assessment of the building's floor space modifications identified for each jail reuse option focuses on factors covering (a) participants / occupants, (b) functional activities, (c) space requirements, (d) special requirements, (e) planning considerations / adjacencies, and (f) furniture / equipment. As part of the assessment evaluation process, the consultant team also utilized an SWOT analysis strategic planning technique to identify the strengths, weaknesses, opportunities, and negative impacts associated with each jail reuse option. The SWOT analysis is intended to take the objectives of each reuse option or project and identify the internal and external factors that are favorable and unfavorable for achieving individual project objectives. The planning process used to finalize the five jail reuse options this Feasibility Study addresses relied on specific discussions and input developed from the (1) City Council, (2) community at large, and (3) City Manager's office staff. For the City Council's input, a workshop was initially organized to begin identifying priority options for the Jail Reuse Feasibility Study. The consultant team prepared supporting jail planning handout documents which were reviewed at the discussion forum with the City Council. The forum was intended to aid Council members in further understanding jail conditions, opportunities, and constraints that would be considered during the follow-up evaluation planning for the Jail facility. The overall goal of this process was to undertake and get broad-based input from the Council and Department administrators on individual options and assessment criteria which would aid the City in establishing the primary reuse options the consultants evaluated in depth and reported back findings, data, and future recommendations for the jail. The consultants also prepared and presented an Executive Summary handout which identified overall conclusions about City Jail facility space, custody levels, and condition of building systems. The summary highlighted key City Jail bookings, inmate population, and financial operational trends. The document also provided other information about the Jail's building characteristics, space, constraints, and adequacy of defined functional use areas in comparison to other contemporary detention facilities constructed throughout the state. Vanir also developed sample criteria for the reuse option evaluation which were discussed in the form of a planning matrix. The criteria matrix was intended to assist the Council in 54 65A-61 understanding major operational scheduling and financial impacts associated with implementing specific reuse ideas or options. Examples of the sample reuse criteria that were examined included (a) work needed to implement option, (b) likely implementation schedule, (c) cost investment, and (d) community impact. Using the information and results assembled through the City Council forum, the City Manager's staff developed and implemented a second process to secure additional feedback from the community on the priority options the Vanir consultant team would analyze and report back to the City Council through the Jail Feasibility Reuse Study. The work with the City stakeholders and identified interested advocates was used to gather public input, concerns, and other potential impacts associated with the jail reuse options the City would be evaluating. The City staff organized three community meetings which took place during the month of August and September 2017. The meetings were held with (a) interested local Santa Ana community advocacy groups, (b) Santa Ana Chamber of Commerce Government Affairs Council, and (c) a city-wide public citizen forum conducted at the City Hall's Council's Chambers. The goal of the three planning sessions was to secure resident input on the key reuse options the consultant team should focus its analysis on when considering the conversion of the Jail complex to other uses. The range of potential jail reuse option suggestions which came from City Council members and other public group representatives is summarized below: Santa Ana City Jail Reuse Feasibility Study City Council and Community Meeting Feedback and Suggestions For Potential Reuse Options ❑ City Council Discussion Forum: At a scheduled public workshop discussion forum, the following perspective options that could be undertaken in the Jail Reuse Study were identified: • Criminal Justice Detention Reuse Options - Temporary Jail Holding Facility staffed with City personnel - Type If Jail with City personnel - Type II Jail without City personnel - CDCR Transitional Reentry Facility - Contract City Jail to Orange County Sheriff - Contract City Jail to Federal Bureau of Prisons ■ Other Potential "Out -of -Box" Jail Reuse Options - Convert City Jail site to mental health facility - Renovate City Jail to data center facility with support space for specialized automated equipment and other dedicated space - Reconfigure City Jail facility to accommodate police evidence / property storage areas - Establish homeless shelter housing with supportive services space - Renovate Jail to accommodate youth hostel and/or privately operated hotel ❑ Community Input Feedback Process: Three City stakeholder, community advocate and interested citizen forums were conducted by City Manager's staff to secure resident input on potential options considered for the Jail Reuse Feasibility Study. A range of suggestions were offered which included: 55 65A-62 Santa Ana Chamber of Commerce Government Affairs Council Meeting Continue operating the detention facility with no changes Lease the City Jail facility in its entirety and/or privatize services offered at the site that would benefit the City Use the City Jail facility as an incubator to create space for private parties to engage in workshop entrepreneurial ventures in areas covering (a) public administration, (b) technology, and (c) economic development opportunities to encourage area -wide business growth Convert the City Jail into a hotel or similar short-term rental facility involving other lodging types Renovate the City Jail structure to accommodate manufacturing operations which could occur through a lease arrangement for the site Repurpose the building's configuration to only accommodate educational purposes including mental health education programs for youth ■ Community Link Meeting - Expand contracts with other criminal justice agencies to use available custody bed space - Maintain the facility's first two floors as a Jail for City use and lease the remaining floors with housing to other criminal justice agencies - Convert the detention facility to City rehabilitation center for individuals with mental health disabilities - Use the Jail facility to provide reentry services including wrap-around support services for individuals previously incarcerated and/or recently released from detention ■ Public Citizen Forum at City Hall Council Chambers - Contract the facility to a criminal justice agency to utilize the existing jail maintaining current detention usage - Modify facility operations to any other use where the community benefit results do not result in more incarceration - Establish homeless shelter housing with supportive services space - Repurpose the building to accommodate a mental health facility - Retrofit the detention facility into a community center - Use the Jail facility to provide reentry services including wrap-around support services for individuals previously incarcerated and/or recently released from detention Vanir's team also scheduled an on-site follow-up meeting with the City Manager's staff, police department and jail administrators to review and group ideas generated by the City Council workshop. The goal of the meeting was to make sure the follow-up planning work carried out by the consultants addressed the expectations of the City Council. As a result of these discussions, five major building options were established which would be thoroughly assessed by the consultant team and a report developed highlighting the information, results, and conclusions which emerged from the analysis. The options included two jail facility use considerations and three other facility reuse options involving (a) space usage as a general community office work environment, (b) other institutional use as a homeless shelter, and (c) commercial use as a data center. The five study options finalized for this follow-up Feasibility Study analysis is summarized and highlighted in the following: 56 65A-63 Santa Ana City Jail Reuse Feasibility Study `— Five Facility Reuse Options Evaluated by Consultant Team I � I • Jail Use: Includes the continual operational use of the Type II Jail facility as a i f temporary holding facility which can only detain individuals up to 24 hours. i ■ Jall Use: Includes expanded rehabilitative services including transitional community reentry treatment programs. j General Commercial OfFce Use: Includes office complex with individual offices / jI staff work stations, public lobby / restrooms, staff lounge and other ancillary spaces. 1 ■ OtherInstitutional Use: Includes homeless shelter housing with supportive services space. ■ Commercial Data Center Use., Includes development of data center with support i space for specialized automated equipment and related required staff offices and I other dedicated areas. In order to provide background information and broader perspective on the potential for converting detention facilities for other reuses, the consultant team conducted a literature review and search to identify other local jurisdictions throughout the nation that have investigated alternative options or have closed a detention facility and converted the building for other functions. Lower crime rates and reduced sentence terms for some conviction offenses in recent years have caused other cities and counties to consider alternative options for reuse of their community's jail detention facility. Ajail's restricted and self- contained design can make it an ideal candidate for the right reuse plan. For example, according to Nicole Porter, Director of Advocacy for the National Sentencing Project which compiles an annual report on prison closures, "reuse is a new territory in corrections."' Catherine Chan, an architect also specializing in prisons, jails, and courts, notes that "because these facilities are built to run around the clock, the building features make it convenient for many types of public and communal use."z While there are limited numbers of jurisdictions which have or will shortly modify their local jail for other reuses, there are some examples from which Santa Ana can draw parallels with. The following four jurisdictions are examples of what is or has occurred nation-wide with respect to other jail conversion projects: Nation-wide Examples of Jail Reuse Conversion Projects 1. Gainesville, Florida Correctional Institution: Florida's Gainesville Correctional Institution converted empty bed space at their Jail into a homeless shelter in early 2014 after the detention facility closed in March 2012. The facility sits on 38 acres of land with 15 buildings with long-term plans for a medical clinic, job training center, services for homeless veterans, garden, arts and cultural center, and space to eventually house the local Salvation Army's meal services and social programs. One million dollars in renovations began in one dormitory, the kitchen, library, and laundry buildings to feed the homeless and provide space to wash and store clothing. Men and women live in separate dormitories filled with double bunk beds. Curtains were added to the showers that faced a large open room. The restrooms have remained dormitory style as they 57 65A-64 09 3. were in the original Jail. High security fencing and barbed wire were removed from the perimeter of the Jail complex.3 Those male / female individuals staying in Gainesville, FL Correctional Institution the shelter must volunteer at the center, be employed, elderly, or have serious documented medical issues so the organization may focus their efforts on those residents who are interested in moving out of homelessness. The managing organization has established a 60 - day limit for people staying at the shelter, although they may be allowed to stay longer if they are actively looking to find a job and transition out of homelessness.4 Residents can also interact with service providers offering counseling, job placement assistance, and aid in locating future housing arrangements. Fort Lvon, Colorado Correctional Facilitv: The Fort Lyon Correctional Facility in Bent County is a former prison that has been converted into Colorado's first state -funded homeless shelter. The 500 -acre campus serves 300 residents from across the State, providing transitional housing and recovery oriented supportive services. Residents are involved in the overall operations of the facility including food services, facilities and grounds maintenance, housekeeping, and waste water management, and are eligible for a housing voucher after completing a 12- or 24 -month program. Bent County, Co Correctional Facility Bent County serves as the property manager for the facility. Initial funding for the homeless shelter development was provided by the Colorado Department of Local Affairs. Additional funding to sustain the program will be provided by federal, state, local, and private sources. At an annual cost of $19 million per year to run the prison, it costs only $4 million to run the shelter program and support facilities. It is estimated that they spend $17,000 annually per shelter resident compared to $36,000 when they are on the streets without treatment or assistance.5 Bayview, New York Correctional Facilitv: The Bayview Correctional Facility, a former notorious women's prison, became an odd fit in West Chelsea, New York as the surrounding areas changed from gritty to glamorous. With the Chelsea Piers entertainment complex across the street and an eye-catching condominium building next door, views from some apartments included the exercise yards on the prison's roof. }i The Bayview Correctional Facility on West 201h Street and 111h Avenue in New York is being converted into a — commercial development complex. Up until Hurricane West 201^ St & 111^ Ave, New York city Sandy, Bayview functioned as a medium security women's prison, housing up to 323 prisoners. The original red brick building was designed by the same team responsible for the Empire State building. The 108,000 square foot site consists of two sections - an eight -story main building dating from 1931, and a six -story annex added in 1951. After the building closed in 2012 and nearly a two-year selection process, State officials announced that the Art Deco structure near 65A-65 58 4. the Hudson River would be converted into offices by developers who will rent mainly to nonprofit organizations focused on providing services for women. Bayview's redevelopment plan will be led by the developer Goren Group, in partnership with the NoVo Foundation, a philanthropic group established by Warren E. Buffett. ! The group's co -presidents are his son % Peter Buffett and Peter's wife, Jennifer. The Women's Building, as it will be known, n will add offices, landscaped terraces, and an art gallery. The facility currently also contains open rooftop sports courts and Art Deco chapel which will also be renovated and incorporated into the office building layout being designed for the structure.' Bayview Correctional Facility Cells Wapato Detention Facility: In March 2017, Multnomah County, Oregon was looking to sell the never -used 155,400 square foot III Wapato Detention Facility. Built in 2003 dil for $58 million, it costs the County $300,000 or more each year to maintain the 525 -bed detention facility. It was estimated that it would take $10 million annually to house inmates and employees. It was never opened because �• ,3. the existing local jail population began rw r declining after its construction, and the 'r County did not have readily available 4 , funding for jail operating costs. The bonds used to build it will be paid off in Multnomah County, OR Wepafo Jail 2030. At that point, with interest, the total costs of the facility could exceed $105 million, including interest and maintenance, according to a Portland Tribune analysis. Wapato Detention Facility In a 2014 appraisal, Wapato's value as an industrial building was listed as $8.5 million. It is estimated that it would take $950,000 and an ongoing $140,000 in utilities per month ($1.68 million a year), including the hiring of five new full-time employees onsite, to open for other uses. This includes ensuring working lights, plumbing, heating and Internet services, in addition to ongoing maintenance and the expectation that outdated systems would need to be replaced as they fail over time, including HVAC and other systems. Other issues with the facility include (a) poor to no cell service, (b) no internet connectivity or WIFI, (c) hardware issues, and (d) being non -ADA compliant. dorm doors, for instance, weigh 300 pounds each and have access by stairs only. o • 1, 6t] In 2017, Pacific Development Partners LLC of Santa Monica offered Multnomah County $10 million for the vacant and unused facility for potential reuse as a data center. The County responded to the offer with a request for more information and submittal of another offer. As of April 18, 2018, Multnomah County accepted a $5 million offer with a different developer for use as a medical equipment distribution center.? References and Acknowledgements 1 Repurposing: New Beginnings for Closed Prisons by Nicole D. Porter https://www. senten ci noproi ect.o ro/publications/repurposi nc-n ew-begi n ni n c s -closed -prisons/ Some States Are Closing Prisons and Turning Them Into Homeless Shelters, Reentry Centers, by Robbie Couch - https://www.huffin.qtonpost.com/2015/02/05/closing-state-orisons n 6614220.html 2 Converted Cellblocks by Alysia Santo, https://www.themarshallproiect.org/2015/01/29/converted- cellblocks 3 A Tour of Gainesville Prison-Tumed-Homeless Shelter by Kasey Greenhalgh https://www.wuft.org/news/2013/06/25/orison-to-homeless-she Iter -o lan-p rog ressin c -i n-ga i n esvi II e/ Shuttered Florida Prison Converted Into 'Empowerment Center' for Homeless by Joe Watson https•//www orisonlegainews org/news/2016/may/13/shuttered-florida-orison-converted-emoowerment- center-homeless/ 4Indoor Homeless Shelter Opens Wednesday by Morgan Watkins http://www. gai nesville. com/article/LK/20140930/N ews/604159966/GS/ 5 Homeless Find Hope at Colorado Prison Turned Shelter https://www.denverpost.com/2013/11 /23/homeless-find-hope-at-colorado-orison-turned-shelter/ Former Fort Lyon Prison Offers Hope for Colorado's Homeless by Megan Schrader, http://gazette. com/form er-prison-offers-ho oe-for-col o rados-homeless/article/l 509663 Fort Lyon Supportive Residential Community https://www.coloradocoalition.org/property/fort-lyon-supportive-residential-comm unity 6 Former Prison for Women to Become a Place That Serves Them, by C.J. Hughes, https://www.nvtimes.com/2015/11 /11 /realestate/commercial/former-orison-for-women-to-become-a- place-that-serves-them. html r New $10 Million Offer for Wapato Could Signal a Data Center hftps:Hi)amplinmedia.com/ptt9-news/351712-231175-new-1 0-m i I I ion-offer-for-wa pato-cou Id -sig nal -a - data -center Wapato Detention Facility - https://muitco.us/multnomah-county/wapato-detention-facility The Santa Ana City Jail was constructed in 1997 and has continually provided inmate housing for incarcerated pretrial and sentenced male / female detainees. The Jail is operated as a Type II adult detention facility according to the California Board of State and Community Corrections (BSCC). The BSCC has established a rated capacity for 480 inmates. The facility does have maximum beds for 512 inmates. The City Jail is a full-service, four -level, low-rise adult detention facility containing space for (a) vehicle sallyport, (b) intake and release, (c) inmate housing and dayrooms, (d) visiting, (e) medical / mental health services, (f) inmate programs, (g) food services, (h) laundry, (i) visitor and staff circulation, 0) Central Control operations, (k) maintenance and storage, (1) outdoor recreation, and (m) jail administration. The facility can provide a full spectrum of inmate education programs, counseling 60 65A-67 services, medical and psychological services. The Jail consists of both cells and dormitory housing settings. Inmate housing includes eight new generation podular direct supervision tiered units with dayrooms, classrooms, medical services area, visiting, and circulation space. One of the housing units is designed for maximum security classification detainees who must be housed in administrative segregation single cells. The combination of settings allows for a flexible placement of inmates that adjusts with fluctuating needs. Eighty-nine percent (89%) of the Santa Ana Jail contains 149,826 gross square feet of indoor space. The total square footage in the building, including the vehicle sallyport and outdoor recreation areas, is 168,243. The detention facility's building area is located on four levels. Level one contains the largest area in the building, followed by inmate housing space on levels three and four. The second level contains the smallest area of space where administrative functions and inmate release processing occurs. The first potential Jail reuse feasibility option that the consultant team analyzed focuses on a Jail use scenario which involves the continual operational use of the Type II Jail facility as a temporary holding detention facility which can only detain individuals up to 24 hours. This option utilizes the ground floor of the Jail facility, primarily involves the vehicle sallyport and arrestee intake / release processing areas. The administration area on the second floor is also utilized for inmate release processing and Jail management functions. Santa Ana City Jail Reuse Feasibility Study Reuse Option Scenario Jail Use as a Temporary Holding Facility Only Analysis and Assessment: The assessment information and supporting data which the consultant team developed is summarized and highlighted in the following analysis: Operational Data, Fiscal Analysis and Advantages /Disadvantages Considerations A Description of Jail Reuse Option: This Jail Reuse Feasibility Option would continue the operational use of the Type II Jail as a temporary holding facility which can only detain individuals up to 24 hours. Established Jail policies and procedures would still be in effect. The facility would also comply with State detention standards governing detainee incarceration practices. Implementation of this option would require access and daily use of five primary building spaces including (1) vehicle sallyport, (2) intake processing / release, (3) administration unit, (4) lobby / public area, and (5) Central Control room. These spaces contain 41,369 square feet of building area and represent 26.3% of the Jail's total functional use area space. Square Percent (0/6) Building/Spaces Footage TotaiJaHArea Vehicle Sallyport 10,487 6.2% Intake Processing/Release 22,831 13.6% Administration Unit 4,932 2.9% Lobby / Public Area 2,706 1.6% Central Control Room 413 0.3% Total 41,369 24.6% Vehicle Sallvport: The vehicle sallyport space serves as the secure area where law enforcement officers can transition arrestees from an automobile to the Jail for booking. The existing vehicle sallyport provides adequate security and can serve multiple vehicles at a time. There are 11 parking spaces, with adequate space for 61 o • • three buses, as well as a small staff Bar -B -Q area. The sallyport gates can be operated by Central Control or manually by officers if needed. Intake / Release: The intake / release area is the space where arrestees and inmates enter or leave the Jail. More than likely, a police or sheriffs officer will bring individuals in for processing. Each arrestee goes through a battery of processing steps. After the law enforcement officer leaves and the processing and identification is completed, the arrestee will be placed in the docile holding area or secure holding cell. While in intake, detainee tattoos and pre-existing injuries are documented, along with booking photos, ID and fingerprinting. Medical screenings are given to those arrestees requiring immediate medical or mental health attention. Doctors and mental health crisis specialists will be contacted if needed. The first floor intake booking lobby has two restrooms available for inmates sitting in the docile lobby area. Male and female inmates may be in the lobby at the same time, but are not placed into holding cells together. All holding cells are equipped with intercoms. Telephones are also available in the booking lobby area, and select holding cells contain phones. The intake area contains three offices which are used for running criminal histories, and work stations for other agencies. There is a raised staff area and a Shift Supervisor's Office. There are ten holding cells with a combined capacity for 49 arrestees. One holding cell is a negative pressure cell with a retrofitted UV air scrub, and another serves as the detox room. All holding cells can hold four to eight inmates. One holding cell is being used for storage but is still available for use if needed. The intake area also contains two sobering cells with a capacity for eight arrestees each (16 total). Each sobering cell contains split porcelain fixtures, raised floor area along both sides of cell, two padded walls by toilet and sink, and has a hands-free phone with no receiver. There are also three interview rooms and detainee pat -down area. The intake area is ADA compliant with two unisex detainee restrooms, one staff restroom, and a water fountain. There are six phones and the facility soon plans to install two TTY phones and two telephones with recording capabilities. There are two dress -in rooms, one each for males and females, with work tables, benches, and showers. Rolling fire doors pass through the clean laundry storage room between the two dress -in rooms. A roller system runs from the dress -in area to the personal property storage room upstairs. There are three visitation booths on the first -floor in intake — one enclosed and two open. Intake visitation is non -contact and conducted through glass, except for attorney visitation. Stools are not fixed allowing for ADA access. The door hardware for the three visitation booths is comprised of Corbin Russman locks - two pneumatic, and one keyed with a door knob which was previously used an office. The communications room contains the Programmable Logic Controller (PLC) racks for door controls, main block for inmate telephones, UPS's, and switches for all video. All recorded video runs through racks that are located here. The second floor intake area handles all post arrest release processing. The personal storage room is also located on the second floor of the intake area. Inmate property is organized alphabetically. It is currently quite empty due to the facility's lower 62 65A-69 population since the ICE contract ended. It is more than adequate for current needs, however it gets quite tight when the population reaches 450-475 inmates. The bulk property storage room is located adjacent to the personal property storage room, and contains found, out of custody, and overflow in custody property storage such as books and property from personal storage. If inmate property is left behind after release, notices are sent out and any unclaimed items are disposed of after 90 days. Some items are stored here and made available for indigent inmates in need of garments. The male dress -out room has a maximum occupancy of 20 inmates. The female dress -out room has a maximum occupancy of 15 inmates. All detainees or any inmate with special provisions are released to the street exit from the release counter located on the second floor. The release counter is connected to the administration area near the office cubicles. Valuable property lockers are in a room behind the release counter. Administration Unit: The Jail's administration area is located off the Lobby entrance on the second floor of the City Jail. The area contains 13 cubicles of varying size, four offices for the Jail Administrator, Support Manager, Chief Secretary, and a small conference room. The roll call room seats approximately 25 officers and includes a small break area with two microwaves. The administration area also contains (a) 2 two -stall restrooms for male and female employees, (b) staff lockers, (c) a small kitchen, and (d) a copy room. Three other support private staff offices are also located in this space. Public /Lobby Area: The Jail has one main entrance in the front of the building that opens onto the facility's second floor. Individuals currently mandated to register as a condition of their probation or parole are processed in the lobby of the detention facility. This area also contains public toilets, water fountains, telephone, and public seating. The public lobby contains high quality finishes such as granite, porcelain fixtures, wood doors, and attractive flooring. The public lobby of the facility is spacious and meets current needs. The public lobby counter contains seating for up to three staff. Central Control Room: There is one secure enclosed Control room in the Jail that was designed for up to two officers. The Control room contains door controls, elevator control, video monitoring system to various locations in and around the facility, and a unisex staff restroom. Although there have been some upgrades to the touch screen control panels, Control room, and cameras throughout the Jail, original equipment is still used in this vital area. There are no Pan Tilt Zoom camera in the facility. All cameras are fixed and Central Control can use the zoom function to adequately monitor the facility. The nine -inch original monitors located in Central Control are programmed to automatically view doors activated by officers. The larger flat screen monitors have been replaced within the past two to three years. Projected Jail Inmate Bookings and Average Daily Population (ADP) Temporary jail holding facilities can only detain individuals up to 24 hours. Based on the yearly average number of City Jail intake bookings of 7,134, assuming all detainees are incarcerated for no more than 24 hours, the Santa Ana City temporary Jail holding facility would likely have an average daily population (ADP) of 20 or less male or female inmates. The Table below illustrates the local felony and misdemeanor booking trends for the past three years. As the data shows, if historical 63 65A-70 trends continue in the near future, a temporary holding facility would likely process an average of about 595 intakes each month or 20 per day. Monthly I Wnthly I Daily 2013 2,583 34.8% 4,555 63.4% 12'1 7,165 599 502-]03 28 2014 2,756 36.1% 4,772 62.5% 112 1.4% 7,84D 673 482.03' 21 2815 2,662 37.6% 4,304 60.8% 115 7,081 590 523-728 19 _ M18 2,440 36.8% 4,015 60.9% 172 2.6% 6.827 552 _ 468:623 18 %Change -259/ -11.9% 35.4% -7.8% YeadyAverage 2813.2016 2,590 36.3% 4,412 61.7% 132 28% 7,134 595 ea2.em 2n Source: Santa Ana Police Departments Jail Bureau Note: TemporaryJail holding facifties can only detain incrMduals up to 24 hours. Based on the yearly average number offal intake bookings of 7,134, assuming all detainees are incarcerated for no mora than 24 hours, the Santa Ana temporary jad holding fasifly.dd likely haus an average daily population (ADP) of 20 or less male orfemale Inmates. If these historical trends are maintained, nearly 61.7% of the facility's annual bookings would likely involve felony detainees and 36.3% would be defendants charged with misdemeanor offenses. The trend booking data also clearly indicates that the temporary holding facility should also experience significant fluctuations in the average number of monthly bookings processed by Jail personnel. In the past, for example, monthly bookings have ranged from a low of 482 to a high of 803. Staffing For Proposed Temporary Jail Holding Facility National and State Court decisions have defined important perimeters for jail operations by establishing minimum levels of service, performance objectives, prohibited practices, and specific required operational actions. Past Court decisions mostly handed down by Federal Courts, for example, have required jails to (a) protect inmates from themselves and from other inmates, (b) maintain communication with inmates, (c) respond to inmate calls for assistance, (d) classify and separate inmates, (e) ensure the safety of staff, visitors, and inmates at all times, (f) make special provisions for processing and supervising female inmates, (g) ensure that all required inmate services are delivered (medical, mental health, exercise, visits, mail, etc.), and (h) provide properly trained staff. California Board of State and Community Corrections (BSCC) have promulgated a series of minimum Title 15 jail standards which also provide parameters for local jail operations. Local health, safety, fire and building standards are also applied to California jails. The BSCC also uses inspections to measure a jail facility's compliance with minimum jail standards and staffing levels. The process that was followed for analyzing the proposed staffing plan for the Santa Ana Temporary Jail Holding Facility was based on the National Institute of Corrections (NIC) staffing analysis process which has been recommended by the Board of State and Community Corrections (BSCC). Four important key steps were used by Vanir and they focused on (1) current jail staffing levels, schedule, and shift rosters, (2) jail inmate supervision policies/practices, (3) current weekly staff work hour information and assignments, and (4) calculation of net annual work hours by posted position. The calculation for each position classification included the contracted number of hours per year minus the average number of hours off per staff person per year. This information showed that each Correctional Officer working their regular work week shift schedule, for example, will actually only be available when 64 65A-71 time off for vacations, sick leave, training, and other time is considered for 80.0% of their contracted full-time positions. As the following Table shows, an estimated 54 total full-time Jail personnel would be required to carry out the daily inmate booking process at the proposed temporary Jail holding facility. The staffing compliment would include two administrative and seven supervisory personnel. An additional 33 posted shift positions covering the Central Control room, booking counters, inmate transports, and roving officers would also be needed for monitoring and in -custody supervision. A total of 12 records staff would be required at the facility and one part-time aide. Piopasa(Taahaoldry Stafing Analysts Basadon JailHol Poshd Jag PosNons VM Shgf Jail Post. Classifications Faellify Staffing Model Reli.Mctor For Thas Off The likely weekly staffing schedule that would be followed Sunday through Saturday at the temporary holding facility is highlighted in the following Table. The number of administrative, supervisory, custody officers, and other support staff which includes (a) Senior Correctional Records Specialist, (b) Lead Correctional Specialist, and (c) Senior Office Assistant positions is also shown in the schedule. 65 65A-72 Personnel I Persmnel Aarninlsoadon: Jail Adminlstralor 1.0 1.0 Office Assistanl(PayrcWI`sh onna) 10 1_0 Sa&Total 2.0 20 Supomition: Jal Achal RelieflLse of Force Rx swVSecurlyl RecwtlYRegiskramYBiP�txyPdicy U dakY TralninglAudWAOACcorc for 3.0 1.8 Jail Shift SuperAsor 4_0 52 Sub -Total 7.0 T.0 Inmate Bookag B Cosrody SupeMslon: Posted Shift Positions: . Central Control Roan 4.0 5.2 Jail Intake 8 scolding Counters; 16.0 10.4 Innate Transparls 13.0 10.4 ROJng Officers (public counkrldetox It holding cell checks/restraint chair monitoring S In -custody supeMslm) M 7g sabblal 33.0 330 DelenGan Records: Pasted Shn Positions: Booking Counter (Sr. Caneotonal Records Specialist or Lead C ectonal Records SpeclaOsQ 4.0 6.2 Second Floor Inroads Release Counter (Sr. Ccneotonal Records Speddat or Laial Correctional Records Specialist) 8.0 5.2 Supplemental Shift Sr. Correctional Records orLead CorrectonallRecordsSceNaisl (Peak Booking Perlpis) M 1.g Sublotal 12.0 120 To1a1 F;,&dme Jail Para.1 50.0 S4.0 ONer Pal Support S off. PR Store Alfie 1.0 1.0 The likely weekly staffing schedule that would be followed Sunday through Saturday at the temporary holding facility is highlighted in the following Table. The number of administrative, supervisory, custody officers, and other support staff which includes (a) Senior Correctional Records Specialist, (b) Lead Correctional Specialist, and (c) Senior Office Assistant positions is also shown in the schedule. 65 65A-72 Santa Ana City Jail Staffing Schedule For Temporary Holding Facility Only Schedule Adan Su . Sunday Custody Officers Others' Total Admin Sup. Monday Custody officers Others' Total 0 1 6 3 10 0 1 6 3 10 0 1 6 3 10 0 1 6 2 9 0 1 6 2 SAM -9AM 0 1 6 3 10 1 2 6 3 12 9AM-Noon 0 1 6 3 10 1 2 6 3 12 Noon -3PM 0 1 6 3 10 1 2 6 3 12 3PM-6PM ' 0 1 6 2 9 1 2 6 2 11 6PM-9PM 0 1 6 2 9 .1' 1 6 2 10 9PM-12AM 0 1 6 2 9 0 1 6 2' 9 12AM-SAM 0 1 6 2 9 0 1 6 2 9 Schedule Adan Sup, Tuesd Custody. tears others' Total _ Adan Sup. day Custody Officers Others' Total 0 1 6 3 10 0 1 6 3 10 0 1 6 3 10 0 1 6 2 9 0 1 6 2 SAM -9AM 1 4 6 3 14 1 4 6 3 14 9AM-Noon 1 4 6 3 14 1 4 6 3 14 Noon-3PM 1 4 6 3 E14 1 4 6 3 14 3PM-6PM 1 4 8 2 13 1 4 6 2 136PM-9PM 6PM-9PM 1 1 6 2 10 1 1 6 2 10 9PM-12AM 0 1 6 2 9 0 1 6 2. 9 12AM-SAM 0 1 6 2 9 0 1 6 2 9 Schedule Admin Su .. Thursday Custody 'Officers Others' Total Admin Sup. Friday Custoay Officers Others' TOW 0 1 6 3 10 0 1 6 3 10 0 1 6 3 10 0 1 6 2 9 0 1 6 2 5AM-RAM 1 4 6 3 14 0 2 6 3 11 9AM- Noon 1 4 6 3 14 0 2 .6 3 11 Noon -3PM 1 4 6 3 14 0 2 6 3 11 3PM-6PM 1 4 6 2 13 0 2 6 2 10 6PM-9PM 1 1 6 2 10 0 1 6 2 9 9PM-12AM 0 1 6 2 9 0 1 6 2 9 12AM-SAM 0 1 6 2 9 0 1 6 2' 9 •Includes Senior Correctional Records Specialist, Lead Correctional Specialist, & Senior Once Assistant Positions (See Appendix C., Comparison of Prior Staffing Levels With Proposed Temporary Jail Holding Facility Reuse Option) @ Facifity Building /Svstems Modifications: If the Santa Ana City adult detention facility was converted and operated as a 24-hour only temporary jail facility, there would be no building / systems modifications needed to continue using the existing inmate booking spaces, holding cells and connecting tunnel to the Orange County Jail. Misdemeanor and felony detainees brought to the facility by law enforcement agencies would be processed following existing jail policies and procedures and could be cited and released, transferred to other jurisdictions, or moved through the connecting tunnel to the County Jail facility for additional processing. 7 65A-73 Adan Su. Custody Officers Others' TOW Schedule 5AM-9AM 9AM-Noun Noon -3PM 3PM-6PM' 6PM-9PM 9PM-12AM 12AM-SAM 0 1 6 3 10 0 1 6 3 10 0 1 6 3 10 0 1 6 2 9 0 1 6 2 9 0 1 6 2 9 0 1 1 6 2 9 •Includes Senior Correctional Records Specialist, Lead Correctional Specialist, & Senior Once Assistant Positions (See Appendix C., Comparison of Prior Staffing Levels With Proposed Temporary Jail Holding Facility Reuse Option) @ Facifity Building /Svstems Modifications: If the Santa Ana City adult detention facility was converted and operated as a 24-hour only temporary jail facility, there would be no building / systems modifications needed to continue using the existing inmate booking spaces, holding cells and connecting tunnel to the Orange County Jail. Misdemeanor and felony detainees brought to the facility by law enforcement agencies would be processed following existing jail policies and procedures and could be cited and released, transferred to other jurisdictions, or moved through the connecting tunnel to the County Jail facility for additional processing. 7 65A-73 Only the (a) administration area, (b) vehicle sallyport, (c) intake space, (d) public lobby, (e) and Central Control room will be used under this option. The eight housing units on the third and fourth floors, visiting, and other detention support spaces will not be required for the temporary holding facility as arrestees will be held for no longer than 24 hours. The arrestee processing associated with this option takes place in and around the ground floor of the facility, primarily in the intake/release area shown in the following graphic layout. Nothing in the overall appearance, use, or configuration of the existing Jail structure or building systems changes. Temporary Holdinq Facility Graphic layout drawing shown in Jail Copy Only C Fiscal Analysis: With the assistance of the Santa Ana City Jail administrative staff using the staffing levels proposed for a temporary holding facility, annual budget expenditures were developed for implementing this reuse option. The following Table shows the estimated budget cost requirements for the proposed temporary Jail holding facility assuming the option was initially implemented in FY 2016-17 and continued through FY 2017-18. As the annual expenditure data shows, the operational cost would likely reach $8.1 million in the first year of the conversion and grow to $8.6 million in year two. The increase in estimated annual costs is attributed to of cost of living adjustments and inflation factors associated with the personnel expense of the staff assigned to work in the detention facility 24 -hours, seven -days -a -week. 67 65A-74 Santa Ana City Jail Proposed Temporary Jail Holding Facility Estimated Annual Expenditures For implementing Reuse Option F�enditures (Inc ding Building Maintenance FY 201617 No Housing (Holding Facilityolding On FY 2017-18 (HNo Housing Facility On Personnel: General Fund Allocation $ 7,212,870 $ 7,704,989 Contractural: General Fund Allocation $ 80,000 $ 80,000 Building Maintence Staff $ 301,267 $ 301,267 Building Maintence Contracts $ _ 362,966 $ 362.966 Utilities $ 53,980 $ 53,980 Telephones $ 25,961 $ 25,961 Liability Insurance $ 22,794 $ 22,794 Subtotal $ 846,968 $ 846,968 Commod8as: General Fund Allocation $ 57,570 $ 57,570 Uniforms $ 10,792 $ 10,792 Employee Parking $ 27,456 $ 27,456 Subtotal $ 95,818 $ 95,818 Fbred Charges: ' General Fund Allocation $ 22,804 $ 22,804 TOTAL EXPENDITURES (GF and Other Sources) $ 8,178,461 $ 8,670,580 Revenues: Inmate Housing $ - $ Jail Kitchen Rental $ - $ - Jail Booking Fees $ 50,000 $ 50,000 Jail Pay to Stay $ - $ - TOTAL REVENUES $ 50,000 $ 50,000 Sauce: Santa Ana City Jail Corrections] Division Budget Projections (See Appendix D: Comparison of Prior Expenditures and Revenue Cost Analysis Trends With Proposed Temporary Jail Holding Facility Reuse Option) Construction Cost For Imolementation of Jail Reuse Feasibility Option A construction cost analysis was also developed which included detailed expenditure information showing the overall fiscal impact the City would likely incur if each jail reuse option was pursued through construction and ultimately implemented. The construction cost analysis included a summary conceptual cost statement showing building construction and project costs associated with each of the five jail reuse options. The information covered cost factors that included (a) estimated range of building design changes; (b) escalated construction costs; and (c) other project - related expenses. The following Statement of Probable Construction and Project Costs reflects the fact that converting the detention facility from a custody housing environment to a temporary jail holding facility does not require structural, building systems changes, or space modifications. 68 65A-75 Expenditure Category I Estimated Cost Base Construction $0 General Contractor Overhead & Profit $0 General Contractor Markups $0 General Contractor Bonds $0 Design Contingency $0 Market Factor $0 Sub -Total $0 Construction Contingency (10%) $0 A/ E Fees (10%) $0 CM Inspection (4%) $0 Miscellaneous (2%) $0 FF&E (10%) $0 Sub_ -Total Total (See Appendix E. Santa Ana City Jail Reuse Options Detailed Construction and Project Cost Estimates) D. Advantages / Disadvantages Considerations: As part of the assessment evaluation process, the consultant team also utilized an SWOT analysis strategic planning technique to identify the strengths, weaknesses, opportunities, and negative impacts associated with each Jail reuse feasibility option. The SWOT analysis is intended to take the objectives of each reuse option or project and identify the internal and external factors that are favorable and unfavorable for achieving individual project objectives. Based on the results of the SWOT analysis process, a summary ranking from best to worst for the implementation of the proposed five Jail reuse options was also examined in this Study. Analysis of this information and related fiscal impact data was used to form the recommended ranking which is highlighted in the following analysis. Advantages I Disadvantages and Ranking From Best to Worst For Jail Feasibility Reuse Options ❑ Temporary Jail Holding Facility This Jail Reuse Feasibility Option will minimize the ongoing yearly operational costs of the City's adult detention facility while maintaining the building as its intended use, a Jail. 69 65A-76 Advantaaes (Strenaths - Use of the Jail as a temporary holding facility for detainees up to 24 hours fits the character of the building. The purpose of the temporary holding option is to cite and release or book arrestees into the Orange County Jail, instead of the City Jail, as they are currently. - No structural elements or building systems changes or space modifications are required to implement this jail reuse feasibility option. - The Type II detention facility is extremely secure and has state-of-the-art security systems that are fully functioning and are designed to insure the safety of both inmates and the public. - Conversion of the City Jail to an operational temporary holding facility should present few problems because highly experienced and qualified personnel (current and former custody staff) are in place to properly supervise detainee populations being booked into the Jail. - Current policies and procedures for processing felony and misdemeanor arrestees would continue to govern daily temporary holding facility intakes, bookings, medical / mental health screenings and inmate transfers via the connecting tunnel to the adjacent Orange County Jail for individuals being held for Superior Court adjudication. - By limiting the daily population (ADP) of incarcerated individuals from an average of 375 per day for a full-service Jail down to an average of 20 projected for the temporary holding facility, the City's overall liability exposure will be significantly reduced due to the limitation of inmates housed at the converted facility. - All movable furniture, fixtures, and equipment (FF&E) required for a temporary jail holding facility has already been purchased and installed at the City Jail. The City should not have to incur additional expenses in FF&E purchases for the detention facility. - The interior and exterior of the facility located in downtown Santa Ana near the Orange County Jail is extremely well maintained. The building is predominately of concrete wall construction which shows no signs of structural failure or wear requiring maintenance or upkeep. High quality space finishes such as granite, porcelain fixtures, wood doors, and flooring throughout the facility make it one of the most attractive detention facilities in the State. - The existing building's mechanical systems are in good overall condition. The HVAC system operates normally and the fire alarm system is operating without issues. The electrical system, while it is original to the building, is also operating without issues. - Because the existing Jail is already designed for the processing and housing of inmates and has been operating on a daily basis, there would be no impact on a schedule to convert it to a temporary holding facility. 70 65A-77 Disadvantages (Weaknesses) - The total annual cost for booking arrestees into a temporary jail holding facility estimated at approximately $8.7 million would be borne entirely by the City. This cost will continue to modestly increase due to cost of living adjustments and inflation factors given to personnel working in the detention facility 24 -hours, seven -days -a -week. - General fund budget allocations would be the primary revenue source for Jail expenditures. Contract leased detention bed revenue would not be available to offset the yearly cost of the holding facility. - The City would continue to be responsible for the repayment of the annual debt serve on the Jail building through 2024. - The third and fourth inmate housing floors of the detention facility would not be used. However, costs for age-related maintenance issues would continue as a City expense because the plumbing, electrical, and other mechanical systems which support these areas must still be maintained. Opportunities Converting the City detention complex into a temporary holding facility will significantly lower the total number of custody officers and records specialists personnel needed to process and supervise inmates incarcerated at the Jail. In the past, personnel costs have accounted for approximately 85.0% of the Jail's budget requiring 124 staff to run the facility. This compares to 54 staff for a facility which temporarily holds detained offenders only up to 24 hours. The staffing reductions due to the proposed changes in inmate housing policies will translate into major reductions in yearly personnel costs. - By not using the third and fourth housing floors of the Jail, the City will be able to lower building overhead costs (less utilities, wear and tear on equipment, etc.) which will reduce total building budgeted expenditures. - The change to a temporary Jail holding facility operational model for the Santa Ana Police Department will likely increase the efficiency of shift patrol officers. By reducing the longer wait time to book apprehended arrestees at the Orange County Jail, they will have the opportunity to remain on patrol in the community for greater periods of time. Negative Impacts (Threats) There has been great community opposition to continue use of the existing building as a detention facility. Much of the opposition has surrounded the use of the building as an ICE -contracted facility. There will likely continue to be some vocal opposition to any use of the facility related to correctional or detention purposes. Jail Reuse Feasibility Study Vanir Consultant Team Recommended Feasibility Options Ranking Based on the results of the analysis and evaluation process, a summary ranking from best to worst for the implementation of the proposed five jail reuse feasibility options was established by the Vanir consultant team. 71 65A-78 Analysis of this information and related riscal impact data was used to form the following recommended implementation ranking: Temporary Jail Holding Facility Recommended Ranking: Jail Reuse Implementation Option #1 The second potential Jail reuse feasibility option the consultant team analyzed focused on a Jail use scenario which involves maintaining the City Jail as a Type II adult detention facility which has expanded rehabilitative services including community reentry transitional treatment programs for incarcerated Santa Ana residents. The Jail reentry treatment housing and counseling services operational model could be implemented with City custody staff supplemented with newly hired, experienced reentry community program specialists and contract qualified "best practice" service providers. The expanded programming could be directed at sentenced offenders using a leased facility arrangement for detention beds with another correctional agency including (1) the United States Bureau of Prisons, and/or (2) California Department of Corrections and Rehabilitation (CDCR). Expansion of City Jail inmate services would include (a) evidence -based risk and needs assessments, (b) cognitive behavioral therapy, (c) mental health and alcohol / drug counseling, (d) job / education assistance, and (e) development of transitional reentry plans. This feasibility option with its targeted reentry programming / treatment intervention models would utilize the 168,243 square feet of useable space contained in the four -level footprint of the entire Jail complex. Santa Ana City Jail Reuse Feasibility Study Reuse Option Scenario Jail Use as a Transitional Community Analysis and Assessment: Reentry Treatment Facility I The assessment information and supporting data which the consultant team developed is summarized and highlighted in the following analysis: Operational Information, Fiscal Analysis and Advantages / Disadvantages Considerations A. Description of Jail Reuse Option: This Jail Reuse Feasibility Option would continue the operational use of the Type II City Jail as a new transitional community reentry treatment facility. Established Jail policies and procedures would still be in effect. The facility would also comply with State detention standards governing detainee incarceration practices. Implementation of this option would require access and daily use of the four floors in the existing detention facility. The reentry treatment facility would likely be staffed with available City custody personnel and newly hired, reentry specialists who are supplemented with community-based contract service providers. Both the reentry specialists and trained service providers would be knowledgeable with "best practice" jail inmate reentry assessments, programming, and rehabilitative treatment and transitional community follow-up services for released convicted offenders. The reentry programming and services could be directed to sentenced offenders using a contract detention bed agreement with outside correctional agencies including (1) United States Bureau of Prisons, and/or (2) California Department of Corrections and Rehabilitation (CDCR). 72 65A-79 Significant expansion of Jail services will require additional program space that is configured to accommodate validated evidence -based assessments and programming California's criminal justice system wants to pursue. The goal is to introduce and provide ongoing dedicated exemplary assessment, rehabilitative substance abuse treatment, behavioral health, and other critical support services to these groups of incarcerated offenders. In order to accommodate these expanded services, additional programming and classroom space would need to be developed. This option would enclose and transform the third floor quasi -outdoor recreation yard into a large, habitable program room(s) containing approximately 2,200 square feet of area. The renovation of the recreation yard and conversion to program space would provide a facility -wide total area containing 7,033 square feet for classroom activities. This would raise the dedicated classroom / program areas in the City Jail to approximately 4.5% of the total 168,243 square feet contained in the building. This expands available classroom and programming space at the Jail by nearly 40.0% compared to what is found in typical California jail facilities. With the new program space, the City Jail would be able to explore contracting with qualified public and private service providers experienced with risk and needs assessments, evidence -based model counseling, and other interventions that will facilitate the reentry of offenders from the Jail environment to the community. By pursuing these program standards, in -custody dedicated service providers, counselors, and education agencies knowledgeable with offender populations would be able to deliver "best practices" in the jail setting and begin the process of transitional reentry planning to these offenders who are redirected to community supervision. The specific best practice programming components that could be considered for introduction and use include (a) assessing the clinical and social needs, and public safety risks of the incarcerated offender population, (b) planning (short- and long- term) for treatment and services required to address the offender's needs, (c) implementation of evidence -based in -custody rehabilitation programs designed to reduce recidivism with adult offender populations, (d) identifying required community and correctional programs that can assist with post -release services, and (e) coordinating the transition plan to ensure implementation and avoid gaps in care. This programming would likely cover rive major offender areas including (1) academic, vocational and financial, (2) alcohol and other drugs, (3) aggression, hostility, anger and violence, (4) criminal thinking, behaviors, and associations, and (5) family, marital and relationships. The focus in these areas will follow eight evidence -based practices (EBP) and principles including (a) target highest risk offenders, (b) assess offenders needs, (c) design responsivity into programming, (d) develop behavior management plans, (e) deliver treatment programs using cognitive -based strategies, (f) motivate and shape offender behaviors, (g) engender the community as a protective factor against recidivism and use the community to support offender reentry and reintegration, and (h) identify outcomes and measure progress. A key element of the services will continue to be cognitive behavioral therapy models which identifies how thinking and behavior are related and encourages offenders to take personal responsibility for both. The expanded programming would build on the current inmate services in place at the City Jail facility. Additional groups and individual counseling services would be developed and implemented. 73 o • . ' Current Available City Jail Inmate Programming / Classes The Jail's four existing multipurpose rooms are utilized to run fourteen programs and seven different religious services. Separate classes are offered for females and transgender inmates (as needed). Classes are not held Saturday or Sunday, but religious services are. Religious services are offered from a wide variety of faiths including (a) Roman Catholic, (b) Evangelical Christian, (c) Jehovah's Witness, (d) Jewish, (e) Mormon, (f) Muslim, and (g) Protestant, in addition to regular bible studies. A General Educational Development (GED) program is also offered to inmates. An average of 100 inmates have graduated from the GED program annually since its inception. This highly successful inmate educational program was developed by instructors from the Santa Ana College School of Continuing Education, Inmate Education, Horizon Wilshire GED Center, and the Santa Ana City Jail. The following is a list of the programs and classes offered in the Santa Ana City Jail: • Alcoholics Anonymous • Anger Management • Breaking Barriers • Business Skills • Computer Applications • English as a Second Language (ESL) • Goal Setting • Learning Styles • Microsoft Office • Music • Parenting • Substance Abuse Treatment • Women's Aglow The space allocated to programs/classrooms is 4,833 square feet. Jail Reentry Services A key program the Jail system currently lacks concerns Jail reentry services for inmates transitioning from incarceration back to their community. The following information developed by the consultant team provides a summary description of key operational elements the City will need to consider in developing a reentry services component at the Jail. Transitioning to Jail Reentry Services: There is a need to build a continuum of reentry services that starts in the Jail and continues when local inmates transition into the community. Developing reentry services for inmates leaving jail reduces reoffending rates. Offenders leaving custody are often in a double -bind: They are more likely to need supportive services than the general local population, but they face multiple obstacles to getting help with the basic resources needed for stability. The reentry priorities that research has reported most frequently among offenders is employment, , housing, addressing problems with substance abuse, improving relationships with family, children, and intimate partners, and staying out of trouble. Best practices suggest that reentry services should begin when someone is still in jail and continue when they return to the community. Currently, the incarcerated inmate population and other local inmates will leave the jail facility with little or no follow-up assistance. Most need assistance with employment, housing, drug use, or other problems before they were booked into the jail and most still have service needs when released from detention. The essential steps and responsibilities of a jail reentry services program is highlighted in the following Chart on the next page. 74 65A-81 Implementation of a Jail reentry services program must take place simultaneously with the development, expansion, and implementation of in -custody cognitive behavioral counseling, drug treatment, and employment preparation assistance services. Offender Targeting and Triage Policies: A new reentry services program should develop a triage system to guide decisions about the allocation of scarce reentry resources. Targeting outreach efforts toward those with the greatest levels of risk and the most pressing needs would allow the program to achieve the maximum impact given capacity limitations. Offender triage should be based on the level of need as measured by risk scores and the potential, or opportunity, to provide services that begin to address those needs before individuals are released from the jail. Reentry staff will also need to prioritize offenders who are motivated to engage with services. Incorporate Risk and Needs Assessments into Reentry Services: It is important to identify individual reentry needs quickly but with sufficient accuracy and detail to develop reentry service plans. Program staff need tools to identify key needs that are linked to reoffending as well as each offender's personal reentry priorities which are not always the same. This can be done through the use of validated risk and needs assessment tools and the use of standard intake procedures which can help ensure that staff address common reentry issues and ask questions in ways that have proven to be effective in eliciting information on these topics. Individualized Reentry Services Plans for Maximum Impact: Reentry services must avoid a one -size -fits -all approach. Service plans should address the needs identified during assessments, consider the offender's personal priorities, and take into account logistical barriers to service provision such as short jail stays. Services should target factors that are linked to reoffending such as substance use, anti -social personality, and hostility or anger. Services should be tailored to the specific circumstances of individual offenders including such elements as motivation, environmental support, positive relationships with correctional staff, and cognitive functioning. This service will include the following components which are highlighted in the graphic diagram on the following page. 75 65A-82 i Federal l Stat Pamle 8 Community Service Provhers. Crlsls Clinical Case o,gobg comm ronl Intervention J Management MDT Ocunseiing am ysnry mfairals �/Comprehenslva � - e Housing Muld-Domaln E,mgenrysnene�� Assessment J mifo \ Tnnal Hou Ing, (PSYcbalrk, a COImm2 on ' Psycllcic9o91ml, AOD, TmatmsnLCmanWI..r 3 Eaurelion, FemTy, EnVmn=a BTan9R1cn fj Occupalianel, Reoeegan, IOImlape,goM Living Bsnefas, Cew Manegema,rt) / � Adult Education City Jail Group Therapy�� c Iammb nn Lail '' ora ft6W, D g aala a mpl ag �_m (GED, Reentry , seta g e F some&J esFnls Suea P pamii IMa Im I rens Isxu sulm,J SelrvicesReTN wry aoDmm,clmioal e.AOD, e n m.. EvideC Evidence-BasedmFamily., P. - Reunification calla P Programs La.anam; s�pa,rzaa valor, CognNw Beluuwral P—nd oumelir' CounaeliM :Pem,N,y Cl_.'ski J/ Co„uwnlugon Swills Faith t` 'Skills f/cammannrmam 1 ..,sV *1no l wn' I ImertSa Ps oras i Independent 1coml°nunaffn, Po am t Supp i Uving $kl ni BPeniSOI. Pov e Butlgeli,g,Jab Tninirgl i , SOI., i ;J vpmwn. Dliw L \�r��`` Licanm, RestiWtwn / �`uL`�� The plan should begin being addressed through the provisions of available in - custody programming and should continue when offenders transition from jail incarceration. Part of the reentry services program work would involve the development of a discharge plan and process to aid the offenders transition from jail to the community and to sustain gains made through pre-release interventions. The discharge process should begin at least 30 — 45 days prior to release and be created utilizing motivational interviewing techniques allowing for the offender to be the key person in the development of their own discharge plan. Examples of discharge interventions include: employment class, scheduled appointments in the community, a temporary supply of medication (as needed), identification documents, transportation to a service provider, home or parole office, resource packets, and contact information for key individuals who will facilitate the individual service plan in the community. Work done while in jail, including treatment, relationships with service providers, and connecting individuals to service appointments in the community should continue upon release from jail through the assistance of the Jail reentry staff assigned to the Program. It is important in developing the reentry program that staff devote time and work to organizing selected community-based organizations and support networks to provide a continuity of care process — or in many cases, initiate care — through services, training, treatment, and case management when an individual is released. Examples of community-based interventions include services in areas such as job readiness training, substance abuse treatment, mental health counseling, post - release case management, access to reentry information through outreach that 76 engages informal social supports and post -release supervision as applicable. The discharge plan should include the following services: ■ Transportation: Provide participants with transportation from the Jail to their release destination and evaluate whether they will have access to transportation to services, work and other locations mandated in their post -release plan. ■ Clothing. Food and Amenities: Provide participants with clean appropriate clothing and information regarding access to food resources. • Financial Resources: Provide the participant with initial and continuing eligibility for financial assistance programs, Medicare, Medicaid, Workman's Compensation, disability, health insurance benefits, emergency medical assistance, veterans' benefits and eligibility for supplemental security income payments, including local, state, and federal supplements. ■ Documentation: Provide participant with a state -issued identification card. ■ Housing: Identify safe, affordable housing where participant can stay in the days following release and verify bed space is available. • Emolovment and Education: Ensure that appropriate assessments and referrals have been made to facilitate the process of finding and keeping a livable income employment through the employment specialist. Ensure the participant is either employed or enrolled in an educational /vocational program. • Healthcare: Conduct an assessment of the participant's mental and physical healthcare status and needs prior to release and provide the participant with contact information of a healthcare facilitator / provider in the community they plan to reside to ensure continuity of care. With individuals with substance abuse and / or mental health issues, schedule an appointment with a counselor prior to release. • Support Services: Provide participant with access to a reentry specialist who will assist with accessing community resources and contact family members (when appropriate) to notify them of the release date and the release plan. The specialist will provide support at the time of release and in the days immediately following the participant's return to the community. • Aftercare: The reentry, employment, and mental health specialist should continue to provide post -release services to the participant for up to 60 days after release. These services will initially be intensive and will gradually be reduced. Strengthen Linkages Between the Jail and Community Service Provider. During the first few days and weeks after offenders reenter the community, they are at heightened risk for rearrest and relapse, making this period crucial for their success. Without support from service providers, any progress made through jail -based programs can evaporate. The key to a successful transition is ensuring that reentry plans continue when offenders return to their neighborhoods. For this reason, it is essential that the Jail services reentry staff and other service providers collaborate to strengthen linkages between the Jail and community. This can be accomplished by involving key community providers in the design and implementation of the proposed new program. ►il ,T�46 B. Facility Building / Systems Modifications: The City Jail's current classroom / program space is inadequate to serve a maximum detention population. The building's layout should be large enough to accommodate a wide range of necessary programs and treatment services coordinated by professional providers and volunteers from the Santa Ana community. The implementation of a structured Jail reentry services program will require additional program spaces to accommodate the validated evidence -based assessments and rehabilitative cognitive behavioral counseling and therapy programs for convicted offenders about to transition back to the community after release from incarceration. In order to accommodate the requirements for this programming, it is proposed that the third Floor quasi -outdoor recreation yard be transformed into a large habitable program or multiple small classroom areas containing nearly 2,200 square feet of building area. The following Diagram shows the location of the proposed classroom / program area conversion space in the quasi - outdoor recreation yard attached to the Jail's third floor housing unit. Reentry Housing Unit 64 -Bed Housing Pod Graphic layout drawing shown in Jail Copy On/y 78 o • The renovation of the recreation yard and conversion to program space would provide a facility -wide total area containing 7,033 square feet for classroom activities. This would increase the dedicated classroom / program areas in the City Jail to approximately 4.2% of the total 168,243 square feet contained in the building. This expands available classroom and programming space at the Jail by nearly 40.0% compared to what is found in typical California jail facilities. C. Fiscal Analysis: Developing a yearly operating budget for implementing a Jail transitional reentry treatment facility for incarcerated male / female inmates will be heavily influenced by the identified costs for (a) Jail administration, supervisory and custody personnel, (b) dedicated reentry program specialists, (c) community service providers, and (d) the negotiated daily per diem detention bed reimbursement rate for correctional agency inmates participating in the Jail's reentry program. A review of prior Jail fiscal year expenditure trends shows that the facility's operating budget with contract detention bed inmate populations of 275-375 has ranged from $16.1 million to $18.4 million. The offsetting contract inmate housing correctional agency reimbursement has ranged from $5.0 million to a high of $15.9 million during the same period. Overall, this same level of expenditure patterns for (1) Jail custody personnel, and (2) correctional agency custody bed leases will likely be required for a reentry detention facility. In order to fully implement a regiment of evidence -based validated assessments, case plan development, and treatment rehabilitation counseling / therapy, the Jail's operating budget will also need to be augmented. The financial augmentation will cover staffing salaries / benefit costs for at least seven newly -hired, experienced reentry program specialists. The dedicated staff will manage and be responsible for delivering and/or coordinating reentry counseling and supportive services offered to the target inmate populations. The Reentry Specialists will be full-time and will include (a) Reentry Program Manager, (b) Reentry Services Resource Specialist, (c) Education and Life Program Coordinator, and (d) social workers. The scope of duties the Reentry Program Manager is responsible for includes: In -custody Services: The Reentry Program Manager oversees reentry inmate custody services that involve case management, substance abuse treatment, Thinking for a Change (cognitive behavioral change program), gang intervention, job readiness, employment services, job coaching, life skills (including financial barriers and training), mentorship, recreational activities, family parenting / reunification services, and transition plans. Service Providers: Maintains linkage and works with community service providers to identify the array of services which will assist offenders and families to meet discharge plans. 79 o • 1, Vocational Skills: Works with a range of specialized programs to offer vocational training classes to reentry program participants. The training classes inmates can access include (1) Custodial — Inmates learn a variety of skills in the custodial and housekeeping trades, equipment maintenance and repair, and cleaning materials safety, (2) Computer Skills — Inmates learn basic computer skills and Microsoft Office software as well as telephone answering skills, filing techniques, and other office tasks, (3) Safety and Sanitation — Inmates learn kitchen safety and sanitary skills for working in a kitchen setting, and (4) Culinary Arts — Inmates learn basic culinary skills and are prepared for jobs in the food service industry. The specific number of dedicated reentry program specialists and their scope of duties and areas of responsibility are summarized in the following Chart. These reentry specialists should also be supplemented with a core group of knowledgeable professional community-based service providers who can work with inmates to facilitate the transitional process of offenders from the City Jail to the community. Through new collaborative partnerships with qualified and experienced private community-based providers, faith -based groups and other organizations 80 65A-87 Reentry inmate DedicatedJail Services Number of Title Positions Scope of Duties Supervises and coordinates reentry programs for offenders. The programs are intended to reduce recidivism and include education / vocational and treatment programs. Identify Reentry Supervisor 1 offenders' needs and coordinate in- and out -of -custody services that facilitate reentry into the community by creating partnerships with educational / vocational organizations, private community-based organizations and businesses. Develops and implements reentry services for pre- and post - release offenders. Develops partnerships to bring services to Reentry Services Z offenders. Seeks grant funding for pre- and post -entry Resource Officer services. Creates procedures and protocol for one continuous system of rare based on an offender individualized needs assessment. Interviews inmates and schedules them for classes such as GED, batterer treatment, anger management, substance abuse, etc. Insures inmate has life tools upon release, i.e., ID card, SSI, job placement, post -release services. Verifies Education and Life accuracy in regards to housing locations and job Program Coordinator assignments. Serves as liaison between education staff and Jail to ensure inmates attend scheduled classes. Verifies class enrollment lists and update any changes. Communicates daily with inmates in regards to job assignments and classes. Other duties as assigned. Conducts interview assessments with reentry program inmates to determine barriers to their successful integration into society. Provides information to inmates regarding Social Workers 2 various programs available to assist them in and out of custody. Works as a liaison between Child Protective Services (CPS) and the inmate. Assist the families of inmates with issues regarding children or medical emergencies. Assists inmates with handling personal business matters as deemed appropriate. These reentry specialists should also be supplemented with a core group of knowledgeable professional community-based service providers who can work with inmates to facilitate the transitional process of offenders from the City Jail to the community. Through new collaborative partnerships with qualified and experienced private community-based providers, faith -based groups and other organizations 80 65A-87 specific best -practice programming components can be accessed to deliver in - custody, evidence -based, cognitive behavioral rehabilitative and vocational training programs designed to reduce recidivism with adult offender populations. The treatment services required to address offender needs should cover the following areas: (1) Academic, Vocational and Financial, (2) Alcohol and Other Drugs, (3) Aggression, Hostility, Anger and Violence, (4) Criminal Thinking, Behaviors, and Associations, and (5) Family, Marital and Relationships. The dedicated treatment specialists staff will also assist in identifying community and correctional programs that can aid with post -release services and coordinate the transition plan to ensure implementation and avoid gaps in service. Both the reentry specialist and service provider organizations will directly work with incarcerated male / female populations to facilitate participation in on-site structured cognitive behavioral counseling therapy sessions which could include: Onsite Cognitive Behavioral Curricula I Thinking For a Change (T4C): Provides cognitive restricting, social kills development and problem -solving Seeking Safety: Addresses co-occurring post-traumatic stress and { develops safe relationship structuring Criminal Lifestyles: Targets criminal thinking, attitudes, and behavior Anger Management: Emphasizes positive behavioral rehearsal Substance Misuse: Builds a foundation for recovery and managing relapse warning signs J Contracts and working agreements will need to be developed for these service providers. Through these contracts, the specific budget allocation, number of program participants (capacity) will be established. Experiences in large jail reentry programs conducted in other California counties shows, for example, that such working arrangements with multiple qualified service providers, working in conjunction with dedicated on-site reentry specialists, will likely range between $1.2 - $1.5 million a year. The number of inmates and per diem daily reimbursement rate involving State or federal correctional agencies leasing detention custody beds for offenders will have to be investigated and contracts negotiated to determine the actual impact on the City Jail's budget. Prevailing per diem rates have ranged from about $90 to $105 a day for participating inmates detained in local detention facilities. The consultant team believes that because the California Department of Corrections and Rehabilitation (CDCR) is making significant financial investments in reestablishing and expanding to prior levels inmate treatment services and community transitional reentry programming that they should be the first contacted by the Jail administrator. CDCR has specifically committed new funding resources for the following: California Department of Corrections (CDCR) Reestablished Inmate Services and Reentry Treatment Programming • Substance abuse treatment programs have been expanded. ■ Other cognitive behavioral treatment programs including criminal thinking, family relationship, and anger management have been expanded. ■ Transitional preparation courses focusing on job readiness and financial literacy have been expanded. 81 . . o • • While these programs and others are largely focused on the rehabilitative aspects of preparing for release, additional investments have been made to provide offenders with basic necessities prior to release and linking them with community services upon release. More importantly, in the 2018-19 approved State budget, a voluntary community reentry program was established to allow eligible participants to serve the last year of their sentence in community-based reentry centers while being directly linked to a range of rehabilitative services, including substance use disorder treatment, mental health care, medical care, employment, education, housing, family reunification, and social support in their community of release in lieu of confinement in state prisons. Construction Cost For Implementation of Jail Reuse Feasibility Option A construction cost analysis was also developed which included detailed expenditure information showing the overall fiscal impact the City would likely incur if each jail reuse option was pursued through construction and ultimately implemented. The construction cost analysis included a summary conceptual cost statement showing building construction and project costs associated with each of the five jail reuse options. The information covered cost factors that included (a) estimated range of building design changes; (b) escalated construction costs; and (c) other project - related expenses. The following Statement of Probable Construction and Project Costs reflects the consultant team's estimate of the total cost that will be required to convert one housing unit quasi -outdoor recreation yard to programming / classroom usage. As the analysis shows, the renovation work and base construction with estimates for construction contingencies, A/E fees, CM inspections, and FF&E expense will amount to $3,028,574. Expenditure Category I Estimated Cost mstruction Costs: $ 234,800 Base Construction $ 1,592,847 General Contractor Overhead & Profit $ 159,285 General Contractor Markups $ 87,607 General Contractor Bonds $ 41,394 Design Continqency $ 376,227 Market Factor $ 90,294 Sub -Total $ 2,347,654 Construction Contingency (10%) $ 234,800 A/ E Fees (10%), $ 234,800 CM Inspection (49/6) $ 93,920 Mscellaneous (2%) $ 46;960 FF&E (10%) $ 70,440 Sub -Total A --_--- $ 680,920 Total $ 3,028,574 (See Appendix E. Santa Ana City Jail Reuse Options Detailed Construction and Project Cost Estimates) 82 orl0 D. Advantages / Disadvantages Considerations: As part of the assessment evaluation process, the consultant team also utilized an SWOT analysis strategic planning technique to identify the strengths, weaknesses, opportunities, and negative impacts associated with each Jail reuse feasibility option. The SWOT analysis is intended to take the objectives of each reuse option or project and identify the internal and external factors that are favorable and unfavorable for achieving individual project objectives. Based on the results of the SWOT analysis process, a summary ranking from best to worst for the implementation of the proposed five Jail reuse options was also examined in this Study. Analysis of this information and related fiscal impact data was used to form the recommended ranking which is highlighted in the following analysis. Advantages / Disadvantages and Ranking From Best to Worst For Jail Feasibility Reuse Options ❑ Transitional Jail Community Reentry Treatment Facility: This Jail Reuse Feasibility Option will continue the facility's use as an adult detention facility with expanded rehabilitative treatment and supportive evidence -based "best practice" programming which can be offered through leased custody beds to other correctional agencies including the California Department of Corrections and Rehabilitation (CDCR). Advantages (Strengths) - Use of the Jail as a reentry treatment facility fits the character of the building. The expanded services and other new classroom programs which will be initiated complements the facility's existing array of inmate programming services. - The Type II detention facility is extremely secure and has state-of-the-art security systems that are fully functioning and is designed to continue ensuring the safety of local inmates, other correctional agencies, and the public. Conversion of the City Jail to a reentry treatment facility should present few problems because highly experienced and qualified personnel (current and former custody staff) are in place to properly supervise jail detainee populations. - Current established policies and procedures for processing inmates would continue to govern daily essential facility operations. - The interior and exterior of the facility located in downtown Santa Ana near the Orange County Jail is extremely well maintained and does not require upgrades in order to accept other correctional agency detainees. The building is predominately of concrete wall construction which shows no signs of structural failure or wear requiring maintenance or upkeep. - The existing building's mechanical systems are in good overall condition. The HVAC system operates normally and the fire alarm system is operating without issues. The electrical system, while it is original to the building, is also operating without issues. - The renovation of the recreation yard and conversion to program space would provide a facility -wide total area containing 7,033 square feet for classroom activities. This would raise the dedicated classroom / program areas to approximately 4.5% of the total 168,243 square feet contained in the building. 83 65A-90 This expands available classroom and programming space at the Jail by nearly 40.0% compared to what is found in typical California jail facilities. Most of the movable furniture, fixtures, and equipment (FF&E) required for a transitional Jail community reentry facility has already been purchased and installed at the City Jail. The City will only have to incur an additional small expense in FF&E purchases for the expanded new 2,200 square foot classroom space which will be added to the Jail. Because the existing facility is already designed for the processing and housing of inmates and has been operating on a daily basis, the conversion of the quasi - outdoor recreation yard to classrooms and inmate programming space will only require a13 month schedule to conclude. Disadvantaoes (Weaknesses) The Jail lacks highly qualified reentry program specialists. The Jail will need to recruit and hire additional trained reentry specialists and contract with community-based service providers knowledgeable with the delivery of evidence - based inmate validated reentry assessments, cognitive behavioral therapy, and rehabilitative treatment for convicted offenders. - The City would continue to be responsible for the repayment of the annual debt service on the Jail building through 2024. In order to be able to offer expanded inmate programming at the facility, the City will have to incur a one-time project and construction cost of approximately $3.0 million expense for remodeling the recreation yard for conversion to classrooms and other programming areas. Opportunities - There is a need to build a continuum of reentry services that starts in the Jail and continues when local inmates transition into the community. Developing reentry services for inmates leaving jail reduces reoffending rates. - The reentry programming and services could be directed to sentenced offenders using a contract detention bed agreement with outside State and federal correctional agencies. Such an arrangement would lower the City's annual general fund allocation which must be made to the Jail's budget to support general staffing and detention facility operations. Negative Impacts (Threats) - There has been great community opposition to continue use of the existing building as a detention facility. Much of the opposition has surrounded the use of the building as an ICE -contracted facility. There will likely continue to be some vocal opposition to any use of the facility related to correctional or detention purposes. Contracting with outside correctional agencies for leased custody beds places the City in a position of continually being dependent upon the State or federal budgeting process for continuing contracts into future years. 84 65A-91 Jail Reuse Feasibility Study Vanir Consultant Team Recommended Feasibility Options Ranking Based on the results of the analysis and evaluation process, a summary ranking from best to worst for the implementation of the proposed five jail reuse feasibility options was established by the Vanir consultant team. Analysis of this information and related fiscal impact data was used to form the following recommended implementation ranking: Transitional Jail Community Reentry Treatment Facility Recommended Ranking: Jail Reuse Implementation Option #2 The third potential Jail Reuse Feasibility Option the consultant team analyzed focused on a scenario which involves renovating and reusing the City's Jail building as converted new general office space. This office complex would contain individual offices, staff work stations, public lobby / restrooms, staff lounges, and other ancillary spaces which could be leased to individuals and small business operations. An initial review of the structure for potential transition from the Jail to office space usage revealed that the total usable area contained in the Jail's four levels is approximately 168,243 square feet. This feasibility option keeps the hardened utility walls in place to provide access for mechanical, electrical, and plumbing (MEP) systems, plus communications (telephone, data, and internet) upgrades. These upgrades are needed to ready the available spaces for office use and for continued maintenance following the building's transition. i Santa Ana City Jail Reuse Feasibility Study Reuse Option Scenario General Community Commercial Analysis and Assessment. Office Space Use The assessment information and supporting data which the consultant team developed is summarized and highlighted in the following analysis: Operational Information, Fiscal Analysis and Advantages/Disadvantages Considerations A. Description of Jail Reuse Option: This feasibility option would involve major remodeling and renovation of the existing City Jail building structure and systems that would result in a new modern general commercial office complex. The office complex would contain a wide range of office arrangements which could be leased to individuals, start-up companies, and existing businesses needing additional work areas for themselves or recently hired staff. Commercial businesses looking for expand work stations to accommodate expansion of their proprietary services or product lines would be target candidates to occupy this revised space. The building renovation and new construction would make available a total of 168,243 square feet of space which would support office environments on four levels of the building. Level one contains the largest area and level two contains the smallest area of space as shown in the following Table. The third and fourth levels of the facility each contain an area which accounts for approximately one-fourth of the building's total space. 85 65A-92 The predominate downtown Santa Ana City location combined with the fact that the interior and exterior of the building is extremely well maintained and shows no signs of overall wear or need of upkeep should facilitate the change to a commercial office use. High quality space finishes such as granite, porcelain fixtures, wood doors, and flooring throughout the building should also make it as an attractive new office complex. Santa Ana Jail Reuse Office Option: Conversion to Shared Office Space Close review of the downtown site location, building structure, and systems condition considerations does reveal the following: Site Location: One major positive for this option is that the vicinity around the Santa Ana Jail lacks an abundance of available office resources. The closest concentration is anchored in Costa Mesa where several office -available facilities encircle the areas businesses and shopping resources. Having office space located in the Santa Ana Civic Center Plaza area could be favorable and possibly profitable. Area parking options and /or public transportation access will need to be studied / identified to determine how this reuse option will impact the area traffic conditions when the office building option occupation is at its peak level. Building Structure and Systems Condition Considerations: The first floor contains the largest area in the building. The second floor contains the smallest area of space where administrative functions and inmate release processing occur. The third and fourth floors contain inmate cell -style housing space, and will require the largest portion of transition renovation work. Exterior structures and elements were originally based on restricted access, security, and durability, so most are in good shape and reusable with some minor redesign to make access and use less cumbersome. The paint, furniture, and fixtures are predominantly in very good to excellent condition throughout most of the building. Original flooring is found throughout the facility and most of it is in good condition as it has been cleaned and waxed on a regular basis. Although the carpet appears to be in adequate condition, it is showing signs of wear and age, and not modern enough for an office setting and should be replaced or removed. Reliable access to all four levels is paramount. There are five elevators within the. Jail — three are currently used for inmate movement only, and two are for staff only. All elevators are controlled by card access and intercoms. The elevators were reportedly custom made for the facility and finding repair / replacement parts for these custom units has proven difficult in the past. This requires serious replacement considerations regardless of which reuse option is chosen as lack of dependable vertical conveyance could be a major and costly obstacle. 86 65A-93 Total Available Building Space Contained I in the Santa Ana City Jail by Level f { 1 si Level 2n0 Level 3rd Level 4d' Level Total f 48,772 34,087 43,652 41,733 I 168,243 29.0% 20.3% 25.9% 24.8% 100.0% The predominate downtown Santa Ana City location combined with the fact that the interior and exterior of the building is extremely well maintained and shows no signs of overall wear or need of upkeep should facilitate the change to a commercial office use. High quality space finishes such as granite, porcelain fixtures, wood doors, and flooring throughout the building should also make it as an attractive new office complex. Santa Ana Jail Reuse Office Option: Conversion to Shared Office Space Close review of the downtown site location, building structure, and systems condition considerations does reveal the following: Site Location: One major positive for this option is that the vicinity around the Santa Ana Jail lacks an abundance of available office resources. The closest concentration is anchored in Costa Mesa where several office -available facilities encircle the areas businesses and shopping resources. Having office space located in the Santa Ana Civic Center Plaza area could be favorable and possibly profitable. Area parking options and /or public transportation access will need to be studied / identified to determine how this reuse option will impact the area traffic conditions when the office building option occupation is at its peak level. Building Structure and Systems Condition Considerations: The first floor contains the largest area in the building. The second floor contains the smallest area of space where administrative functions and inmate release processing occur. The third and fourth floors contain inmate cell -style housing space, and will require the largest portion of transition renovation work. Exterior structures and elements were originally based on restricted access, security, and durability, so most are in good shape and reusable with some minor redesign to make access and use less cumbersome. The paint, furniture, and fixtures are predominantly in very good to excellent condition throughout most of the building. Original flooring is found throughout the facility and most of it is in good condition as it has been cleaned and waxed on a regular basis. Although the carpet appears to be in adequate condition, it is showing signs of wear and age, and not modern enough for an office setting and should be replaced or removed. Reliable access to all four levels is paramount. There are five elevators within the. Jail — three are currently used for inmate movement only, and two are for staff only. All elevators are controlled by card access and intercoms. The elevators were reportedly custom made for the facility and finding repair / replacement parts for these custom units has proven difficult in the past. This requires serious replacement considerations regardless of which reuse option is chosen as lack of dependable vertical conveyance could be a major and costly obstacle. 86 65A-93 Commercial Office Space Trends With the mobile aspect of today's office technology and the use of smart phones, laptops, and internet enabling individuals to work from just about anywhere, the traditional office setting has become antiquated in some industries. As a result, traditional office spaces with fully -furnished corporate offices, executive suites and business centers have become increasingly less popular in recent years. With on - demand offices around the country and growing, many businesses are able to perform executive level tasks without ever stepping foot in a dedicated office. Some office space providers, such as the company Davinci, offer meeting space rental by the day as low as $20 per person or $5 per hour for co -working space at multiple locations across the country. In the greater Los Angeles and Orange County areas, there are 15 examples of such businesses that offer a wide -range of informal office arrangements as shown in the following Table. 1. Examples of Commercial Wide Range of Office Greater Los Angeles We Works Locations Arrangements and Orange 9. Offering a in the County Area Klever Do 2. Re us 10. EI Cam 3. Impact Hub 11. Industrious 4. Liquid Space 12. Tech Space 5. Epenpheny Space 13. Seredipity Labs 6. CTRL Collective 14. Biz Haus 7. Muse Room 15. Union Cowork 8. Blank Spaces Many of these businesses are designed for professionals on the go, or start-up companies that can't afford a long-term lease r� option. Services usually include a formal business address to receive packages; a dedicated phone number with a shared j receptionist that will answer calls under the � --- renter's company name; an administrative assistant; conference rooms with state of the art technology; personal phone booths to take cellular calls throughout the day; and a shared work / copy room. These office space designs are available for different types of industries, as well as client types. For example, a youthful startup tech company may be more enticed by a conference room with bean bag chairs than a traditional table and stuffed chairs. According to the Dallas Morning News, in the last decade, many businesses have shifted from individual office spaces to open work spaces to improve collaboration among the workers. The end result is a reduction in the high cost of construction for corporate office space. As an example, JP Morgan Chase's and Liberty Mutual Insurance in Plano, Texas do not have assigned offices or desks, and their staff keep personal items in an assigned locker or cabinet when they leave for the day. This new modern workspace is a transition from the traditional layouts to a mix of open workspaces and enclosed rooms for meetings and when 87 65A-94 confidential conversations are critical. This work arrangement favors the new young up-and-coming workforce. B. Facility Building / Svstems Modifications: The work for this option entails a total renovation and remodeling of the City Jail, converting the existing 70 square foot Jail cells into small individual offices with data, telephone, WIFI, electrical, modern lighting, built-in work stations, acoustics materials, and wall finishes. Additionally, some cells would be combined into slightly larger offices and meeting spaces. Inmate housing dayrooms would be converted to larger co-worker, social, and networking areas. Public lobby / restrooms, staff lounges and other ancillary spaces would also be designed and included into the scope of construction. After meeting with multiple Vanir experts working in the public, private, and commercial sectors, the consultant team concluded that based on the Jail's location, condition, and attractive exterior, it has several positive elements for use as either a permanent or on -demand office resource. With approximately 168,243 square feet of usable space between four floors, it could be made office suitable in a comparatively short period of time, relative to any other non jail options. The extent of the modifications varies throughout each portion of the building as well as each functional use area, but general modifications are described below. Administration and Intake / Release Areas: The expansive 27,763 square foot combined intake / release and administration areas can be redesigned and reimagined in multiple ways. The administration area and portions of intake / release are already laid out with a standard office floor plan and equipment including larger meeting spaces. The administration area alone contains thirteen cubicles of varying size, four offices, and two conference rooms including a roll call room that can seat up to 25, including a small break area with two microwaves, two 2 -stall restrooms for male and female employees, staff lockers, a small kitchen, and a copy room. Administration supply areas can also serve the facility as a common supply storage. Redundant space can be used for additional office work spaces and / or storage. Existing office space in intake / release can be modified to suit more traditional office furniture and equipment. The holding cells and two dormitories will require additional modification to soften their appearance and remove the institutional feel. The large open seating area in intake / release could be laid out as a large auditorium that can serve as a main conference room or seminar hall, and with the addition of partition walls, be subdivided for use as two mid-sized conference / seminar rooms / classrooms, or subdivided even further for break- out rooms, cubicles, work rooms, etc. As this area is also equipped with six telephones, seating, two unisex restrooms, water fountain, a staff restroom, and offices, it can also be used for medium -to -small media events. There is even a glassed in landscaped courtyard to calm the area. The adjacent personal property storage room has space for 450 property bags on a rack system that could be divided into temporary storage for clients. Additional storage is also available in the adjacent bulk property storage room for function / activity furniture and equipment. Public Lobby: The public lobby is in excellent condition and with the removal of some of the security glazing, it will make for a very professional entrance to the facility. 88 65A-95 Visitation: Three interview rooms and three visitation booths on the first floor could be easily modified for small professional offices, cubicles, or private phone booths for employees and client use as needed. Medical / Mental Health: Office space in this area could be converted to offices and employee breakrooms as some are already designed for and contain sinks, refrigerators, etc. Housing Units / Dayroom Space: The housing units on the third and fourth floors (including mezzanines) are well suited for small offices, cubicles, and privacy stalls for non -permanent / co -work occupants. With high ceilings and natural light in each cell and adjacent recreation yards, it can be designed to maximize space and style for a very modern look. The interview rooms and classroom space within each housing unit can also be used as large meeting and / or conference areas. Dayrooms located on the third and fourth floors can be used for general circulation, medium -to -large offices, and breakrooms. The following graphic display shows an example of the conversion which could take place in the Jail's housing areas. Jail Housing Before Modern Office After - �� rv�.r r ' I - r 1co Was usaearono� I elan 6.my vo.wowM I I j ' � � I' I _I �. 1 G1FTme M[t• � 6Fadxwi0 Ir I_.I Ir � L l 1 -tl: { �' •tl•• l I-[uz RrA eee� y' '` -4 - i- F f - i � •- r� � r 7 I' I I i ihoe we J. I Certeu yN Mw; TbCNp 1 �- CELL Conversion to Otrco Spaao17 l �70 Square Feel I { IL._i._� I. �..I-_.�`_ Quasi -Outdoor Recreation Yards: The quasi -outdoor recreation yards adjacent to the housing units could be converted to elegant courtyards with lush landscaping, tables and benches for staff and visitors. These areas would be suitable for outside breaks, snack, learning, quiet, and meeting areas. 89 • o •, Food Service: The existing kitchen could continue operations with the installation of a small cafeteria restaurant and dining area. A combination vending machine / snack area and break room could be added for employee and visitor use as well. Laundry: The laundry facility is a large open space that should not require much demolition, but will require significant modification to be used as office space. Alternatively, it could be divided into secure areas (with materials such as chain link) to be used as storage for the building's tenants. Vehicle Sallyport. The vehicle sallyport could be used as designated parking for ADA access, visitors, or upper management. Exterior secured sallyports can be made suitable for deliveries and private / controlled entry as deemed necessary. The nearby parking garage should adequately serve the remainder of the staffs parking needs. Maintenance / Storage / Utilities: The facility's maintenance and storage areas are well distributed throughout the facility and should be adequate for the office space reuse option. The plumbing has been identified as needing major work to bring the facility up to code and to supply adequate water services to meet the maximum proposed occupancy levels. Electrical systems appear to be acceptable on the first two floors, where most administrative functions occur, but will need updating in the current third and fourth floor housing units. Operable and environmentally -efficient HVAC systems are a must. A review of these systems showed they will need some updating, but not to the extent needed for the data center option as the primary function will remain as comfort -level personnel heating, ventilations, and air- conditioning. Gas, water, sewer, electrical, and telephone services will need to be re- evaluated based on the loads required to service the reuse design for the future offices, but this would be required for any of the reuse options. Systems including electrical (high and low voltage and lighting), mechanical, plumbing, internal / external communications, access, and security will also need to be re-evaluated based on the loads required to service the reuse design for the future offices. These are most required on the third and fourth floors where these systems were previously based on minimal access and restricted use. Security. Review of the current security elements show that the facility has both optics and sensors which make the facility safe for the purpose of the office space reuse option. Proximity to local law enforcement response is also a plus. As the building was a former Jail, no one can predict if there is any ill will harbored by previous occupants or sympathizers. The consultant's view is that with the Police Department located next door and County Jail nearby, any such threat would be minimal. As with any building, security measures should be reviewed to minimize / eliminate threat potential. Circulation: Interim floor space can be used for large item storage, facility -specific data center, utility chases and / or maintenance areas. Specific Commercial Office Space Conversion Considerations The conversion of the Santa Ana City Jail to an office center would make good use of all existing building spaces, including inmate housing, as the majority of requirements to do so are surface / facial only. Based on the consultant team's research and experience, they believe the following elements could be seriously considered for converting the Santa Ana City Jail for reuse as commercial office space. T 65A-97 Reuse of Interior and Exterior Personnel Use Areas - Most walls will need to be softened by attaching framing and drywall coverings to the existing concrete walls. - Most ceilings would need to be softened with the addition of drop ceilings to hide wiring and pipes. - Generally, the floors have been well-maintained and are in good condition, less the carpet. Thus, the emphasis can be placed on just one replacement requirement. - Future exterior wall offices can be spaced to include / not include an existing window. These can, perhaps, be designated as executive -style offices with a view. - The hallways, multi -use / multi-purpose rooms, and interior office spaces can be designed within the housing unit dayroom areas. - Building systems (HVAC, telephones, data) are currently operational, but should be reviewed and upgraded to meet new design loads for all space and current code if / as needed. - Adequate space is available at the mezzanine levels for placement of primary / emergency power, HVAC, diverse fiber entries, and communication mainframes. - Modularize Dayroom space to maximize reuse option. - Maintain loading docks for equipment, furniture, and large item delivery access in a secure area. Reuse of Building Infrastructure - The building structure layout, which includes large column bays at 30' x 50', is well suited for offices. - Existing walls, stairs, doors, and windows are in good condition and may not require immediate replacement. - Some walls may need to be altered and / or removed. - Upgrade and / or replace systems equipment (chillers, pumps, power, and fire sprinklers) to meet current code. - Some utilities such as plumbing will require replacement. Reuse of Mechanical/Electrical/Data / Telephone Systems Power requirements may be inadequate for an office environment given the existing occupancy. Currently 58.0% of the building, because of its inmate nature, will not have power for laptop computers, phone/PAD chargers, and other office equipment. Designer should provide a full study based on projected service loads. Cooling / exhaust equipment may need to be upgraded because of the change in use, to meet code requirements. Reconfiguring existing utility services and entries may be needed to meet current code requirements. Reuse of Fire Protection Infrastructure - Upgrade existing smoke detection system to meet current code. - Because office space has exceedingly more furniture and equipment than a jail environment, there will be more fire loading which will likely require a different fire control system than currently installed. 91 o • • C. Fiscal Analvsis: A construction cost analysis was also developed which included detailed expenditure information showing the overall fiscal impact the City would likely incur if each jail reuse option was pursued through construction and ultimately implemented. The construction cost analysis included a summary conceptual cost statement showing building construction and project costs associated with each of the five jail reuse options. The information covered cost factors that included (a) estimated range of building design changes; (b) escalated construction costs; and (c) other project -related expenses. The following Statement of Probable Construction and Project Costs reflects the consultant team's estimate of the total cost that will be required to convert the Santa Ana City Jail to a commercial office complex from which leased space would be available for general office environment functions. The conversion to office usage would involve the renovation and modification of the four level building containing 168,243 square feet of space. As the analysis and cost estimate shows the renovation work and base construction with estimates for construction contingencies, and project costs for A/E fees, CM inspections, and FF&E expense will amount to $23,015,707. The base construction cost, with general contractor overhead, bonds, profit and placeholders for design contingencies and market factors is estimated at $16,923,427 which amounts to a cost of approximately $100 a square foot. Expenditure Category I Estimated Cost Base Construction $ 11,482,287 General Contractor Overhead & Profit $ 1,148,229 General Contractor Markups $ 631,526 General Contractor Bonds $ 298,396 Design Contingency $ 2,712,088 Market Factor $ 650,901 Sub -Total $ 16,923,427 Construction Contingency (10%) $ 1,692,300 A/ E Fees (10%) $ 1,692,300 CM Inspection (4%) $ 676,920 Miscellaneous (2%) $ .338,460 FF&E (10%) $ 1,692,300 Sub -Total $ 6,092,280 Total $ 23,015,707 (See Appendix E: Santa Ana City Jail Reuse Options Detailed Construction and Project Cost Estimates) Potential Return on Investment We conducted a search for private or co -work offices / workspace facilities such as Regus, Target, and We -Works in the Santa Ana Area. Our research shows office space facilities are available in nearby Anaheim, Costa Mesa, Irvine, and Orange, but not in Santa Ana. One selling point these organizations are using is their fast access 92 65A-99 to Santa Ana courthouses. The proximity of the Santa Ana Jail site to the courthouses within walking distance could be a draw for certain types of tenants (attorneys, paralegals, etc.). Repurposing the kitchen and adding a dining area for reuse as a restaurant would make good use of existing high-end equipment and fixtures and provide yet another potential income resource. Workspace pricing for similar office space facilities in Anaheim and Costa Mesa ranges from $300 to $400 per person / per month (on a minimum 24 -month lease agreement). In Irvine and Orange, it ranges from $400 to $500. As outlined in the Table below, ten executive offices with 250 SF each, rented for $5,000 / month equates to $50,000 gross revenue, less expenses. Many more offices can be provided at 150 SF (medium), and 100 SF (small), plus enumerable shared cubicles, gathering and conference rooms. Also, memberships are also common to companies with co -work office space. There are templates available to calculate this income, along with some ideas on how much cost and income can be expected as the facility becomes occupied (see resource item' below). Please note that the template uses floor space available on a one-story facility, so it shows figures at far less than what is possible with the Santa Ana Jail with its existing four-story structure. By further researching the local co -work office space market, the City can get a better feel as to the type of designs that are most popular and in demand in and around the Santa Ana Jail. Additionally, the City will need to determine the type of shared workspace they will provide, or if the intent is to convert it into one large office space for one organization only. The following Table highlights typical themes offered by the workspace businesses those that young professionals would expect. 93 65A-100 Ana City Office Reuse Sample Revenue Jail Commercial OptionSanta Streams Office Square Footage Monthly Rate Offices Available Total Gross Revenue 250 sf $5,000 10 $50,000 150 sf $3,000 6 $18,000 100 sf $2,000 40 $80,000 By further researching the local co -work office space market, the City can get a better feel as to the type of designs that are most popular and in demand in and around the Santa Ana Jail. Additionally, the City will need to determine the type of shared workspace they will provide, or if the intent is to convert it into one large office space for one organization only. The following Table highlights typical themes offered by the workspace businesses those that young professionals would expect. 93 65A-100 Examples of Area -wide Offerings Work Space Arrangements Definition Flex Desk Shared Tables Semi -Private Office 2 to 3 Desks Private Office 1 Desk 1:t come, first served Private Reserved Office 1 Desk, Reserved Conference Rooms Reserved Meeting Rooms 2-4 Persons Phone Rooms Small Closet -Type Rooms Lounge Soft -Seating, Low Tables, TV High -Speed Internet Wireless Bevera a Bar Coffee,Tea,Beer Lockers Half -Size Bike Use & Storage Bikes Provided & Storage Pet Friendly Dogs 24 -Hour Access Key Card Access Parking Membership Natural Light Exterior Windows Modern, Cozy Desi nerTheme Virtual Office Answering Service, Mailbox Phone Apip Door Access, Reserve Rooms Connecting Sessions Networking, Business Advice The consultant team also recommended reviewing a You -Tube vide02 that provides a virtual walk-through of a one -floor office / co -work office space facilitv that is occupant ready. D. Advantages / Disadvantages Considerations: As part of the assessment evaluation process, the consultant team also utilized an SWOT analysis strategic planning technique to identify the strengths, weaknesses, opportunities, and negative impacts associated with each Jail reuse feasibility option. The SWOT analysis is intended to take the objectives of each reuse option or project and identify the internal and external factors that are favorable and unfavorable for achieving individual project objectives. Based on the results of the SWOT analysis process, a summary ranking from best to worst for the implementation of the proposed five Jail reuse options was also examined in this Study. Analysis of this information and related fiscal impact data was used to form the recommended ranking which is highlighted in the following analysis. Advantages / Disadvantages and Ranking From Best to Worst For Jail Feasibility Reuse Options ❑ Community Commercial Office Saace: This Jail Reuse Feasibility Option will involve major renovation of the existing City Jail building structure and systems that would result in a new modern general modern office complex. Advantages (Strengths) - Many businesses are shifting from individual office spaces to open workspaces to improve collaboration among the workers. This new modem workspace is a transition from the traditional layouts to a mix of open workspaces and enclosed rooms for meetings and when confidential conversations are critical. This work arrangement favors the new, young up-and-coming workforce. 94 65A-101 The building renovation and new construction would make available a total of 168,243 square feet of space which would support office environments on four levels of the building. Level one contains the largest area and Level two contains the smallest area of space. The third and fourth levels contain an area which accounts for approximately one-fourth of the building's total space. The commercial office complex would contain a wide mix of office arrangements which could be leased to individuals, start-up companies, and existing firms needing expansion workspace. Companies with proprietary services and product lines would be target candidates to occupy this remodeled space. Having office space located in the Santa Ana Civic Center Plaza area could be favorable and possibly profitable. The vicinity around the Jail lacks an abundance of available office resources. The closest concentration is anchored in Costa Mesa where several office -available facilities encircle the area's business and shopping resources. Existing 70 square foot Jail cells would be converted into small individual offices with data, telephone, WIFI, electrical, modern lighting, built-in workstations, acoustic materials, and wall finishes. Some cells would be combined into slightly larger offices and meeting spaces. Inmate housing dayrooms would be converted to larger co -work, social, and networking areas. Public lobby / restrooms, staff lounges, and other ancillary spaces would also be designed and included in the office building. The quasi -outdoor recreation yards adjacent to the housing units would be converted to elegant courtyards with lush landscaping, tables, and benches for staff and visitors. These areas would be suitable for outdoor breaks, snack, learning, quiet, and small group meeting areas. The Jail has both optics and sensors which make the facility safe for the purpose of the office space reuse option. The building structure layout which includes large column bays at 30'x 50' is well suited for offices. Existing structures and elements were originally based on restricted access, security, and durability so most are in good shape and reusable with some minor redesign to make access and use less cumbersome. The paint, furniture, and fixtures in the facility are predominately in very good to excellent condition throughout most of the building. Original flooring is found throughout the facility and most of it is in good condition as it has been cleaned and waxed on a regular basis. The plumbing chase in cell areas allow for relatively easy remodeling access for infrastructure placement of electrical, telephone, data, and WIFI circuitry which will minimize overall renovation costs. Disadvantages (Weaknesses) - With the mobile aspect of today's office technology and the use of smart phones, laptops, and internet which enables individuals to work from just about anywhere, the traditional office setting is becoming antiquated in some industries. 4r, 65A-102 Because the office space option is a major change from the custody model, building codes of the day pertaining to the new use would be enforced. Electrical power requirements may be inadequate for an office environment given the existing occupancy. Because of its inmate nature, the Jail will not have power for laptop computers, phone/PAD charges, and other office equipment. Because office space has exceedingly more furniture and equipment than a jail environment, there will be more fire loading which will likely require a different fire control system than is currently installed. There are five elevators within the Jail. The elevators were reportedly custom- made for the facility and finding repair/replacement parts for these custom units has proven difficult in the past. This requires serious replacement considerations regardless of which reuse option is chosen as lack of dependable vertical conveyance could be a major and costly obstacle. Although the building's carpet appears to be in adequate condition, it is showing signs of wear and age, and is not modern enough for an office setting and should be replaced or removed. In order to renovate / remodel the City Jail complex to accommodate a general commercial office use, the City will have to incur a one-time significant project and construction expense of approximately $23 million. This amounts to a renovation cost of approximately $100 a square foot. The City would continue to be responsible for the repayment of the annual debt serve on the Jail building through 2024. - The duration of the building conversion design, bidding, and construction schedule will take place over a 15 month period. Opportunities - Because of present workspace pricing for similar office space facilities in neighboring Anaheim and Costa Mesa range from $300 - $400 per person on a 24 month lease agreement, this option has the potential to create a significant revenue stream. Repurposing the kitchen and adding a dining area for reuse as a restaurant would make good use of existing high-end equipment / fixtures and provide yet another potential income resource. - The proximity of the Jail site to local Courthouses (within walking distance) could be a significant draw for certain types of potential tenants including attorneys and paralegal service firms. The proximity to the Courthouses is a selling point nearby office facilities use in marketing their space. - Local jurisdictions have converted detention facilities into office buildings. The Bayview Correctional Facility, for example, in New York City which was constructed in 1933 is currently being converted to a women's non-profit office building sponsored by Warren E. Buffet. The remodeling will add offices, landscape terraces, and an art gallery. ER 65A-103 Negative Impacts (Threats) In the greater Los Angeles and Orange County areas, there are 15 of such business who offer a wide range of informal office lease arrangements for individuals, firms, and local business needing expansion workspace. - Most co -work space are in commercial office buildings containing an abundance of natural light. Key Summary Observations The conversion of the Santa Ana City Jail to a general commercial office center would make good use of all existing spaces including inmate housing as a majority of requirements to do so are surface / facial only. The 70 square foot cell design is consistent with the modem trend for smaller co -work office space. By further researching the local co -work office market, the City can get a better understanding as to the type of designs and space layouts that are most popular and in demand in and around the Santa Ana City Jail. Additionally, the City will need to determine the type of shared workspace they will provide or if the intent is to convert it into one large office space for one organization only. Jail Reuse Feasibility Study Vanir Consultant Team Recommended Feasibility Options Ranking Based on the results of the analysis and evaluation process, a summary ranking from best to worst for the implementation of the proposed five jail reuse feasibility options was established by the Vanir consultant team. Analysis of this information and related fiscal impact data was used to form the following recommended implementation ranking: Community Commercial Office Space Recommended Ranking: Jail Reuse Implementation Option #3 References and Acknowledgements 1 New Work Cities, https://nwc.co/3/coworking-business-model-template/ 2 We Work Office Tour by HeatherJustCreate, https://voutu.be/H7ZN4567zzA The fourth potential Jail reuse feasibility option the consultant team analyzed focused on a scenario which involves renovating and reusing the City's Jail building as a converted homeless shelter with supportive services space. The work for this option installs a canopy and staging area in the vehicle sallyport, and converts the existing Jail intake / release area into a day center and reception area for the local homeless populations seeking shelter. This would include seating, personal property storage, kennels, meal service, and meeting space for programs and social service outreach efforts. The layout and function of the housing units will remain relatively the same, however, there will be moderate renovation construction costs associated with removing all soft furnishings and fixtures due to sanitation needs generally associated with this type of use. 97 65A-104 While the consultant team members have extensive knowledge in the construction field, the process of how to establish and operate a homeless shelter falls somewhat out of their general field of expertise. However, the consultants are familiar with the Santa Ana Jail facility and can address the viability of renovation to best meet the needs of a traditional homeless shelter project. The following assessment and analysis speaks only to the potential of the Jail facility itself, and not the day-to-day operations of a shelter. As with any homeless shelter, final policies and procedures would dictate requirements for hygiene, sanitation, and length of stay. The observations described below in the assessment are provided solely as talking points for this initial review. Santa Ana City Jail Reuse Feasibility Study Reuse Option Scenario Homeless Shelter Housing and Analysis and Assessment: Supportive Services Space The assessment information and supporting data which the consultant team developed is summarized and highlighted in the following analysis: Operational Information, Fiscal Analysis and Advantages /Disadvantages Considerations A Description of Jail Reuse Option: This Jail reuse feasibility option would change the City's Jail facility to a converted homeless shelter with supportive services space. This conversion would install a canopy and staging area in the vehicle sallyport, and converts the existing Jail intake / release area into a day center and reception area for the local homeless populations seeking shelter. This would include seating, personal property storage, kennels, meal service, and meeting space for programs and social service outreach efforts. The layout and function of the housing units will remain relatively the same, however, there will be moderate renovation construction costs associated with removing all soft furnishings and fixtures due to sanitation needs generally associated with this type of use. Homeless Issue in Santa Ana and Orange County In 2016, The Courtyard was opened at the former Santa Ana Transit Terminal providing a safe and secure environment for those looking for shelter. The Courtyard is a joint venture between The Midnight Mission and Orange County, sleeping up to 400 people on a first come, first served basis. During the day, it is used as a drop-in center serving 250 to 450 guests looking for service connections, hygiene services, showers and restrooms, a meal, and a place to rest. Storage is provided for guests and security is provided around the clock.' Two additional permanent supportive housing projects are planned for 2018 including Aqua Housing and Santa Ana Veteran's Village. Aqua Housing is an acquisition and demolition project of an underutilized, blighted motel site to construct 56 permanent supportive housing units for chronically homeless individuals. The project includes 12 studios and 44 one -bedroom units with wrap-around supportive services. Santa Ana Veteran's Village is new construction of 75 permanent supportive housing units for homeless veterans. The project includes 70 one -bedroom and five two-bedroom units with wrap-around supportive services? According to the area's 2017 point -in -time homeless count, nearly 5,000 people go without permanent shelter in the County. Santa Ana has been working to address the homeless camps in the City by working to clear Santa Ana Civic Center and riverbed encampments where approximately 500 to 1,000 people sleep nightly (see chart below). In late February 2018, Santa Ana provided motel vouchers by relocating 98 65A-105 them to better shelters3. The County continues to develop permanent affordable housing to alleviate some of these issues, but in the interim, the City is still faced with an immediate and dire need of shelter for their most at risk population. Orange County Homelessness Census Taken in 2017 Location Estimates State of California 134,278 Los Angeles County, CA 55,188 San Diego County, CA 9,160 Orange County, CA 4,792 Santa Ana, CA 1,000 Source: HUD 2017 Annual Homeless Assessment Report & Orange County's Point in Time (PIT) Count and survey 'As homelessness has spiked over the last several years, it has become evident that a regional plan and collaborative approach to coordinate local responses has become even more important. The City currently partners with local nonprofits, neighboring cities and the County to reduce and address homelessness. Santa Ana staff take every opportunity to participate in regional efforts and to participate in Countywide boards and organizations. "Z — City of Santa Ana: Addressing Homelessness Even though the long-term strategy to address and end homelessness across this country emphasizes permanent housing linked with supportive services, there is still a need for emergency and temporary shelter in every community, including Santa Ana. With such a clear need it seems prudent to consider utilizing the Santa Ana Jail facility as a shelter, if feasible. The following feasibility analysis highlights the strengths and deficiencies associated with such use. Important Factors to Consider in the Planning of a Homeless Shelter Project Planning a homeless shelter project, requires a deep understanding of the issues that are reflected in the programming to serve the homeless population which are necessary for the design of a homeless facility. Questions about users, program operations, budget, and services are some of the important questions for planning a homeless shelter project. The public may be hostile to the project (the not -in my - backyard mentality) also plays an important role in the planning process, especially if the homeless shelter is to serve a general homeless population. Planning a homeless shelter for the general homeless population, creates a challenge to accommodate the diversity of needs from fiscal to mental disabilities. The design program should consider the need to provide separate entrances, for example, for the facility to divide the homeless by gender or mental ability. Hygiene regimens for homeless shelter facilities are also extremely important, and some facilities are cleaned three times a day to prevent infestations and the spread of disease. Finishes, furnishings, and equipment must be up to these durability and cleanable standards to meet demands of a 24/7 facility operation. Many homeless shelters also provide services beyond a bed and hot meal. For example, some shelters provide social worker counseling, health care, nursery care, literacy programs, and job readiness training. 65A-106 One of the most challenging aspects of shelter programming is to fully understand a homeless person's point of view. The typical homeless person is undergoing a crisis that has resulted in a change of lifestyle and the loss of familiar surroundings. This experience can effect a dramatic change in a person's world view, impacting their needs and priorities. The homeless often keep pets for companionship and protection. Homeless shelters that offer solutions for pets are more inviting and may be the deciding factor a homeless person to leave the streets. Homeless shelters should be developed in locations that provide easy access including available public transportation and amenities. Shelters should be integrated into the community, rather than being isolated. The overall layout of a shelter should be able to accommodate a growing population. These facilities should also consider separating men, women, and women with children. Designing separate entrances for each group provides comfort for the users and a sense of security. By providing a space with endless amenities; a kitchen, dining room, work-out room, library, laundry, study rooms, career and educational center, meeting rooms, addiction treatment rooms, etc. the users have access to a one-stop center to meet their rehabilitative needs and reenter society after their stay. User safety is another important aspect of a homeless shelter facility. Individuals want to feel safe and have a sense of security when choosing somewhere to sleep at night. To help ensure safety it is important to have the facility monitored 24/7 by security cameras and guards. Each person should be properly checked and searched when entering the facility for drugs, alcohol, weapons, or any other potential harmful items. Having lock cards, rather than keys for users to enter their personal rooms creates a sense of privacy and responsibility. Restrooms and showers should be private enough for users to feel comfortable, but open enough for employees to regulate activity. It is important to incorporate safety measures without creating a feeling of being institutionalized. Security during hours of operation are essential part of design to insure safety for both staff and homeless. Most homeless shelters are reluctant to take in dangerous clients to avoid potentially dangerous situations with other homeless people or staff. The best practices call for shelters to have staff members trained to not engage or restrain dangerous clients and a security / emergency plan which includes contacting the police. Universal design is critical when designing a public space, especially a homeless shelter. Universal design refers to design that is usable by the greatest amount of people possible. This is important for a shelter because of the variety of users. Shelters see men, women and children of all different ages and states of mind. These facilities should be design with wheelchair access and following the (ADA) Americans with Disabilities Act design guidelines. Homeless shelters are an important part of our community and provide the necessary help for hundreds of men, women and children each year to get back on their feet. There is no exact way to design a homeless shelter, but by incorporating these elements and working to create the most influential space possible for the homeless these spaces will see the highest success rate. Conversion of the Santa Ana City Jail to Homeless Shelter Jails are built to withstand heavy duty 24-hour use for many decades and the Santa Ana Jail is no different. With much of its usable life left, it is quite eye catching which is unusual given its use. Granite flooring and trim, wood doors with glazing, and soft finishes throughout create a very welcoming environment with great potential. While some modifications, such as the removal of some sallyports, and ingress and egress routes should be made to allow easier access for residents throughout the facility, the layout can lend itself to that of a homeless shelter without a major overhaul. 100 65A-107 Opening a homeless shelter takes extensive planning, community outreach, and support. If the City decides to pursue this option, it will need to develop a detailed operations plan in addition to policies, procedures, and guidelines for its staff, volunteers, visitors, and residents. This plan should include the populations it is intended to serve, the length of stay, and services offered. Vanir included some suggestions for policies and procedures throughout this report, but our main focus here is on the modifications needed to convert the Jail into a general use homeless shelter. While not specifically called out in each section, all modifications must meet current building code and ADA guidelines in addition to compliance with any state and local laws regarding the operation of a homeless shelter. Because this reuse option is a change from the custody model, codes of the day pertaining to the new use would be enforced. A shelter is often a newly homeless person's first contact with an organized societal response to their situation, making it an important first impression regarding outreach and support. Physical facility design plays a crucial role in any person's acceptance or rejection of this help. It's important to remember that the typical shelter resident is experiencing a crisis resulting in a change of lifestyle and the loss of familiar surroundings. This can cause a drastic change in their world view, also impacting their priorities and needs. Tips for Shelter Design Offered by Homeless Persons and Shelter Staff 9 • Waiting in line can be essential to secure scarce services. Visitors and residents may feel it is worth fighting for one's place. Offer a way to keep one's place in line that does not necessarily require physically standing in it. • Many homeless individuals are sensitive to seating locations that expose their backs and places that prompt feelings of vulnerability if they have a history of abuse or have been attacked. Strategically orient seating so users are facing out from walls. Carefully consider providing 'retreat' spaces as spatial volumes may be overwhelming. • Homelessness results in fragile personal identity. Using name tags instead of numbers to assign temporary ownership to beds or living spaces can help preserve a sense of self and individuality. • One of the largest mental challenges of homelessness is boredom as individuals are often out of sync with the schedule of work and family. Idleness can exacerbate feelings of worthlessness and disconnection so consider providing reading materials, newspapers, and gatherings or games as appropriate. • Balconies can be an aesthetic addition to a building, but they may also invite suicide attempts. These should be used with caution. • Provide separate restrooms for staff to shield them from getting lice or scabies, and increase their length of service. • Bedbugs can burrow into the wood grain and become impossible to eradicate so sleeping furniture should not be constructed of wood. • Some facilities are cleaned three times a day to prevent infestations and the spread of disease as hygiene is paramount. Furnishings, finishes, and equipment (FF&E) must meet these durability and rigorous demands of 24/7 use. As with any facility, safety is an important factor, especially in a homeless shelter due to its unique population. Like all individuals, visitors and residents want to feel safe with a sense of security while within the facility. To ensure the safety of visitors, residents, and staff, each person should be properly checked and searched for 101 65A-108 drugs, alcohol, weapons, or any other potentially harmful items when entering the facility. It is important to have the facility monitored 24/7 by security cameras and guards, and the existing Central Control should be retained for shelter use. Homeless Shelter Security Features 70 Due to the facility's current use as a Jail, the following important features are already in place: • Strong, secure doors, with safe entrances that cannot be forced open. • Internally locked entrances and doors with monitored access to the building • Technical monitoring system provided by Central Control. Indoor and outdoor security cameras. • Bullet resistant glazing. Other security changes in the facility should include the following: • Establish one location as the single main entrance to decrease security risks associated with having to monitor more than one entrance at a time. • Secure the land/area surrounding the facility, including any outdoor space, especially those used by more vulnerable populations such as the elderly, disabled, or women and children (e.g. fenced and locked gardens). • Chain link or security fencing and motion activated lights in any external areas not already well lit and monitored. • Provide personal safety alarms for all staff and volunteers. • Provide security staff for parking garage across the street. Many cities struggle with how to provide activities, shelter, and care for their homeless during the day. Oftentimes local businesses and residents complain about their encampments and loitering in public places. Providing a daily destination with games, televisions, reading materials, social activities, and imperative services and support not only helps the homeless, but it alleviates some of _= the community's concerns by providing them with a place to go. Day Center shelter operations help reduce loitering, panhandling, and public nuisance issues that many citizens consider a great concern. The expansive 27,763 square foot intake/release and Administration areas at the Santa Ana Jail present a unique opportunity to create a Day Center for both daytime visitors and overnight residents. These areas are currently equipped with six telephones, seating, two unisex restrooms, water fountain, a staff restroom, and offices. A designated hygiene area serving up to 49 people can be created by utilizing the ten holding cells and showers in the dress in/out areas. there are two dress in rooms, one each for males and females, with work tables, benches, and showers. The male dress -out room has a maximum occupancy of 20 inmates. The female dress -out room has a maximum occupancy of 15 inmates. Rolling fire doors pass through the clean laundry storage room between the two dress -in rooms. This area would be best utilized for residents as they check in to give them an opportunity to exchange their dirty laundry for clean donated clothing to help prevent 102 65A-109 bringing contagious or infections disease or pests into the facility. Their street clothes can be sent to the laundry or packed and stored in the personal property storage room accessible via a roller system from the dress in area. The personal property storage room can accommodate belongings for up to 450 persons. Additional storage is available in the adjacent bulk property storage room. Valuable property lockers are also available. The three Interview rooms, and three visitation — booths on the first floor could be easily modified di for professional visits with social workers and outreach programs. The medical exam rooms A r could offer minor medical treatment for those in -� need. Larger spaces could provide classes and/or µ meal service. r The administration area contains thirteen cubicles of varying size, four offices, and two conference rooms. The roll call room can seat up to twenty-five and contains a small break area with two microwaves. There are two two -stall restrooms for male and female employees, staff lockers, a small kitchen, and a copy room. The Administrative offices can continue to serve the facility and redundant space can be used for volunteer work spaces and/or storage. Flooring, paint, furniture and fixtures in this area are all in excellent condition. The following diagram shows the type of layout a homeless shelter would require on the Jail's first floor. Homeless Shelter Processing Center Graphic layout drawing shown in Jail Cony Only Facility Building/ Systems Modifications: To maximize the usefulness of the space and keep maintenance and sanitation at a minimum, the consultant also have also identified the following steps which should also be taken: 103 65A-110 Remove carpet, soft wall coverings, and untreated wood that may retain any bacteria, viruses, pests, or invite graffiti of any kind. Replace items with durable, high traffic flooring, paint, and finishes. - Add tables and seating for social activities such as card and board games, as well as dining needs. - Add additional televisions, telephones, and TTY/TTD or video relay device for visitors and residents. Offer day visitors the use of the dress in/dress out area so they may shower. Create a clothing closet for visitors and residents to exchange their street clothes for freshly laundered, new and gently used items to help keep the spread of bacteria, viruses, and pests at a minimum. - The visitation booth is currently non -contact and conducted through glass. Glass should be removed to create contact visitation between residents and outreach workers. Stools are not fixed allowing for ADA access, however height should be checked for ADA compliance. - Area can be noisy when busy. We recommend the addition of sound dampening materials throughout the area to help alleviate some of the reverberations. Materials used should be bacteria and pest resistant and able to withstand rigorous sanitation. Personal property storage is designed for up to 450 individuals and is inadequate when near capacity. The adjacent bulk storage could be used as overflow for Personal Property Storage. The two administration area restrooms for male and female employees contain some ADA aspects; however, the sink may not meet ADA height compliance. Housing Accommodations: With individual, double, and dormitory rooms, the shelter r has several options regarding population = distribution and length of stay. The Jail has I. 35.1% of its total area in housing and dayroom space. There are nine living unit y.} J wings and two dormitories at the Jail. The two 1 dormitories in the facility have capacities of 14 \ 1 ■ and 18 persons each. There are seven pods, each containing thirty-two double occupancy cells located on the third and fourth floors. Additionally, there are two pods, each containing 16 single cells on the fourth floor. Other than unit 4C, each unit has shared walls that can be retracted (roll -up into ceiling) and pocket doors that allow staff to join the two Housing areas. These retractable shared walls can create one larger unit, providing additional flexibility with the differing populations. The housing units are already designed for one or more individuals per cell or dorm. They contain dayrooms that provide indoor recreation, television viewing, telephones, places to dine, restrooms, and showers. There are classroom and program areas than can accommodate up to 20 persons for social activities, counseling, or religious services. Most housing units have outdoor or quasi -outdoor recreation yards adjacent to the dayroom than can be used for exercise and games such as basketball, volleyball, or handball. Rooms include a desk, toilet, and sink. Showers are located within the dayroom of the housing unit. Dorms contain portable chairs instead of fixed seats, and stack -a - beds are available to house overflow residents. Each dorm has a multi -toilet room near the back of the dorm and is connected to the emergency center. There are large curtains used to cover dorm windows for additional privacy or to screen females from males in the opposite dorm. 104 65A-111 The housing/dayroom area is 58,977 square feet. Should the housing configuration remain the same, the facility can sleep 512 as outlined in the chart below. Santa Unit Ana City Jail I a acit Bed Space Layout Room Type Dorm 1 14 Dorm Dorm 2 18 Dorm Pod 1 64 Double Bunk Room Pod 2 64 Double Bunk Room Pod 3 64 Double Bunk Room Pod 4 64 Double Bunk Room Pod 5 64 Double Bunk Room Pod 6 64 Double Bunk Room Pod 7 64 Double Bunk Room Unit 4D 16 Single Bunk Room Unit 4E 16 Single Bunk Room Total Beds 512 Vinyl -coated mattresses and washable linens are well stocked and available. The mattresses have an average lifecycle of 2-5 years depending on care, use, and material. There are several manufacturers offering mattresses with built in pillows that are bedbug resistant and can withstand the rigorous sanitation needs of a shelter. Desks, bunks, toilets, sinks, and fixtures are security grade and are tamper resistant. The lighted wood doors, porcelain fixtures, and natural daylight in most of the rooms and units helps soften the appearance of the facility. Because Units 4D and 4E are currently being used for the administrative segregation (maximum security) population, they have steel fixtures and doors that could be replaced with wood and porcelain finishes to soften the institutional feel in those units. The dayroom serves as the hub of the Housing Unit and would play a key role in the day to day lives of the shelter residents. It is an open, airy space with natural daylight, tall ceilings, and is attached to a quasi -outdoor recreation yard. Dayrooms have chairs, three televisions, a book cart/library, two showers on each level, a hot water sink, and cabinets. There is also one small classroom/multipurpose room with locking cabinets, a locked staff restroom, and small closet. There are currently six phones in each unit, but the system is capable of handling up to ten. The communal area will work well for social interaction amongst guests and could provide entertainment such as board games, table tennis, art programs and more. It is most cost effective to combine housing units using roll -up doors wherever possible to minimize supervision and staffing needs. One supervisor per every two housing units is recommended, unless using cameras to supervise areas from Central Control. To enhance the usefulness of the space and keep maintenance and sanitation at a minimum, we recommend the following: Tier level access and rooms should be used in housing units with residents without obvious mental health issues and/or suicidal tendencies. The City may consider eliminating or restricting them altogether to prevent risk of falling or self - harm. Cement and tile flooring should remain, but carpet and soft finishes should be removed for sanitary and maintenance reasons. They should be replaced by durable bacteria resistant flooring materials. 105 65A-112 Wood furniture and cloth materials should not be used as they can harbor bacteria and pests. Replacement furniture should be durable, graffiti resistant, and easily cleaned. Install curtains in each cell window to offer additional privacy for the resident. Removing the desk and chair from cells would create additional space for personal property. Create and maintain a strict daily maintenance and sanitation schedule. Modify door strike plates to keep from locking. The dayroom, due to its size and configuration, is not well suited for physical activities when facility is at capacity. Consider smaller populations or utilizing the roll up doors between housing units to enlarge the dayroom areas. Dayrooms have one restroom designated with an ADA sign, but are not in compliance. These restrooms should be updated to meet ADA code requirements. Restrooms and showers should be modified to allow for additional modesty. They should be private enough for users to feel comfortable, but open enough for employees to regulate activity. Add tables and benches to encourage social interactions such as card games, board games, and dining areas. Increase phone bank size to ten instead of six. Add TTY[rDD or video relay device for any hearing-impaired residents. Bulk Storage: Because many continuously, a successful shelter homeless individuals carry their belongings must offer storage space for their property. The 10,487 -square foot vehicle sallyport can easily be converted into a secure yard to store bulk and large items for residents and Day Center visitors. This could include locked chain link storage areas to store carts, bicycles, and even kennels that residents and visitors can access during Day Center hours. A motorized property storage utilizing individual zippered bags for smaller and more secure storage is available within the facility near the current intake/release that is recommended for conversion to the Day Center. The gates can be operated by Central Control or manually by staff, if needed. The vehicle sallyport gates break several times a year and are out of service for up to two days at a time. The original hydraulic system is usually the root of the problem. Maintenance has requested two new operators for the gates at a cost of approximately $20-$30,000 each. Each main travel bar has broken and had to be rewelded, leaving it out of service for approximately one week. The storage modifications which should be completed include: Repair or replace gate hydraulic system and operators to retain current operation. Alternatively, install a new gate access for the facility that is less secure and allows easier ingress and egress for visitors and residents. Create individual chain link storage areas large enough to store shopping carts and similarly sized bulk items. Utilize a temporary lock system for each storage area so residents and Day Center visitors feel their personal items are secure while they are inside the facility. Create secure kennels for pets. Add benches and seats for those who wish to sit outside during Day Center hours to help curb loitering in the immediate area, as well as staging for processing. 106 65A-113 Install an overhang for shelter during inclement weather. Designate a smoking area far from the entrance to prevent visitors and residents from loitering outside of the facility grounds as much as possible. Circulation: There is 16,227 square feet of circulation space within the facility. Original flooring is found throughout the facility and most is in good condition as it has been cleaned and waxed on a regular basis. There are five elevators within the Jail — three are currently used for inmate movement only, and two are for staff only. All elevators are controlled by card access and intercoms. The City Police Department is located adjacent to the Santa Ana City Jail, allowing for an expeditious response in case of emergency. The Jail's Central Control room should remain in operation and staffed at current levels. This will help alleviate some of the costs for direct supervision in the Housing Units during off-peak hours. With many sallyports limiting movement about the facility, some could be removed to soften the overall look and feel while still maintaining an adequate amount of control. The circulation space modifications which should also be made include the following: - Remove some sallyports for easier access throughout the facility. - Maintain Central Control staffing to oversee the housing units and Day Center. - After a leak in the basement, a large area of tile had to be removed in a non - travel area used for emergency egress only. Path of travel is marked with caution tape avoiding any of the missing tiles. We recommend replacing or removing all of the tile in this area. - Facility elevators were custom built for original construction. As such, maintenance issues are a major issue. The maintenance mechanic has done a great job in keeping them operational; however, with the elevators not being of a major current manufacturer, parts availability is an ongoing issue. Food Service (Optional): The Santa Ana Jail has a 7,550 -square foot kitchen with a full bakery that is sufficient to prepare three meals per day when the facility is at maximum capacity. The kitchen contains five refrigerators and six freezers. The dry storage and - = freezer areas are large enough to store meal rr- + ingredients for a longer period, providing the opportunity to take advantage of bulk purchases y that lower overhead costs for the facility. Large refrigerator space allows for advance meal �. preparation and storage until needed. Food f L, deliveries are received twice a month. The kitchen contains a break room, an office for the kitchen manager, one unisex restroom, and twelve lockers. Most equipment is in good working order. Meals are delivered on trays to the housing unit dayrooms as there is currently no dining hall in the facility. Providing meals within the Housing Units limits the amount of movement of residents throughout the facility. Sack lunches or a hot meal could be served in the Day Center for visitors as well. The kitchen modifications which should be completed include: - Encourage residents of the facility to volunteer in the kitchen to gain work experience through a culinary program. - Partner with a local junior college to provide a certification course for residents enrolled in a culinary program. - Continue food service delivery on trays to residents in the Housing Units so they may dine in the Dayroom or the Recreation Yard. 107 65A-114 Prepare and distribute sack lunches or a hot meal for visitors to the Day Center. Create a communal dining area for residents that may be housed in separate Housing Units. Repair or replace the steamer, pressure cooker, and tray conveyor. Repair dishwashers and address drainage issues. Replace any broken equipment needed to prepare the typical shelter meals and menu. Remove any broken equipment that is no longer needed to maximize the additional space for storage, or items better suited to a shelter. If shelter plans to utilize the bakery, the proofer, mixer and bakery oven should be repaired or replaced. The loading dock belongs to the Police Department next door, but also serves Santa Ana Jail kitchen. Partner with the Police Department to ensure continued use and access for food deliveries. Laundry (Optional): Most homeless individuals lack access to laundry facilities or clean clothing on a regular basis. Some shelters provide laundry service for residents and offer a new/gently used outfit that has been donated. This not only helps eliminate the spread of contagious and infectious disease and parasites, it helps maintain the cleanliness and sanitation of the facility. _ The Jail is already equipped with a large 2,784 c square foot laundry with three commercial washers and three dryers that can easily handle the residential capacity and the current laundry schedule. The room contains storage for supplies, a large table for folding, and a unisex restroom. Chemical storage is locked and secured. The consultants recommend only allowing clean linens and clothing into the residential portion of the shelter. Residents that would prefer to keep their street clothing (laundered or not) could store it in a sealed property storage container throughout their stay. This is one service that strict policies and procedures should address as a sanitation and hygiene issue within the facility. The laundry area modifications which should be made include: - The three commercial dryers are 1, 5, and 10 years old and in good condition. The three large commercial washers are original, and the 55 -Ib. washer is approximately 17 years old. Washers leak continually and if the lint trap is not cleared after each load, the room will Flood. Replacement of equipment is recommended. - Offer laundry service to residents several times per week. - Create a clothing closet for visitors to exchange their street clothes for freshly laundered, new and gently used items to help keep the spread of bacteria, viruses, and pests at a minimum. - Provide property storage for smaller items in sealed bags on the conveyor unit in Intake/Release. - Create and maintain a strict daily maintenance and sanitation schedule. - Plumbing pipes are in need of repair and/or replacement. Programs (Optional): Most homeless shelters consider community outreach programs an essential service for those most at risk. By utilizing the program space within the Housing Units, those services can be specifically targeted toward the residents housed in that unit. Classes such as Alcoholics Anonymous, Narcotics 108 65A-115 Anonymous, and religious services are often offered in these Dayroom area classrooms. The program area modification which also should be considered include: Remove carpet and any soft materials and replace with durable flooring, paint, and graffiti resistant items. Work with local volunteer, religious, and program organizations to provide instructors, materials, and resources for items such as computers or library books. Work with community outreach organizations to provide social services and assistance to residents to secure medication and housing once their stay is complete. Recreation Yards (Optional): The Jail contains 7,930 square feet of recreation yard space. Each housing unit on the 3rd and 4th floors (other than Units 4D & 4E) have dedicated quasi -outdoor recreation yards that allow for natural daylight and fresh air. �^— 9 Each recreation yard is enclosed on all sides, has a partially screened roof, and fire egress doors. All portions of each yard are paved. They include an open-air restroom that should be updated for modesty, and two drinking fountains. The yards are large enough for basketball, handball, volleyball, and weight lifting. They also provide a �~ nice place for residents to sit outside for some fresh air and the addition of benches and seating is suggested. The recreation yards are separate from one another making it quite easy to designate yards for differing populations. The modifications which should occur in the facility's recreation yard would include: - Update restroom for modesty and privacy. - Install durable, graffiti resistant benches and seating so residents can get fresh air and natural light. - Install or make available lightweight and easy to use exercise equipment (weights, exercise mats, balls, etc.) - Add durable, graffiti resistant tables and stools for outdoor dining and table games. C. Fiscal Analysis: For the purposes of this assessment, the consultant team was not able to identify and estimate the yearly costs which would be associated with the operation of a homeless shelter facility reuse option. Staffing levels, particularly the use of volunteers and the degree to which personal supportive services are available at the homeless shelter, will need to be determined by the City before a draft budget is developed. In order get a better understanding of the range of costs which could be associated with a homeless center, the consultants met with the management staff of a large 200 bed homeless shelter recently opened by the City of Sacramento in a renovated former warehouse facility located in the North Sacramento area community. The discussions revealed that the City is currently spending approximately $400,000 a month to operate the 200 bed "triage" shelter opened in December 2017. These expenditures cover the cost of social services personnel, portable showers, and extra police patrols required for security at the building. At this rate, the City is projecting 109 65A-116 that the homeless shelter's annual budget will amount to $4.8 million a year which translates to approximately $2,000/month per homeless person receiving services at the shelter. Construction Cost For Implementation of Jail Reuse Feasibility Option A construction cost analysis was also developed which included detailed expenditure information showing the overall fiscal impact the City would likely incur if each jail reuse option was pursued through construction and ultimately implemented. The construction cost analysis included a summary conceptual cost statement showing building construction and project costs associated with each of the five jail reuse options. The information covered cost factors that included (a) estimated range of building design changes; (b) escalated construction costs; and (c) other project - related expenses. The following Statement of Probable Construction and Project Costs reflects the consultant team's estimate of the total cost that will be required to renovate the City Jail facility to support a homeless shelter. As the analysis shows, the renovation work and base construction costs with estimates for construction contingencies, A/E fees, CM inspections, and FF&E expense will amount to $4,348,772. (See Appendix E: Santa Ana City Jail Reuse Options Detailed Construction and Project Cost Estimates) Expenditure Category I Estimated Cost Base Construction $ 2_,202,003 General Contractor Overhead & Profit $ 220,200 General Contractor Markups $ 121,110 General Contractor Bonds $ 57,225 Design Contingency $ 520,108 Market Factor $ 124,826 Sub -Total $ 3,245,472 Construction Contingency (10%) $ 324,500 A/ E Fees (10%) $ 324,500 CM Inspection (4%) $ 129,800 Miscellaneous (2%) $ . 64,900 FF&E (10%) $ 259,600 Sub -Total $ 1,103,300 - - - Total - ` $ _ 4,348,772. D. Advantages /Disadvantages Considerations: As part of the assessment evaluation process, the consultant team also utilized an SWOT analysis strategic planning technique to identify the strengths, weaknesses, opportunities, and negative impacts associated with each Jail reuse feasibility option. The SWOT analysis is intended to take the objectives of each reuse option or project and identify the internal and external factors that are favorable and unfavorable for achieving individual project objectives. 110 65A-117 Based on the results of the SWOT analysis process, a summary ranking from best to worst for the implementation of the proposed five Jail reuse options was also examined in this Study. Analysis of this information and related fiscal impact data was used to form the recommended ranking which is highlighted in the following analysis. Advantages / Disadvantages and Ranking From Best to Worst For Jail Feasibility Reuse Options ❑ Homeless Shelter Housing and Supportive Services Space: This Jail Reuse Feasibility Option involves renovating and reusing the City's Jail building as a converted homeless shelter with supportive services space. Advantages (Strengths) - The Jail site location provides several advantages regarding public amenities such as (a) public transportation access, (b) ADA accessible path of travel, (c) public parking, and (d) proximity to the City Police Department. - The detention facility could be modified to meet the typical needs of homeless individuals including (a) shelter, (b) food, (c) clothing, and (d) security. Laundry and hygiene services can also be offered. Meals from the existing kitchen can also be prepared and made available. Personal property storage is also available. The existing Santa Ana Jail facility and Functional Use Areas (FUA) provides many advantages to be reused as a homeless shelter. The existing cells provide housing, bedding, toilet room amenities including ADA accessible toilet rooms and showers. The existing day rooms provide open space for people to socialize and move about. Other Important amenities such as kitchen, dining and laundry space which is necessity for the care of homeless people is also contained in the Jail. The existing Jail facility provides many advantages regarding security and monitoring such as the proximity to the existing Police Department including the overall design layout of the facility which provides efficient line -of -sight and monitoring. The building's sallyport provides a high level of security when transporting people that may be a danger to themselves or others. The fire alarm system provides the facility with the necessary fire life safety requirements for housing people. - The Jail's mechanical and electrical system's current design will provide heating, cooling, and lighting for housing homeless individuals. The plumbing system is also designed for a similar use. - The duration of the building conversion design, bidding, and construction schedule will take place over a nine month period. - Most required furniture, fixtures, and moveable equipment (FFBE) are already in place at the Jail. Disadvantages (Weaknesses) The presence of a large homeless shelter project at the Jail site location / neighborhood area would likely increase (a) vagrancy of homeless people and pets, (b) begging and public harassment, and (c) crime effecting public safety and property. 111 65A-118 The proximity of existing Civic Center Plaza and adjacent neighborhood requires a higher level of security and monitoring for the public when a homeless shelter is in a mixed-use area. Existing finishes such as floor carpet, wall fabric, acoustical ceilings etc. would need to be removed to avoid several infectious diseases that are common issues with homeless people. New cleanable hard -surface finishes would be necessary to provide maintenance wash -ability to meet health and safety codes. Replacing existing high security cell doors should occur to soften the appearance of a jail facility. Minor remodeling and new finish upgrades throughout the facility will need to be done to avoid the appearance of a jail facility. Providing new finishes throughout the facility will help promote a more inviting space for homeless and staff. The existing multi -story building increases the need for additional security to provide the necessary safety for the homeless and staff. Ingress and egress is more complicated with a multi -story facility due to the many different issues homeless people encounter such as, physical and mental disabilities. The facility lacks proper outdoor space and amenities necessary to provide for the homeless and their pets. Proper designed open space is necessary to minimize vagrancy and homeless camps from taking over public areas of the existing Civic Center Plaza and the surrounding neighborhood. In order to renovate / remodel the City Jail complex to accommodate a homeless shelter with housing and supportive services space, the City will have to incur a one-time project and construction expense of approximately $4,345,932. The City would continue to be responsible for the repayment of the annual debt serve on the Jail building through 2024. The shelter will bring about an increased homeless presence in the area because access to the shelter would be on a first-come, first -serve basis and many individuals may be camped out on the sidewalks to get in the next day. The Jail's sallyport will need to be modified to better handle personal property and pets. As a result of the homeless shelter, the building's entire area will likely be noisy when busy. The addition of sound dampening materials will need to be placed throughout the space to help alleviate some of the reverberations. The materials used must be bacteria and pet resistant and able to withstand rigorous sanitation. Hygiene, sanitation, and pest control must be paramount throughout the shelter and be addressed multiple times per day. The City Jail facility is in excellent condition but is not, in total, ADA (Americans With Disabilities Act) compliance. Because the homeless center option with support services space is a change from the custody model, building codes of the day pertaining to the new use would be enforced. 112 65A-119 Opportunities - The general bed space contained in the detention facility could be remodeled and converted to a homeless shelter that potentially serves up to half of the City of Santa Ana's growing homeless population based on recent census data. The City's entire homeless problem still will not be solved. - Development of a homeless shelter with a day center emphasis would help reduce loitering, panhandling, and public nuisance issues that many citizens consider a great concern with the community's large number of homeless individuals. The proposed homeless shelter concept plan for the reuse of the Jail mirrors the community's new Courtyard project in its capacity, operations, and services being made available to local homeless populations. The Courtyard is a joint venture between the Midnight Mission in Orange County sleeping up to 400 people on a first-come, first -serve basis. During the day, it is used as a drop-in center serving 250-400 guests looking for service connections, hygiene services, showers / restrooms, a meal, and a place to rest. Storage is provided for guests and security is provided around the clock. - Several other counties across the country have converted detention facilities into homeless shelters to serve their surrounding communities. The Bent County, Colorado Department of Local Affairs, for example, estimates that housing homeless in their vacated jail essentially saved them half the expenditures than if they lived on the street. Negative Impacts (Threats) - The shelter would be located adjacent to a 1,900 stall public parking garage which homeless individuals may take shelter in during inclimate weather if the temporary shelter is full. - The shelter would have a large daily concentrated movement of homeless individuals in and out of the facility. - The shelter would likely not be conducive for families that want to stay together or individuals with infant children. - There will likely be major intense neighborhood opposition to the opening of a new homeless shelter serving several hundred individuals. - The homeless shelter must address and potentially separate any persons with obvious mental health issues who may be prone to self -harm, especially if they are located in any mezzanine areas of the facility. - Drugs, alcohol, and other weapons must be prohibited and residents should be searched when entering the facility to eliminated any potential contraband. Key Summary Observations The change / reuse of a facility from a jail to a homeless shelter has been done in other jurisdictions. The conversion of the City Jail to a homeless shelter would make use of all existing spaces including inmate housing, food service, medical, security, laundry, storage, and processing areas. The vehicle sallyport would be a good entry location because it could accommodate up to 300 people who potentially would be lined up down the 113 65A-120 block waiting for facility access. The facility access portal is adjacent to neighborhood residents and may, however, be seen as a great threat to their neighborhood security and welfare. Jail Reuse Feasibility Study Vanir Consultant Team Recommended Feasibility Options Rankino Based on the results of the analysis and evaluation process, a summary ranking from best to worst for the implementation of the proposed five jail reuse feasibility options was established by the Vanir consultant team. Analysis of this information and related fiscal impact data was used to form the following recommended implementation ranking: Homeless Shelter Housing and Supportive Services Space Recommended Ranking: Jail Reuse Implementation Option #4 References and Acknowledgements 'Orange County Courtyard Shelter, htto://www.midnightmission.org/thecourtvard/ 2Addressing Homelessness, htto://santa-ana.org/homelessness/ 3OC's Homelessness Problem is Bigger Than the Santa Ana Riverbed — Much Bigger, by Jill Replogle, https://www.scpr.org/n ews/2018/02/23/81039/oc-s-homeless-problem-is-bigger-than-santa-ana-riv/ 4Repurposing: New Beginnings for Closed Prisons by Nicole D. Porter, https:/Iwww.sentenci ngproiect.orq/publications/repurposing-new-beginningsclosed-prisons/ Some States Are Closing Prisons and Turning Them Into Homeless Shelters, Reentry Centers, by Robbie Couch, https://www.huffingtonpost.com/2015/02/05/closing-state-prisons n 6614220.html 5 Converted Cellblocks by Alysia Santo, https://www.themarshallproiect.orq/2015/01/29/converted- cellblocks 5A Tour of Gainesville Prison -Turned -Homeless Shelter by Kasey Greenhalgh, https://www wuft orq/news/2013/06/25/prison-to-homeless-shelter-plan-progressing-in-gainesville/ Shuttered Florida Prison Converted Into 'Empowerment Center' for Homeless by Joe Watson, https://www prisonlegainews org/news/2016/may/13/shuttered-florlda-prison-converted-empowerment center -homeless/ 7Indoor Homeless Shelter Opens Wednesday by Morgan Watkins, htto://www.gainesville.com/article/LK/20140930/N ews/604159966/GS/ 'Homeless Find Hope at Colorado Prison Turned Shelte, rhhhttps://www denveroost.com/2013/11/23/homeless-find-hope-at-colorado-prison-turned-shelter/ Former Fort Lyon Prison Offers Hope for Colorado's Homeless by Megan Schrader, htto://gazette.com/form er-prison-offers-hope-for-colorados-homeless/article/l 509663 Fort Lyon Supportive Residential Community, https://www.coloradocoalition.orq/property/fort-Ivon-su pportive-residential-com m unity 9Design Response to Homelessness by Jill Pable, Ph.D, https://www.informedesign.org/ newshul v04r- p.pdf 114 65A-121 10Security Strategies and Features in Shelter Facilities, http://www.endvawnow.org/en/articles/1412- se cu rite-strategies-and-featu res-in-shelter-faci I ities. htm I 11The Cost of Homelessness in Orange County, CA, https://www.unitedwayoc.org/wp- co ntent/uploads/2017/03/Ora ng a -Co unty-Cost-Stud y-Hom el es s -Executive -Sum m ary. pdf The fifth potential Jail reuse feasibility option the consultant team analyzed focused on a scenario which involves renovating and reusing the City's Jail building as converted new data center. The work for this option is located mainly in the third and fourth floor housing units as they are best suited for the high ceilings and climate controlled environment modifications required for data center functions. The building construction modifications will require (1) extensive HVAC to handle the excessive heat generated by the equipment, (2) raised access floor system, (3) pre -emergent fire sprinkler systems, and (4) power and signal upgrades. The Vanir firm is an expert in the construction management field and has worked with clients such as Microsoft to construct state of the art data centers around the country. In 2017, our team of consultants reported that the Santa Ana Jail is in "very good to excellent condition" after inspection and analysis of each of its functional use areas and systems. For this feasibility analysis, the consultants utilized that information and the firm's data center construction management experience to prepare a comprehensive look at the overall design, layout, equipment, and functionality required for a typical data center so that the viability of a remodel for this type of facility could be evaluated. It is important to note that the assessment speaks only to the potential of the Jail facility itself, and not the day to day operations of a data center housed within it. Should the City elect to move forward with the data center option, they should work closely with a qualified data center design team for an in-depth report that is much more detailed than that provided here. Officials should also work to develop and establish operational policies and procedures that will better define overhead costs and expenses. The information below is provided solely as talking points for the City's initial review. Santa Ana City Jail Reuse Feasibility Study i I � Reuse Option Scenario Commercial Data Center Use Analysis and Assessment. The assessment information and supporting data which the consultant team developed is summarized and highlighted in the following analysis: Operational Information, Fiscal Analysis and Advantages /Disadvantages Considerations A. Description of Jail Reuse Option: This feasibility option would involve renovating and reusing the City's Jail building as a converted new commercial data center. The work for this option is located mainly in the third and fourth floor housing units as they are best suited for the high ceilings and climate controlled environment modifications required for data center functions. The building construction modifications will require (1) extensive HVAC to handle the excessive heat generated by the equipment, (2) raised access floor system, (3) pre -emergent fire sprinkler systems, and (4) power and signal upgrades. 115 65A-122 Generic Data Center Operational Criteria resource for 14 offices in 8 states, the key to establishing a functional and appropriate data center design is to have a clear understanding of what types of data need to be gathered, where it will be stored, and how it will be used. Therefore, the first order of business is for the City is to meet with potential partners including the IT Team2. Together they will focus on: ■ how, and from what resources, the data will be maintained; • what the projected minimum and maximum storage needs are expected to be; ■ how the data will need to be manipulated to provide a usable product; and, • how the product will be formatted and delivered to its users? Building on this information as a foundation, the City can determine the type and size of the hardware resources required. They will also calculate the electrical and mechanical equipment needs to power and cool the center. Once a well-founded set of requirements is available for the design effort, they can be appropriately viewed in the context of what currently exists within the Santa Ana Jail and what needs modification. This information is required to best meet consumer needs and determine what must be provided to make the space suitable for data center use. Generally, a data center requires flexibility (the ability to support new services without a major infrastructure overhaul), scalability (the ability to support fast / seamless growth without major disruptions), and high availability (minimizing single -point failure with fault -tolerance against hard failures to maximize uptime). The ideal data center facility is a single -floor, stand- alone building with the equipment in a centralized space. The space should be an open floor / cohesive use layout with adequate electrical and mechanical systems to power and cool the center equipment. It should also allow for the modularity needed for the center to change and adapt with technology trends systematically by adding data modules or updating equipment as needed. Data center designs typically use a "rack unit" as the primary planning factor to estimate the necessary space, cooling and electrical power requirements. Each configuration should reflect total power, space, and floor -loading demands per rack across the layout. Just recently, rack designers, have developed a taller, wider and longer rack for more efficiency and emerging hardware. This is the primary reason why it is so important for the data center design team to identify and define the IT parameters at the outset of the project. It has been reported that recent trends show data centers older than seven years are typically obsolete. In some cases, the user's needs have grown beyond their data center's capabilities in as little as two to three years requiring relocation or expansion. Typically, for a data center investment to last 10 to 15 years, the design should be specifically tailored to encompass a business's current and future needs, or provide a design which allows for the flexibility to adapt to the growth and changes in the industry. 116 65A-123 For a realistic look at the design requirements for such a use, the consultants contacted the Vanir Area Manager3 who has the responsibility of constructing a data center building for Microsoft in Seattle, Washington. His expertise combined with the consultant team's experience and research has provided several insights as to what is needed to convert the existing Jail based on existing conditions. While the list of renovations is long, the most challenging aspects include the categories below. Site Location: Location is an important criterion when planning a data center as it affects security, operational efficiency, and operating costs. The neighborhood where the facility will be located should be chosen carefully to realize the best mix of ideal features. Data center sites with fiber available from multiple providers, near redundant power grids are the best locations. Equipment is less likely to fail in a facility that is drawing power from multiple grids in lieu of a facility that relies on backup generators. The site should be in a safe area that is not subject to any natural environmental dangers such as floods or landslides. Even if it's not located in the flood plain, it's important to have good drainage and runoff paths so localized flooding will not occur during heavy rains. Site criteria should include ensuring that there is (a) reasonable commuting distance for employees, support vendors, and other constituents; (b) sufficient site area for parking; (c) water and fuel storage, and d) space for delivery truck access. Design: The building type can significantly affect occupancy costs, security, expansion, and operational flexibility. Ideally, data centers are built in suburban locations in industrial type, single -story windowless structures with large floor plates, unlike the Jail. They rely on lower operating costs, high ceilings, and more -flexible space configuration. Most efficient building floor sizes provide large column spacing - ideally 40' with high floor -to -floor clearances of 13' to 14' from structural slab to lowest structural member. Best practice is to avoid multi -story office buildings with small floor plates. The space design will focus on raised floor areas, rack layouts, workstations, support areas (conference and supply rooms), as well as shipping, receiving, and staging areas. Power., Critical data center considerations include a complete electrical power design, as well as power distribution. This includes the following systems: (a) Main Distribution Frame (MDF); (b) Intermediate Distribution Frame (IDF); (c) Uninterruptible Power Supply (UPS); (d) diesel backup power systems, (e) wet and dry fire -retardant systems; (f) security monitoring; and (g) mechanical systems, such as Heating, Ventilation, and Air Conditioning (HVAC). Pre -action wet systems contain sprinkler pipes charged with air so leaks or other faults are detected and are typically required by local fire codes. Mechanical and Cooling Needs: Data centers typically include vast data equipment installations and keeping the equipment cool is a major priority. The space above the data cabinets accumulates rising heat. Having more space available helps minimize its mixing with cold air thereby improving the air conditioners' efficiency. General recommendations suggest that the temperature range between 50°F and 82°F. Although this appears to be a wide range, these temperatures are the extremes and it is far more common to keep the ambient temperature near 68-71°F. Computer equipment not only generates heat, but it is also sensitive to heat, humidity, and dust. Designers need to include filtering factors to ensure very high resilience and to meet failover requirements. It is crucial to note that maintaining stable temperatures and humidity within tight tolerances is critical to IT system reliability. The design should also include a rack layout and determine the optimal electrical and air cooling distribution system based on rack densities. 117 65A-124 Security: Physical security access to the site is usually restricted to selected personnel. Controls typically include layered security systems, often starting with fencing, bollards, and mantraps. Video camera surveillance and round the clock security guards are commonplace if the data center is large or contains sensitive information within any of its systems. Additionally, fingerprint recognition mantraps are becoming more and more prevalent. Maintenance: Generally, most data center sites require one or two preventive maintenance (PM) visits per year. However, more PM visits may be required if the physical infrastructure equipment resides in a hostile environment (i.e. high heat, dust, contaminants, vibration). The frequency of PM visits depends on the physical environment and the business requirements of the data center owner. The system design of the component may also impact the frequency of PM visits. Often the number of visits is based on the manufacturer's recommendations. B. Facility Building / Svstems Modifications: Using these general parameters for an initial broad -brush assessment, the Santa Ana City Jail building poses numerous challenges for integrating a new state-of-the-art design. Based on the site location, compartmentalized / non -cohesive functional use areas, and minimally -purposed electrical and mechanical systems that are designed for personnel air conditioning only and not for heat generating hardware, the facilities are generally not accommodating to the demanding requirements for a typical data center. As is, it appears the proposed space (eight dayrooms) for reuse as a data center will require extensive upgrades. The overall placement within the facility will be complicated and extremely challenging to utilize the majority of the existing multi -story building. While the building is large with significant space, there are very few areas that meet the overhead space requirements necessary for temperature control. There will be significant added costs for structural risks and creating portals / paths for wiring and equipment access. The most efficient and cost-effective designs tend to be single story buildings with open floor plan and rack layouts4. The minimum ceiling criteria is 12' with a preferred dimension of 14' or better. By removing the tiers / mezzanines, a 15' floor -to -ceiling dimension would be available. Alternatively, first floor space with a 15' high elevation is available and depicted on the building plans. This also provides additional space for overhead cable trays and sufficient lighting. Given the Jail's excellent condition, it would make an eye-catching facility if the interior layout was more compatible with typical data center design requirements. Unfortunately, very little of the 668 rooms contained in the Jail are usable for data center hardware and equipment. However, the existing Administration area can continue to serve as originally intended, and eight high ceiling open dayrooms within the third and fourth floor housing units could be partially modified for this purpose. Unfortunately, the majority of the building's 668 rooms would be wasted space. In other words, the Jail contains a total of 168,277 square feet and Vanir has determined that 12,856 square feet, or 7.6% of the total area, meet the partial design requirements of a data center and could be converted accordingly. Site: - Locate data center equipment on third and fourth floors to reduce risk of flood damage. - Do not locate equipment near mechanical or electrical equipment, or the Food Service area if still operational after conversion. - Design utility and power access in a manner that assumes an attack will occur. 118 65A-125 Building: - Retain the single point of entry and sufficient property setback of building for perimeter security purposes. - Retain security system, but modify to eliminate central control station. - Modify existing path of travel to allow unimpeded access to areas of reuse. - Utilize open plumbing chases for cooling and electrical chases. - Open interior of first floor areas with existing 15' high elevations as shown on plans to create as much open floor space as possible. - Remove roll -up doors between dayrooms. - Establish efficient floor layouts - rectangular and / or square is preferable. - Remove carpet and flooring from housing / dayroom space so it can be used for data center racks and equipment. - Install raised access floor system for data cables to efficiently and effectively handle high heat. If not utilizing a raised floor, include costs to build overhead infrastructure that can handle power and data wiring needs. - Modify and equip existing loading docks for equipment delivery access in a secure area. - Modify fire sprinkler system to pre -emergent system - Upgrade equipment such as chillers, pumps, power and power backup. Electrical Needs (Power / Cabling/ Fiber / etc.) AC / DC power must meet the demands of the hardware and equipment including redundancies for the UPS and backup generator systems. Ground, copper, and fiber optics are the main types of network cabling used in most data centers. The interface available on the equipment used is the primary means for determining which type of cabling should be used. The network data cabling may also be selected based upon the bandwidth requirements of the equipment being used. Additionally, cabling within a data center may be either structured or unstructured. Structured cabling uses a predefined standard based design, connection points, and pathways. The cabling used in an unstructured wiring design is based on the bandwidth requirements of the system and is tested to ensure proper performance. It should be feasible to add extra electrical and mechanical cooling loads if and when needed. Electrical Equipment - Determine which type of cabling (ground, copper, fiber optics, etc.) should be use and install accordingly. - Ensure AC / DC power meets the hardware, equipment, UPS, and backup generator system demands. - Ensure feasibility of adding extra electrical and mechanical cooling loads when necessary. - Provide adequate riser space for primary / emergency power, HVAC, diverse fiber entries, and other vertical services. - Install overhead cable trans and sufficient lighting in each area being utilized. - If colocation with multiple customers, data center power distribution should be designed such that it is not affected by other areas / customers. - Install MDF, IDF, and UPS. - Upgrade diesel backup power, security, and mechanical systems. 119 65A-126 Disable or remove existing water-based fire suppression systems within any areas that will contain data center hardware and equipment. Install wet and dry fire -retardant systems, including pre -action wet systems if necessary. A dual -alarmed dry -pipe fire suppression system such as TotalPac that is multi -zone and pre -action to ensure contained suppression is recommended5. Install a Very Early Smoke Detection Apparatus (VESDA) smoke detection system or similar. Power, and therefore cooling, requirements are much higher for a data center environment than for typical occupancy (i.e. cabinet full of heat -producing servers / switches vs. human load). Provide a full study based on the quantity of service loads. Coordinate with the design center design team to provide for more specialized infrastructure such as Power Distribution Units (PDU) as needed. Install cooling / exhaust equipment upgrades to meet code requirements and gain certification. Provide upgrades for diesel generators, UPS units, and HVAC units to meet code requirements. Reconfigure existing facility equipment / infrastructure to meet current code requirements. Design cost should include power / data wiring, as well as cooling / ventilation in the overall design concept. Accommodations most likely would not be possible with current cell configuration, which would require modifications. Mechanical and Cooling - Ensure adequate power / cooling redundancy requirements are met by replacing or retrofitting existing heating and cooling equipment. - Install all necessary filters to ensure very high resilience that meets failover requirements. - Manage data center cooling with a system such as the Liebert N+1 cooling systems that can provide more than 370 tons of cooling capacity5. - Maintain diligent maintenance standards to ensure equipment operates successfully. - Install cabinets in hot and cold aisle configurations so hot exhaust and cold intake air are isolated from one another. Hot and cold aisle delivery should be designed for maximum efficiency so IT hardware will function at its best. - Ensure adequate power / cooling redundancy requirements are met by replacing or retrofitting existing equipment. Utilities and Power Several fundamental principles should serve as the foundation for the electrical system design. These include the provision of maintenance and emergency shut- down switches at all entry points in the facility, as well as a grounding system that complies with the National Electrical Code (NEC) or local codes if applicable. It is important to note that existing facilities converted to data centers typically do not provide the adequate electrical power -plant and distribution systems that are crucial design criterion for a center's reliability and operational efficiency requirements. 120 65A-127 Data center consumption creates tremendous amounts of power demands to operate the servers and to support additional air- conditioning requirements therefore the design should include an electrical power plant distribution system designed for reliability and operational efficiency5. The electrical power design should include dual electrical service feeds and distribution from different power grid sub -stations. This is to protect the server equipment with sustainable, power for surges, sags, high energy transients, brownouts, and blackouts regardless of the source of the electrical disturbance. Whenever unexpected incidents occur, having strong backups and co -located resources can help keep operations running. The most favorable data center design provides three lines of defense for backup power include (1) multiple feeds from the public utility, (2) Uninterruptible Power Supply (UPS) service with a minimum 20 minutes backup; and (3) if necessary, diesel generators to sustain power for longer- term outages. The UPS and backup diesel -powered generators are crucial to maintaining a constant flow of power in the event of a power failure from the public utility. Several basic principles should guide the size and capability of the UPS system. The UPS should be of sufficient size to energize all computer equipment, HVAC systems, and other electrical devices such as emergency lighting and security devices, for 100% of the power demand for no less than 15 to 20 minutes after a power interruption. The UPS should be adequately sized for peak load or fault overload conditions. This relates to the surge in power demand when the equipment is first energized. As a rule of thumb, the UPS should be sized for 150% of operating demand. The UPS should be continuously operational to filter and condition the power. Utilities and Power - Upgrade existing electrical power to include dual electrical service feeds and distribution from different power grid sub -stations if possible. - Redundant power grid connections to safeguard a continuous utility power supply is recommended. - Tailor always -on power configurations to suit customer requirements as needed. - Create a system that is configured to deliver redundant power if a critical incident occurs so that operations are uninterrupted and business applications remain online. An example of this would be two onsite 1 MW Cummins generators, and an Eaton uninterruptible power supply (UPS) system providing N+1 redundancy. Components (N) have at least one independent backup component (+1). The level of resilience is referred to as active / passive or standby, as backup components do not actively participate within the system during normal operations. Security: Design requirements for a secure center should provide multiple security systems with passage in and out of the facility controlled via card or biometric access systems. All security systems should be monitored 24/7 with activities logged both onsite and at a remote location. All alarms should specify the exact location of the fault so time is not wasted searching for the source of the problem. 121 65A-128 Security - Maintain existing security measures (control room, video monitoring, etc.) as needed. - Retain sallyport access to County Jail via underground tunnel to ensure prompt response times in case a security breach should occur. - Install additional security systems such as fencing, bollards, and mantraps as needed. - Install fingerprint recognition mantraps if desired. - Provide on-site guards twenty-four hours a day, seven days a weeks. - Control all facility entries and exits with multiple layers of key card access and biometric fingerprint scanners to enter the building. - Create a secure lobby and anti -tailgating elevator entrances if data center is located above the first floor. These types of entrances are not required if the data center is located on the first floor. - Install biometric, combination cabinet, and cage key accesses as needed5. - Password protected access is recommended for physical colocation spaces. - Retain all video surveillance footage digitally for at least 45 days5. - Monitor everyone that enters and exits the facility. Audit the access lists regularly. - Recommend use of hardened measures for secure man -traps, shipping, and loading areas. Maintenance - Establish annual and monthly preventive maintenance (PM) schedules based on final design requirements. The following graphic illustrates the typical inmate housing area conversion to accommodate data center functions in one of the Jail facility's eight custody housing areas. 65A-129 122 Santa Ana City Jail Reuse Data Center Features and Adaptability The Table below shows the individual data center features and their general adaptability to the Santa Ana Jail facility. Overall, the feasibility analysis shows that the Santa Ana City Jail poses numerous challenges to integrating a state-of-the-art data center design. Based on its location, multi -story configuration, confined and compartmentalized (non -cohesive) floor plans, minimally -purposed electrical system and mechanical systems designed for personnel air conditioning only, the facilities are generally not accommodating to the demanding design requirements for a data center and will require extensive renovations to serve as a data center. Data center facilities rarely meet the operational and capacity requirements of their initial design. The combination of new technologies, such as blade servers, which require substantial incremental power and cooling capacity; pressures to consolidate multiple data centers into fewer locations; the need for incremental space; changes in operational procedures; and potential changes in safety and security regulations converge to impose constant facilities changes in the modern data center. Thus, the overarching rule in data center facilities is to design for flexibility and scalability. Data center trends show that that seven-year-old data centers are typically obsolete. In some cases, the user's needs have grown beyond their capabilities in as little as two to three years requiring relocation or expansion to meet their growing needs. Typically for a data center investment to last 10 to 15 years, the design needs to be specifically tailored to an IT / business's current and future needs, or provide a design that allows enough flexibility to adapt to the growth and change in the industry. 123 65A-130 Jail Reuse Data Center Features and Adaptability # Data Center Feature Ada tabilit Yes Partial No 1 Significant saces for reuse. x 2 Usable spaces meet requirements da rooms x 3 Greater portion of the Jail is adaptable to the use x 4 S ace is flexible for changing technological needs x 5 Space is flexible for emerging new rack design x 6 Space meets electrical requirements x 7 Space meets cooling requirements x 8 Backup ower is adequate x 9 S ace meets reuse building codes - x 10 Flexible to support new services x 11 Allows for seamless grov.1h x 12 Locatedout of flood plain x 13 Secure, from outside terrorists x 14 Allows for modularity to adapt to technology x 15 Access to fiber x 16 1 Multiple power providers x 17 Safe area _ x _ 18 Adequate sace for delivery trucks x 19 Secure from intruders x 20 Minimum ceiling height of 12' x 21 Minimum columns ace of 40' x 22 Sufficient emergency backup ower x 23 Cost effective to accommodate use x 24 Rooms with a minimum of 12'celling height x Overall, the feasibility analysis shows that the Santa Ana City Jail poses numerous challenges to integrating a state-of-the-art data center design. Based on its location, multi -story configuration, confined and compartmentalized (non -cohesive) floor plans, minimally -purposed electrical system and mechanical systems designed for personnel air conditioning only, the facilities are generally not accommodating to the demanding design requirements for a data center and will require extensive renovations to serve as a data center. Data center facilities rarely meet the operational and capacity requirements of their initial design. The combination of new technologies, such as blade servers, which require substantial incremental power and cooling capacity; pressures to consolidate multiple data centers into fewer locations; the need for incremental space; changes in operational procedures; and potential changes in safety and security regulations converge to impose constant facilities changes in the modern data center. Thus, the overarching rule in data center facilities is to design for flexibility and scalability. Data center trends show that that seven-year-old data centers are typically obsolete. In some cases, the user's needs have grown beyond their capabilities in as little as two to three years requiring relocation or expansion to meet their growing needs. Typically for a data center investment to last 10 to 15 years, the design needs to be specifically tailored to an IT / business's current and future needs, or provide a design that allows enough flexibility to adapt to the growth and change in the industry. 123 65A-130 The key to accommodation is based primarily based on ceiling height of a minimum of 12-15 feet. This is to allow an elevated panelized flooring for primarily for cooling and a sufficient volume of space above the racks to minimize heat buildup, trays and exhaust ducting. More importantly, the significant revamping of the building's space and systems for a total of 7.6% of the total floor area may not be cost-effective given the uncertainly of changing technology. C. Fiscal Analysis: A construction cost analysis was also developed which included detailed expenditure information showing the overall fiscal impact the City would likely incur if each Jail reuse option was pursued through construction and ultimately implemented. The construction cost analysis included a summary conceptual cost statement showing building construction and project costs associated with each of the five jail reuse options. The information covered cost factors that included (a) estimated range of building design changes; (b) escalated construction costs; and (c) other project - related expenses. The following Statement of Probable Construction and Project Costs reflects the consultant team's estimate of the total cost that will be required to convert the City Jail to commercial data center use. As the analysis shows, the renovation work and base construction costs with estimates for construction contingencies, A/E fees, CM inspections, and FF&E expense will amount to $16,966,206. Expenditure Category I Estimated Base Construction' $ 7,149,890 General Contractor Overhead & Profit $ 714,989 General Contractor Markups $ 393,244 General Contractor Bonds $ 185,808 Design Contingency $ 1,688,786 Market Factor $ 405,309 Sub -Total $ 10,538,026 Constructlon Contingency (10%) $ , 1,053,800 A/ E Fees (10%) $ 1,264,560 CM Inspection (4%) $ 632,280 Miscellaneous (2%) $ 316,140 FF&E (10%) $ 3,161,400 Sub -Total $ 6,428,180 Total $ 16,966,206 (See Appendix E: Santa Ana City Jail Reuse Options Detailed Construction and Project Cost Estimates D. Advantages / Disadvantages Considerations: As part of the assessment evaluation process, the consultant team also utilized an SWOT analysis strategic planning technique to identify the strengths, weaknesses, opportunities, and negative impacts 124 65A-131 associated with each Jail reuse feasibility option. The SWOT analysis is intended to take the objectives of each reuse option or project and identify the internal and external factors that are favorable and unfavorable for achieving individual project objectives. Based on the results of the SWOT analysis process, a summary ranking from best to worst for the implementation of the proposed five Jail reuse options was also examined in this Study. Analysis of this information and related fiscal impact data was used to form the recommended ranking which is highlighted in the following analysis. Advantages / Disadvantages and Ranking From Best to Worst For Jail Feasibility Reuse Options ❑ Commercial Data Center., This Jail Reuse Feasibility Option would repurpose the detention facility to serve as a high technology center focusing on equipment rather than accommodating people. Advantages (Strengths) The Jail's existing security systems will accommodate and support commercial data center physical plant operations. Physical security access is usually restricted to selected personnel. Controls typically include layered security systems, often starting with fencing, bollards, and mantraps. Video camera surveillance and around-the-clock security guards are common place if the data center is large or contains sensitive information within any of its systems. Fingerprint recognition mantraps are also becoming more prevalent. Disadvantages (Weaknesses) - The Santa Ana City Jail poses numerous challenges to integrating a state-of-the- art data center design. Based on its location, multi -story configuration, confined and compartmentalized (non -cohesive) floor plans, minimally -purposed electrical system and mechanical systems designed for personnel air conditioning only, the facilities are generally not accommodating to the demanding design requirements for a data center and will require extensive renovations to serve as a data center. Data center facilities rarely meet the operational and capacity requirements of their initial design. The combination of new technologies, such as blade servers, which require substantial incremental power and cooling capacity; pressures to consolidate multiple data centers into fewer locations; the need for incremental space; changes in operational procedures; and potential changes in safety and security regulations converge to impose constant facilities changes in the modern data center. Thus, the overarching rule in data center facilities is to design for flexibility and scalability. The key to accommodation is based primarily based on ceiling height of a minimum of 12-15 feet. This is to allow an elevated panelized flooring for primarily for cooling and a sufficient volume of space above the racks to minimize heat buildup, trays, and exhaust ducting. More importantly, the significant revamping of the building's space and systems for a total of 7.6% of the total floor area may not be cost-effective given the uncertainly of changing technology. - In order to convert the building to a commercial data center, the City will have to incur a one-time project and construction expense of approximately $16,966,222. 125 65A-132 Because the data center reuse option is a change from the custody model, current building codes pertaining to the new use would be enforced. The City would continue to be responsible for the repayment of the annual debt serve on the Jail building through 2024. The duration of the building conversion design, bidding, and construction schedule will take place over a 26 month period. The facility does not meet the ideal data center layout as a single floor, stand- alone building with equipment in a centralized space with an open floor/cohesive use layout with adequate electrical and mechanical systems to power and cool the center's equipment. The City Jail building does not allow for the modularity needed for a data center to change and adapt with technology trends systematically by adding data modules or updating equipment as needed. Recent trends show data centers older than seven years are typically obsolete. In some cases, the users needs have grown beyond their data center's capabilities in as little as 2-3 years requiring relocation or expansion. The feasibility analysis compared the Jail with 24 critical features for data centers. Only six of the key features were present in the facility and four others partially met the requirements. Fourteen of the essential features required in a data center were not present in the detention facility building or systems. Opportunities - Development of the commercial data center reuse option could possibly provide a new revenue source to offset the City's building debt service cost. Negative impacts (Threats) - The City could face significant competition with experienced data center providers. - Needed modifications to the Jail will be expensive in relation to accommodate minimal services. Ideally, data centers are built in suburban locations in industrial type, single story windowless structures with large floor plates unlike the Jail. - The City may have to undertake a CEQA process because of the change in building use. - Maintaining stable temperatures and humidity within tight tolerances is critical to IT system reliability and may not be met within the detention facility without extensive modifications. A commercial data center service will also cause the provider to pay expensive monthly power rates. Key Summary Observations Overall, the Santa Ana City Jail poses numerous challenges to integrating a state-of-the-art data center design. Based on its location, multiple story configuration, confined and compartmentalized (non -cohesive) floor plans, minimally -purposed electrical system and mechanical systems designed for personal air conditioning only, these facilities are generally not 126 65A-133 accommodating to the demanding design requirements for a data center and will require extensive renovations to serve as such. Additionally, the equipment loading may significant effect the structural stability of the third and fourth floors, thus a structural analysis would need to be completed upon knowledge of the exact data center equipment anticipated. Finally, the significant revamping of the space and systems for a total of 7.6% of the total floor area may not be cost-effective given the uncertainty of changing technology and structural adaptability. Jail Reuse Feasibility Study Vanir Consultant Team Recommended Feasibility Options Ranking Based on the results of the analysis and evaluation process, a summary ranking from best to worst for the implementation of the proposed five jail reuse feasibility options was established by the Vanir consultant team. Analysis of this information and related fiscal impact data was used to form the following recommended implementation ranking: Commercial Data Center Use Recommended Ranking: Jail Reuse Implementation Option #5 References and Acknowledgements: New $10 Million Offer for Wapato Could Signal a Data Center, hftos://r)ami)linmedia.com/pt/9-news/351712-231175-new-1 0-million-offer-for-wapato-could-signal-a- data-center Wapato Detention Facility, https://multco.us/multnomah-county/wapato-detention-facility 2 Data Center Design Criteria, https://pdhonline.com/courses/el73/el73content.odf 3 Scott Tomlinson, Area Manager (Seattle, WA), Vanir Construction Management, Inc. The Need for a New Data Center Design Standard, https://www.missioncriticalmagazine.com/ext/resources/whitepapers/Intention Data Center Design St andards v10.pdf 5.https://colohouse.com/ 127 65A-134 Appendix A. Santa Ana City Jail Functional Use Area Square Footages and Space Adjacencies Graphic Charts by Facility Level Santa Ana City Jail Reuse Feasibility Study 65A-135 n Holding Facility - Level 1 1"=401-0" Functional Use Areas 495 SF ❑ (3) Visiting 413 SF ❑ (4) Central Control Room 9835 SF E (5) Maintenance, MEP, Storage 7137 SF 0 (6) Food Service Area 2757 SF (7) Laundry 14231 SF (8)Intake Processing Area/Release 458 SF (9) Medical/Mental Health/Dental Care 284 SF (11) Housing & Dayrooms 2675 SF 0 (12) Circulation 10487 SF (14) Vehicle Sallyport MON :ILnY 65A-136 Appendix A. n Holding Facility - Level 2 U 111=401-011 Functional Use Areas 3427 SF K (1) Administration Area 2706 SF (2) Lobby/Public Area 74 SF (3) Visiting 10461 SF (5) Maintenance, MEP, Storage 413 SF (6) Food Service Area 6597 SF (8) Intake Processing Area/Release 2874 SF E:1 (10) Classrooms and Program Space 286 SF E (11) Housing & Dayrooms 7249 SF IN (12) Circulation A201° 65A-137 Appendix A. n Holding Facility - Level 3 1" = 40'-0" (1) Functional Use Areas 93 SF (3) Visiting 1548 SF ■ (5) Maintenance, MEP, Storage 461 SF (9) Medical/Mental Health/Dental Care 980 SF El (10) Classrooms and Program Space 17887 SF (11) Housing & Dayrooms 2072 SF (12) Circulation 4639 SF (13) Quasi -Outdoor Recreation Yards A301 65A-138 Appendix A. 1 " = 40' Functional Use Areas 1843 SF (3) Visiting 1017 SF (5) Maintenance, MEP, Storage 184 SF (9) Medical/Mental Health/Dental Care 11459 SF (11) Housing & Dayrooms 1470 SF ® (12) Circulation A302 65A-139 Appendix A. Holding Facility - Level 4 1" = 40'-0" (1) Functional Use Areas 93 SF (3) Visiting 1612 SF (5) Maintenance, MEP, Storage 378 SF (9) Medical/Mental Health/Dental Care 980 SF 0 (10) Classrooms and Program Space 17900 SF (11) Housing & Dayrooms 2059 SF (12) Circulation 3291 SF (13) Quasi -Outdoor Recreation Yards 401 65A-140 Appendix A. n Holding Facility - Level 4M 1" = 40'-0" Functional Use Areas 1802 SF r] (3) Visiting 936 SF 0 (5) Maintenance, MEP, Storage 27 SF E (7) Laundry 192 SF 0 (9) Medical/Mental Health/Dental Care 11161 SF 0 (11) Housing & Dayrooms 1303 SF ON (12) Circulation 65A-141 Appendix A. Appendix B. Jail Facility Condition Assessment and Evaluation Report Santa Ana City Jail Reuse Feasibility Study 65A-142 Jail Facility Condition Assessment and Evaluation Report Santa Ana City Jail Reuse Feasibility Study The Santa Ana City Jail was completed in 1997 and provides housing for pretrial and sentenced male / female inmates. It is operated as a Type II adult detention facility that mainly houses individuals held on state and federal charges. The detention facility has a maximum physical bed capacity of 512 inmates. There are 224 double occupancy cells for a total of 448 beds used for general population. There are 32 single cells for the administrative segregation (Ad Seg) and disciplinary Isolation population. There are two dormitories that house 32 inmates combined. The Santa Ana City Jail is managed by the Santa Ana City Jail Bureau who helps fulfill the law enforcement efforts of the Santa Ana Police Department. They meet the incarceration needs of the Department, supplying direct and indirect law enforcement assistance, and provide for the safe, secure, and humane housing of incarcerated individuals. Through 2017, the Jail was staffed by 124 civilian personnel composed of: (a) One Jail Administrator, (b) One Police Administration Manager, (c) ten Correctional Supervisors, (d) 94 Correctional Officers (FT & PT), (e) Four Lead Correctional Records Specialists, (f) Nine Senior Correctional Records Specialists, (g) One Part-time Correctional Records Specialist, (h) One Security Electronics Technician, (i) One Senior Office Assistant, 0) One Senior Clerical Aide, and (k) One Store Aide (PT). Santa Ana Police Department Jail Bureau I Chief of Police I Jail Administrator and PRPA Coortlinator Senior Office Assistant Jail Security Grievance Program Jail Recortlsl Contnctsl Correctional classification Transportation eilling Disciplinary Supervisor Correctional correctional co coal Correctional Supervisor Supervlsor Spervisor Supervisor Inmate Mall Correctional (4) Audit (3)Lead CRS (t)PTStore Aide Omttr Classlflcado. Compliantt (10)CRS (1) PT Sr. Clerical CO's CO (1)K CRS Aid. Shift 1A SHHU Shift 1B Shiff TB Conerv15noal Correctional Cormcdonal Cortectlonal Jail Staff Assigned to PD Administration CS= Correctonal Supervisor Supe r Supervisor Supervisor Supervisor CRS= Correctional Records Specialist Correctcnal Supervisor: Backgrounds SCO= Correctional officer (3)SOOs (3)SCOs (3)SCOs (3)SCOs Correctional Supernsor. Training CSO =(PT) Ccrmdional Services Officers (11)Cos (11)Co. (11)Cos (n)cos Correctional Officer: Backgrounds CO= Correcgonal Officer (4) CSO (&)CSO (4)CSO (d)CSO The Jail Bureau is organized into three divisions: (1) Jail Operations, (2) Police Records Division, and (3) Jail Administration and Support Services. Appendix B. 65A-143 1. Jail Operations Division The Jail Operations Division receives those placed in Santa Ana Police Custody that will eventually be released or booked at the County Jail facility. It is tasked with providing safe and secure inmate housing. Under the direction of ten Correctional Supervisors, staff must comply with the Principles of Direct Supervision, Title 15, Penal Code, departmental policies, and laws that apply specifically to Jail operations. 2. Police Records Division The Police Records Division is responsible for all Police Department records and processes over 500,000 documents annually. They are often the first point of contact for citizens arriving at the department. While working with the public is a core function of the Records Division, they also process and distribute all police and public records pertaining to public safety activities, as well as reporting Uniform Crime Reports Statistics to the Federal Bureau of Investigations — U.S. Department of Justice. 3. Jail Administration and Support Services Division The Jail Administration and Support Services Division manages contractual and administrative services of the facility and was established in 1997. This division is responsible for (1) BSCC compliance, (2) inmate housing, (3) vendor contracts, (4) also serves as the liaison for the Police Department's Training Division, (5) administers the budget and special projects, (6) addresses inmate grievances, (7) determines inmate discipline for rule violations, and (8) coordinates religious services and education programs. -- Board of State and Community Corrections (BSCCI Compliance Continual auditing and inspection of Jail practices, policies, and procedures is needed to ensure compliance with BSCC standards. Operational policies are continually reviewed and the division coordinates with the Information Services Division so they are available to all staff electronically. -- Inmate Housing The Santa Ana City Jail holds housing contracts with U.S. Marshal and State Parole and as well as courtesy holds for other agencies. Contract revenues from these agencies provides funding to offset the costs for Jail operations. In 2017, the Immigration and Customs Enforcement (ICE) contract was cancelled, requiring an investigation into alternative sources of income to run the facility within budget. The Jail maintains a Pay -to -Stay program for court -approved individuals to complete their sentences within a work furlough program. -- Vendor Contracts The Santa Ana City Jail holds contracts for inmate food services, inmate telephones, commissary, and on-site medical services with NaphCare. -- Police Department's Training Division Liaison The Santa Ana City Jail has one assigned correctional supervisor in the Administration Bureau of the Police Department's Training Division. This division provides employees with professional training in an effort to save lives, prevent injury, improve operational effectiveness, and reduce liability in accordance to Peace Officers Standards and Training (POST) guidelines of the State of California. This liaison helps establish consistency in all aspects of staff training throughout the Police Department and the Jail. Appendix B. 65A-144 The Support Services Division also manages Jail programs, activities, and services. This division includes four sub -sections including (1) Records, (2) Classification, (3) Grievance and Hearings, and (4) Programs. ■ Records: Custodian of booking, identification, and inmate population maintenance records. ■ Classification: Tasked with inmate housing placement and distribution based on behavior and special needs. • Grievance and Hearings: Addresses inmate grievances and conducts disciplinary hearings in accordance with BSCC standards. • Programs: Develops and implements multiple educational, counseling, and behavioral programs. Religious services are offered from a wide variety of faiths including Catholic, Jehovah's Witness, Jewish, Mormon, Muslim, and Protestant. Additionally, regular bible studies and a General Educational Development (GED) program are also offered to inmates. An average of 100 inmates have graduated from the GED program annually since its inception. This highly successful inmate educational program was developed by instructors from the Santa Ana College School of Continuing Education, Inmate Education, Horizon Wilshire GED Center, and the Santa Ana Jail. Other programs and classes include: Alcoholics Anonymous, Anger Management, Breaking Barriers, Business Skills, Computer Applications, English as a Second Language (ESL), Goal Setting, Learning Styles, Microsoft Office, Music, Parenting, Substance Abuse Treatment, and Women's Aglow. The total space of the facility is highlighted in the following Table. As the data shows, the total detention system space consists of 168,243 square feet of usable area. The number and types of cells available to house pretrial and sentenced inmates at the Jail is summarized in the following Chart. The BSCC rates the capacity based on the size of the bed and Dayroom space, number of plumbing fixtures, and the year of the standard that is being applied. The maximum physical number beds in the facility is 512. Santa Ana Adult Detention System - Beds BSCC Rated Number of Type of Cells Housing BedsPhysical Beds ` Single Cells 32 32 1 Double Occupancy Cells 416 448 Dormitories 32 32 ; Total Custody Beds 480 512 'Board of State and Community Corrections Appendix B. 65A-145 Total Available Building Space Contained in the Santa Ana City Jail by Floor i 1st Floor 2n0 Floor 3f0 Floor 0 Floor r Total � 48,772 34,087 43,652 41,733 i I 168,243 , 29.0% 20.3% 25.9% 24.8% 100.0% The number and types of cells available to house pretrial and sentenced inmates at the Jail is summarized in the following Chart. The BSCC rates the capacity based on the size of the bed and Dayroom space, number of plumbing fixtures, and the year of the standard that is being applied. The maximum physical number beds in the facility is 512. Santa Ana Adult Detention System - Beds BSCC Rated Number of Type of Cells Housing BedsPhysical Beds ` Single Cells 32 32 1 Double Occupancy Cells 416 448 Dormitories 32 32 ; Total Custody Beds 480 512 'Board of State and Community Corrections Appendix B. 65A-145 The following information focuses on an overall assessment and evaluation of the Santa Ana City Jail's building structures and key building systems including security and electronics. The facility survey and assessment information focuses on identifying the detention facility's physical plant and building systems strengths and weaknesses. This information was used to determine the continued usefulness and overall economic viability of the structure. The assessment focused on factors that included (1) configuration and intended security levels, (2) defined uses of the facility, (3) physical condition of the building elements, (4) quality of the space, and (5) ability to achieve intended security and level of safety for staff and inmates as well as compliance with standards. The facility survey / assessment looked at previous reports, inspections, maintenance logs, capital expenditures, and any other documents or work products that influenced or has altered the status of each facility. Information on physical layout, dimensions, and utilization of the detention facility was developed by observation, measurement, and drawings. Information on the history of the institution's defined use was obtained directly from facility personnel. Space measurements from architectural plans were taken from the outside of exterior walls to the center line of the wall between adjacent interior rooms. This assessment was conducted over several weeks and involved many discussions with Jail personnel. The information obtained was intended to provide a broad based understanding about the adequacy of the space and physical arrangement of the Santa Ana City Jail facility. It was also intended to provide insight into several fundamental questions about the overall characteristics, continued use and future reuse options of the city facility. Using the information from the facility survey and evaluation, Vanir examined the following planning questions: 1. Is the detention facility and support space sufficiently sized, configured, and in a condition from a physical plant perspective to support the security level and program requirements of the adult offender population? 2. Are there renovations, remodeling, or other building modifications which can be made to the existing facility which would make better use of available space for staff, inmates and the public? 3. Does the local adult facility contain building elements or systems which present excessive liability for the County when continuing to operate or use the facility at current "ADP" levels? 4. What is the remaining useful life of the facility? 5. Can the existing facility be economically expanded to accommodate reuse options or future populations? 6. Have there been significant changes in either the volume or characteristics of male / female inmate population which should be recognized in any remodeling or housing construction plan to expand the capacity of the facility? Are there selected "special" sub -populations of inmates currently being housed in the facility which could be better served through a different housing configuration or security custody response? 7. Where could expansions occur within the facility site plan that would be compatible with the department's operational standards? S. Would the future facility be operated under the current custody philosophy? Appendix B. 65A-146 9. What would be the immediate, short-, mid-, and long-range phased construction recommendations needed to satisfy and / or address the project's identified facility requirements for the Santa Ana City Jail? 10. What are the likely and probable operational and construction costs the City will experience in responding to reuse of the institution? Uniform definitions of the space included in each functional use area (FUA) were also developed and applied in the calculations of the space breakdowns. Overall conclusions about the adequacy of a facility and its space provisions incorporated the evaluator's professional knowledge of standard building and design criteria as well as the systems needed to support the operation of such a facility. In some instances, discussions with staff and their opinion of the space and building systems have also been taken into account when evaluating and developing a composite rating of a particular space or area. In reviewing the published results of the evaluation, it is important to note that other individuals with different professional backgrounds (i.e., users versus non-users) may rate or score a facility differently than what is contained in this report. In order to assess the overall building and possible expansion impacts, a facility evaluation and survey was completed. The work included examining the configuration, capacities, utilization, and physical condition of the city's detention facility. A survey instrument was used to allow the consultants to provide summary ratings for the different FUA's in each of the detention facilities. The areas included in the evaluation are related to categories of standard building design criteria and systems needed to support the operations of a detention facility. Scoring of the functional use areas and building elements were made on a scale of values from 0 - 3 as follows: Santa Ana City Jail Detention Detention Facility Ratings 0 = Very Inadequate 1 = Inadequate 2 = Adequate 3 = Very adequate The methodology used in the facility evaluation process involved the collection, analysis, and assessment of the following data: Facility Survey and Evaluation Data Facility Description: Principal items of information gathered include the date of construction of the facility, total square footage, building configuration, construction type, and the physical arrangement of space. The number and rated bed capacity of each housing unit, security classifications of living units, and history of structural changes (i.e., additions, renovations, and remodeling) are also identified. Identifiable utility, water, sanitary, heating / ventilating / air conditioning (HVAC) and lighting elements for the building and other information about the institution's fire and life safety systems (fire sprinklers, fire alarms, smoke detectors) was also collected. Defined Functional Area Uses of Jail Facility: The total gross square footage of the facility was calculated. Square footage space allocation measurements for 14 pre -defined FUA's were developed. These FUAs are categories of spaces grouped into a "title" that encompasses all the adjacent associated spaces. For instance, "Food Service" will contain the kitchen, scullery, food storage area, loading dock for kitchen, dining area, coolers, dry storage, bakery, and janitor's closet in food service only, walk-in coolers, dining room, and kitchen supervisor's office if in food service area, and toilets rooms if in food service area. Uniform definitions of the space Appendix & 65A-147 included in each FUA were applied in the calculation of the space breakdowns. A comparative space utilization analysis was undertaken as part of the review of the physical characteristics of each institution. The FUA's considered in the facility evaluation are those generic spaces found in detention type facilities. The 14 FUA's allow a facility containing numerous differing spaces to be categorized and compared, averaged, and described. The FUA's reviewed in the detention facilities are the following: (1) administration area, (2) public lobby area, (3) visiting, (4) Central Control, (5) maintenance/storage/utility, (6) food service, (7) laundry, (8) intake / release, (9) medical, (10) programs / classrooms, (11) housing / dayrooms, (12) circulation, (13) quasi -outdoor recreation, and (14) vehicle sallyport. Standard Building and Design Criteria: This review and assessment involved surveying the Jail for (1) appropriate size and efficiency, expansion, capabilities, location and adjacencies of departments, (2) systems - HVAC, plumbing, electrical and lighting, (3) fire and life safety - fire sprinklers, smoke detectors, alarms and panels, doors, emergency lighting, fire resistive materials, furniture and equipment, (4) codes and standards including ADA standards, (5) maintenance — interior / exterior structure, systems, grounds, (6) site - landscaping, parking, handicapped access, walks, curbs, and drainage, (7) structure - exterior walls, roof, foundations, windows, doors, overhangs and chimneys, (8) infrastructure - interior walls, Floors, ceilings, finishes, stairs, hand rails, locks, hardware, and flues, and (9) energy conservation - orientation, glazing, insulation, and shading. The review focused on the following areas and issues outlined in the chart on the top of the following page. The chart shows building components and conditions, as well as system components and conditions the assessment considered. Building Component Condition Roof Leaks, bubbles, cracks, loose tiles. Exterior Walls Cracks, condition of surface Structure Visible signs of structural problems; cracks in walls, floors or ceilings. Windows Operate and lock properly, glazing, sealants. Doors Operate and lock properly. Interior: Floors ComponentSystem Condition of surface, cracks. Interior: Walls Non-structural cracks, condition of surface. Interior: Ceilings Cracks, condition of surface. Heating, Ventilation, and Operation, reliability, level of maintenance Air Conditioning required / available. Appendix B. 65A-148 ■ Quality of Systems: Assessments of the current condition of the primary building elements and systems which support the Santa Ana City Jail facility were also made. Judgments about systems considered a number of factors involving the quality of materials, reoccurring failures, operability, the ease or difficulty in getting parts or service, and how quickly a repair or upgrade may have been made. ■ Quality of Existing Space: A separate assessment and rating of the quality of the building and space was also undertaken. The ratings assigned to each space took into account factors including appropriates in (1) size, (2) efficiency / organization, (3) ability to expand, (4) circulation, (5) location, (6) adjacencies, and (7) level of privacy. Overall conclusions about the adequacy of the detention facility and the space provisions focused on standard building and design criteria as well as the systems needed to support the operation of such a facility. Discussions with staff and their opinion of the space and building systems were also taken into account when evaluating a particular space or area. This information and analysis helped provide insight into several fundamental questions about the overall characteristics, continued use, and future expandability of the jail facility. (See Attachment 1: Functional Use Area Definitions and Attachment 2: Facility Evaluation Survey) In order to better understand and identify space deficiencies in the Santa Ana City Jail, the consultant team also used for comparisons a summary breakdown of the amount of square feet per rated inmate bed in each functional use area from a database originally developed by the Board of State and Community Corrections (BSCC). The database contains functional use area space allocations by rated bed capacity for 79 new generation adult jail facilities constructed with State bonds beginning in the early 90s. Information on 19 comparably -sized jail facilities included in this database was used for comparison purposes. This information allowed our consultant team to better understand space shortfalls and other deficiencies associated with the Santa Ana City Jail facility originally constructed in 1990-2000. The space breakdowns by functional use area for these comparison jail facilities is shown in the following chart. Each of these jail facilities respond to new building codes, seismic regulations, and changes in minimum jail standards including other operational requirements resulting from numerous lawsuits filed in Appendix B. 65A-149 System Component .. . Plumbing Operation, reliability, surfaces, level of maintenance` required / available Electrical System Operation, reliability, safety, level of maintenance required / available. Lighting Systems Operation, safety, level of maintenance required / available. Communications Operation, reliability, level of maintenance required / available. Security Equipment and Operation, reliability, level of maintenance Systems required / available. Physical Security Items For locks, doors, windows, fences: operation, reliability, level of maintenance required / available. Fire Safety Monitors and Operation, reliability, level of maintenance Fire Sprinklers required / available. Kitchen Equipment Operation, reliability, level of maintenance required / available. Site Paving For parking and walks: paved or not, cracks, I potholes, smooth for safety and handicap access. Outdoor Play Areas Paved or not, cracks, potholes, smooth for safety and handicap access. ■ Quality of Systems: Assessments of the current condition of the primary building elements and systems which support the Santa Ana City Jail facility were also made. Judgments about systems considered a number of factors involving the quality of materials, reoccurring failures, operability, the ease or difficulty in getting parts or service, and how quickly a repair or upgrade may have been made. ■ Quality of Existing Space: A separate assessment and rating of the quality of the building and space was also undertaken. The ratings assigned to each space took into account factors including appropriates in (1) size, (2) efficiency / organization, (3) ability to expand, (4) circulation, (5) location, (6) adjacencies, and (7) level of privacy. Overall conclusions about the adequacy of the detention facility and the space provisions focused on standard building and design criteria as well as the systems needed to support the operation of such a facility. Discussions with staff and their opinion of the space and building systems were also taken into account when evaluating a particular space or area. This information and analysis helped provide insight into several fundamental questions about the overall characteristics, continued use, and future expandability of the jail facility. (See Attachment 1: Functional Use Area Definitions and Attachment 2: Facility Evaluation Survey) In order to better understand and identify space deficiencies in the Santa Ana City Jail, the consultant team also used for comparisons a summary breakdown of the amount of square feet per rated inmate bed in each functional use area from a database originally developed by the Board of State and Community Corrections (BSCC). The database contains functional use area space allocations by rated bed capacity for 79 new generation adult jail facilities constructed with State bonds beginning in the early 90s. Information on 19 comparably -sized jail facilities included in this database was used for comparison purposes. This information allowed our consultant team to better understand space shortfalls and other deficiencies associated with the Santa Ana City Jail facility originally constructed in 1990-2000. The space breakdowns by functional use area for these comparison jail facilities is shown in the following chart. Each of these jail facilities respond to new building codes, seismic regulations, and changes in minimum jail standards including other operational requirements resulting from numerous lawsuits filed in Appendix B. 65A-149 response to inmate overcrowding conditions which led to the construction of these comparably -sized county jail facilities. 19 New Generation Jail Facilities I Constructed in California Between 1990.2000 Functional Use Area Data Base Sq. i Square Footage Breakdown' Ft. Per Bed Administration 14.4 Lobby / Public 4.7 Visitation 11.0 Central Control 1.4 1 Maintenance / Storage / Utility 22.2 Food Service 26.1 Laundry 3.1 Intake / Release 27.0 . Medical / Medical Housing 10.1 Classrooms/ Programs 10.7 Housing / Dayroom 187.3 I Intedor Circulation 31.3 i Total 349.3 Source: Board of State and Community Corrections.(BSCC)___ _ _ __ _ _ _ _. The Santa Ana Jail consists of both cells and dormitory housing settings. The combination of settings allows for a flexible placement of inmates that adjusts with fluctuating needs. The facility has a BSCC total rated capacity of 480 inmates, and a maximum physical capacity of 512 beds. The following Functional Use Area (FUA) Charts provides a detailed breakdown of the space contained in the existing Santa Ana Jail. Santa Ana City Jail Indoor & Outdoor Functional Use kea Square Footage Breakdown' (�) Building Area Space TotaISF SFIBed Percent 1. Administration 3,427 7.1 2.0% 2. Lobby/Public 2,706 5.6 1.6% 3. Visitation 4,399 9.2 2.6% 4. Central Control 413 0.9 0.2% 5. Main/Storage/Utility 25.409 52.9 15.1% 6. Food Sernce '7,550 15.7 4.5% 7. Laundry 2,784 5.6 1.7% 8. Make i Release 20.828 43.4 12.4% 9. Wdical/Wntal Health/Dental 1,672 3.5 1.0% 10. inmate Programs 4,833 10.1 2.9% 11. Housing/Dayrooms 58,977 122.9 35.1% 12. Circulation 16,828 35.1 10.0% Total Indoor Jail Spare 149,826 312.1 89.1% 13. Quasi -Outdoor Recreation Yards 7,930 16.5 4.79% 14. Vehicle Sallyport 10,487 21.8 6.2% Total Outdoor Jail Space 18,417 38.4 10.9% Total Jail Functional Use Ames ace 168,243 350.5 100.0% -Based on BSC C rated capacity of 480 beds. Appendix B. 65A-150 Eighty-nine percent of the Santa Ana Jail contains 149,860 gross square feet of indoor space. Including the vehicle sallyport and outdoor recreation, the total square feet is 168,243. The facility assessment and evaluation information reported in this section focuses on a number of specific space and building systems to determine the continued usefulness and economic viability of each building including (1) configuration and intended security levels, (2) defined uses of the facility, (3) physical condition of the building elements, (4) quality of the space and (5) ability to achieve intended security and level of safety for staff and inmates as well as compliance with standards. The following Chart represents a summary depicting the rating of each functional use area contained in the facility. The numbers 1 - 14 represent the functional use areas as follows: (1) Administration, (2) Lobby / Public, (3) Visitation, (4) Central Control, (5) Maintenance / Storage / Utility (6) Food Service, (7) Laundry, (8) Intake / Release, (9) Medical / Mental Health / Dental, (10) Inmate Programs, (11) Housing / Dayrooms, (12) Circulation, (13) Quasi -Outdoor Recreation Yards, and (14) Vehicle Sallyport. Building Building Space t Systems RatingsSanta Ana City Jail Condition Quality Evaluation Evaluation RatingslFunclional Use Area Systems/ Elements 7 2 3 4 5 6 7 8 9 10 11 12 13 14 Space 1.8 3.0 2.5 1.8 3.0 1.8 3.0 3.0 0.8 2.8 1.8 3.0 1.8 3.0 HVAC 28 2.8 2.8 2.8 2.8 2.8 28 2.8 2.8 2.8 2.8 2.8 2.8 2.8 Plumbing 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 1.5 N2.8 Elect/LighUng 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 28 2.8 2.8 28 Noise Control 3.0 2.8 28 3.0 2.5 2.5 2.3 2.3 3.0 3.0 2.8 2.5 3.0 3.0 Fire Safety 2.8 2.8 28 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 Handicapped/ADA 3.0 3.0 2.8 1.8 1.8 2.0 1.8 2.8 2.8 2.5 2.8 3.0 2.8 3.0 2.5 Structures 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 2.8 3.0 3.0 3.0 Security 3.0 3.0 3.0 3.0 3.0 10 3.0 3.0 3.0 3.0 2-330 3.0 3.0 2.9 Total 23.5 24.5 23.8 22.3 23.0 22.0 22.8 23.8 22.3 24.0 22.3 24A 23.3 24.8 23.3 SummarySpace/ System Ratin 26 2.7 1 26 2.5 2.6 1 2.4 1 25 2.6 2.5 2.7 25 2.7 2.6 2.8 2.6 Budding/System Raang Scala: -�- 0 -Extremely Inadequate,i-Inadequafa;2-Adequate; 3 -Extremely Adequate. -- From the evaluation assessment of the space and building systems associated with the Santa Ana Jail, the overall score is 2.6 which is very adequate for a California detention facility. Assessments of the current condition of the primary building elements and systems which support the Santa Ana Jail were also made. Judgments about these systems considered a number of factors involving the quality of materials, reoccurring failures, inoperability, the ease or difficulty in getting parts or service, and how quickly a repair or upgrade may have been made. The building systems which were examined included (a) HVAC, (b) plumbing, (c) lighting, (d) noise control systems, (e) fire and life safety, (0 security, (g) handicapped access, and (h) structure. The results of the assessment revealed the following building system strengths and deficiencies: Building System Strengths: Buildino Structure ■ The building is predominately of concrete wall construction which shows no signs of structural failure or wear requiring maintenance or upkeep. High quality finishes such as granite, porcelain fixtures, wood doors, and flooring throughout the facility make it one of the most attractive detention facilities in the state. All the ceilings in secure areas are very substantial heavy perforated steel mesh. Appendix B. 65A-151 Security Locks ■ Locking devices throughout the facility appear to be serviceable and suitable for their intended function. Sliders ran well and appeared to be very well maintained. Manual locking devices appeared to function as intended and were well maintained. HVAC ■ The HVAC unit which was inspected is manufactured by York and original to the building. It is equipped with manual smoke evacuation in the housing units. The system appears to operate normally. Forty to forty-five HVAC units were replaced with VFD models two to three years ago with only a few left to be replaced. Fire Alarm ■ The fire alarm system is EST. It is original to the building and is operating without issues. The sprinkler heads are original to the building and are functioning as intended. The manufacturer is unknown. Electrical ■ The Cutler Hammer electrical system is original to the building. It is operating without issues. Security and Electronics • The electronic security system is the first defense in maintaining security of the facility. In 2016, the City replaced the core security electronics operating component units of the Jail's automated system with new Programmable Logic Controllers (PLCs). Staff have also been thoroughly trained in the operation and use of the PLC components. As funding permits, the Jail intends to replace other aging original electronic components and system equipment including (a) touch screens, (b) original camera, (c) monitors, (d) motorized locks, (e) pneumatic locks (Airteq), (f) sallyport door locks, and (g) intercoms. Circulation Paths ■ Circulation inside the facility as well as the tunnel is well maintained and adequate in most areas. Public Areas ■ The Public Area/Lobby of the facility is adequate and meets current needs. The high- end finishes make for an impressive entry into the second floor of the facility. Building System Deficiencies: Handicap Access • ADA standards were just emerging in the mid -nineties, near the time the Santa Ana City Jail was constructed. It was of the opinion by some that jails were exempt because of the security requirements. On June 15, 1998, the Supreme Court of the United States rendered an opinion which prohibits a "public entity' from discriminating against a "qualified individual with a disability" because of that individual's disability. Appendix B. 65A-152 Although many accommodations have been designed into the correctional facility, some items such as signage and restrooms may fall short of the standard. Healthcare Space The medical and mental health treatment areas are severely deficient in space compared to other medium-sized facilities in California of the comparable age. Additional treatment rooms and staff areas should be expanded to serve existing and future inmate population needs. Security System Equipment Upgrades ■ The camera system appeared to be serviceable and in generally good condition. The system consists of equipment from several manufacturers and is, for the most part, very antiquated other than the Axis cameras are relatively new. There is a maintenance contract in place with Siemens for the cameras in the facility. The National Institute of Corrections (NIC) lists four processes fundamental to security including (1) containment, (2) detection, (3) assessment, and (4) response. 1. Containment - Involves restricting detainees' movements and access in controlled areas; separating by classification, eliminating escapes and contraband. This can be accomplished passively with strong construction, locks, hardware, and materials or actively with qualified staff, technology, and systems. 2. Detection - If "containment" fails (such as the Jail) or is compromised, then detection is necessary. This can be accomplished by personnel or technology methods, i.e., bed checks/counts, panel trouble lights, line of sight observation, and cameras, etc. 3. Assessment - After "detection" an assessment or evaluation of the incident or problem including the urgency needs to occur. 4. Response - After "detection" and "assessment" the response is the action taken by staff to counteract the problem. This may include triggering alarms, lighting selected areas, closing gates, and initiating evacuation procedures, calling for help, or taking action. • The Santa Ana City Jail is in need of some security system upgrades. Out-of-date and difficult to use equipment puts an undue hardship on staff. For facilities minimally staffed, the burden is exponentially exacerbated. Program Areas ■ Current classroom space is inadequate to serve a maximum population. It should be large enough to provide necessary programs and services from professional providers and volunteers from the community. Storage Areas The detention facility generally has adequate storage areas located throughout the building. However, there is no secure Armory. A storage room is designated to store disturbance control equipment. Appendix B. 65A-153 Elevators • The facility's elevators were custom built for the original construction. As such, maintenance issues are a major issue. The maintenance mechanic has done a great job in keeping them operational. However, with the elevators not being of a major current manufacturer, parts availability is an ongoing issue. Inmate Housing/ Davrooms The functionality of the Administrative Segregation (Ad Seg) housing unit is not ideal. Inmates must be escorted adjacent to, and in full view of, staff computers and the door control panel. Staff must make sure all screens are closed and the panel is powered down prior to escorting detainees to their recreation area or other destinations. Food Service ■ The detention facility lacks a general population dining room. All meals are delivered to the individual housing units. The food service preparation area has numerous pieces of equipment that are either broken or in other stages of disrepair. Items are repaired as budget allows. The bakery is currently out of service. Plumbing ■ The building's plumbing pipes are in need of repair and / or replacement. Vehicle Sallvport ■ The Jail's vehicle sallyport is adequate and well maintained. The gate motors should be repaired or replaced due to intermittent issues. The condition assessment scoring process highlighted in the following summary Table shows that the most problematic to the best elements of the facility's building systems include the following: Santa Ana City Jail Building Systems Evaluation Ranked Most Problematic to Best Functional Use Area Ranking Plumbing 1.5 Space 2.3 Handicapped/ADA 2.5 Noise Control 2.7 i ElectricaVLighting 2.8 Fire Safety 2.8 HVAC 2.8 Security 3.0 t Structures 3.0 Building/System Rating Scale: 0 -Extremely Inadequate, I -Inadequate; 2 -Adequate; 3 -Extremely Adequate Appendix B. 65A-154 As part of the Jail Reuse Feasibility Study, the Vanir consultant team brought in a former Federal Bureau of Prisons (FBOP) staff member to also assess the possible interest of the FBOP in contracting with the facility under the reuse plan. The former Bureau of Prisons (FBOP) staff member provided the following summary assessment of key considerations the Bureau of Prisons would consider when establishing the identified interest in contracting bed capacity at the City Jail detention facility. Locking Devices/ Access Control • Card access is installed at some locations, such as administration, corridors, miscellaneous rooms, and elevators. Most card readers were not in use. Assessment., FBOP does not allow any card reading devices in their facilities. • All detention locks are Airteq Pneumatic devices. This includes sliders and jamb mounted devices. All detention locks had Airteq Mogul manual override cylinders. No 80 or 10 series type locks were observed. Inmate cells had jamb mounted locks. Assessment: FBOP does not employ any pneumatic locking devices as they are considered problematic. • All builders' hardware was Corbin Russwin 7000 series locksets. The cylinders were all Medeco. There is a master keying system is in place. Assessment. FBOP does not allow any master keyed systems. However, they do employ the use of Medeco cylinders. • All cell doors in general population housing units were solid core wood type with no food / cuff slots. The doors in administration segregation (Ad Seg) were detention hollow metal with food / cuff slots. Assessment: FBOP does not allow use of wood doors in inmate areas. • Sliding access doors were not observed to be interlocked. Assessment: FBOP requires that all access into secure areas be physically sallyported and interlocked. Control Center and AD/DS Operating Systems • All Jail systems are Legacy operating systems. Assessment: FBOP does not allow the use of Legacy operating systems. It was the Inspectors' opinion that the City Jail facility would likely not be feasible for FBOP use without a great deal of remediation to the previously noted areas. However, the facility has a great infrastructure and functions as intended. Overall building security is no issue. The Inspectors recommend updating areas of concern and continuing to utilize the Santa Ana Jail as a correctional facility, be it municipal, County or private. Appendix B. 65A-155 In order to provide another perspective about the overall adequacy of the size of space and individual functional use areas designed and constructed into the Santa Ana City Jail detention facility, a sampling of comparable California jails included in a database developed by the Board of State and Community Corrections (BSCC) was collected and analyzed. The database contains detailed functional use area space measurements on 79 jails built during last wave of major state-wide jail construction activity in the 1990s. The jail database shows that in California, the average square foot of building space per rated for full- service correctional facilities consisting of primarily double -occupancy cells is 400 square feet per inmate. The database also shows that adult correctional facilities consisting of primarily dormitories contain approximately 350 square feet per rated inmate bed. A sampling of 19 comparable medium-sized correctional facilities that had inmate housing capacity for 300 - 600 custody beds were used for this comparative analysis. As the following data shows, the average interior gross area for the comparison sample is 349.3 square feet per bed. These correctional facility facilities were all built in California incorporating the podular design philosophy. Based on the BSCC rated capacity of 480 inmates and an interior gross area of 149,826 square feet, the area per bed of the City Jail is 312.1 square feet which is approximately 11.9% below the BSCC Correctional Facility Database. Comparison of Santa Ana City Jail Defined Space Allocations with Other California Medium Jails Santa Ana City Jail CA Medium County Jail Database Average Average % of Total Average Square % of Total Sq. Ft. Square Square Sq. Ft. Comparison Functional Use Area Footage Sq. Ft. Per Bed Footage Footage Per Bed %+I - +I -1. 1.Administration 3,427 2.0% 7.1 6,371 4.2% 14.4 -101.3% 2. Lobby/ Public 2,706 1.6% 5.6 1,979 1.3% 4.7 16.8% 3. Visitation 4,399 2.6% 9.2 4,049 2.7% 11 -20.2% 4. Central Control 413 0.2% 0.9 508 0.3% 1.4 -66.2° 5. Main/Storage/Utility 25,409 15.1% 52.9 9,576 6.4% 22.2 58.1% 6. Food Service 7,550 4.5% 15.7 10,497 7.0% 26.1 -65.8% 7. Laundry 2,784 1.7% 5.8 1,555 1.0% .3.1 47.1° 8. Intake / Release 20,828 12.4% 43.4 11,250 7.5% 27 37.7% 9. Medical / Mental Health / Dental 1,672 1.0% 3.5 4,267 2.8% 10.1 -188.8% 10. Inmate Programs 4,833 2.9% 10.1 4,793 3.2% 10.7 0.8% 11. Housing /Dayrooms 58,977 35.1% 122.9 68,953 45.9% 187.3 -52.4° 12. Circulation 16,828 10.0% 35.1 11,769 7.8% 31.3 10.7% Total Indoor Jail Space 149,826 1 89.1% 314.1 135,567 90.3% 349.3 -11.9% 13. Quasi -Outdoor Recreation Yards 7,930 4.7% 16.5 9,053 6.0% 23.4 14. Vehicle Salyport 10,487 6.2% 21.8 5,507 3.7% 19.7 Total Outdoor Jail Since 18,417 10.9% 38.4 14,560 9.7% 43.1 Total Jail Functional Use Area Space 168,243 100.0% 350.5 150,127 100.0% 392.4 Note: The California jail database Areas shown are averaged for 19 medium-sized county detention facilities constructed during the state-wide wave of countyjail building during the 1990s and jails that have inmate housing capacity for populations of 300-600 custody beds. Overall, the Santa Ana City Jail's functional use area space and related sizes are generally consistent with the database standards for space allocations, with the exception of the medical / mental health / dental space, administration area, Central Control room, and smaller dayrooms located adjacent to the eight inmate housing units. The average square foot per bed devoted to inmate programming activities and visitation are also slightly lower. The most significant interior space difference appears to involve the Appendix B. 65A-156 medical / mental health services area which is nearly 6-1/2 square feet lower per rated inmate bed than other comparable California detention facilities. From an outdoor jail perspective, the overall size of the Jail's vehicle sallyport is slightly larger than the average of the 19 facilities included in the comparative analysis. The analysis does show, however, that the facility's quasi -outdoor recreation yards are somewhat smaller compared to other California jails. The City Jail devotes nearly 16.5 square feet of total building space per rated bed while the comparison facilities allocate approximately 23.4 square feet per bed. EVALUATION OF FUNCTIONAL USE AREAS AT THE SANTA ANA CITY JAIL The following section contains a summary review of each of the 14 functional use areas contained at the Santa Ana City Jail. Administration — Space is the connecting hub of the Jail to the entire organization. It is the space where administrative staff are located, such as Jail Administrator, support staff, and clerical. It provides a buffer to the Jail and the rest of the Department's organizational structure. This function is the primary response to public concerning the inmates, process, laws, etc. This space is generally located outside of the secure perimeter of the Jail, but in close proximity for convenient access. Administration typically includes (1) staff offices, (2) training rooms, (3) locker room with showers, (4) conference room, (5) copy room, (6) storage rooms, (7) staff lunch room, (8) IT room, (9)janitor closets, (10) restrooms, (11) records, and (12) public area. Standards - Title 24 is not specific regarding the amount of space needed to manage and operate the Jail. However, Title 15 responds to the duties and requirements such as: maintaining statistical data, preparing manuals and procedures, supervision, administration, etc. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY The administration space is comprised of small office areas adjacent to the facility's entry. The total space is 3,427 square feet. Observations and Evaluations: Consultant Evaluation Rating: 2.7 Very Adequate • The administration area is located off the Lobby entrance on the second floor of the City Jail. • The administration area contains 13 cubicles of varying size, four offices for the jail administrator, support manager, chief secretary, and a small conference room. • The roll call room seats approximately 25 officers and includes a small break area with two microwaves. • The administration area contains 2 two -stall restrooms for male and female employees. The restrooms contain some ADA aspects; however, the sink does not meet ADA height compliance. Appendix B. 65A-157 • The administration area contains staff lockers, a small kitchen, and a copy room. • The shift supervisor's office (Room 1204) houses the corporal's office and assistant team leaders. • The transportation unit (Room 1201) has always been used for storage and not as a transport unit room. It is currently being utilized for medical storage. • The IT department has a contract with Siemens to maintain servers and update computer equipment every few years through an equipment renewal program. • The administration area is comprised of modular walls and wooden doors. All windows are original apart from one window that broke and has been replaced. Flooring, paint, furniture and fixtures are in excellent condition. • The general size of the administrative space is more than sufficient for facility operations. Administration Reception Area Cubicles and Offices Large Conference Room Cubicles and File Storage Roll Call Room 65A-158 Small Conference Room Appendix B. Copy Room Staff Lockers Staff Kitchen Area Staff Restroom Public Lobby Area - This is a staging area for families, the general public, and other agencies wishing to interact with persons in -charge at the Jail, or visiting inmates detained in the facility. Normally, this is a lobby area with public seating. This area may include public toilets, water fountains, telephone, storage lockers, seating, TV, staircases, and elevators to other floors. Standards - Title 24 does not specifically respond to this space. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY There is one main entrance in the front of the building that opens onto the second floor. Individuals mandated to register as a condition of their probation or parole are processed in the lobby of the Jail facility. The total space allocated to the public lobby area is 2,706 square feet. Observations and Evaluations: Consultant Evaluation Rating: 2.7 VeryAdequate • The public lobby contains high quality finishes such as granite, porcelain fixtures, wood doors, and flooring making it one of the most attractive detention facilities in the state. • The public lobby of the facility is quite adequate and meets current needs. • The public lobby counter contains eating for up to three staff. Appendix B. 65A-159 View into Lobby from Officer Stations be maintained. Officer Stations Visiting - This space is used for the purpose of family, friends and attorney visits with inmates at the Jail. Family visiting is a function that needs to be monitored and controlled by staff. Visiting can take the form of contact or non -contact. Contact visiting means that there are no barriers between the inmate and visitor. Non -contact visiting usually means the presence of a security glass barrier between the inmate and visitor, and where communication is conducted through a port in the glass or an electronic device such as a telephone. The latter type of visiting is usually implemented when a potential security risk exists, either from the family or inmate. Attorney visiting usually requires a sound- proof area where attorney-client privilege can Standards - Title 24, indicates that space for visiting shall be provided in the Jail. Title 15, specifies that the inmate shall have the opportunity for shall be allowed one or more visits, totaling at least one hour, per week. The regulations do not specify the type of space required for visiting. This is usually left to the Jail Administrator to determine, considering security levels, risks, separation, segregation, case law, county, state and national policy, and design constraints. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY The Santa Ana City Jail uses non -contact visitation for the inmate population. There are three contact visitation rooms for attorney-client face-to-face contact visitation. In some instances, visitation can be a problem in maintaining a contraband -free facility. Therefore, staff must continually provide searches of the inmates returning to their cells or dormitories. Due to changing inmate populations, contraband control is a constant threat in any jail facility. The total space allocated to the Visitation function is 4,399 square feet. Appendix B. 65A-160 Observations and Evaluations - Consultant Evaluation Rating. 2.7 Very Adequate • There are three contact visitation rooms for attorney visitation, with plugs for laptops. Attorneys are not allowed to use their own laptops and must use laptops provided by Police Department. • There are three visitation booths on the first -floor of the Jail in the intake area; one is enclosed, and two are open. Intake visitation is non -contact and conducted through glass, except for attorney visitations. Stools are not fixed allowing for ADA access, however, height should be checked for ADA compliance. The door hardware for the three visitation booths is comprised of Corbin Russman locks consisting of two pneumatic, and one keyed with a door knob because it previously was an office. The old pass through into the valuable property room has been welded shut. In addition to serving the intake area, the first -floor visitation also serves as overflow for the second -floor housing unit visitation if they are double booked. • There are two video visitation booths on the second -floor for the two small dorm housing units currently housing the female population and other special classifications. There is no face-to-face visitation in this housing unit. Visitors use the video terminals on the first -floor to communicate with inmates on the second -floor. • Excluding the administrative segregation units, housing units located on the third- and fourth -floors have identical visitation areas on the mezzanine level. There are four non -contact visitation booths in each housing unit for a total of eight booths per floor. Administrative segregation visiting is located on the mezzanine level like other housing units, but inmates are escorted to and from the visitation booth and are a lot more isolated than other classifications. • There are two non -contact attorney visiting rooms (four total) with a paper pass located on the third - and fourth -floors. • The granite floor in the Jail's elevator used to access the visitation areas is in like new condition. Overall, the number, location, inmate access and condition of the visiting space is very adequate. Housing Unit Visitation Attorney Visitation Booking Visitation 65A-161 Video Visitation for Dorm Housing Appendix B. Central Control is a secure space that occurs primarily in newer generation facilities. The Control Room, in older facilities, are typically located in the housing or living area and perform limited supervision functions. New generation Central Control rooms, however, performs the function of observing and controlling, by electronic means, all key doors, sallyports, communications, audio monitoring, video monitoring, access to the building, access throughout the building, etc. This allows for a keyless facility. The Central Control space then becomes the "master key" thus requiring the highest security in the building. With a keyless system, the risk of obtaining staff keys for escape is eliminated. Direct line -of -sight to key areas of control is also very desirable. STANDARDS - Title 24 does not require a Central Control space, nor does Title 15 respond to it. This space is a product of new generation design thinking in the United States and is led primarily by adult correctional facilities. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY There is one secure enclosed Control Room in the facility that was designed for two officers, but is currently operated by one staff member. The Control Room contains limited door controls, elevator control, video monitoring system to various locations in and around the facility, and a unisex staff restroom. Although there have been some upgrades to the touch screen control panels, Control Room, and cameras throughout the Jail, there are still concerns regarding remaining original equipment in this Vital area. Radios, tasers, and dress alarms are issued from the Control room area. The total space allocated to the Control Room functions is 413 square feet. Observations and Evaluations - Consultant Evaluation Rating: 2.5 Adequate • The Control Room space and related areas are adequate for up two staff members. • The Control Room electronic equipment is operated by the original Legacy system that is now considered obsolete. The City does employ a former Legacy employee who conducts and maintenance and equipment repairs on the control system as needed. • The control system has failed in the past causing the administrative segregation housing unit to spontaneously go unsecure. • The fire control computer system is original and in working order. The smoke exhaust system is original and vents can be manually turned on. • The Control Room has two identical redundant equipment staff stations, but the system is never operated by two officers. • The City had budgeted to update Central Control with new monitors and modern equipment, but the upgrades at the time of this assessment were on hold. Appendix B. 65A-162 • There are no Pan Tilt Zoom cameras (PTZ) in the facility. All cameras are fixed and Central Control can use the zoom function to adequately monitor the facility. The nine -inch original monitors located in Central Control are programmed to automatically view doors activated by officers. The larger flat -screen monitors have been replaced within the past two to three years. • The Control Room carpet is in excellent condition, however, the staff station casework needs updating. Original 9"Monitors View from Central Control Original Security Electronics System Unisex Staff Restroom Maintenance / Storage / Utility - This functional use area contains a number of spaces used primarily for storage and the location of utilities and janitor closets. This type of space exists in almost all facilities. This space could be the heater or boiler room. It could also be the electrical room or telephone closet. Storage space is extremely vital to the operations of the facility. In most cases, there is not enough storage space designed into a facility. In order to operate, the Jail needs supplies and goods and a place to put them. The storage needs of a facility are directly proportional to the number of staff and inmates located in the facility. The location of the storage is also very important. Supplies and 65A-163 Appendix B. goods need to be accessible or it will involve more staff or less staff actually supervising the inmates Standards - Title 24, refers to two types of storage including (1) institutional and personal storage - 80 cubic feet per inmate, and (2) safety equipment storage - secure area for safety equipment such as fire extinguishers, self-contained breathing apparatus, wire and bar cutters, emergency lights, etc. It also speaks of janitorial closets - at least one closet in the security area. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY The Santa Ana City Jail is a modern detention facility that has been very well maintained. It is well appointed with upscale finishes such as porcelain fixtures, granite flooring and trim from the same quarry used throughout the building. On a clear day, you can see Catalina Island and Angels Stadium from the roof that boasts actual granite trim. The maintenance office includes several work stations, break stations and a storage and supply room. The Jail facility's maintenance staff is to be commended for their hard efforts to keep the facility in excellent shape and many original equipment pieces are still in good working order. Approximately 95% of the equipment within the facility is original. Every effort is made by staff to maintain upkeep as cost effectively as possible, all while being environmentally conscious. The Jail has already undergone an ultra-low wattage replacement and is now moving towards LED as bulbs need replacement. The toilets have been reduced from 5.5 to 3.5 gallons per flush, and the use of ultra shower heads has reduced water usage to 2.5 gallons per minute for efficiency and conservation. Forty (40) to 45 of the Jail's HVAC units have been replaced with VFD models two to three years ago with only a few remaining to be upgraded. The maintenance team also adjusts the damper to swap out cool, clean air for four to five hours a day in the morning to help cool the building and limit chiller use. There is ample storage located throughout the facility, with some exceptions which could be addressed by relocating the stored items to a larger storage room. The largest storage room is used for general storage, items to be repaired, extra furniture, and some commissary supplies. There is a desk for the storage aide employee use when receiving deliveries or performing inventory. There is one storage room on each floor for each housing unit that stores soap, shampoo, toilet paper, janitorial supplies, and more. There is additional storage located on the roof in the mechanical room with the enclosed equipment. The primary air handlers on the roof are original. There is also storage for air filters, carpet, belts, and more. While most of the basement tunnel is in good working order, there are several large wall cracks that have been repaired but not repainted. Staff noted there were issues with moisture seepage through the slab in the past. Core drilling scars are present throughout the building due to an aquifer found under the foundation after construction. There were also small piles of debris that had not been removed. There are five elevators in the facility, three for inmates and two for staff. The elevator manufacturer went out of business one year after they were purchased. Service Elevator 1 was offline for approximately three years and was recently fixed after ordering custom parts at a cost of approximately $50,000 to repair. They have had to go as far as closing operations because only one of five elevators in the facility were working. The Jail has a maintenance contract for the elevators and has been working on upgrading them one at a time. The elevator operational issues have almost been resolved resulting in a significant cost savings for the City. There is a series of master keys for the facility based on a pyramid or keying hierarchy. The keys used are Medico and angle cut, making them harder to duplicate and pick. Cameras were upgraded to HD Digital IP in 2016 from the original Legacy system. Porcelain sinks, toilets, and wood doors are installed throughout the building excluding the administrative segregation (Ad Seg) unit. The total space allocated to the Maintenance/Storage/Utility function is 25,409 square feet Observations and Evaluations - Consultant Evaluation Rating: 2.6 Very Adequate Appendix B. 65A-164 • The overall condition and general maintenance of the copper piping is an issue throughout the building. The hot water return line have several leaks, and pipe needs replaced in sections in the next six to eight months. • The Jail's water softener has been out of order for some time at the time of this assessment. • Some of the washers in the laundry area need to be updated as they leak. Attendants must clear lint trap after every load or the laundry room floods. • Each of the gates in the vehicle sallyport break a few times a year for one to two days at a time. Each main travel bar has also been broken and rewelded, leaving it out of service for approximately one week. If Central Control is unable to open the gates, officers must do so manually. • The staff station casework in the Central Control room needs updating. • There are multiple ongoing maintenance issues in the kitchen including (1) drainage problems with washers, (2) one steamer has been out of service for quite some time, (3) pressure cooker is out of service, (4) opening and closing the freezer and walk in too often can cause the condenser to freeze, and (5) tray conveyor system broke very soon after building opened. Chillers on side of the conveyor work and are still being utilized by staff. The bakery oven, mixer, and proofer are not in working order. • Flooring in staff / inmate elevators should be updated. Tile flooring in housing units is in good condition, but carpets should be cleaned or replaced in some areas. Tile in areas of the basement needs to be replaced. • One mechanical room has original equipment and have intermittent leaks. The large mechanical room off the large storage room houses HVAC and boilers that are all original and have not been retrofitted. • Two of the thirty-two gates that separate the pods in the housing units have broken in the past. The remainder are in good working order. Motors are in a soffit and difficult to access. • Housing Unit 4C has water stains on ceiling at mezzanine level. Appendix B. 65A-165 Appendix B. 65A-166 Kitchen - Meals are required for the inmates being detained during any scheduled meal time. The facility in which the meals are prepared and delivered is left to the County. In some counties, this function is contracted with a private provider or the Sheriffs Department. Jail supervisors have claimed that a meal that is adequate and tasty goes a long way in reducing the anxiety of those being detained. In the design of a typical kitchen, there is a prescribed order of preparation and activity areas. For instance, the baking area (for preparing breads, cakes, and cookies) may contain the ovens, reach -in refrigeration, floor - mounted mixer, bowl and paddle storage within close proximity to one another. Other specific areas within a kitchen may include salad wash area, frying area, soups and sauces area, slicing area, sandwich make-up area, serving line and scullery, to name a few. Most designers will provide equipment and apparatus needed to support specific tasks within close proximity. STANDARDS - Title 24 is not specific regarding the space needed to prepare the meals. Title 15, responds to the menus, servings, administration, handling, clean-up, sanitation, diets, and frequency of servings, storage, and food handlers for the food service operation. Also cited are the Health and Safety Codes and the Uniform Retail Food Facilities Law regulations. EXISTING CONDITIONS OF THE SANTA ANA CITY JAIL FACILITY The Santa Ana City Jail has a large kitchen with a full bakery that is sufficient to prepare enough meals for the number of inmates held there, even at maximum capacity. Most of the preparation areas in the kitchen are open spaces. The kitchen contains five refrigerators and six freezers. The dry storage and freezer areas are large enough to store meal ingredients for a longer period, providing the opportunity to take advantage of bulk purchases that lower overhead costs for the facility. Large refrigerator space allows for advance meal preparation and storage until needed. The kitchen also contains a staff break room, an office for the Kitchen Manager, one unisex restroom, and 12 lockers. The meals are delivered on trays and served to inmates in their housing units. The total space allocated to the food services area is 7,550 square feet Appendix B. 65A-167 Observations and Evaluations - Consultant Evaluation Rating: 2.4 Adequate • Dry storage is adequate for facility size and deliveries received twice per month. • Freezer and walk-in space is sufficient, however opening and closing the doors too often can cause the condenser to freeze. • All ovens, two refrigerators, and one blast chiller are original and in good working order. The Jail has been experiencing problems with the dishwashers having adequate drainage. One steamer has been out of service for quite some time, and the pressure cooker was out of service at the time of this assessment. • The original tray conveyor broke shortly after construction was completed, but the attached chillers are still in working order and are utilized. • The bakery is no longer being utilized as the current inmate population cannot support its use. The proofer, mixer and bakery oven are out of service. • The outgoing staging area (Room 1163) is a secure room being used for kitchen storage. The loading dock belongs to the Police Department next door, but also serves Santa Ana City Jail kitchen. • The facility lacks an inmate dining room, requiring all meals be delivered to the housing units. Cold Storage Meal Preparation Dry Storage 65A-168 Cold Storage for Prepared Meals Appendix B. Broken Tray Conveyor With Chillers Tray and Cart Storage Open Kitchen Areas For Easy Access Out -of -Service Mixer Laundry - The laundry area is often thought of as a key "infrastructure space" for the entire Jail. The laundry provides for the complete sanitation of inmate's clothing, bedding, towels, and other articles. This is a "day to day" operation to maintain cleanliness standards. Normally when designed, the laundry is sized to support the largest Jail population including overcrowding. This provides for the optimum use of equipment and space. When the laundry requirements exceed the supported capacity, a few courses of action are taken: (1) the laundry operation is extended (a burden to equipment and staffing), (2) the laundry space is expanded and additional equipment is added, and/or (3) laundering services are solicited from a private vendor. STANDARDS - Title 24 is not specific regarding the amount and type of space needed for the laundry. However, Title 15, outlines the clothing and bedding exchange for adults. Outer clothes shall be exchanged at least once a week and undergarments and socks shall be exchanged at least twice each Appendix B. 65A-169 week, unless climate or illness necessitates more frequent exchange. Bedding shall be exchanged at least once each week. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY The laundry area contains an office for mail processing and telephone review by facility staff. Laundry service is conducted by staff and/or 1-2 inmates on an afternoon shift. No inmate trustees are assigned to the laundry. The laundry consists of three commercial washers and three dryers. The room contains storage for supplies, and a restroom. The room contains a large table for folding laundry which is a key function. The total space allocated to the laundry function is 2,784 square feet. Observations and Evaluations - Consultant Evaluation Rating: 2.5 Adequate • The three large commercial washers located in the jail are original equipment, and the 55 -Ib. washer is approximately 17 years old. The washers leak continually and if the lint trap is not cleared after each load, the room will flood. • The three commercial dryers are 1, 5, and 10 years old and in good operating condition. • The unisex restroom toilet is on a cement riser to meet ADA height requirements. • Chemical storage is locked and secured per ICE requirements. • The door leading to the bakery is locked and not in use. • New and clean clothing storage is adequate to meet inmate custody demand. Clean Laundry Storage Clean Laundry Storage 65A-170 Clean Laundry Storage Commercial Dryers Appendix B. Large Folding Table Intake/Release - This is the space or area where the arrestees and inmates enter or leave the Jail. i _ ( More than likely, a police or sheriffs officer brings f them in for booking. The arrestee goes through a battery of processing steps. They may be .1 handcuffed at this time. The transition from police to Jail is a critical time in the booking process. This L is the time the arrestee may act out or resist being incarcerated. The area needs to be designed to 4as " accommodate all types of security risks and should be of the highest security level. After the officer leaves and the processing and I.D. is completed, the arrestee is showered, given Jail clothing in exchange for his or her own clothing, _ given bedding and a hygiene kit, and assigned a room. The arrestee may retain an attorney or contact a bail bondsman. The spaces included in this functional use are may include (1) officer report writing area, (2) holding cells for the combative arrestee for staging, (3) waiting area for the compliant, (4) sobering cell, (5) finger print area, (6) photo area, (7) shower and toilet room, (8) adjacent property storage, (9) valuable storage area, (10) bedding and issue storage, (11) medical screening room, (12) interview room, (13) classification office, (14) booking staff office, (15) booking staff toilet, and (16) storage area for large items such as bikes, backpacks, bedrolls, etc. Standards - Title 15 responds to the processes involved in the intake and release of the arrestee. Title 24 states that the Jail shall have a reception area pending admission to the facility. This area shall have a weapons locker, secure room for arrestees, access to a shower, secure storage for valuables, accessible telephone, and hot and cold running water for staff. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL While in intake, detainee tattoos and pre-existing injuries are documented, along with booking photos, ID and fingerprinting. Medical screenings are given to those arrestees requiring immediate medical or mental health attention. Doctors and mental health crisis specialists are contacted if needed. First Floor Intake - The booking lobby has two restrooms available for inmates sitting in the docile lobby area. Male and female inmates may be in the lobby at the same time, but are not placed into holding cells Appendix & 65A-171 together. All holding cells are equipped with intercoms. Telephones are also available in the booking lobby area, and select holding cells contain phones. The intake area contains three offices which are used for running criminal histories, classification, and ICE staff. There is a raised staff area and a shift supervisor's Office. There are ten holding cells with a combined capacity for 49 arrestees. One holding cell is a negative pressure cell with a retrofitted UV air scrub, and another serves as the detox room. All holding cells can hold four to eight inmates. One holding cell is being used for storage but is still available for use if needed. The intake area also contains two sobering cells with a capacity for eight arrestees each (16 total). Each sobering cell contains split porcelain fixtures, raised floor area along both sides of cell, two padded walls by toilet and sink, and has a hands-free phone with no receiver. There are also three interview rooms, a detainee pat down area. The intake area is ADA compliant with two unisex detainee restrooms, one staff restroom, and a water fountain. There are six phones and the facility soon plans to install two TTY phones and two telephones with recording capabilities. There are two dress -in rooms, one each for males and females, with work tables, benches, and showers. Rolling fire doors pass through the clean laundry storage room between the two dress in rooms. A roller system runs from the dress in area to the personal property storage room upstairs. There are three visitation booths on the first -floor in intake — one enclosed, and two open. Intake visitation is non -contact and conducted through glass, except for attorney visitation. Stools are not fixed allowing for ADA access, however, height should be checked for ADA compliance. The door hardware for the three visitation booths is comprised of Corbin Russman locks - two pneumatic, and one keyed with a door knob as it used to be an office. The old pass-through into the valuable property room has been welded shut. In addition to serving the intake area, it also serves as overflow for the second -floor housing unit visitation if they are double booked. The armory is of adequate size for the facility even when it is near capacity. It is located across from the central control room and next to the shift supervisors office. It contains items such as shake down kits, bolt cutters, helmets, and more. The communications room contains the Programmable Logic Controller (PLC) racks for door controls, main block for inmate telephones, UPS's, and switches for all video. All recorded video runs through racks that are located here. Second Floor Intake / Release - The second floor intake area handles all post arrest and some immigration processing. A decision by central Court to streamline their process has led to intake holding inmates over for Court as needed. There are five Court holding cells that use pneumatic and key locks. The personal storage room is located on the second floor of the intake area. Inmate property is organized alphabetically. It is currently quite empty due to the facility's lower population since the ICE contract ended. It is more than adequate for current needs, however, it gets quite tight when the population reaches 450-475 inmates. The bulk property storage room is located adjacent to the personal property storage room, and contains found, out of custody, and overflow in custody property storage such as books and property from personal storage. If inmate property is left behind after release, notices are sent out and any unclaimed items are disposed of after 90 days. Some items are stored here and made available for indigent inmates in need of garments. The male dress -out room has a maximum occupancy of 20 inmates. The female dress -out room has a maximum occupancy of 15 inmates. The pass-through gate connected to the property storage room is not in use. Appendix B. 65A-172 All A49 inmates, federal inmates, or any inmate with special provisions are released to the street exit from the release counter located on the second floor. The release counter is connected to the administration area near the office cubicles. Valuable property lockers are in a room behind the release counter. The total space allocated for this function is 20,828 square feet. Observations and Evaluations - Consultant Evaluation Rating. 2.6 Very Adequate • Personal storage room roll up doors are no longer in use. • Intake and booking area can be noisy when busy. • The two existing safety cells are adequate for the population. Safety cells are crucial in serving the medical and mental health needs of the facility. • Personal storage space is inadequate when near capacity. Twenty-five percent more storage space should be added if facility is to run at capacity. First Floor Intake Seating Sobering Cell Intake Counter 65A-173 ADA Compliant Restroom Appendix & Holding Cell Armory Personal Property Storage Room Interview Room Shift Supervisor's Office Roller Doors Not In Use Personal Property Roller System 65A-174 Interview Room Appendix B. Dress -In Room Valuable Property Storage Room Inmate Release Counter Medical - This functional use area is extremely critical to the Jail, Department and City. This is where the medical and mental health screening �a a } " occurs. The purpose of the medical screening is to 4 $ - I identify, at a minimum, those persons with chronic, acute, and communicable conditions, and those s inmates who are alcohol or drug dependent. Screening those inmates before they are housed ,) Tt .— " can insure against unnecessary aggravation of their medical or mental conditions, and can '. dramatically reduce the spread of infection to the rest of the population. The Board of State and Community Corrections (BSCC) has established focused guidelines for the Health Care Administrator. Many small jurisdictions contract this service out to a local medical group. However, when health care services are delivered within the facility, staff, space, equipment, supplies, materials, and resource manuals shall be adequate to the level of care provided. The facility shall have a medical exam room of no less than 100 square feet, contain lockable medical supply storage, and cold/hot water. Standards - Title 15, respond to a wide range of rules and procedures for medical, mental, and dental health care to inmates. Appendix B. 65A-175 EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY NaphCare provides staff and modern medical equipment for the detention facility. Nurses evaluate arrestees in the first -floor medical office for intoxication or health issues that may require treatment when they are booked into the jail. The medical office, exam room, medical staff breakroom with access control, and a pharmacy are located on the first -floor. Sick call is usually held in the third -floor exam room. Identical counseling rooms hold the medical services administrator's office on the third -floor, and a dental exam room is located on the fourth -floor of the facility. To limit inmate movement within the facility, pill pass is taken to the inmates inside each housing unit. The total space allocated to this function is 1,672 square feet. Observations and Evaluations - Consultant Evaluation Rating: 2.5 Adequate • The first -floor medical office and medical exam rooms are adequately sized. The medical exam room has modem equipment in working order. • Medical records storage on the second -floor is very full and is inadequate for the size of the facility. • The room designated as the pharmacy on the fourth -floor is being used for medical supplies and contains a refrigerator and storage. • The sick call room (Room 4109) is used as a dental exam room. A negative pressure cell with UV air scrub is in the intake area. Dental Services Medical Exam Room Pharmacy With Refrigerator 65A-176 Unisex Restroom Appendix B. Medical Office Records Storage Medical Office Medical Supply Storage Programs / Classrooms - While an inmate is being detained at the Jail, the Jail Bureau shall provide a space for classroom functions to occur. Each facility shall have multipurpose space for games and activities, dining, visiting, TV meetings, and quiet space for study and reading, such that activities do not conflict with each other. STANDARDS - Title 15 responds to the requirements placed upon the Jail Bureau in meeting the program needs of the detained adult. The range and source of such services shall be at 6 the discretion of the facility administrator, and may include (a) individual, group and/or family counseling; (b) drug and alcohol abuse counseling; (c) community volunteers; (d) vocational testing and counseling; (e) employment counseling; (f) referral to community resources and programs; (g) pre-release and release assistance; (h) legal assistance; and, (i) regional center services for the developmentally disabled. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY The Jail's four existing multipurpose rooms are utilized to run fourteen programs and seven different religious services. Separate classes are offered for females and transgender inmates (as needed). Classes are not held Saturday or Sunday, but religious services are. Religious services are offered from Appendix B. 65A-177 a wide variety of faiths including (a) Roman Catholic, (b) Evangelical Christian, (c) Jehovah's Witness, (d) Jewish, (e) Mormon, (f) Muslim, and (g) Protestant, in addition to regular bible studies. A General Educational Development (GED) program is also offered to inmates. An average of 100 inmates have graduated from the GED program annually since its inception. This highly successful inmate educational program was developed by instructors from the Santa Ana College School of Continuing Education, Inmate Education, Horizon Wilshire GED Center, and the Santa Ana City Jail. The following is a list of the programs and classes offered in the Santa Ana City Jail: • Alcoholics Anonymous • Anger Management • Breaking Barriers • Business Skills • Computer Applications • English as a Second Language (ESL) • Goal Setting • Learning Styles • Microsoft Office • Music • Parenting • Substance Abuse Treatment • Women's Aglow The space allocated to programs/classrooms is 4,833 square feet. Observations and Evaluations - Consultant Evaluation Rating., 2.4 Adequate • A number of observations about the large classroom included the following: - Large classroom is used approximately five times a day when Jail is operating near capacity. It is used approximately three times a day when operating without ICE inmates. - One unisex ADA accessible restroom is not in use and is being utilized for additional classroom storage. - Musical instruments are stored above cabinets instead of in a dedicated area. - All technology used for second floor classroom is provided by Santa Ana College. - Existing' computers for school programs are several years old and should be replaced with more modern equipment. - Large classroom contains class supply storage and utilizes original cabinets. • The furniture in smaller classrooms / multi-purpose rooms in housing units is not fixed and could pose a security risk. • Teacher / volunteer offices are available on mezzanine level of housing units are of adequate size and condition. Large Classroom for Computer & Music Classes 65A-178 Small Classroom/ Multipurpose Room Appendix B. TeacherNolunteer Office Classrooms in Housing Unit on First Tier 77W Housing/Dayroom - This space is referred to as the "living unit" by the Board of State and Community Corrections (BSCC). It consists of sleeping rooms and adjacent dayroom space. Dayroom space is an area where the inmate can conduct passive and active activities, such TV, board games, reading, table _ - tennis, etc. Housing or sleeping rooms come in three forms including (1) single -occupancy sleeping rooms, (2) double -occupancy sleeping rooms, and (3) - dormitories. This functional use area occupies over fifty percent of the total space in a typical Jail. If the housing unit is locked from the dayroom, then the rooms are required to contain a toilet. Standards - Title 15 contains the operational standards for adult facilities. These include sections relating to fire and life safety, security, segregation, searches, discipline, suicide prevention, bedding and linen issue, hygiene, sanitation, etc. Title 24 relates to the size and adjacency requirements for living units. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY The Santa Ana City Jail provides housing for U.S. Marshal, Bureau of Prisons, and some overflow from local agencies on the weekends. Occasionally, they house inmates that have failed out of halfway houses and hold them until they have either finished their sentence or their punishment. The Jail has 35.1 % of its total area in housing and dayroom space. There are nine living unit wings and two dormitories at the Jail. Units are operated as direct supervision units. Inmates take pill pass and meals in their housing units. The two dormitories in the facility have capacities of 14 and 18 inmates each. In 2009, a staging cell was converted to a dormitory to house federal inmates only. One dormitory is currently housing female inmates while the other is used as needed for Pay -to -Stay housing. Each dormitory contains portable chairs instead of fixed seats, stack -a -beds are available to house overflow INS prisoners overnight versus having them remain in the booking Area. Each dormitory has a multi -toilet room near the back and is connected to the emergency center. To keep the males and females separate, there are large curtains used to cover dormitory windows. In-person visitation is not available for inmates housed in this area of the facility. Video terminals are provided for video visitation. Additionally, there are seven pods that each contain 32 double -occupancy cells located on the third- and fourth -floors. Additionally, there are two pods each containing 16 single cells for the administrative segregation (Ad Seg) and disciplinary isolation populations on the fourth -floor. Other than unit 4C as it is adjacent to the Ad Seg unit, each unit has shared walls that can be retracted (roll -up into ceiling) and Appendix 8. 65A-179 pocket doors that allow staff to join the two housing areas. This is used during lockdown periods to allow for reduced staffing. This configuration has also been successfully used in the past to create one large female housing unit. Each unit has a dayroom, three TVs, a book cart, an attached quasi -outdoor recreation yard, two showers on each level, a hot water sink, cabinets, and one small classroom / multipurpose room with locking cabinets. There is also a locked staff restroom and small closet. There are currently six phones in each unit, but the system is capable of handling up to ten phones. There are three social visiting areas / stalls per unit on the mezzanine level in pods 4A and 4B. Pod 4C's visitation area has two open and one secure cubicle with pass-through port on the mezzanine level. The third- and fourth -floor layouts are the same other than paint colors. They are double the height of the lower floors because they contain a mezzanine level. The fourth -floor housing units have skylights that allow for a great deal of natural light. These general population housing units have two communication rooms and two offices on the mezzanine level. One of the offices is utilized for teacher / volunteer preparation and materials storage for programs and classes offered in the small classrooms inside the housing unit. The two Ad Seg pods are each comprised of 16 single -occupancy cells and are located in units 4D and 4E. It is the same footprint as the other housing units in the facility. While the rest of the fixtures in the facility are porcelain, these units have stainless steel combo units. Each cell door has food pass-throughs for the safety of both the inmate and the facility staff. There is one shower on each level within each Ad Seg dayroom space that has slatted doors for limited privacy and allows some visibility for monitoring. There is one phone per pod and books available for inmate use. Visitation is available on the mezzanine level like the other housing units, but inmates are escorted instead of moving freely and are a lot more isolated. This area is monitored by direct supervision from the Ad Seg special management module that is staffed with two officers at all times. The transfer office is located within the housing unit area of the facility. One officer is assigned per shift, with other escort officers used as needed. The space is adequate for current needs. The total space allocated to the Housing/Dayroom function is 58,977 square feet. Observations and Evaluations - Consultant Evaluation Rating: 2.6 Very Adequate • The housing dayrooms, due to their size and configuration, are not well suited for physical activities when facility is at capacity. • Two of the 32 roll up doors between housing units have broken over the years. While in good working order, the motors are in a soffit and difficult to access. • The tile in the housing units is in good condition, however the carpet shows signs of wear and should be cleaned. • Ad Seg inmates must pass through the Ad Seg special management module to exit the housing unit. This creates a potential safety risk for staff. • The control panel has failed several times, leaving one side of the Ad Seg unit temporarily unsecured. • The original casework in the Ad Seg management module was replaced after five to six years. The management module currently has stainless steel cabinets that are approximately fifteen years old but are still in good condition. • Housing Unit 4C has water stains on the ceiling at mezzanine level Appendix B. 65A-180 • Dayrooms have one restroom designated with an ADA sign, but are not ADA compliant. They lack a raised toilet, handrail, and adequate space. Sinks and toilets in all but the two Ad Seg pods are porcelain. Cell doors in general population housing units are made of wood. ADA Cell With Toilet Riser Housing Unit Janitorial Storage Administrative Segregation Control Room Dayroom Showers, including ADA Administrative Segregation Housing Unit 65A-181 Roll Up Doors Between Units Appendix B. Wood Cell Doors in Housing Units Mezzanine Visitation /First -Tier Teacher Office Double Cell Dormitory Housing on First Floor referred to as a "keyless" system. Transfer Office Circulation - exists in all facilities. It is this space that allows a person to move from one FUA to another. In public circulation, anyone has access until encountering a locked door. Private circulation is maintained for Jail personnel or selected individuals. This circulation is usually controlled by locked doors and special keys or card locks. In some cases, I.D. badges and visitor passes may be required. In secure circulation, all access is verified and controlled through the use of cameras and intercoms. Doors are electronically opened after satisfactory verification of the person(s) requesting passage. Some areas will require an escort. I.D. badges are usually required. This is 65A-182 Appendix & Standards - Title 15 does not address circulation. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY There are five elevators within the facility — three are for inmate movement only, and two are for staff only. All elevators are controlled by card access and intercoms. After a leak in the basement, a large area of tile had to be removed. The City chose not to replace them as they are in a non -travel area used for emergency egress only. Path of travel is marked with caution tape avoiding any of the missing tiles. There is a tunnel that runs through the basement that connects the Santa Ana Jail and the adjacent Police Department. Numbers on the wall mark camera locations should an officer need to call for backup while in the tunnel. Sallyport at end of tunnel leads to the Police Department. Santa Ana Jail can use the speaker to contact the Police Department, but does not have access to open the sallyport doors from their side. The tunnel is used approximately four times per day to transport inmates from the Santa Ana Jail to the Police Department next door. Very rarely is the tunnel is used to transfer inmates from the Police Department to the Santa Ana Jail on federal charges. Inmate transport through the tunnel requires two officer escorts. Per PBNBS rules for ICE, the Police Department cannot process more than two inmates at a time. If that rule changes with the cancellation of the ICE contract, the Police Department can process as many inmates as will fit on the Intake bench at one time. The space allocated to circulation is 16,828 square feet. Observations and Evaluations - Consultant Evaluation Rating: 2.4 Adequate • There is original flooring throughout the facility and most of it is in good condition. Inmates clean and wax floors on a regular basis. • Items stored in corridors pose a hazard and should be moved elsewhere. • Basement has magnetic doors into corridor. • Flap doors on gun lockers in corridor pose potential safety risk and should be replaced with sliding doors. • There are several wall cracks throughout the length of the basement tunnel that have been repaired but not repainted. Since being repaired, the cracks have not continued to spread. Flap Doors on Gun Lockers Pose Safety Risk Staff Elevators & Items Stored in Corridors Appendix B. 65A-183 Inmate Elevators Path of Travel Demarcation Debris Piles in Tunnel Missing Tile and Overflow Storage Tunnel to Orange County Sheriffs Dept. Intake Release Center Patched Cracks in Tunnel Walls Outdoor Exercise - The outdoor area is where inmates exercise large muscle groups through sports, games, and physical exercise. The yard should be large enough for structured as well as non -structured exercise for all the inhabitants of the Jail. Attention must be given to security, contraband control, and supervision of the inmates. The exercise yard is also a management tool, helping inmates release stored energy. This time allows the inmates to deplete this energy and lessen "discipline problems" in the Jail. In geographical areas of the state where outdoor exercise is curtailed due to weather conditions, an indoor or quasi -outdoor exercise area is usually provided by counties. 65A-184 Appendix & Standards - Title 15 specifies the frequency, duration, and the type of exercise required. Title 24 specifies the size requirements of the exercise yard. As indicated in Title 15, exercise is required everyday. Thus, an indoor area will satisfy part of these requirements during inclimate weather. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY Each housing unit on the 3rd and 4th floors (other than the Administrative Segregation units) have dedicated quasi -outdoor Recreation Yards. These yards are enclosed on all sides, have a partially screened roof, and fire egress doors. All portions of each yard are paved. The space allocation for this function is 7,930 square feet. Observations and Evaluations - Consultant Evaluation Rating. 2.7 Very Adequate • The number of recreation yards is adequate to meet facility needs. Each recreation yard contains two drinking fountains including one that is ADA compliant. The partially screened roof allows for use even in inclement weather. • Each recreation yard contains varying exercise equipment for inmate use. There is some pneumatic equipment in storage that was previously used for the female housing unit prior to its vacancy. • Inmates in the administrative segregation unit do not have access to a recreation yard and utilize their dayroom instead. Screened Root Covering Exercise Equipment Dual Drinking Fountains 65A-185 Exercise Equipment Appendix B. Vehicle Sallyport - This space serves as a secure area where officers can transition arrestees from an automobile to the Jail for booking. This space is typically covered and large enough for one or two vehicles. The officer can extract the arrestee from the vehicle with minimized flight risk. The officer locks his or her gun in the trunk of the automobile or in a locker provided in the sallyport. This space can contain an area for the officer to complete reports and summon a Jail attendant for entrance into the facility. The vehicle sallyport can be totally enclosed with solid walls and a security garage door or semi -enclosed with fencing and a fenced gate. STANDARDS - None. EXISTING CONDITIONS AT THE SANTA ANA CITY JAIL FACILITY The existing vehicle sallyport provides adequate security, and can serve multiple vehicles at a time. There are eleven parking spaces, with adequate space for three buses, as well as a small staff Bar-B-BQ area. The sallyport gates can be operated by central control or manually by officers, if needed. The space for this function is 10,487 square feet. Observations and Evaluations - Consultant Evaluation Rating: 2.8 Very Adequate • Size of the vehicle sallyport is very adequate to meets the Jail's needs. • The vehicle sallyport gates break several times a year and are out of service for up to two days at a time. The original hydraulic system is usually the root of the problem. • Maintenance has requested two new operators for the gates at a cost of approximately $20,000 - $30,000 each, but have not received them. • Each main travel bar has been broken and had to be rewelded, leaving it out of service for approximately one week. • Even though gun lockers are mainly used for officers' cell phones, they should be replaced with sliding doors as flaps are a major safety issue. • The sallyport's open roof does little during inclement weather to keep officer and arrestee dry during transitioning. Appendix B. 65A-186 Opening of Vehicle Sallyport Gates Gun Lockers With Flap Openings Closed Vehicle Sallyport Gates 65A-187 Gate Mechanisms Need Replacing Appendix B. Attachment 1. Santa Ana City Jail Facility Functional Use Area Definitions Santa Ana City Jail Reuse Feasibility Study Appendix & 65A-188 Santa Ana Functional Use Area City Jail Definitions INCLUDES EXCLUDES INTERIOR FUNCTIONAL 1. Administration Area: Administration Functions: Administrative Offices Intake/Booking Offices Training Room(s)' Lobby, except for a lobby used specifically for Staff Lounge administration only Staff Locker Rooms Public Toilets Staff Lunch Room Intake/Release Records Staff Restrooms Staff Exercise Room Conference Room(s) Records (other than Intake/Release Records) Interview 2. Visiting/Lobby & Public Area: Inmate Visiting: Contact Visiting Rooms Central Control Non -Contact Visiting Rooms Main Lobby (if used for more than Pre- and Attorney Visiting/Interview Rooms Post -Visiting) Family Reunification Contact Visiting (Court-ordered / CPS) Video Visitation Kiosks (if in a dedicated Visiting area) Visiting Lobby (if there is a Lobby specifically for Visiting) Holding Rooms (used for staging of detainees for or from Visiting) Restrooms just for Visiting Staff areas within Visiting including Visiting Control Room Vending Machine area (if just for Visiting) Child Care Area(s) Lobby & Public Areas: Main Public Lobby Visiting Areas Public Restrooms Visiting Lobby (if there is a Lobby just for Public Entrance Visiting) Vending Machine Area if for Public and is Accessible from Lobby Video Visitation Kiosks if in Public Lobb These spaces, as well as others, may not be included in all jail facilities. They also can also be in a separate part of the jail, not adjacent to the other administration areas Appendix B. 65A-189 Santa Ana City Jail Functional Use Area Definitions INCLUDES EXCLUDES 3. Food Service Area: Kitchen Staff Dining Food Storage Areas Dayrooms (even if Dining takes place there) Food Preparation Areas Loading Dock (outside of building perimeter) Food Staging Areas Loading Dock (that is part inside of building Dining Rooms for inmates that are separate Perimeter used by other components) from Dayrooms Bakery Loading Dock/Receiving Area (that part of it primarily for Food Service it within building perimeter) Restrooms just for Food Service Cart Storage Garbage Storage 4. Central Control: Central Control Room Control Room(s) in Housing Areas, Booking or Restroom (if just for Central Control) other areas that do not monitor doors, fire Sall ort if justfor Central Control and safety systems for most ofthe'ail facilit 5. Maintenance/Storage/Mechanical/Electrical: Large HVAC Chase that serves more than Receiving Areas (for specific area only) one space (i.e., kitchen) Janitor Closets used by multiple components Pipe Chases Telephone Terminal, Area Janitor Closets for particular components Mechanical Areas which serve more than one (e.g., a Janitor Closet in Housing is part of space Housing) Electrical Areas which serve more than one Garbage/Trash Storage for a particular space space Specific HVAC chases that serve an area Central Trash Area within building (i.e., housing) General Storage Maintenance Shops Maintenance Office Maintenance Storage General Receiving Communication Equipment Rooms Elevator Equipment Room 6. Laundry: Washing Areas (even if within Housing Area- Inmate Property Storage Subtract from Housing and count as Inmate Personal Clothing Storage Laundry) Drying Areas (even if within Housing Area - Subtract from Housing and count as Laundry) Folding. Areas Appendix B. 65A-190 Santa Ana City Jail Functional Use Area Definitions INCLUDES EXCLUDES Laundry (continued): Mending Areas Clean Storage of Laundry Areas Dirty Laundry Area Delivery/Staging of Laundry Area Cart Storage Area Dry Cleaning Area Restrooms just for Laundry Laundry facilities throughout facility i.e., female housing Laund 7. Intake Processing Area/Release: Inmate Processing Area/Booking Area. Courtrooms Booking Control Room Judges Areas Photo Area Court Clerk Areas I. D. Area Other Court-associated Areas Holding Cells Medical Areas (used by all inmates or just staff) Safety Cells in Intake/Release Attorney Interview Rooms Drunk/Detox Cells Vehicle Sallyport (for drop-off/pick-up Hearing Rooms of inmates) Phone Areas Safety Cells in Housing and Medical Areas Release and Detainee Processing/ Waiting Lobbies Intake/Release Records Intake/Release Administration Offices Interview Rooms Medical Areas just for Intake Examinations (within Intake Area) Other Transportation/Staging Areas (to Courts and other detention facilities) Restrooms (staff and inmates) for use in Intake/Release Line-up in Intake/Release Inmate Property Storage 8. Medical/Mental Health/Dental Care: Medical Offices Housing Modules (for longer-term care of Medical Waiting Areas mentally ill or adults with physical disabilities Short-term Patient Rooms/Infirmary that require separation from general Psychiatrist/Psychologist Offices and population, but not constant care, Counseling Rooms included in Housing) Medical Storage Ambulance Dock (if outside of the building Pharmacy and Medicine Distribution perimeter) Ambulance Dock (if within building, perimeter) Officers Station/Control Room (if just for Medical) Emergency Rooms Treatment Rooms Exam Rooms Appendix B. 65A-191 t-unctional Ise AreWlIetinitions INCLUDES Medical/Mental Health/Dental Care (con't): Restrooms, Showers (just for Medical) Exam Rooms in Housing Dental Examination Room Interview EXCLUDES 9. Classrooms and Program Space: Education Programs: Dayrooms Academic Classrooms Indoor Recreation Areas (unless truly Vocational Classrooms/Shops/Industries/ Multipurpose) Factories Outdoor Recreation Areas Offices for Instructors Visiting Areas Inmate Library: Psychologist/Psychiatrist Offices General Library Furlough Housing Areas Office for Library Outdoor Recreation Areas Storage Room for Library Visiting Areas Religious Services: Psychologist/Psychiatrist Offices Chapel/Religious Meeting Rooms Multipurpose Rooms that are used for Indoor Chaplains Offices Exercise 75% or more of the time should count Treatment Programs: as Indoor Exercise Area, Multipurpose is, Interview/Counseling Rooms likely, mostly used for Indoor Exercise) Group/Treatment Program Rooms True Multipurpose Rooms (not Dayrooms) Volunteer Offices Barber/Beauty Shops Commissary/Inmate Store Mail/Package Areas Furlough Administration Areas 10: Housing/Dayrooms: Cells Recreation Areas and other program areas Dormitories that are adjacent or within Housing (always Dayrooms count Recreation Programs as Programs) Showers, Toilets, Sinks in Housing Areas Drunk/Detox Cells (in Intake/Release) Control Rooms for Housing only Work/Educational Furlough Administration Area Staff Areas for Housing only (put in programs) Sallyport/Circulation for Housing only Medical in Housing Disciplinary Cells Mental Health Treatment Program Rooms Mental Health Housing Units/Modules Tele-med Rooms (May be included in #9 depending on Tele -psych Rooms type/intensity of treatment program) Work/Educational Furlough Housing Areas Inmate Housing Areas All other Housing Areas Janitor Closets in Housing Trash Storage in Housing Mechanical/Electrical Rooms for Housing only Appendix B. 65A-192 Appendix B. 65A-193 Functional Area Netinitions EXCLUDES 11. Interior Circulation: General Circulation Corridors and Hallways Corridors or Hallways that provide circulation (between functional use areas) within a functional use area (e.g. within Housing Tunnel between buildings Units, within Intake/Release) Elevators Lobbies Escalators Mezzanine Vestibules Balcony EXTERIOR FUNCTIONAL 12. Vehicle Sallyport Exterior Sallyport (walls or fenced enclosure, roof/mesh covering or open to sky) Interior Sallyport (within building perimeter, direct access for vehicles) 13. Quasi -Outdoor Recreation Recreation area that is partially enclosed Interior, fully -enclosed gymnasium (walls or fenced enclosure, roof/mesh Exterior, fully -open recreation yard covering on all or part of recreation area. % Quasi -Outdoor Circulation Covered, semi -enclosed pathway between Sidewalks buildings or exterior areas. Roads NON-JAILFUNCTIONAL 15. Non -Jail Administration Sheriffs Administration Work areas, briefing rooms, training rooms, If work areas, briefing rooms, training rooms, break rooms and'locker rooms for Patrol break rooms and locker rooms are shared Officers exclusively or more than 75%. equally between Jail Staff and Patrol, the space Dispatch may be split between Non -Jail Administration 911 Call Center (15) and Jail Administration (1). Evidence Storage Coroner/Morgue Facilities Appendix B. 65A-193 Attachment 2. Facility Evaluation Survey Santa Ana City Jail Reuse Feasibility Study Appendix B. 65A-194 Santa Ana City Jail Facility Survey 1 Evaluation General Physical Plant Characteristics County Location Facility Name Type (BSCC, DJJ, Etc.) Date Built Total GSF No. Buildings No. Floors (Ea. Bldg.) Facility/Building Configuration Construction Type: Floors Exterior Walls Interior Walls Roof Exterior Skin: Walls Roof Utilities: Electric Service Gas Water: Utility On -Site Well Sanitary Sewer: Utility Septic System Holding System HVAC: Air Conditioning Evaporative Cooling Lighting Systems: Interior Exterior Special Conveying Systems: Elevator(s) No. Stops Escalator(s) No. Stops Dumbwaiter(s) Stops Emergency Systems: Fire Sprinklers Fire Alarms Smoke Detectors Smoke Purge System Emergency Lights Emergency Generator Exit Lights Fire Monitoring Station Fire Audio Phone Station Remodel/Addition: 1)Date Description 2) Date Description 3) Date Description 4) Date Description 5) Date Description 6) Date Description Completed by: Name/Title Date Appendix B. 65A-195 Santa Ana City Jail Facility Survey and Evaluation 0©©0©DDDOmm®®m®mm Adjacencies Air Circulation Ventilation Toilet Partitions Water Heater Drinking Fountain Appendix B. 65A-196 Santa Ana City Jail Facility Survey and Evaluation 0©©0©DDDOmm®®�®mm Ness to Talk Appendix B. 65A-197 Santa Ana City Jail Facility Survey and Evaluation • Doors Width Mgo Restroom Facilities Toilet Stall Water Fountain Recreational Facilities Emergency Exits Classroom Furniture Wall Finish Floors Covering Appendix B. 65A-198 Standards / Capacity Functional Min - Space Square FOOL Per Use Areas Standards ADP Rated Separation FUA 1. Admin/Staff 2. Public Area 3. Visiting 4. Central Control 5. Maint/Sto/Utilit 6. Food Service 7. Laundry S. Intake/Release 9. Medical/Mental 10. Program 11. Housin a oom -12. Indoor Recreation 13. Outdoor Exercise 14. Circulation - 15. Vehicle Sall ort 16. Classroom 17. Libr Comments: 65A-199 Appendix B. Notes / Comments Completed By: Name/Title Date Appendix B. 65A-200 Basic Building Floor Plan Sketch and Drawing Appendix B. 65A-201 Appendix C. Comparison of Prior Jail Staffing Levels With Proposed Temporary Jail Holding Facility Reuse Option Santa Ana City Jail Reuse Feasibility Study 65A-202 65A-203 Appendix C. .;o E I Iv I ¢ 4g9� a!d eee'o55ooJ Iolyy°! g L.,eg IE qO�E � 1 �- s F;xa = ve�ai 1 �`iZ° of e2.. ao 49 ysSEs �mnvim til E S 8:C :1r 9iFF F E 2° aE Z E'�x»m°� 9IO leu n.X IkkGl6 JE O 80V 2 g e 222Ege sees F',e0002222O22g 00x0 Of- i 'P 1; t@ cccEw'9- a'cee>ye � E rf _ a=_ °- 3; 8 88 X8, ����j ub oco 03ou 1 �„ ,.9� X999 IV r�i sd 5S 22m L e a E p5c�$AE'i GGni 2 C c m $ 99 " v a E Y - P a e i i' E✓ i Pp Pp c L w Y L 999j�5!5�3 �anrvm 2.aiv 4'_ i9i 9L L �ce 9gf+fl x°IfI z°ESSSmm?Sx it E Yo� lIS�L Jy1JJ JJJj 05Y' .6 SEJ d06�i 0J0J�o52 Ooo' 0- e.a 4o LJ5� GJaGe Gu nag 9 u 91 a3aaa19 i it� EE �yy £ N`p 4 eti'A- 'n �o5�x4„ uE`e `eiE cE.g£y, S�ca zi �" ��%a£2=� Qi uiiimlIl``»Ilion Cmm mg9>>�s soo �iiii g`F F9z°Fs�li1�f 91S�m fax s88 0� 65A-203 Appendix C. Appendix D. Comparison of Prior Jail Expenditures and Revenue Cost Analysis Trends With Proposed Temporary Jail Holding Facility Reuse Option Santa Ana City Jail Reuse Feasibility Study 65A-204 Comparison of Prior Jail Expenditures and Revenue Cost Analysis Trends With Proposed Temporary Jail Holding Facility Reuse Option FY 2016-17 FY 2016-17 1 FY 2017-18 I FY 2017-18 With Hbusing W Housing With I -busing W Housing F)penditures FY 2015-16 FY 2016-17 No ICE (Holding Facility No ICE (Folding Facility Personnel: General Fund Allocation $ 12,381,084 $ 14,166,865 $ 12,539,412 $ 7,212,870 $ 12,829,393 $ 7,704,989 Contractural General Fund Allocation $ 3,139,518 $ 2,895,420 $ 2,381,030 $ 80,000 $ 2,706,005 $ 80,000 Building Maintence Staff $ 263,623 $ 301,267 $ 301,267 $ 301,267 $ 338,911 $ 301,267 Building Maintence Contracts $ 399,286 $ 362,966 $ 362,966 $ 362,966 $ 362,966 $ 362,966 Utilities $ 300,347 $ 269,903 $ 188,932 $ 53,980 $ 269,903 $ 53,980 Telephones $ 29,779 $ 29,779 $ 28,633 $ 25,961 $ 25,961 $ 25,961 Liability Insurance $ 20,515 $ 22,794 $ 22,794 $ 22,794 $ 22,794 $ 22,794 Subtotal $ 4,153,068 $ 3,882,129 $ 3,285, 622 $ 846,968 $ 3,726,540 $ 846,968 Commoddes: General Fund Allocation $ 339,537 $ 267,840 $ 169,332 $ 57,570 $ 267,226 $ 57,570 Uniforms $ 24,528 $ 24,528 $ 17,415 $ 10,792 $ 17,415 $ 10,792 Employee Parking $ 62,400 $ 62,400 $ 44,304 $ 27,456 $ 44,304 $ 27,456 Subtotal $ 426,465 $ 354,768 $ 231,051 $ 95,818 $ 328,945 $ 95,818 Fixed Charges General Fund Allocation $ 28,968 $ 29,820 $ 22,804 $ 22,804 $ 37,990 $ 22,804 TOTAL EXPENDITURES (GF and Other Sources) $ 16,989,585 $ 18,433,582 $ 16,078,889 $ 8,178,461 $ 16,922,838 $ 8,670,580 Revenues: Inmate Housing $ 12,472,357 $ 15,980,000 $ 5,042,064 $ - $ 4,689,666 $ - JailKitchenRental $ ' 31,489 $ 33,000 $ 33,000 $ - $ 25,000 $ - Jail Booking Fees $ 18,152 $ 50,000 $ 50,000 $ 50,000 $ 18,000 $ 50,000 Jail Pay to Stay $ 48,480 $ 50,000 $ 50,000 $ - $ 130,000 $ Appendix D. 65A-205 Appendix E. Santa Ana City Jail Reuse Options Detailed Construction and Project Cost Estimates Santa Ana City Jail Reuse Feasibility Study 65A-206 i Project: Santa Ana Jail Reuse Title: Budget Estimate Date: June 12, 2018 CSI Description Re-entry Data Center Homeless Center Office Space 2 Existing Conditions $368,956 $372,736 $609,031 $1,055,237 3 Concrete $16,913 $0 SO $0 4 Mason $0 $0 so $0 5 Metals $79,950 $155,390 $12,300 $41,000 6 Wood, Plastics & Composites $20,500 $49,856 $20,500 $709,153 7 Thermal & Moisture Protection $83,2921 $24,764 $0 $27,552 8 Openings $10,250 $0 $0 $196,800 9 Finishes S553,348 $216,661 $297,916 $2,348,572 10 Specialties $0 $0 $0 $0 11 Equipment $10,250 $401,800 $10,250 $2,988,254 12 Furnishings $0 $0 so $0 13 Special Construction $46,740 $46,740 $909,616 $116,850 14 Conveying Systems s0 $0 $0 $153,750 21 Fire Suppression $73,800 $436,240 $0 $0 22 Plumbing $14,350 s0 $0 $122,051 23 HVAC $44,075 $1,111,100 $0 $232,596 26 Electrical $183,299 $3,585,860 $201,586 $1,627,463 27 Communications $44,075 $629,350 $7,688 $1,663,221 28 Electronic Safety and Security $43,050 $119,392 $133,117 $199,787 Subtotal $1,592,847 $7,149,890 $2,202,003 $11,482,287 General Contractor Job Overt 10.00% $159,285 $714,989 $220,2001 $1,148;229 General Contractor Markup 5.00% $87,607 $393,244 $121.1101 $631,526 General Contractor Bond 2.25% $41,394 $185,808 $57,2251 $298,396 Design Contingency 20.00% $376,227 $1,688,786 $520,108 $2,712,088 Markel Factor 4.00% $90,294 $405,309 $124,826 $650,901 Construction Cost - June 2018 $2.348.000. $10.538.000 $3 245 000 $16,92-3,00-0- 16923 000Escalation EscalationNIC 0.00°/a $0 $0 $0 $0 Total Construction Cost $2,348,0001 $10,538,000 $3,245,000 $16923000 Assumed existing fire life safety systems of the 1st and 2nd levels are in working conditions and does not require repair / replace / upgrade. The existing floor slabs on the 3rd & 4th floor could requires structural upgrade for the weight of the data rack systems which will have significant cost impact Assumed existing building will meet the current codes and does not requires code upgrade Site work costs (if any) are not included. While allowances for the cost of data racks are included, the cost of data equipment and associated peripherals are'NOT included. Appendix E. 65A-207 ® Plolml: Sante Am Jai Reum. TNN: Bud6albM1mts Deu:.lu. 12. M5 TRADE DESCRPTON QTY UNIT UNIT COST RNa0ty Dao GMel Hamlass W.. Spa. 02410 OEMOUTION 0241m R 0m m 0 s0 No 024100 Ckm mdle eel M..l d... Ib .br mnMalwwM 2% .11 53250 35T,723 SO SO SO 02410 Ckm MM fix vW ewmeavm l Jam 1e ww as nead .allowance W.S]T Nf $1.0 530.015 SO SO W 02110 Ckm NMfia•.-•6orhe8ku arca3pM/wnJW es waded-1AowUxN 9.9000 55.13 SWIM SO W W 0410 Re ois N eentm 12.IWNf 6128 115.6" SO SO W 02410 SO.m 50 SO s0 S9 024100 Om Ca So.00 SO SO '30 0 0410 Remowem0eln mCentm 121Waf 6129 0 S15.Wo 60 SO 02410 a Ckm"ra ma l Jeerl window Na mca -Mbwmw 12.1061 $2.58 So 331.10 90 SO 041W A4wawabrmbc, 12.10r 9305 0 321.9" SO SO 02410 SOW SO SO SO SO 0110 Hovl sas Csser 90.0 " 0 s0 So 02410 Ckm aMfic wO nln'Rraa needed -v .lmsa mminalww8 2%w1 910.0 SO SO $26940 SO 0410 Remmaw n om cenlen 12.1061 9128 SO W 519580 SO 02110 CkmaMN area/domlw5alawesneeGd-alOwm Wmh almw 50531 sr s1.0 W " Wl,ms SO 02410 Ckm 6290 0veN /dwflsaMaw bCwwdle aeift amwr 10.401`61 NOW W SO 5211981 W 0241W Ckm tlbf00d svM 6k m/door lwfidawas Waded -SA Ncs SOW., 55.13 " So $50338 W 02410 Remaw l Aka6 be mel w0 dmm lka a M.0 $2'3.25 0 SO 585.00 0 0410 Som 0 " SO " 02410 01115 0w W W s0 W 02410 CIem@Wbcv1bk /door 17.9".1 ST.89 0 W 50 SUIT,= 02410 Remme m eo wn! 121061$1,20 Sol SO W 315.00 02410 Ckmmdh ossa/door/wbdpw-Yawmce 59.53T6f 92.0 0 SO So sfumA 02410 Ckm 6016land semce 616 SealNorlsMOw Bl nwdeU-6Aowmce 8.901 sf SI925 So W $0 SI01,475 0241W Som So So so S0 _ 0241W Som SO So so 0 02410 02410 DEMOUTIGN "An Cs5F .9050 5154,091 111,668. 34SIIB6 ...'N0,321 02020 ASSESTOSASATEMENT 02020 R f0.W So s0 SO So WIN" Atamned WA Spm SD Sol SO SO 02020 WN W s0 30 0 00820 OS, C. "W SO So so SO 02 W 20 Assumed WA Sam SO 50 so 0 02 W" - Wm W 0 W 0 02020 N>aebe CUM So IN Sl So so 50 02 W20 AlaemWIVA 0.m SO SO $0 W 02 W 20 0.DO W so to so OWN QR S SO W 0 SO SO W 020820 Am-WWA WW SO " W 0 005" W.m W s0 s0 SO O2 W 20 0203" ASOESTOS ABATEMENT -' - - --_ - DSF "' '$p.m ': SO s0 s0 W O woo FQUNDATIONCCNCRETE 03300 WA "W SO So SO W 03300 SOM 0 so s0. 0 O3MW "W W SO W 0 0350 W 03300 FOUNOATONCONCRETE -. ._ GSF' _ "m -0 --.50 - s0 - W 0Wm ONGRAVEBEL ATEDSIAS.CONCRETE 03300 A 0W 0 s0 S0 So 03mm T aYS owrmelN dvckal2 emrcke Sda on tlw 7b Bmr 22Wsi RAS 516913 W SO m 03 W W "W W s0 W W 03mm p CUM mm 30 so s0 50 03MW WA WAN " s0 s0 0 03300) WIN SO s0 0 So WWm H..C. OW Sol NI s0 W 03300 WA "m W s0 0 0 WNW Som W s0 30 W 033000 omws5 sow W S0 s0 W 03300 WA WO0 W SO SO W WNW W W.IN W so SO 0 mmm 5000 0 -SO SO 0 03300 ".W W s0 - So 0 WNW ,0000 ON ORADESESEVATED SIABOCONCRETE- - _ F F 0.10 516,513 - 40 SO .1 03Wm CONCRETEEXTESWRW WWW WA SOW 0 SO s0 W WWW Woo W So W W WNW Sam W 10 W W WWW Appendix E.. 65A-208 (`f ®ftq*t Santa Ana Jaa Rauae Tib: 3.a0.1Emi w - - O.w: J.1220S TWE IDESCMVTION OTY ONR OMT COST w<1my O.bc.a , H..W.. C.nwr W. 6p... 033000 CONCR EEYTERIORW S _ _ - YASF. ,.soN SO - SO �. ,. W SO 031000 MISC.CONCRETE 033000 "R sow 0 SO SO SO 03MM WA W.m SO 30 SO W WOODS Som m so so SO Damm Gx. car sD.W W so so W ONO WA Som SO W so N mum low W So .SO m SOWN If®.ba COIOI SON SO . W so So 0330E WA SON SO I SO I so SO EMM Sow SO W so N "WN O0.b5 W.w W SO s0 W OWN WA Sam SO SO so SO 03MM sO.CO SO 50 W W 033000 60.00 SO 'W so SO 03300 Nw SO SO SO W mww _"3000 M13O.CONCRETE - _GSF- " .20.50 ._ _ SO '10 W SO "x00 WA ON W W so . SO "200 SOW N W W W "xOW sow w SO so SO 0420o Cl2V00'.. MA5ONRYVMLL3. - _ ,VASE. .WSO �. SO W "s0 !0 "6000 MISC.METXS _ now $ON W SO so SO 05WW Abwanc0 s>s0ucbral ebm/m.al Ovckromxlwaxn¢rcl:. fon 300 naor 1300.1 3563! 361.650 a0 s0 so 055000 Sow - SO so $O SO 055000 SON W SO s0 SO 0550E lbw CM SO DO, W so W SO 055000 AOoxvmeh Iwn.O FWr.r6r0Ya rx1A 1210.1 $10.25 W !124640 so W 05MM aOWNM t0m0lmOr 1,2000 SISm W SI8,150 So SO allow sow so 30 so W OS W OO SON W so W SO "WN WA SON So $a W SO OS 50 W SON So $O so SO OSWm Of5-s SON So I Sol s0 W 05 W W WA SO DO So So s0 W 055000 0000 W W SO SO 055000 WW W SO 50 W OWN SO.0 W M W W 0550E "No' mw.Mlff l _ GSE 3115 .167.850 . 1152030 0 .0 Oslo STEEL STMS 05100 WGo So W W SO 05100 P3tr«.ncemYl6 I) emna pa naeaea a.s1 S15ax.W 512300 SO W W 0551E WM W So W so 051WO CN SON M W W W "5100 Alpnnce b'sO c1f '.leve-neeb0 Bsel 11."150 W s12,300 W 50 "SIM SON SO So W W 0510 Name' -s C.nfw' SON SO SO SO W "5100 Psmnncemivpecl/r fwva as neede0 ase! $1.537.50 W W 312.300 W 055100 SON W W 30 50 05510 038503 Saw So So So W 05510 P➢vwmcewnf 1 'lenlvn.. swim 6.0 s51x5.w SO N W Ulm 051W S0." So s0 SO W "510 SON so SO SO W 06100 05100 STIMSTl s I FLT - WAS !12305 sm" I slum S41AW DOWN - ROGGHCOApENTRY 051000 F Ww W SO So W NOW WA Wm SO SO W 50 061003 SON So $O s0 W 061000 NM W s0 So S0 061000 Dtl Cmbr SO UO N W s0 So 051000 Abvmce 12.160.f 8205 W s24.W6 So W 061000 WN W W 'W W N10W !!03.003 C. 5000 W So 'W W NIGH WA SOW W s0 $0 W Ntow Nm SO so S0 N Dillow OrtbB WN W so sD m NIUW AMarcael3Na4m0mr P,457.I - SI.03 I W sa sD 579.393 65A-209 Appendix E. Appendix E. 65A-210 Pr*ct: Salta Ana Jafl e 0 ® TM.: BOOpet E.B W - D.M:JW.1;Ala UNH TRADE OESCOPTION STY UMT COST Reumrl' Data C.IO.r H.rmle.. OR S, C.nhr OIDM ON 0EO 0 SO WON ON 0 30 SD O SCION 0.W SO Sol 0 0 %loW 08100 ROUGH CARPENTW 'FaSF $0.01 0 -614.828 0 nvo MAW FINISH CMPEWRY Is CASEl4ORI( M200 R 6000 So 'SO W SO MAW MMIm.Mmbe a.. - $x,58350 MOD 0 So 0 MAW ADO O 0 s0 O WAW .Ort Csm.r SON SO SO So SO WAW Atravc.bm0. f].1O at 3203 O 328,920 s0 0 WAW 000 0 0 SO SO W AW MunM-a C�mn OW SO s0 SO SO WAW A1vn.rs.l0r M.a 5 eme 32 50x.0 0 SO 320$0 O MAW ON O O 0 O WAW OI!!.3 OW 30 SO So SO WAW ICO rOCYmM tleego 21608 3205.0 SO so SO 353100 MAW M OaPSM4Nlmc. 2M p.H .3410.00 O s0 SO 6104.960 OAW 000 So O SO O WA0 O.W To $O 0 0 WAW SO W SO 30 SOR6629.70 WAW 000 O SO 0 MAW 50.0 So s0 SO W20W 000 50 0 So WAW , M20W FMMHCWEWRYBCASE M( OSi. "',55.13 _.120.50 121325 $201007 a1 W MREPRDOFMOO7 BI W R SON O s0 007510 bhu[NraLttelOwr3anmif. t. 2.AO.f 55.13 911175 SO 50SOAO O 0 0078100 O.MC.Rr 000 0 O 0 000 SO So SoW010 000 0 30 O 071110 xan C.M.r SO Sol Sa SO 0191 W WA ON TO SO SO O 0] a1 W MOO SO sD 0 SO 0)810 Om.6 MOD S0 SO SO 0 0]SIW WA 00 O 0 0 0 07010 MOO SO O O 0 07 St SO 010 SO 0 F] 0 07 el SO A.W O So so 0 0) 810 .01910 FFIEPROOFINO - SF ....18207 _.1611.x75 $O 'l. SO _ 0 0]840FlNESTOPPRIC Oi&W R OW So 1 0 O 075300 WA SON O 0 0 0 0] W W 0.00 O so SO SO D]&W Om Cawb 000 SO iso O So 07840 Amx.nee fermEnw0rkM ratre5oiu5M.c. 12.10.1 $1.03 0 31x461 O O OI BIW 00 O So O SO 01840 Mae.N-cwu 0.00 SO O 0 0 01 & W WA 30.0 O SO 0 0 01610 300 O SO so SO OTMOO 011k.y SON A so SO 30 WNW AOmven0eror OM weama 1].92081 91.% 0 SO SO O7.55i 07MM low O O - O 0 Oi 9400 MOD O 0 SO O 06400 sO.M 0 0 0 so 078400 '0540 FMESTOPPMO' - bF -3014 -sol slum " .Sogm 0700 MEMBRAIYEROOFMO&SNEETMET02 000 ON 0 SO SO 000 R S.MelmeW mmrt eaemhe 2100.1 30.75 Se7.M0 SO SO 07MM A0 W .nMma melts E mol 2010 :$1338 54.]8) 50 00100 000 O TO OO50W D.f.C.am. ON 0 So 0elc e153).50 O 91280 007WW So_W 0 0 00)500 Mw.N»C.rsti. OW 0 s0 s0000 0 SO 0O7 WSO 0M O SO 0 0)00 GIIxu9 .000 O O 0 O 000 WA O.M O 0 0 SO 07500 OM 0 0 wil O 00 So so 0 0 O60M 000 SO s0 $0 O of»W Appendix E. 65A-210 Frolw: Santa M. Jad R4vw Title: BW9e1 e4U.M TRADE DESCIUPTION DTY UNR UNR COST Re�nlsy Data Cemar NOnOtlm Centll ODm. 5Nn ' 085000. MFJIBRTNE ROOP8METMETAL "" 1. _RFSF ___.' _'30l0 _ IT;OIT ft;]00 .. SO '. 'f0 061000 NMNOORSIFPANESI NRDNR MMOD 081000 R "W ]0 50 $0 So 961000 New 042, Inm4eM M1.rSwerertdrvHerwWxN 4 e 53sum 610 50 $0 So 2 06 IOW "00 ao $0 " 2 OB 1000 D.Ia CSmmr MW SO S0 50 " 051000 WA WM 50 0 SO 50 081000 50.00 So 50 SO SO 081000 R .Av. C. So " SO 2 " 081000 WA W00 SO 1 $01 50 " 081000 No SO Sol 50 SO 081000 "011005 No So f0 50 2 OB 1000 0. 'el 1/ cM1 Sone nl Name M,.0 359 ceb S70.75 b " So 5196.800 081000 000 " so So 50 0low - WW W so so so UB 10 W ON SO SO W " 0810110 091000 . IMDDOORSIFHTaMESIHR - RFs 4133 119250 - 2 . - --2 C MAN 989000 LOUNERSANOYEMB OWN Som " SO " SO oamm 2W SO d0 SO SO OWN - WW SO $0 SO SO OWN ON W So so So OWN OWN LOUOERSMOPENTS DRB M.00 2 f0 50 '$0 09mW NTL STUDS I ORY LI PLASTER -INTERIOR WNL 09"00 R 'Sp Op Sp So So So WWW P4lnn WxM GnOnwxro N2 960.1 SmW 335.424 SO SO So 09"W lNStmwSwerweb N2 mx 8000 SW.75 324.800 SO SO SB 09"00 WW " ]O SO SO OWN O Cu W00 S0 30 So S0 OWN WA So.W W f0 2 SO 09"W ON SO S0 SO SO 09"00 Hnn. C.mu 50.00 W so " SO 09"00 WA 5000 W SO SO W DOWN 200 SO SO 0 " mmo0-OR S WW m I " $0 2 092000 A00fncwl mrxxrCMlaloxro.PaA1 9T.2830 51638 w so 2 $1.495.680 OWN 5000 " 0 f0 SO 09"00 2.00 SO 50 s0 So 09"W Sow SO 2 $0 SO 09"W 092000 MTLSTUDSIGRTPA[LIPLASTER-PITERIOR3IPLL __. SF `8934 30.024 _ 30 —Ni .NAO OWN RTLFRAMWGIOHS'SWLL-CEoMGS 09"W WA .WW m f0 " W OWN "00 " " SO W OWN OWN . MTLFRN6RIOIORTWALL.Cvmas'. _ - .SF -:SOHO So W 0 - So 095100 LEDWDIWOMISHEB _ 095100 R,, SON SO $0 $0 " 094100 ASltmw¢9n .couxbcalrtcawnl eumme 2,20.1 SSW 51602 30 So W 995100 P.OA ca rt 6fovtl orrice 9,9000 3205 Imm SO 30 SO 095100 2.W W " SO W 095100 Dm C. am So s0 I 2 So 095100 WA - 50.00 SO " I SO SO 095100. 2W SO W:I " S0 095100 /yvn.MU C.Rs .Som SO 30 30 So 09SiW Fam6Ce rt 6molx.r4ce 9.90041 :3205 SO SO SE0395 W 0951 W •,50.00 " 39 so So 0951 W oDk.9 W.00 " $0 so " 096100 Path E Ia0l nexm' rtcero 17.9".1 MIS " 50 " 391.850 "5100 POOmI lelalmwa 0l common em. 59.5]2x1 33.06 W " so 3183.015 MIN P4lc6a u dm44.emce 9,900 a/ 5205 0 W " S"2B5 W SIM .$000 " SO SO W 095100 095100 CE OMORWSHE5 -'. SF - mic :356,]]$ ..2 : _ S"395 -895311 ON" PNNT.GITEWOR NOW R ON W W 50 So WWW Ps"a E wmne..w.ex 4e kN.Soon..... 400 nce mf M8 81wwk n..e5T.1 $1.03 "I.M I f0 I $o SO 09W00 Pe1M6 EvoOa. cern .Wore _..Nle 6Acl.eMce 9,900.15298 525569 W 30 50 09 W N "W W So SO IS NOW Db. CSM 5040 " W SO SO NNW Pai.6pm5 E wa0.. .099n.._..mwanr4 mrmmetmlww 12,1600 31.54 I "I s14sm " SO OWN $a00 I SO I So d0 So Appendix E. 65A-211 I ® P7.jec1: Seta Ana Sa8 Robs. TNN: BW9.E.E t. Dabs 12,2013 TRADEDESCWPTION QTY UNR UNIT COST Reanbi Dib CD., Hump OERU Spu DOWN Han.lm CMn 50.00 0 Sol 0 0 OWN P, & Wl F w 9.c 49, Eoan,....3N S INRm.,mx.mo for m Ti,/03f Sim 0 0579.]= SO N90m P/KA a.9E E1 wu9.. m0n .Eaw..... NLa 6.200E ixlze-VERIFY 9,90,1 _ 42.0 SO SO BOOM SO OWN Sm Gv lJ br 1.I80a1. SON S0 SO I W SO 09909 909 SO 0 SO 0 m90m 06 S ON 0 SO 511 0 mMM PaWlA Exh. ,Coon,aA1 ¢cuatrN b_,cmnmonane 595]7 if E205 9] Sp SO S1 mt NNW SS.N 0 Sol 0 SO NNW 0.0 W SO SO SO NNW ON 0 SO SO 0 NNW ' 0900 PNM-IMEWOR GBF. MM .3101017 311.658. UK792 5122,051 OWN - QISC FLOOR KNISHES 097M Rrd, WN SO SO 14 W 09 970 CaN-WA W.m 0 80 SO 0 MOTm AW newlmav: Irtwa El comm.n wN maaaHE nrx w, 83,937,1 65.13 3327.877 SO 0 SO 097M P="r El INSmm800 /t4 afc.EatMw-/Mare fa m.urelxxa 9900 of SIDS W020 0 SO W M97M SOAP 0 0 0 S0 094700 OWCxer WAO 0 SO SO 0 m BTm liOEnnv Mem -,ah n.bl,ree IdvwaaW [Wn/runty;_ 13.390,E 31025 0 SMUO SO M 099700 Pa1N f.M.x Omen H2034dmmmm wa3mamEnclx 11.9070 55.13 S0 181025 50 0 09970 _ NO 0 0 83 SO 0997M Hamtlu, C. 5000 0 '0 SO SO 0997M Cel, -WA SOHO SO SO 1 SO SO M979 N n. lm- Ir 'a E commm wa-mn vnY 5907.1 52.56 S9 SO 31525& SS 097M Pata Iamww fimm dQ 81ooE.eacv-Umvuca fa mlm jwak 9,90,r SO.0 SO sc 520195 SO OWN SOW 0 Sol 0 SO MVW OT S 000 0 Sol s0 S0 "WN IEE nreVCT Au' al caA arta 17,9M.f W15 S] i2! SO SIMON 09700 AW nex4CT el commm wa H.537 if 15.13 SO SO 0 M.12T OBWN P.W Inn7Mom al &fmS,.mw-ebxnrie mr mN2ulvmr4 8M.1 5205 SO Sol SO 520,20 097M SON SO SDI SO SO 09 900 0000- mISCRMRMUSNES 3F - 56.88 530.272. $IUA0 '902 n 3155,9]0 111900 NMISHIND a EOUNHENT 1119W 'R Sam SO SO So 0 111900 mipGb.t boE mnic.abun med•abmnnmmrmb9na1 xvE1 Ib 510.250.00 5102M 50 SO SO 111900 SON SO SO S0 0 MSN 0.00 S0 0 SO SO II low DabC 6Om 0 0 SO 0 111900 AAowi'Kt fa Ed, M1CFa 1,0100 SWIM 0 8319000 SO 0 111800 AEE.00001 - YPelrenalMmmm.n weirc SEPTmEb0lN/tic eb MOWN 0 MQw, 50 0 11 Ism ON 0 0 30 0 tl 190 ft./ Cr.7 So OO SO SO SO SO 111900 rulmcl feel NUJ..& mem-vMancv mrmNmvlvmM 1U $10250.00 SO I 0 510250 SO 11 190 SON SO SO 50 0 11 19 W QH S SO DO SO SO 0 SO .111900 YRie 1.xE,amenxan awl,N.tn Rc.Cs 2% ft 57,02.0 0 0 0 3L9m.W0 II 1900 SVaM WOE..m,nvn9 .I, N.eb. Nea .bde6mq[. etmnmonw 59,0]il 31025 0 0 0 010351 1119M AW.. ItYleneI m c.mmon.r. n.N AEP I ...W e. SN SSL250.00 0 0 0 1410.000 11 low 000 SO 0 0 0 1119M SOM SO SS 50 m Mom -111900_-MM1SMGaEQUIVMT" _ BF. $2037 310250 "011 -SIDON $3.90.25{ 13300 SPECUd-STRVCTURE9 uum R 30.0 s0 0 so So 133000 AMxmnmmnapcllrt hlbdale NlAaracce0 mtkvimrb a.SN.f 510.25 ].6.710 so 0 0 133000 SON WI SS I SO 0 ISJON Sa.N Sol 0 s5 sO 1J JON D.lien 0.00 0 0 SO 0 13MM AEou31m3bbs the lladale 6nlMa/m., mebnmrm t .1 $10.25 0 346.740 SO S0 13MM 0.m so 0 0 SO 13UM Hand®Cvrrt/r 'SON 0 SO 30 0 13MM MTNrcebb cure 9IM1 xa9' -u/.: e6vam7 SMONb on br8mr 303350 $1025 So 0 3392121 0 13WW aEEw I..Evcm0 de havers, 1010.1 "IN 0 $0 N29W7 0 13WN aW IaB W/83as - IKannel 110. UM25 SO SO 518328 0 UNDO N.xance Vkv,arm IN 012500 0 SO 55.125 0 13WN Nrunw M6nil0.mJ ctla'emxe391 I wa 250. Ulm 0 SO 810350 0 13WN AbxmcN 6x7 .SMac.Nwa I .c,si ws It, 03 2500 0 0 $25625 0 13]000 AmE9M1rbiHM1 /EEn bumanllew N e..s w.•RenM1l .50.00 0 00 0 ,sum 000 0 0 0 0 OWN WWI Sol 5. 0 0 Appendix E. 65A-212 ® Rojed: Santa Ana Jag Reuse TWA: BWOALEAUrmm' Dam: Jun 12.NIS TRADE DESCRIPTION QTY UNIT UNIT COST W<0cq 0.N CadAr HaneNw Office spaceC.emr ISm00 Omee WOO W SO s0 50 13WO Am°SOwmim In 'e lm0ancA 6n15.er..,. tc. y !Ibb, 4,x0Af y563 SO SO SO 1110550 13MM 50.00 W m SO 50 13moo IS 10 W 0 W 133DW SON u u s0 W 13MW 13MM'SPECULSTRUOTURE9. 77.457 GSF 56.66 SAVO &WAS MINS19 1116.550 14"N ELEVATORS 112022 R WIN so W so W 142222 WA WIN "I SO 1 so W 142022 WW W W so W 142023 010 W W W W 142022 DAAQArwr $0.0 W W so W 140M WA Sow W W 10 W IAN" uW W W s0 50 142022 Nome arae C. Sow so W W 14 20 22 NA $ON W W W u 142022 SOW W W W SO 14N22 .OTB Space Sow W so W W 142022 AlmranwmM4w,1lrt 1.122 ebramn 61.1 W56NOO W So W S153,350 112022 110.00 W so W W 14NU WW W s0 so W 142022 W.Go So $01 W m 142022 142022 ELEVATORS_ ... _.` .. STOP. WA1 SO 'So :W -_ 1151I54 2110M WATER-0ASFD FIRE SUPPRESSION SYSTEMS 21 low R ON W $0 so W 211000 2NOAf $1025 522,5'4 s0 s0 u 21 loW AddMm.r,Gma,110 E A Mn.a wMmnSand AMnew IM N12m.00 551, m s0 so u 21 low WW W so so W 21 low WW W so W W 21 low 0. C. WW W s0 So W 21 low CM r°a. nd0 m.Ol SOS em rmwm psacOm 12.1600 SNOB W UM240 so W 21 low So.W so so 30 W 21 low SOW W so so TO 21 low H.&AmA cavae, W.cO So I up s0 W 21 low ayMemnc wenMwHpd1-VERFYIF REOURED WW SO SO W W 21 low AOdfmm .m actm(Elr km An caaMatan leaded• amn WW So s0 W W 21 low SON W S2 so W 21 tow Oft. WW W 6o W so 2110M WA-WRFY W.W W s0 W W 21 low WW W so sO W 21 low SON W so W W 21 low Low W So W W 21 low .21100. VJAIIER ASEDJ IESUPPRESSIONWSMNS 77.457 GBF 00.05 573.500 WS,2W W W 02 AT PLUMBING DEMOLITION 021100 -RA WW W so W W 0241 W WA SOW W 1 901 u W 034100 WW W so W W M 41 GO Dm cArm WW W so so W V 4 W WA W00 W $0 W W 01410 WW SO m W W MAIM 14aArtMS C4wae WW W s2 s2 W W4100 WA WW W SO W W MAIM WW W W W W MAIM ORbe Sow W so W W M41M Ren0.a !Oeg at me call cop pves 255,.6 $1,53100 W W W $193,600 024100 WW IS W W W M4IW 00.00 W W W W M41M WW W W W W MAIM M410 PLUMBING DEMOLITION "A"OSF 1134 -10 so _-' So "5293.500 2210 W PLUMBING utow R WW W SO SO u N to W WA So.w W W s0 W 221000 Sow W W W W 221000 5000 W so so W 221OW Dm CAme, No W W s2 W 221OW WA WN W W s0 So utow W.W W so W W 2210W Nemahmivc r W.W u so so W 2210M WA WW u s0 s0 W 121000 SOW W s0 SO W "low SO.W W SO W u 221000 010:As 0000 W so W W 22low NPveneEm Yu .rt ert vmman M,ommw An. 59.531 a1 '$2.05 SO W So 5111.051 221000 00.00 W 30 10 W ulow 00.00 W so so W 221000 Sow W s0 so so ulaw Appendix E. 65A-213 I i I Project: Smla Ana Jail Reuse TNe: BW9.t Es6001e Dab: Jura M 2010 TRAOE OESCR Tmm QTY UNIT UNIT COST R..m wl.csm.s Ramal.n Cem.r OR Syn .]Slab PLUMBING: - _- _ - _ _-_- _- BF - ...50.)3 SO $0 .. 10 :NLAsl MAIN PLUMBING -ROOF ORRNAGE "TOM R SON m so 0 b "7020 Abwarce madJ RDSOFD Yrnme mW Mcosv.tl eserrise ab 4YcmYn SMYTH S"A50 30 0 b N70M b.M 0 s0 0 b umm Ow Cear bb 0 to So b 22MM WA Som b 0 0 SO umm b.M b W 0 0 mmm N.-4 C. 50.00 SO s0 0 b ubm WA Som b I SO 1 0 0 ubm m0 b $0 'b - b 22bm ORlns So.m b $0 se SS "NON MA 0.00 SO 0 So b =TOM 2000 b s0 b SO 22MM EO.m 0 0 SO 0 unm sour b so $0 0 22MM 220M P=SWO'-ROOFURNNACE DRAW ,5003 .214150 $0 s0 of 024100 )VAC -DEMOLITION U41M R 0.00 b 0 0 b M4100 OUwnneUl E1tlNl.l HYOG. ems k+wuse0mee W2lg0oor ".lmar 65.13 $174.0 0 $0 0 U41 sow b s0 0 b U41M O4I Carr 30.00 0 I Sol so 0 024100 Diswmcll El dais/)VAC. mems Yr uwsetl arta Orv2kuN. 1377MM $120 b 1176.425 30 0 U41M Remonl ESutl.kry nbm 12.tW,f $1O.25 0 8124.640 30 b M 4100 m.m b $0 so 0 02410 Nme.I-.Cm '0.00 b s0 so '0 0241m DwmNeetle E We1.I INAD• lame mruM1efetl Am. 0T2M 0m, "120.1 0.13 b s0 -3174.065 0 024100 0.00 0 0 so 0 0241N Ortiw3 50.00 b s0 so 0 0241N M.I E Cuc1.I HVAC Iem. MueufeOUes of 200 Nor 34120.1 ISIS so s0 so 3174,865 M41M 0.0 0 s0 50 0 U41M WOO SG s0 s0 0 041 $040 to s0 s0 0 0241N 3D.N 0 30 so b N 410 02410 HVAC-DMOUTION - - AA37GSF .".01 -ilflem . WAS -15174Aa5 '21700 ""m RVC 23mm R 300 b 30 30 0 232000 Amtl mn Wall nYn wwYOanru.e ma. 2.2W.1 $13.30 Men 0 3o b 23NO Am mml9oGep sHmm 2b 0,1250 510.2N 30 So 0 232000 0,00 0 so so 0 23270 0.M b 0 s0 0 23mm WYCw9m W b s0 $0 SO 23MM AN ubenWm/ceM 0x18 TIM IW mea 12.10.1 $250 30 5311500 30 0 23"00 Ammw.pn Ym/m01bo.Hlem/O%I3V.s-NeRrarcy 9b U9,08 75 b 3399.70 $0 b 23NN MI ,R.HYm/ INC, SHbm I OX UB.-N.18c.nW-rw Ud sSabm ab "9,09.74 0 3399.750 SO b 232000 SO.M SO s0 so b 2120W $0.00 b so so 0 2320M MvoWn Cs 30.00 0 So IS SO 23"M Aos-2040 W RVAC.ebm mw m.e "TY WR" F REQUIRED MOD b SO 0 0 23nW sow 0 0 b 0 23MM W 0 0 30 SD 2320M OT S 040 0 so so b 232DM AOemacs mn ctlole.n NYC%n VMSncels 250 wH SMSM s0 0 SO W.M 232DW AOoeuneamim;Mdlrlean/tlueb6 FZIhcammane a 59.937.1 $1.0 30 b 30 MI'm 232DM Aomm mw Iloban lm E WAC umb 77.4570 31." 0 so s0 5119.00 2320M Nm t. WON artvlY rolltrd.Inclnml-VERIFY G REQUIRED b.M SO s0 s0 0 232000 SOW 3o so s0 0 23MW Sow 0 50 30 0 23MN SOM ol So I 30 b 232DM 232000- WAG L88 70.23 Wml 31.111.1001 so mum 23200. WAC-PRWG AND PUMPS. LF .tom 0 . t0 so 0 0341M ELECTRICAL-DEMOUTION M 41N R .Wm 0 3o s0 b 024tM WA SO.M s0 30 30 0 M41M bM 0 b s0 0 U41M O Cmu.r SOW 20 30 30 0 024tM WA $D.N 0 0 30 0 041N SD.M b 3o so 50 0241M H.C. S4.M 0 0 s0 0 M 41N WA $D.M b 0 SD 0 0241W um b s0 so b U41W -O S 0.M So $0 so b W410 ARsawmmrR&R E I.Wtl I:W "7157.1 11 OS N 0 so M.3M 0241 IN 20 S b SD sO b 224122 :5000 b b so 0 MUM 3000 I b I Sol SO 0 00.1 M Appendix E. 65A-214 I ® PWjo6D Santa MO JOE Rww Tal*: BwPlEadnad Dad: Jwe S XX TRADE DESCRIPTION OTT 1ROT DNR COST Rae." Waco , M°meleae Gendl OR BWw 02 At 00 ELECTRICAL-OEMOUTION - 7].457 GSF .SWT 0 $0 30 ST9A53 253160 EMERGENCYGENERCTOR N32W. VItemaed SO On 4 30 30 SO 262200 SOHO SO $0 00 SO 263200 30.00 SO $0 SO SO N>Zw 263200 EMMQIUVCYGENERATOR RW $0.00 00 SO 30 SO 20WN MAWSWTCHGEMs:' AYPS ..30.w 0 30 30 -So XON BU MJGDMTR05UTIGNE0UIPMENT - -AMPS `X.00 So 30 so so XWW-'BOSDINGPONERFEEDERSI _... -_'._ ..- _ _SF._ .. .. `{30.00 .. SOr 30 _'.SO X 20NOO LJGHTING 6 UGHTW0 DISTRIB0TION NNW R WOO SO 30 'So SO 265000 Aw aMconoolN nwcoveM erta INGO 32553 -S%313 30 -s0 50 265008 A Mcs b connect Me fonder.d EI PSON,♦eMCN/nearNdMa 2M SAINW $10350 So SO As 266000 SOW SO S0 so So 255000 SON SO W X SO 26MM Dad Cv-r Sow so An s0 SO 26MM Ail rax l le0cfilE AIMM., vb e.MM atd muldn 12.1Wei $1035 X SIVIQ 30 w 26MM 5400 S0 SO SO 30 26SOM Rcatelda Center w00 SO SO so SO 26NN AOI nax f enM lE Br., aMU ralet cOma0ade Oane. mrimal IO.461a1 $1025 w m SIB7492 SO NNW AOoavca to clm,nI ma fMNM3 M fE SdI4 oak Anuli 6nufiee - lu 315374.00 S0. SO 315,375 SO How 0000 00 SO SO w 265000 OD6e3 SOW SO I SO I s0 _ SO 26NN Afc OHIJ3) wdoMtrclMcels 256 uL SNSN >J SO So $INNO 260000 AOd nm/amt,M X) ightma and cents etc Mao we 59,53Ttl 35.13 SO 30 10 SM5,127 NNW Ala4 WW,,s,fttftfftftmta(E)fmmpMeTs• Wle eBfmude 71,45]of 5205 4 SO s0 3156.767 N w W sow SO 30 $0 00 26NW man 00 so so 00 20WN Sow 00 X 30 SO 26 W00 266000 UG1,11111IGSLI0IITW0OISTRU!"Ofe.. ITS] . s5P3 -' 366,633 3124640 k11122.367 ' "3654714 25WN POKER DISTRIBUTION I RECEPTACLES 26MM R 1000 W SO 30 SO NOON AdI on06aRW5onMnoweoweed orae 21Waf SIC 315,100 s0 So W 25MM N rca b cmnect Pe lee0enb E al 'Ndaee 211 57A67AO SI5.375 00 SO SO 26MM A7 ns6br al rmMW MCI. cOmoct ded4r.b I El priels• tch I me 2a 576874 SISATS Sol So SO 260000 X00 00 $01 X W N W W 0000 X 30 30 00 260000 Oa, Carn7 ".an 00 SO SO SO 260000 300 ard66oOuam fiwrrcwaede bm 1216011 666.63 SO 3310160 so SO X0000 All Ia-x HJACe dm 0M 315.661.50 00 112T.1w so SO 260]00 Idd Ivrrxrtlindanl HJACs tem 6M 310]50.00 00 S62.w0 00 SO 260000 A,lIft'Ifitsve. 8N 376,07SW SO 015.000 X SO Ismoo AwdrrtynlBM IR9e Ann BD $76.87500 4 3615.000 So SO ISWw Ald br]raweeNc4a dMcome00onb9N64m Rowe 211 3512AWW SO SlAN,6w SO SO 26MM 55.00 SO s0 30 SO 26mm Saw SO s0 SO s0 N0000 Hamean Cons X.00 X 3o w X 26MM A6f nex/nMSI rand diaviMcn Mcuroaede n -w mNMM 10.461.1 55.13 SO SO $53748 10 NOW Abrarcobwmactf leedorabE uvU• .<Olrt eYfilde6e6 114 35125W SO I Sol MAN 00 NWW P .fe,W♦erNnex M/K,wW.ewmegketlen b l IF)Wneb• W Nn Munn-YERiY Saw 30 SO SO 50 NWW SO.W 30 s0 SO 00 260300 Ond Saae SO X s0 SO X NWW AId-m a4ev C653 256ceb i1,OX.W S0 30 W SX2AW wWW MdnM/rthORE reNad baemmM vee 5947 e1 IS'S SO 30 SO SX51P 260000 N .. bcennM,l Me deden to E I /me'Paef,♦pedhle I Me 77,497 a1 $Ito IO SO SO 1 417574 NWW saw At s0 SO SO 26MM An m X SO SO NWW 26MO0 POYFJSDISTMWION/RECEPTACLES OPNO SXd2 SNASO '"34,180 •15801 MAN 26000 MISC. ELECTRICAL NWW .et 30.00 So 00 00 SO NNW Abwerce 79.657 I met $40638 X X so wwm Dan SO X w SO NWW Om carter SOW SO SO 30 SO NWW Adwercstrmi4c 11,760.1 11538 SO 5138.600 SO SO NWW Saw So so w SO N4ow H. - C. s0:w 4 $0 X SO .WWW ARwew X.729 y1 X.51 SO 1 $01 319,6n 00 'www X.w So I Sol 30 SO Appendix E. 65A-215 TRADE Project: Swte AIUJaRRcus, 7100: SuNetWmu Data: 1.. 11. NIB DESCRIPTION OTY UMT COST I Ra.w, Nvnuu NNW GlActMM SO so _ _ 50 W NNW AOvaarma 19.8579.1 $1.03 W SO I So UTA48 230000 50.00 S0 0 so SO x80000 Som 0 So SO SO .20000 SOoo W SO so W 280000 Noon MIN.ELECTRICAL 77437 GSF- -01.06 _ MAN , M&='- $19,048. 1313AS 27000 YOICECOMMUNICATIONS• OPNO SOHO 0 :0 - s0 0 SINN CLOCK A BELLSYMEM- OPNG ..10.00... 0 :0 t0 SO -272000 DATA _ - _ _OPNO 10.00 - 0 So to .0 2T000 'AUDIO-WEO COM MUNICATION9.' .OPNO 10.00 ` - W .0 .30 - 0 270000 MISC. LOW49LTAOE SYSTEMS '.270W R 60.00 "I W W So 27MOD A03bwwu nnewcD.ercC area 2,200.f 31530 0.8x9 I SO 0 W 27000 Aaawaace be WMO feNen lO E :wl.• Inca15rtY5aa 24 55115.00 310,250 NJ 0 W 2700 W.0 W NJ 0 0 27000 Sow So 0 W W 27MM Dm CCK✓ 600 SO Sal 0 W 27MM ACCwwwu a 12.IW.f 325.0 0 531100 W W 27MM ABuwencvu cmrcct Pa fvedenw E vmb• In eYMiaM1a. Bb 320,5000 0 SISa.DM 0 W 27000 Abwan. blv IN $153,15000 So 3,253.]5(1 0 0 '27WW $000 W 0 W 0 27MM Mmatm hnrar $000 W 0 0 0 27MM ACC IO.vwN McOn nneC.a-0awswebm55nalvadl 1N 3$,22500 W W 55.125 SO 2700 AOvniwab.n.utln feedenb E anW •.1'0lrtpmr AtiOAer 16 325320 0 0 52,585 W 27MM 000 0 W t0 0 27 W W OT S. 0.00 0 SII 0 0 27MM ACC bwwu -ds; N,a a3a ceO MMnin. el-al(E cele 253.00 32,93250 SO SO M MAD 27W0 Ad11M007a -dau.N aAm an«rvu. etc Mccmnm arta 59.537 of 110.25 W SO 0 01025a _]000 AO %s b cwnd Ne feedeu to e«4=h I mpar"BB.MS 77.4570 $4.13 0 W W S396.037 vww 50.00 W 0 0 0 _27000 300 W1 Sol 0 30 270000 20 WOO MISC.LOWYOLTAOE SYSTEMS _ 77,49 p9F 513.03 S44,015 1(030}30 '.1".680 11.663" 200000 ELECTROWOSAFETYMOSECUROY 28000 WA 0.00 0 0 SO W 28MM SAN W 13 0 13 28000 W..00 W 0 W 0 2000 .,2000 ELECTRONIC" YAKDBECURT' DENCE 410.94 __ 0 SO 0 SO 26000 FITEALARMSYSTEM 28 W W R 30.00 so 30 so 0 28MM AO. FA deJ On...wd arta 2200 a1 $0.15 1,22550 to so s0 28MM Wmwancaw cOn.d" new FAw fE3AMe_t• pWVlmpe9 st 2a 0101000 "050 0 30 0 2800 "n ' mwl,lmFMce E1 FACev4c0 a. nnCcd-N'A 0.00 W 0 0 W 28000 SON 0 W So 0 28X00 DmC. 000 SO SO 0 W 2000 ASOmncabM Irt90Alledd FACOecea 12.100.1 33.08 0 137.3" so W 1000 Ao0warc0 wwmnlW nadled mA FAw E ab •EN,h I re eir MMM. al. $1020.00 0 $62000 W W 28MM 00 0 0 s0 0 30000 Maa4Ae-Caifar 000 0 W 0 W 2000 AO mx FACeAcv>0dD11WNd4 10,4".1 31025 W W 31D7.492 0 283000 AwAmzab wunclua nex FAw E nab• IrtpaBMahe 100 "581300 W 0 3:5,525 0 20000 000 SO 0 0 W 28300 000 W W W W 28MM OT.S W 0 30 0 0 28 30 00 AwwarcnuW Ilrt0d0lledd FA tl.fiO 77,4570 ".05 SO s0 0 010.7" 28MM A3mancew cm.alDn ad«d plani FAw E nWa, OamliNalrftohas 24 00,500.00 W 0 0 54lwo 28000 SON W 0 W 0 283000 W0 0 s0 0 W 20000 20]00 FDLEA MSYSTEM -. ",457 DST 12.94 343.00 -'3119392 8133,19 "-N59,7" Gnnd Teul 3uMetabukontndorcwt S133.27 $1392.647 57149600 $2,20ON3 Sf9 3287 Gtam,ld n aj mdmeC 100% 313.33 $159,285 5714,009 $220,x00 51.141,229 GenefM cvpndnm 5.0% W.33 $",W 093]44 $121110 301,820 GenaN conbac'v OonC 235% 048 Hf3& 5165000 MY= 32983E D.' C 20.0% 0143 13782" 51,659,)08 $520,106 ",71232 WM1al Facwr 400% ".58 SWM4 3"C5,300 3124@3 WNWf Cem.eIC..0 tfw C00 3198.43 S2.347,654 510539.023 0145472 3109x2427 32A48.000 510.536.000 1324500 313.9..00 Appendix E. 65A-216 <�1 P.J.t S2 AW JOR R.se ' TUM: BW9a166fmb ---13a3a:3w 1],mle . TWE DESCR u OTT UNIT UNIT COST Rlanby Oatl CBNaf H.W.. Canbf W,.Spa 2 Fib &g $11.30 =BB.9% 33m.Zlo 3509051 31,055337 3 C.. 50.10 318.013 W % 30 a Wf U.% 30 30 30 38 5 WA $1.72 5)9.950 $155,390 312]00 311,000 6 Wo RIaf5cf 3COm fMA3 51.76 520.500 5508% 320,800 Sri'9.1= ] TMnntl3lkdnn PN!IGpcn 3091 50.20 321.)341 W 327,552 B O $1.23 310350 30 30 $196800 B ft[IR 52030 35591,5 5215,681 5297.010 S2.U3.5R 10 S Mf 5000 U I ol 30 U I1 E 32037 310250 SW.W0 $10350 32888235 12 3000 0 W W W 13 5 ICaf3uc80n 38.68 518.74 X8.750 3909.6i6 3116,850 11 C a 30.91 50 b U 3153.]50 21 fn6u faun 33.05 ST3.800 Hg W W SO n fw mat 511.= m So 3122.0.51 29 WiIc 5835 34.075 31.111100 30 $233.5% 25 F! a1a0BN5na1u1 3080 30 ,5 So ,5 26 EbcBic& W27 3183399 53.58,5 3201,555 31,627.U3 27 Communcw.. 613,0 SU.075 3829.350 67,088 ft 97,211 28 Ektlmi¢Sa( m3Sm U.91 513.050 $119,392 5133,117 S199.797 lWbtll 111=17 11 92BQ 37,14S S028 311UZ267 -Garceal CeSncbf 300Oae.8u0 100% $1333 3159,205 5311.%p M02% 31.1418329 GenrNCpM5la Mah 5.0% $7.33 58),60] 3302" 5121,110 3031,525 GO,"CaMmua Sm 23% $3,5 551.391 3185.600 357225 3298.30 Des Cm' 200% $31.58 =]B3]] 31,658,786 $=0.1% 32]12,038 NaAa f.W SOH 37.55. 5%381 545,109 $121825 56%.%1 Cw6nl ConitrvcSon Coll 31%.43 MX).651 $103L,026 4.578 31a.s"'UT 83.34.000 S10.SU,Q10 4115099 516923.0% 65A-217 Appendix E. 65A-218