HomeMy WebLinkAboutAgenda - 11-12-2013 - 31
SUBJECT: Space St
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: November 12, 2013
Update
DEPARTMENT: Asset Management Services
Action Agenda
Item No. 3
PUBLIC HEARING: (Y /N) No
ATTACHMENT(S): INFORMATION CONTACT:
A) Board - Adopted Framework for Jeff Thompson, 919 - 245 -2658
Iterative, Continuous Space Study Wayne Fenton, 919 - 245 -2628
B) Consolidated Space Utilization and
Limited Physical Assessment
Report Performed by ECS
Carolinas, LLP
C) Consolidated Departmental Space
Update Summary
D) Work Session PowerPoint
Presentation
PURPOSE: To receive and discuss the space study update and provide guidance to the Interim
Manager and staff in anticipation of the FY2014 -15 goals, planning, and budget processes.
BACKGROUND: During the May 21, 2013 regular meeting, the Board of County
Commissioners received the space study update report for review and comment. The abstract
for that item can be found at http:// orangecountync .gov /occierks /130521.pdf (Item 8 -b).
The Board suggested that these presented space study initiatives: 1) return for the Board's
review and continued discussion in anticipation of the Board's annual planning, prioritization,
budgeting, and decision making processes; and 2) be delivered within a framework conducive to
iterative, continuous study over time.
The Board adopted study framework is illustrated in Attachment A, entitled "Board- Adopted
Framework for Iterative, Continuous Space Study ". The framework is founded in the original
2001 framework and guiding principles as well as the major space study framework update in
2005.
As part of this framework, the County engaged ECS Carolinas, LLP of Raleigh, NC to work with
County management and its departments in developing baseline information and ongoing
analysis and benchmarking tools in the areas of space utilization and facilities assessment.
Through the summer break and into the fall, ECS and County Asset Management Services staff
performed limited physical assessments of County facilities (focusing upon County office and
administrative spaces) and aggregated department director space "wants and needs"
information through observation, interview, questionnaire, and comparative industry
benchmarking techniques.
Attachment B, entitled "Consolidated Space Utilization and Limited Physical Assessment Report
performed by ECS Carolinas, LLP ". Attachment C, "Consolidated Departmental Space Update
Summary", initially presented to the Board during the May 2013 space study presentation, is
updated and in accord with the ECS study.
Pete Domenico, Branch Manager of ECS will present the report, methodology, and suggested
topics for Board discussion during the work session. Attachment D, entitled "Work Session
PowerPoint Presentation" outlines the talking points of the work session presentation.
FINANCIAL IMPACT: The Board adopted Capital Investment Plan (CIP) allocated $25,000 in
FY2013 -14 for third party physical assessments, ongoing assessment and analysis tool
assembly, and space use programming exercises for this space study initiative. ECS's
professional services work, represented by the attached report, was performed through an
agreement in the amount of $18,500. Staff recommends the balance of the allocation be
devoted to formal storage education, planning, and policy development to allow maximum
efficiency of defined storage areas within departmental areas as well as County consolidated
storage areas.
RECOMMENDATION(S): The Interim Manager recommends the Board receive and discuss
the space study update and provide guidance to the Interim Manager and staff in anticipation of
the FY2014 -15 goals, planning, and budget processes.
3
Attachment A
Space Study Framework (BOCC adopted on June 18, 2013)
1. Purpose:
The purpose of this space study framework is to provide staff a Board adopted set of
guidelines to systematically inventory, assess, and manage County facility needs on a
continuous basis. Specifically, the framework addresses:
a. Space inventory (facility report updated May 2013)
b. Projected space requirements through 2020 (short term; extended from
original target of meeting needs up to 2010 in 2005 space study update)
c. Projected space needs that may fall beyond 2020 time frame (long term;
extended from original target of meeting needs up to 2010 in 2005 space
study update)
d. Identified space issues that may affect quality of service to County
customers
e. The systematic gathering, review and management of departmental space
needs that impact services (i.e. service trends, locational needs,
technology, growth and /or contraction)
f. The presentation of options and recommendations to the Board that
prioritize, optimize, manage, and ultimately meet County space needs in a
reasonable and useful manner
2. Guiding Principles:
a. Board Adopted in 2001:
• Co- location of departments with similar functions and /or those that
serve the same customer base
• Consolidation of County operations to as few sites as may be
practicable in an attempt to gain operational efficiency and
customer access
•
Owning facilities in which County operations are located, as
opposed to leasing, except where there exists a compelling
business reason to do so
b. Additional Guiding Principle Board Adopted in 2005:
. Building and maintaining facilities and spaces according to
sustainable practices and high performance building standards
(Board adopted Environmental Responsibility Goals)
c. Suggested Principle for Board Adoption in 2013:
• Evaluation of the relative cost and benefit of facilities use where
those facilities are stressed — "fully and /or practically depreciated ".
This principle is necessary in order to manage the facility to its
highest and best use while planning and providing for the
potentially displaced space need.
M
3. Basis of Study:
The study will include a review of the use of all County buildings, along with a
description of the space needs of each County department and other users of County
buildings (e.g. District Attorney).
These assessments will serve as a fundamental work product and will form the basis
for the scope of the study:
a. Management and Staff Assessment and Input. The Metrics of this
Assessment are as follows:
i. Management evaluation and comment
ii. Staff evaluation, collected and documented by the user
questionnaire established in 2001
b. Physical Assessment and Inventory. The Metrics of this Assessment are
as follows:
L Physical report (staff and consultant)
ii. Maintenance and utility report (staff)
iii. Identification of stressed and under - utilized assets
iv. Valuation of stressed and under - utilized assets through a Net
Present Value Calculation (staff)
c. Departmental Space Needs Programming housed within stressed or under-
utilized assets (staff and consultant)
4. Scope of Study:
The scope of the study will be based upon the before - mentioned Basis of Study data,
analysis, and conclusions and will be framed by:
a. Space needs required no later than 2020; as well as beyond 2020 — based
upon:
L management and staff assessments,
ii. facility assessments,
iii. identified stressed or underutilized assets,
iv. identified Board, management, and departmental needs;
b. Board adopted strategic planning initiatives
5
5. Options and Recommendations:
The criteria and decision factors for recommended space study action that are
suggested for Board adoption are as follows:
a. Making decisions based upon the before - mentioned guiding principles:
• Consolidation
• Centralization
• Ownership
• Sustainable building operation and programming
• Cost and benefit analysis
b. Minimizing under - utilized spaces
c. Formulating reasonable, defensible courses of action for stressed facilities
d. Providing exceptional facilities for County service delivery
e. Meeting longstanding, publicly supported needs
f. Recognizing, anticipating, and planning for growth (and contraction) trends
6. Timeline and Horizon:
Staff will recommend space need prioritization, scheduling and funding sources to the
Board for comment and adoption each fall prior to the annual Capital Investment
Planning process.
This space study framework is recommended to be fully updated every 5—" year, with
annual status reports to be presented to the Board each fall before the budget season.
These updates may serve as a vehicle to recognize and address the trends and
strategic directions and receive Board guidance outside of the budget process.
This space study framework will be used for a systematic study of County facility
space needs in 2013.
o Attachment B 6
ECS CAROLINAS, LLP `setting the Standard for Service"
� Geotechnical • Construction Materials • Environmental • Facilities NC Registered Bgineenng Firm F -1078
October 23, 2013
Mr. Jeff Thompson
Orange County Asset Management Services
PO Box 8181
Hillsborough, North Carolina 27278
Reference: Executive Summary of Limited Facilities Consulting Services
Orange County Facilities
ECS Project No. 06 -20784
Dear Mr. Thompson:
ECS Carolinas, LLC, along with our sub - consultant, Facility Futures (ECS will be defined as ECS
Carolinas and Facility Futures for the remainder of this report), provided our services in accordance with
our authorized proposal 06:16742. Please find the attached executive summary of the work completed
to date.
Puraose
The purpose of this report is to provide the first step in developing the tools to allow Orange County to
serve its constituents as it pertains to the management of their facilities. The baseline financial and
space studies will allow future decisions to be based upon an objective snapshot of Orange
County Facilities as of August, 2013. Future decisions will affect the results of this study, but the
framework for determining financial and space efficiencies is in place and can be updated and modified
by Orange County Staff.
Space Use Study
ECS conducted field site visits, interviewed Asset Management Staff, reviewed previous space utilization
surveys, and developed /reviewed space utilization surveys completed by department directors to update
the previous Orange County Facilities Space Studies. ECS also obtained detailed space use
drawings and square footage information from Asset Management Services. These information
sources were used to prepare an efficiency of space use summary on a square foot basis.
Departmental wants and needs within assigned portions of facilities were identified within a majority of
completed departmental space utilization surveys. Detailed survey responses are presented in
Attachment 1.
Of the County's approximately 798,000 total gross square feet of building space, ECS has focused its
space use study on approximately 109,000 usable (291,000 gross) square feet of general
administration /office space, assigned departmental storage space, and currently unassigned spaces
designed for non - Court /Judicial /Law Enforcement office use. ECS did not conduct space studies for
County enterprise fund spaces (Orange County Solid Waste and SportsPlex), leased spaces (Builders
FirstSource, Terradotta space at 501 West Franklin Street, Piedmont Food and Agricultural Processing
Center), and park administration spaces.
9001 Glenwood Avenue, Raleigh, NC • 27617 -7505 • T: 919 - 861 -9910 • F: 919 - 861 -9911 • www.ecslimited.com
ECS Capitol Services, PLLC • ECS Carolinas, LLP • ECS Central, PLLC • ECS Florida, LLC • ECS Mid - Atlantic, LLC • ECS Midwest, LLC • ECS Southeast, LLC • ECS Texas, LLP
7
The compilation of the department director surveys revealed the most commonly identified wants and
needs as:
1. Dedicated employee break rooms
2 More conference /"flexible space" rooms
3. Additional storage areas
4. Ergonomically correct work stations
5. More dedicated records storage rooms
Although the department director surveys identified a need for more of the above listed spaces and
features, the ECS' space analysis reaches a different conclusion. Orange County's space utilization within
its current office space (dedicated portions of office buildings) range from 143 square feet of office space
per person to 1,219 square feet per person, with an average of 403 square feet of office space per person.
This average space per person is based on the provided assigned square feet per department. These
assigned spaces reportedly include expansion capability recommended in previous space studies. The
County facilities provide space with planned growth (roughly 20 %) to assist in offsetting the need to add
new space in the future.
In general, usable square footage is made up of all the square footage within a department's space
including office, hallway, lobby, and dedicated conference room spaces. This ratio does not include
dedicated storage space, and other non - office space, within the office buildings. Industry standards provide
a standard range of between 200 and 250 square feet of usable office space square footage per person'.
In addition to the current occupied office spaces, Orange County currently has significant areas of under-
utilized and unoccupied /unassigned spaces designed for office use within several existing buildings.
These buildings include the Link Government Services Center, the Government Services Annex building,
and the Asset Management Services North (Fleet and Surplus Services) Administration Building.
Table 1 presents the three most efficient and inefficient properties and /or departments from a space use
standpoint (usable square feet per person). Table 4 of the full report includes a summary of all County
facilities evaluated and their usable square footage per person.
Table 1
Efficient and Inefficient Property Summary— Useable Square Footage Per Person
Efficient Properties /Depts
USF /person
Inefficient Properties /Depts
USF /person
1. Soil and Water-Env
143
1. Elections - Gov
1,219
and Ag Bldg
Services Annex
2. Attorney - Link Gov.
160
2. Revenue - Gateway
369
Center
Center
3. Land Records —
170
3. Planning and Insp.
373
Gateway Center
— West Campus Office
Limited Physical Assessment
In conjunction with the space uses study, ECS conducted a limited physical assessment of Orange
County facilities. The limited physical assessment utilized "walk- through" observations, RSMeans
1 IFMA is the International Facilities Management Association and their guidelines for definition of office space can be found at
www.IFMA.org.
capital expenditure information, and operational data provided by Orange County. The limited physical $
assessment was an integral portion of the model to provide relative financial performance of Orange
County facilities. This model is capable of evaluating the County's public facilities relative to its possible
peer group of commercially available buildings and uses.
For available, comparable commercial property types — (office, warehouse and light industrial space) the
annual cost of operating the buildings was compared to a full- service lease rate for private sector
comparable buildings. Properties which are unique and are specific to specialized County
government operations (Jail, Solid Waste operations, Emergency Services operations, etc.), capital and
depreciation costs were compared to replacement costs (utilizing RSMeans to determine replacement
costs). ECS consulted with the Orange County Tax Assessor for appropriate tax rate ranges, and used
replacement costs as assessed value.
As an overall portfolio, Orange County operates efficiently in regards to market rates and replacement
costs. Table 2 presents the three most efficient facilities and the single inefficient facility from a cost
standpoint. Appendix 3 of the full report includes a summary of all County facilities evaluated and their
cost per square foot.
Table 2
Efficient and Inefficient Property Summary – Cost Per Square Foot
Most Efficient Properties
Inefficient Properties
1. Court Street Annex
1. Environment and Agriculture Building
2. Link Government Services Center
3. Public Defender Building
In conclusion, Orange County possesses a reasonably efficient portfolio and has sufficient space for short
and longer term growth. ECS understands the County is currently interested in obtaining long term
development rights for its Southern Orange Campus to address longer term growth nearest the County's
population centers of Chapel Hill and Carrboro.
ECS recommends Orange County:
1. Utilize this baseline report to consider the future use of its inefficient utilization of space and
financially stressed assets identified;
2. Promote and maintain an adequate amount of public use conference /flex spaces that could be
drawn from the currently available under - utilized spaces;
3. Initiate a focused educational and development program for organized, efficient and sustainable
storage of equipment, supplies, and documents. The largest inefficiency observed is use of
County office space for storage.
4. Actively strive for operational efficiencies and the reduction of capital and operating costs through
a continuous and programmatic discussion of facilities and space utilization issues.
Sincerely,
ECS Carolinas, LLP
alLI
Cameron Anderson
Project Manager
"C41 fr 4
Peter Domenico, P.E.
Principal Engineer
9
D
ECS CAROLINAS, LLP "Setting the Standard for Service"
I_ Geotechnical • Construction Materials • Environmental • Facilities NC Registered Engineering Firm F-1078
October 23, 2013
Mr. Jeff Thompson
Orange County Asset Management Services
PO Box 8181
Hillsborough, North Carolina 27278
Reference: Report of Limited Facilities Consulting Services
Orange County Facilities
ECS Project No. 06 -20784
Dear Mr. Thompson:
ECS Carolinas, LLP (ECS) along with our sub - consultant, Facility Futures, provided our
services in accordance with our authorized proposal 06:16742.
We are pleased to submit this report that serves as a narrative discussion of the project, a
summary of our observations and recommendations for further in -house evaluation of Orange
County Facilities.
We appreciate the opportunity to provide consulting services for this project. If you have
questions or comments concerning this report, please feel free to contact us at your
convenience.
Sincerely,
ECS Carolinas, LLP
C�
Cameron Anderson
Project Manager
k
e'el 'I
Peter Domenico, P.E.
Principal Engineer
9001 Glenwood Avenue, Raleigh, NC • 27617 -7505 • T 919 -861 -9910 • F: 919- 861 -9911 • www.eeslimited.com
ECS Capitol Services, PLLC • ECS Carolinas, LLP • ECS Central, PLLC • ECS Flonda, LLC • ECS Mid - Atlantic, LLC • ECS Midwest, LLC • ECS Southeast, LLC • ECS Texas, LLP
REPORT OF LIMITED FACILITIES
CONSULTING SERVICES
3700 Glenwood Avenue
Raleigh, North Carolina 27612
Prepared for:
Mr. Jeff Thompson
Orange County Asset Management Services
PO Box 8181
Hillsborough, North Carolina 27278
i
TM
Prepared by:
ECS Carolinas, LLC
9001 Glenwood Avenue
Raleigh, NC 27617
ECS Project: 06 -20784
November 6, 2013
10
11
Table of Contents
ProjectInformation ......................................................................... ..............................1
SpacePlan Update .......................................................................... ..............................1
Limited Physical Assessment .......................................................... .............................13
MarketValue .................................................................................... .............................18
Financial Stress of Property ............................................................ .............................19
Summary and Recommendations
Appendices
Appendix 1 — Space Utilization Questionnaire Summaries
Appendix 2 — Physical Attributes of a Well- Designed Workplace — Detailed Descriptions
Appendix 3 — Facilities Market Value and Financial Stress Table
12
PROJECT PURPOSE AND
INFORMATION /SCOPE
ECS Carolinas ( "ECS ") was retained to assist Orange County in improving planning for
current and future use of Orange County facilities. The following tasks were included as
part of this work:
1. Review and updating the County's current use of space and departmental
assignments.
2. Review and evaluation of the County's current space use plan.
3. Performance of limited physical assessments of County facilities to provide a
consistent approach to identifying possible future capital improvements during the
next ten years and associated cost estimates. The costs developed do not include
additional public sector procurement costs. Costs were developed by using
RSMeans.
4. Valuation of current assets including a comparison of Orange County's cost per square
foot to operate their facilities and readily available full service lease market
rates. This evaluation is only applicable /provided for facilities where similar
commercial properties are available for comparison.
5. Providing data to assist Orange County in determining which properties are "stressed"
financially (presented in detail below), under- utilized, or have capital needs greater
than replacement cost.
INTRODUCTION /BACKGROUND
Orange County currently owns or operates approximately 798,000 gross square feet (GSF) of
space in 36 individual facilities. ECS observed the County's use of its available office space
in twelve County occupied /controlled buildings (did not include court system occupied
buildings). The County buildings designed or utilized for County specific uses (Jail, Animal
Services Center, etc.) were also not included within the space study portion of this report.
ECS conducted limited physical assessments of the majority of County facilities (32 of 36) to
evaluate the relative financial stress of the County's portfolio of buildings, and to provide cost
estimates for corrective work required in the next ten years (the typical capital cost projection
period used in the private sector). ECS also evaluated the relative financial stress of these
County buildings.
SPACE PLAN UPDATE
ECS' sub - consultant, Facility Futures, a space planning and use specialist performed the
necessary field work and analysis to provide direction for current and future space planning
by the County.
- 1 -
Industry space use terminoloov
13
This report, in keeping with industry standards, considered _gross square footage for
calculations and assessments related to asset valuation and financial comparison, and
usable, or rentable, square footage for calculations and assessments related to space use.
The First floor of the Link Center has been used as an example here to visually demonstrate
the individual industry standard categorizations of spaces within buildings.
The gross square footage of an area is calculated as the sum of the floor areas within the
outside faces of the exterior walls for all stories which have usable floor surfaces. The
following plans, quantities of space, and layout (used as an example) was provided directly
by Orange County and was not confirmed by ECS.
As an example, Figure 1 below demonstrates the gross square footage of the first floor level
of the Link Government Services Center.
Figure 1
GROSS SQUARE FEET
13,050
Usable square footage includes all assignable square footage plus a portion of non -
assignable square footage (including service areas (custodial, restrooms), circulation areas,
and mechanical areas, as defined below). Assignable square footage includes areas on all
floors of a building assigned to, or available for use by, an occupant, including space
functionally usable by an occupant.
In the private sector lease market, these areas, though not assignable to an individual
building occupant, would be charged to all building occupants on a pro -rated basis
proportional to the assignable square footage included in their lease.
Figure 2 below demonstrates assignable square footage for the first floor of the Link
Government Services Center.
-2-
..
14
Qv
Figure 2 EJ
ASSIGNABLE AREA
7,550 SQ FT
Building service areas are those areas on floors of a building used for custodial supplies, sink
rooms, janitorial closets and for public restrooms. Figure 3 demonstrates the service areas on
the first floor of the Link Government Service Center.
The circulation area is the portion of the gross area — whether or not enclosed by partitions —
which is required for physical access to some subdivision of space. Circulation areas include,
but are not be limited to: corridors (access, public, service), elevator cars, escalators, stairs
and stair halls, lobbies (elevator, entrance, public). Figure 4 demonstrates the circulation
areas on the basement level of the Link Government Services Center.
-3-
15
Mechanical areas include the portion of the gross area designed to house mechanical and
electrical equipment, utility services, etc. Figure 5 below demonstrates the mechanical spaces
on the basement level of the Link Government Services Center.
N
E
Figure 5
MECHANICAL AREA
467 SQ FT
Structural areas include the portion of the gross area that cannot be put to use because of
structural features, and include exterior walls, fire walls, permanent partitions, unusable areas
in attics or basements, or comparable portions of a building with ceiling height restrictions.
Figure 6 demonstrates the structural areas of the first floor of the Link Government Services
Center.
-4-
16
Figure 6
STRUCTURAL AREA
3,088 SQ FT
Table 1
Link Center Square Footage by Space Type Category
Link Government Services Center — First Floor
Square Feet
Assignable square footage
7,550
Service area
311
Circulation area
1,607
Mechanical area
524
Structural area
3,058
Gross square footage
13,050
Note: Gross square footage equals the sum of all Assignable, Service, Circulation, Mechanical and Structural
areas. These measures were used in calculating the usable square footage for each department in the buildings
examined, and to evaluate space utilization.
Table 2 presents a summary of space categorization in all buildings visited and evaluated for
space use by ECS.
-5-
17
TABLE 2
Buildings Assessed for Space Use
Building Name Categorizations Office Storage Other Unassigned Service Circulation Mechanical Structural Gross
Assignable usable Sq Ft
+ + + + + + + - (GSF)
GOVERNMENT SERVICES ANNEX
Office
3,430
486
2500
298
2254
619
2,863
12,450
JOHN LINK, JR GOVERNMENT SERVICES
CENTER
Office
6,717
3409
4681
606
5126
815
4,637
25,991
SOUTHERN HUMAN SERVICES CENTER
Office /Health clinical
7,946
7945
1439
6204
511
4,567
28,612
ENVIRONMENTAL & AGRICULTURAL CENTER
Office
5,810
3671
3929
454
2433
590
3,285
20,172
ASSET MGT SERVICES NORTH ADMIN BLD
Office
762
1174
73
109
282
2,400
WHITTED HUMAN SERVICES CENTER
COMPLEX
Ofc /Health /dental clinic
17,173
13372
2565
2676
16519
1742
9,053
63,100
SKILLS DEVELOPMENT CENTER
Office /classroom
1782
7259
546
2186
112
1,347
13,232
OPT MODULAR OFFICE BUILDING
Office
883
916
75
285
361
2,520
ROBERT & PEARL SEYMOUR SENIOR CENTER
Off ice /classrm /program
1,366
15804
1302
3590
680
4,038
26,780
CENTRAL ORANGE SENIOR CENTER
Office /classrm /program
1,660
11720
1095
2104
298
2,123
19,000
WEST CAMPUS OFFICE BUILDING
Office
16,205
9527
284
1856
12729
1091
5,024
46,716
GATEWAY CENTER
Office
6,940
337
6719
701
4319
950
2,880
22,846
HILLSBOROUGH COMMONS
Office
20,858
7122
8413
1317
14652
366
3,272
56,000
LIBRARY
Program /office
2014
11092
1031
2138
658
6,521
23,454
TOTAL
93,546 11,130 101,765 10,030 13,469 74,539 8,541 50,253 363,273
Unassigned usable space:
Government Services Annex includes - 2500 square feet of structurally usable square footage on the second floor
Link Government Services Center includes approximately 4,680 square feet in the former Register of Deeds and County Engineer areas on the first floor level
West Campus Office Building includes two small closet /storage spaces on the basement level
129 King Street (occupied by Public Defender) includes approximately 1,360 square feet of unconditioned, low bay warehouse space
-6-
In
TABLE 3
Workplace Appropriateness Ratings
Facility
Work lace Attribute
Comments
A
B
C
D
E
F
GI
H
I
J
K
L
Av
Asset Management Services
North Administration
3
NA
3
3
2
1
NA
3
3
NA
NA
1
2.4
Currently unoccupied -good place to move a small
stand -alone department or agency
Environmental & Ag
3
1
2
3
1
1
1
1
1
NA
NA
1
1.5
Renovated former grocery store
Gateway Center
3
2
2
3
2
2
3
2
2
NA
NA
3
2.6
Government Services
Annex
3
1
3
3
1
2
2
1
3
NA
NA
1
2.0
Hillsborough Commons
3
1
2
3
2
2
3
1
2
NA
NA
2
2.1
Link Govt Services Center
3
1
2
3
2
3
2
2
2
NA
NA
3
2.3
Seymour Senior Center
3
3
3
3
2
3
3
3
3
NA
NA
3
2.9
Skills Development Center
3
3
3
3
2
2
3
3
3
NA
NA
3
2.9
South Human Svcs Center
3
2
2
3
2
2
3
2
3
NA
NA
3
2.5
West Campus Office
3
3
3
3
2
2
3
3
3
NA
NA
3
2.8
Whitted Human Services
3
1
1
3
1
1
1
1
2
NA
NA
2
1.6
Renovated former school building
Workplace Attributes
A. Accommodates distraction free work on an individual basis
B. Supportive of collaboration and interaction among employees
C. Accommodates undistracted teamwork and meetings
D. Flexibility of workspaces to accommodate personal work styles
E. Some control over heating and cooling in the open office environment
F. Visual access to daylight and control of glare
G. Workspaces are designated in size and type by function
H. The facility is easyto navigate through (Wayfinding)
I. Appropriate adjacencies are met
J. Ease of access to and flexibility of technology
K. Ergonomics
L. Manifeststhe culture of the overall organization
Rating Key:
1 — Not incorporated
2 — Partially incorporate
3 — Fully incorporated
NA— not applicableto facility or unknown
-7-
19
SPACE UTILIZATION
The purpose of the high -level space utilization study of County office buildings is to:
1. Identify areas that are either under - utilized or over - utilized;
2. Identify critical space issues and possible solutions;
3. Benchmark space utilization, where possible, using industry standards; and
4. Subjectively rate physical workplaces in various buildings using criteria identified and
defined in Appendix 2 of this report, "The Physical Attributes of a Well- Designed
Workplace — Detailed Descriptions ".
The "understanding phase" of the study included identification and evaluation of the following:
1. The overall space strategy of Orange County;
2. How space is currently utilized;
3. County department business goals and initiatives;
4. County department operations and culture;
5. How existing facilities support or hinder service delivery for County departments;
6. How the velocity of technical innovation in service delivery may affect future service
delivery;
7. How impediments inherent in the existing space restrict efficiency and effectiveness of
service delivery; and
8. Challenges the County faces in managing its facilities.
ECS and Facilities Futures completed its analysis through 1) thoroughly reviewing building plans
and past space study documents; 2) reviewing and assessing department head survey data; and
3) information gathered through interviews and follow -up questions.
Only those buildings occupied by County employees housed within general office
environments were visited. ECS and Facilities Futures did not tour nor evaluate facilities such
as the Emergency Services Headquarters, the Animal Services Facility, the Jail,
Courthouses, nor other buildings that would only house specialized functions.
KE
The following buildings were visited:
1. Asset Management Services North Campus Administration Building
2. Central Orange Senior Center
3. Environment and Agriculture Center
4. Gateway Center
5. Government Services Annex
6. Hillsborough Commons
7. John Link Jr. Government Services Center
8. Seymour Senior Center
9. Southern Human Services Center
10. Skills Development Center
11. West Campus Office Building
12. Whitted Building
Using annotated floor plans and related square footage assignments (as defined and described
earlier in this report), space utilization factors for each building were developed, and problem
areas identified. In addition, the department director surveys and management information were
reviewed and space functionality was identified. Using these attributes of a well- designed
workplace, each space was subjectively rated.
All in all, square footage per occupant for office space in most Orange County buildings is in line
with the type of work being performed (See Table 4, "Orange County Space Utilization
Summary ").
According to space utilization benchmarking statistics of the International Facility Management
Association (IFMA), usable square feet per occupant is higher in Orange County's facilities than
current standards for office space. In corporate office settings today, cubicles significantly out-
number hard - walled offices and space utilization rates in the 200 -250 usable square footage per
occupant range are more typical.' Orange County's office design is more hard - walled with very
few cubicle workstations in its office spaces —a deliberate design element because of privacy
needs for County operations. This coupled with the configuration of the space within older County
facilities are very compartmentalized and that Orange County's newer facilities were space
planned for an estimated 20% expansion, contributes to an increased square footage per person.
The areas where usable square feet per occupant is highest in Orange
Planning and Inspections – Assigned space includes a designed customer lobby and walk-
up service counter space for the public.
Revenue - Assigned space includes a large designated filing area.
Register of Deeds - Assigned space includes a large designed records retention area.
Board of Elections - Assigned space includes a significant amount of space dedicated to
the storage of election equipment and other election materials.
1 International Facility Management Association, Research Report # 30, 2008
MGM
21
County Manager - Assigned space includes large circulation and reception area.
Housing, Human Rights and Community Development - Assigned space includes approximately
1,300 square feet of storage and waiting /reception area.
BENCHMARKS FOR A WELL DESIGNED WORKPLACE
A well designed workplace means different things to different organizations. One company may
have a clear need for distraction free work 90% of each day. This may result in an office
comprised of almost entirely private offices whereas a company whose chief business initiative is
to get their product to market faster may require 90% group work. In that case, their workplace
will likely be very different from the first.
Just as we do not expect every well- designed workplace to be designed in the same way, we
would not anticipate that all well- designed workplaces have all of the attributes described above
either. As such, the definition of a well- designed workplace is subjective and relative.
A $10 billion consumer goods company with a 500,000 square foot Class A, owned corporate
headquarters may have state -of- the -art furniture, specially designed spaces for interaction and
collaboration, team rooms and the highest HVAC system technology available. On the other
hand, a $1 million ad agency that leases 20,000 square feet of Class B space may have low end
furniture. But it may have the mobility required to support collaboration. It may also have a "look"
that demonstrates their creative atmosphere. The ad agency may have a "spec building" grade
HVAC system, but may also have operable windows. These are two entirely different types of
workplaces, yet both would be considered well- designed because they support the work their
company's employees do and they reflect their respective cultures.
So, what is the definition of a well- designed workplace? One could say it is a workplace that
supports the strategic business initiatives of the company, supports the employees in
performing their work efficiently and productively, reflects and embodies the values and culture of
the company and is environmentally healthy.
The Physical Attributes of a Well - Designed Workplace
Based on our research and our experience as workplace designers, we recognize the following
attributes as those that have the biggest positive impact on the physical workplace.
A. Accommodates free work on an individual basis;
B. Is supportive of collaboration and interaction among employees;
C. Accommodates undistracted teamwork and meetings;
D. Flexibility of workspaces to accommodate personal work styles;
E. Provides some control over heating and cooling in the open office setting;
F. Visual access to daylight and control of glare;
G. Workspaces are designated in size and type by function;
H. The facility is easy to navigate through (wayfinding);
I. Appropriate adjacencies are met;
J. Ease of access to and flexibility of technology;
K. Ergonomics;
-10-
22
L. Manifests the culture of the overall organization.
Full descriptions of the characteristics of each attribute are presented in Appendix 2.
Space Utilization Summary
The following is a space utilization summary of selected buildings owned or leased by Orange
County, North Carolina. The summary is based on the following:
1. The information is extrapolated from the document entitled, Square Footage by Department or
Agency as prepared by the Orange County, Asset Management Services Department (undated),
latest version received October 11, 2013.
2. Conference rooms are allocated to the building in which they are located, even if they are
available for use by occupants of other Orange County buildings.
3. For the purpose of this report, the following definitions are used. They are recognized by both
the Building Owners and Managers Association (BOMA) and he International Facility Management
Association (IFMA):
• Usable area: The portion of a building or floor available for occupants. In leased space this
is the area not shared with other tenants. It is the amount of functional space available for use by
an occupant or tenant.
• Rentable area: This is the gross area of a building minus exterior walls, major vertical
penetration and interior parking spaces. In leased space, this area includes common areas
(defined below) shared with other tenants, and is the amount the lessee pays for.
• Common area: Common area is space shared by all tenants, such as but not
limited to, the main lobby, main circulation corridors leading to individual leased spaces, elevator
lobbies, duct chases, building columns, mechanical /electrical rooms, wiring closets, amenity
spaces available to all tenants such as a fitness centers, cafes, day cares, etc.
• Load Factor: The Load Factor is a percentage that takes into account the
common areas. It is determined by dividing the total rentable area by the total usable area. A
tenant's basic rent is determined by multiplying their usable area by the load factor, and the result
(which is the rentable area) is then multiplied by his rental rate per square foot.
2 Vertical penetrations include stairs, elevator shafts, utility tunnels, flues, pipe and duct shafts and their enclosing walls (Source
International Facility Management Association, Research Report #30, 2008
-11-
23
Table 4
Orange County Space Utilization Summary
Facility
Tot
Common
Load
Department
Dept
Comm
Dept
# of
USF /
Comments
Asset Mgmt North
2,400
Vacant
Env & Ag Bldg
20,172
2,258
11%
DEAPR
3,740
419
4,159
13
288
Building common area does not include
Farm Services
759
85
844
4
190
Coop Ext
3,956
443
4,399
10
396
Soil & Water
717
80
797
5
143
Gateway Center
22,846
5,175
23%
Tax/ Appraiser
3,221
730
3,951
19
170
Land Records
1,527
346
1,873
9
170
Reg of Deeds
8,626
1,954
10,580
14
616
Large area for records
Revenue
3,323
753
4,076
9
369
Large filing area
Govt Srvs Annex
12,450
2,212
18%
Elections
4,875
4
1,219
GSF does not include 2nd floor space
Hillsborough
56,000
14,752
26%
Social Services
38,016
128
297
Link Govt Center
25,991
6,295
24%
Attorney
641
155
796
4
160
BOCC
1,041
252
1,293
4
260
County Manager
2,090
506
2,596
6
348
Finance
3,737
905
4,642
14
267
Human Res
2,360
572
2,932
8
295
Skills Developmnt
Social Services
1,782
12
149
South HS Center
28,612
8,400
29%
Child Support
227
67
294
1
227
Health
1,802
529
2,331
15
120
USF includes office space only
Housing
689
202
891
3
230
Social Services
7,536
2,212
9,748
30
251
Sheriff
449
132
581
2
225
West Campus
46,716
17,136
37%
Asset Mgmnt
2,278
836
3,114
9
253
Files and plan storage + 1 conference
Child Support
3,163
1,160
4,323
13
243
Economic Devlp
656
241
897
4
164
Env Health
3,760
1,379
5,139
21.50
175
IT
4,101
1,504
5,605
17
241
Ping & Inspect
8,388
3,077
11,465
22.50
373
Unassigned
699
Whitted Center "A"
30,769
7,542
25%
Health
3,439
843
4,282
20
172
non - clinic space only
Unassigned
8,985
2,202
11,187
Whitted Center "B"
132,3311
7,497
23%
Health
5,327
1,235
6,562
25
213
non - clinic space only
Housing/ CD /Hum Rights
5,020
1 1,164
6,184
13
386
-12-
/.'
Space Study Suaaestions for Consideration
Relocate Elections' equipment from the Government Services Annex to either the
Environmental and Agricultural Center or Hillsborough Commons. Both buildings have
available dedicated storage space that would be much more efficient and appropriate
spaces to store the election equipment and various election materials. The vacated space
in the Annex could easily be upgraded and freshened up with new flooring, ceilings,
lighting and paint.
2. Similar to the Annex space, the vacant North Administration building could be easily and
quickly freshened up and used for a small department if another building were to reach
capacity.
3. Going forward, the County should incorporate the attributes of a well- designed
workplace into the future designs of their physical workplaces. It should be kept in mind
that each of the attributes may apply differently to different departments and as such
they should be applied accordingly.
4. Look for opportunities to move departmental storage that doesn't require frequent access
to the caged storage area at the Environment and Agriculture building. Significant
spaces could be open for use should the County engage in a fairly low -cost
campaign of storage education and execution throughout available storage
facilities.
5. Identify the most impactful and prioritize them by criticality, feasibility and cost. Then
develop and execute a tactical plan to implement them.
LIMITED PHYSICAL ASSESSMENT
ECS conducted a limited physical assessment of the County's facilities, and reviewed the
County's five -year capital investment plan (CIP) for 2012 -17. County Asset
M a n a g e m e n t S t a f f i n f o r m e d ECS of the typical scope of work for restoration projects
with the CIP. ECS then compared the age of existing facilities' equipment /systems to
appropriate industry standard expected useful life (EUL). Based on age, EUL was used to
develop a list of systems requiring substantial repair /replacement (projects) during the term of
an industry- standard ten -year capital forecast. ECS utilized R. S. Mean S3 estimated costs for
the above referenced list of projects, with a complete replacement scope of work. These
costs, presented in Table 5, cannot be compared to Orange County solicited bids, or specific
consultant's estimates of costs when making a system more efficient. The systems addressed
during this assessment were parking lots, HVAC systems, roofing and building exteriors.
The following facilities are currently in use in functions other than their original planned use.
Although the space may serve the current purpose, the original structure, planning, and layout
may not allow for the highest and best use of the space, or meet County needs in the most
efficient manner.
3 RS Means (Reed Construction Data, Inc.), "a trusted name in construction costs for more than 70 years offers - -- annually
updated construction and cost information." RSMeans.com
-13-
25
1. Environmental and Agricultural Building
This building, currently serving as an office and records storage building, was originally
constructed as a grocery store. The building superstructure is not typical of office
space property within Orange County.
2. Emergency Services Center
This building was originally constructed as the Tweeter Audio /Video headquarters,
housing some offices, retail merchandise and distribution center, and installation and
service center.
3. Public Defender Office
This facility was originally constructed as a residence and later expanded to
include space for a retail furniture store. The construction is typical of a single family
residential (timber stick built) in the front portion, and warehouse type block construction
in the rear. The building was renovated in 2001 to create office space for the Purchasing
and Central Services Department, and again in 2009 to house Public Defender staff. The
building superstructure is not typical of office space property within Orange County.
4. Whitted Human Services Center
The facility was originally constructed as a school building with a dining hall and large
classroom spaces. The load bearing block c o n s t r u c t i o n of t h i s f a c i l i t y
typically does not lend itself w e l l to interior modifications and changes in layout.
Code compliance evaluation services were not included within the approved scope of
work and are not accounted for within this report.
-14-
M
Table 5
Limited Physical Assessment - 10 Year Capital Cost Estimates
Location
Repair /replacement project
Cost
Central Orange Senior Center
TPO roof replacement
$35,000
HVAC Equipment
$280,250
Total
$315,250
Asset Mgmt North
HVAC Equipment
$35,400
Building envelope
$20,000
Total
$55,400
Animal Services Center
Parking lot repair
$187,350
Total
$187,350
501 West Franklin
Parking lot repair
$14,400
Public Defender
Replace modified bitumen roof
$26,500
Replace shingle roof
$7,200
Replace HVAC equipment
$109,268
Piedmont Food & Ag Center
Building Envelope
$37,700
Total
$195,068
West Campus Building
Basement leak allowance
$10,000
Replace TPO roof
$26,000
Replace HVAC equipment
$703,811
Total
$739,811
Southern Human Services
Parking lot repair
$944,100
Motor Pool
Cracked block in break room
$3,000
Replace HVAC equipment
$429,638
Building Envelope
$85,000
Total
$1,461,738
Solid Waste Admin
Parking lot repair
$193,500
Total
$193,500
Skills Development Center
Parking lot repair
$103,950
Replace modified bitumen roof
$15,000
Replace EPDM roof
$22,000
Replace shingle roof
$6,750
Replace HVAC equipment
$195,172
Building Envelope
$130,000
Total
$472,872
Seymour Senior Center
Parking lot repair
$357,675
Replace HVAC equipment
$395,005
Total
$752,680
Public Defender
Cracked block (fagade) repair
$4,500
Replace HVAC equipment
$104,135
Total
$108,635
Piedmont Food & Ag Center
Parking lot repair
$7,500
Total
$7,500
Orange County Jail
Parking lot repair
$127,575
Replace EPDM roof
$24,000
Replace modified bitumen roof
$25,000
Building Envelope
$190,000
Total
$366,575
Motor Pool
Parking lot repair
$1,363,050
Replace metal roof (Old)
$99,000
Replace shingle roof (New)
$51,750
Building Envelope (New)
$80,000
Building Envelope (Old)
$50,000
Replace HVAC equipment
$159,300
Total
$1,803,100
-15-
27
Library
Replace TPO roof
$26,000
Replace HVAC equipment
$345,947
Total
$371,947
Justice Facility
Parking lot repair
$213,750
Replace TPO roof
$15,000
Replace HVAC equipment
$957,821
Total
$1,186,571
John Link Government Center
Parking lot repair
$104,625
Replace EPDM roof
$10,000
Building Envelope
$120,000
Total
$234,625
Historic Court House
Building Envelope
$60,000
Total
$60,000
Hillsborough Commons
Replace HVAC equipment
$413,000
Total
$413,000
Government Services Annex
Parking lot repair
$252,500
Building Envelope
$46,000
Replace HVAC equipment
$183,638
Total
$482,138
Gateway Center
Replace HVAC equipment
$336,979
Total
$336,979
Farmers Market Pavilion
$0
Total
$0
EuroSports Soccer Center
Parking lot repair
$6,858,000
Total
$6,858,000
Environmental & Agricultural Center
Parking lot repair
$279,000
Replace metal roof
$429,000
Building Envelope
$62,000
Replace HVAC equipment
$281,533
Total
$1,051,533
Emergency Services Substation #1
Parking lot repair
$203,175
Building Envelope
$13,000
Replace HVAC equipment
$19,323
Total
$235,498
Efland- Cheeks Park
Parking lot repair
$300,150
Total
$300,150
District Attorney Building
Parking lot repair
$140,000
Replace EPDM roof
$1,700
Building Envelope
$32,000
Total
$173,700
Dickson House
Replace HVAC equipment
$22,125
Building Envelope
$50,000
Total
$72,125
Court Street Annex
Replace EPDM roof
$2,600
Building Envelope
$32,000
Total
$34,600
Whitted Human Services
Replace HVAC equipment
$930,725
Building Envelope
$315,000
Total
$1,245,725
Emergency Services Center
Parking lot repair
$462,825
Repair leak in garage office
$5,000
Building Envelope
$104,000
Replace HVAC
$325,518
Total
$897,343
-16-
W
MARKET VALUE
The market value of a commercial building is based on the quality of the lease(s) attached to
the property and how the lease equates to free cash flow (calculated as all income minus all
expenses (depreciation, original costs, capital expenses, operating expenses, etc.). The
quality of the lease is based on the price per square foot, length of the lease, and credit
worthiness of the lease holder. Free cash flow is then. The challenge in extrapolating this
type of valuation of a commercial property to County facilities is the lack of current leases, and
the fact that Orange County does not calculate free cash flow for their properties.
ECS used a local licensed commercial real estate broker to assist in determining a fair
market cost per square foot for buildings similar to those owned by Orange County, without
tenants. Without tenants (and associated leases) the value of a building is based on location,
condition of the building, strength of the rental submarket and demand for single- tenant,
owner occupied buildings. In reviewing the prospectus report of class A, B and C rental
space in Orange County, an average market value of $95 to $115 per square foot is a
reasonable starting point for fair market evaluation, included here as Appendix 3, presents the
annual operating cost per square foot, and Market Rental Cost per square foot for County
facilities where readily comparable facilities exist in the private market place.
If Orange County would attempt to sell these buildings with a long -term lease back condition
(Orange County would occupy but not own the buildings), the value of the properties would be
expected to increase, due to the free cash flow of the leases attached to the properties. The
amount of this increase would be dependent on the length of the lease and free cash flow
generated.
4 These classes represent a subjective quality rating of buildings which indicates the competitive ability of each building to attract
similar types of tenants. A combination of factors including rent, building finishes, system standards and efficiency, building
amenities, location /accessibility and market perception are used as relative measures.
Class A
Most prestigious bui9ldings competing for premier office users with rents above average for the area. Buildings have high quality
standard finishes, state of the art systems, exceptional accessibility and definite market presence.
Class B
Buildings competing for a wide range of users with rents in the average range for the area. Building finishes are fair to good for
the area. Building finishes are fair to good for the area and systems are adequate, but the building does not compete with Class A
at the same price.
Class C
Buildings competing for tenants requiring functional space at rents below the average for the area.
-17-
CO
FINANCIAL STRESS OF A PROPERTY
ECS has provided two methods for determining the financial stress of Orange County owned
and maintained properties. For properties with similar facilities available for rent in the real
estate market, a table outlining the full service "in house" costs for Orange County vs. the full
service market rental rates is included in Appendix 3. For properties without similar facilities
available for rent in the real estate market, ECS used RS Means to estimate a
replacement value (where available) to compare to the summation of pro -rated 10 -year capital
costs ( "3 multiplier" — 30 year financing as opposed to 10 year financing — for each property, as
future capital costs are difficult to quantify past 10 years but need to be accounted for) and 30 year
straight line depreciation.
Full- service lease terms include building costs, property taxes, utilities, cleaning services, and
maintenance. As a government entity, Orange County does not pay property taxes. Therefore
the table presents the cost per square foot for the Orange County space, calculated using an
estimated tax value, provided by the Orange County Tax Assessor, based upon data and model
assumptions. ECS was not able to determine the assessed value of the properties, and so
used the current day RS Means rebuild costs as an estimate of value. In addition to
replacement costs, ECS utilized RS Means and inflation indexes to estimate original construction
costs to provide for depreciated costs. For simplicity ECS utilized a 30 year straight line
depreciation table. These costs are summarized in the attached table.
To assist in calculating the change in cost for additional off -site storage, ECS has been asked to
provide a range in costs for climate controlled storage. Climate controlled storage (not cold
storage) can be rented for between $7.00 and $9.00 per square foot. With efficient racking,
inventory tracking and access, warehouse space can serve as 2 -5 times the square feet of
space.
30
Appendix 1
Space Utilization Questionnaire Summaries
In August of 2013, a survey was submitted to Orange County department directors to gather
information regarding their department's space requirements.
The information that follows is taken directly from the survey forms, organized by
department /agency.
Department on Aging
3 -5 Years
• The senior population will continue to grow, as well as the demand for services, thus
needing more space.
5 -10 Years
• More space will be needed to offer a variety of services as seniors are living longer.
Serving clients ages 55 -105 requires diversity in programming and needs, thus the need
for more programming space.
Central Orange Senior Center Specific
1. Not enough drop -in space for seniors.
a. Enclose patio
2. Two existing entrances make evening security an issue.
3. Some employees are having physical issue due to poor ergonomics.
4. There is no designated conference space -must use program space.
5. No designated break room for staff.
Seymour Senior Center Specific
1. Do not have enough space for temp staff or interns.
2. The Wellness Center needs to be expanded as soon as possible.
3. Some employees are having physical issue due to poor ergonomics.
4. They are using their conference room for program space.
5. There is inadequate storage space.
6. There are no designated break areas for staff.
Animal Services
Aside from some minor work flow problems, there are no major issues.
3 -5 Years
• There will probably be a shift to have more electronic files and more online access to
things such as applications, forms, and ads.
5 -10 Years
31
• Animal Services will continue to head in the direction of conducting more business online
/ virtually.
Asset Management (West Campus Office Building)
No major issues.
3 -5 Years
• The buildings and vehicles that Asset Management is responsible for managing continue
to grow in complexity. There are many automated systems that require significantly
greater use of technology. New and developing technologies offer the potential to
allow more work to be completed and documented "in the field" at the source of the
work rather than in an office environment. Correspondingly, remote access allows a
quicker response from a central command location rather than always having to
travel to a location to troubleshoot.
• It is anticipated that alternative energy and fuel sources, and technologies that reduce
the amount of fuel and energy used, will only continue to grow. These are measures that
elected officials support and demand. Individuals also expect more in their workplaces
over time as well, looking for more balance between work and personal life. Facilities will
need to support this.
Board of Elections (Government Services Annex)
1. Inefficient use of space.
a. Approximately 3,800 square feet of 4,800 total usable square feet office space in
this building is used for election equipment and material storage.
3 -5 Years
• Depends on directives from the General Assembly and State Board of Elections.
5 -10 Years
• Depends on directives from the General Assembly and State Board of Elections.
Coop Extension (Environment and Agriculture Center)
1. Located in a converted grocery store with little natural light and inadequate HVAC.
3 -5 Years
• Little change.
5 -10 Years
• Little change
Child Support (West Campus Office Building)
1. There is a need for additional conference space and equipment space.
2. There is no growth space.
32
3 -5 Years
• Teleconferencing will be utilized more.
5 -10 Years
• Teleconferencing will be utilized more.
Clerk to the Board (Link Government Services Center)
1. Lacking confidential conference space.
2. There is a need for additional filing and storage space.
3 -5 Years
• Dependent on my BOCC and their goals and priorities.
• Same
County Attorney (Link Government Services Center)
No major issues.
3 -5 Years
• Departmental needs for legal services should not change much.
5 -10 Years
• There will be more digital interface.
Department of Environment, Aqriculture, Parks and Recreation (Environment and
Agriculture Center)
1. Located in a converted grocery with inadequate HVAC.
2. DEAPR staff in this building is in three physically- separated sections of the building,
which is a hindrance to workflow and administrative support. The Soil & Water District
section is undersized for its current staff and has very little support and storage areas,
with one FTE working in a carved -out section of the lobby. The present Soil & Water
offices are very small; in addition this division hosts a number of programs and could
benefit from a conference /staging area. Two staff members have to enter the main
building lobby to reach the rest of the offices because of a solid brick wall (original
design issue).
3. Nearly all of the work stations for DEAPR /Soil & Water are outdated and worn. Many
desks are 15 -25 years old and are not optimal for current -day needs.
4. Little consideration has been given to ergonomics. Storage is extremely inadequate for
the Soil & Water office. DEAPR purchased an outside pod approximately 15 years ago to
store equipment and files. A vacant office is currently used for storage, which is
adequate at present.
5. Department filing is inadequate for the Soil & Water division, adequate for other
sections. Soil and Water files require secure access and close location.
6. Personal workspace filing is inadequate for Soil & Water, generally adequate for others.
33
3 -5 Years
• Greater interaction with the Parks Division is a current need that will become more
pronounced. Areas for storage of outdoor equipment may be needed (unless co- located
with Parks). Since the department is focused on outdoor uses, an outdoor classroom
and natural open space is needed.
5 -10 Years
• DEAPR currently has staff located in three distinct locations. Many of these staff would
benefit greatly from being in the same location, offering better workflow, ease of staff
meetings, and opportunities for "water cooler" conversations that do not exist.
County Manager's Office - Public Affairs (Link Government Services Center)
1. They have outgrown their current space.
3 -5 Years
• The work performed will continue to evolve based on emerging technologies. A great
deal is already electronic and that trend will continue. Many of the tasks could be
performed off site, increasing the ability to work - from -home. From a video production
standpoint, the use of robotic cameras is currently the industry standard and reduces the
need for additional staff /manpower.
5 -10 Years
• In 5 -10 years, it is envisioned that Public Affairs will be a fully staffed department with
emphasis being placed on a high functional multi -media interface. This will consist of
specialists in the areas of graphic design, social media, video production, and mass
communications. As the county continues to grow, so too will the need for informing and
educating the public.
Economic Development (West Campus Office Building)
No major issues.
3 -5 Years
• Filing space needs to be increased. Staff may increase in size and require more office
space, computers. Current shortage of AV presentation & monitor hinders the marketing
aspect of economic development presentations to business prospects.
5 -10 Years
• Same as 3 -5 years.
Emergency Services (Emergency Services Center)
1. Being split on two floors slightly impedes work flow.
2. They do not have a decontamination area -this does not meet OSHA requirements.
3. Long term needs - expand space to include break room space showers and dressing
rooms.
34
3 -5 Years
• Permanent EMS stations will need to be built in strategic areas. The 510 building should
be expanded to provide break space, showers, and dressing areas for EMS personnel.
5 -10 Years
• The EOC and 9 -1 -1 Center should be moved out of the 510 building and a new,
hardened facility should be built that can handle severe weather events, with increased
space, and training areas.
Environmental Health (West Campus Office Building)
1. Spaces are closed off and it is difficult for front desk to track staff location .
2. Front desk area is not customer friendly. Counters are too high and are not ADA
compliant.
3. Noise level is entirely too high at the front desk.
4. Staff use personal cellphones for business communication, even at their workstations,
however the signal strength is inadequate at WCOB
5. Space is not large enough for full staff.
6. File cabinets are overloaded and broken.
7. There is No break area on this floor
Farm Service Agency (Environment and Agriculture Center)
No major issues.
3 -5 Years
• In -house customer service will continue.
5 -10 Years
• The agency is driven by customer service. Though technology may increase the needs
will be the same.
Health (All Locations)
1. Need art on the walls and a friendlier welcoming lobby space.
2. Front desk ergonomics needs improvement.
3. Extreme fluctuations in temperature are unpleasant for clients and staff and affect
clinical lab procedures i.e. lab temps must be maintained within a range for testing to be
performed accurately.
Health Southern Human Services Center
1. Clinic space limited
2. There is no natural light in clinical space is cold not pleasing. Needs painting. Does not
present a pleasant environment to clients.
3. There is virtually no meeting space at.. DSS has rooms but they are always booked. No
rooms have projectors.
Health ( Whitted Human Services Center)
1. The Whitted Human Services Center is an older building, stairs are not designed for
35
safety as they would be if built with today `s standards.
2. There is a lack of storage space.
3. The furniture is not ergonomically appropriate. No one evaluates ergonomics.
4. The space is too compartmentalized.
5. Uneven floors are hard on furniture and workstations.
6. Bland —too much blue (walls, floors, baseboards, etc.)
7. The rock stairs leading to upper parking lot are incredibly uneven and difficult to
navigate for those with certain medical conditions.
8. Lack of true conference room for the Dental Clinic.
9. No private space outfitted with water (sink) for 2nd floor.
10. There is limited seating.
11. Poor break areas.
3 -5 Years
• Increased demand for services will drive space needs.
• More room for technology components.
5 -10 Years
• May need additional resources both human and capital to meet needs as it relates to
Health Department services.
• Increased collaborations may increase the need for additional space.
Human Resources (Link Government Services Center)
1. Almost every employee starts and ends their employment by visiting Human Resources
(to complete new hire paperwork and /or an exit interview). Aesthetically, the space is
relatively boring. The environment feels sterile & doesn't accurately reflect the image
that the staff presents. HR feels a more earthy color palette similar to west campus
would provide a more professional appearance.
2. Temperatures are inconsistent throughout the office and the training room gets hot
when classes are held. The fans don't provide cooler air, they circulate the warm air
within the room.
3. Conference /meeting space is the same as the training room which sometimes creates a
conflict.
4. The existing space used as the training room is located in the center of the office and
isn't large enough. There are temporary walls which do not provide enough sound
barrier outside of a standard meeting. Videos are used in the presentations and
sometimes the noise is distracting to the offices & other times, those passing by in the
hallway are distracting to the training participants. A permanent space dedicated solely
for training would include a ceiling mounted projector, a lectern with audio and video
controls and provide the opportunity to communicate via Skype and host video
conferences, and tables and chairs that can easily be rearranged.
5. HR is responsible for maintaining employee benefits enrollment packets and have limited
space to do so. This requires them to contact the vendors throughout the year to send
additional packets & spend time assembling information for New Employee Orientation.
6. HR is required to keep personnel records for decades after an employee leaves the
County. Until a few weeks ago, those files were stored in an area that was not fire proof,
nor water proof. Those files have been temporarily moved to the "vault" in the Link
building until the scanning project can be completed. HR is in the process of removing
36
inactive files from the Annex and they will be housed in the Link building. HR feels they
need more space, in addition to the off -site storage in DEAPR, however, they would wait
to validate that after the scanning is complete
7. HR offers New Employee Orientation almost every Monday, and other training
throughout the month. Nice to have- a break room with a kitchen sink, refrigerator, ice
maker, and tables for participants to use for lunch or to make a phone call. There is also
enough space to have a quiet room /lounge space /fitnessarea for employees to use.
Housing, Human Rights and Community Development (Whitted Human
Services Center)
1. The offices are small so the work stations take up most of the space in our tiny offices.
2. Thermal comfort is elusive. For example, many offices were over 90 degrees this
summer.
In 3 -5 years
• Consistent
In 5 -10 years
• Consistent
Library
1. Library was designed in the manner of a regular office building; therefore it is not ideal
for unimpeded view or flow of materials and the public in need of assistance. Limited
space for collaborative and individual public work spaces.
2. The 2 story design can inhibit communicption between the departments on a daily basis;
also, materials have to be sent to the 2n floor via the public elevator. There is a definite
lack of storage for discarded materials, office, future staffing, and programming supplies.
In essence, the library was retro- fitted to the shell of an office building.
3. In all areas of the library all available space in the offices has been maximized. This
limits additions and expansions of services outlined in the Strategic Plan.
4. Too cold and damp, especially in the large meeting room. Temperatures can fluctuate
between the 2 floors and even in Administration.
5. Could use more space for office supplies for 3 branches, discarded materials and
programming supplies
6. The shared office spaces mean that when staff visits a colleague in another department
they are often interrupting the work of their officemate as well. This is a barrier to open
inter - departmental communication. The only other easily accessible spaces are public
spaces, or the break room. Neither is well- suited for work - related conversations. This is
the number one concern. Shared office space means that it is challenging to conduct
confidential conversations or find a quiet space to think when needed. The only place to
do this is library study rooms, which are not sound -proof and not always available.
When these rooms are booked, public access to them is limited. Dedicated, unassigned
staff meeting spaces would go a long way toward helping this issue.
7. While the WCOB training room is nice, it would be a great benefit to have another space
in the library for this purpose that we did not have to compete with the public to use.
Department training might be conducted more often if scheduling a room weren't such a
challenge.
37
8. The break room is directly connected to the administration area and used as a through -
space to staff restrooms limits its usefulness as a way really to take a break. The
addition of a quiet space (even outdoors) would welcome.
9. The department needs a mix of collaborative and private space for meetings. More
removed from the public eye would allow us to be more productive on and off -desk and
would prevent noise -bleed from the office into public areas. Additional storage space at
individual workstations would allow us to better organize projects and have less
cluttered workstations. Additional phone lines or a wireless phone option would also
help workflow.
10. The current workspace doesn't work well in that it limits our interactions with the public
and leads to constant distractions. The lack of appropriate spaces for meetings and
programs is also a challenge.
3 -5 Years
• Barriers to public will need to be removed including large service desks. The space
needs to be adaptable and movable based on service needs. Integrating technology will
be more present, requiring more collaborative spaces for work and public interactions.
• Interactions with the public will increasingly happen away from a service desk. The
service desk will need to be designed less as a barrier, and more as a home base that
encourages interaction and movement.
• There is need invest in a re- design of the Main Library space for current and future staff
and public use as outlined in the Strategic Plan.
5 -10 Years
• Based on the Library's growth from 2010 to 2013 of doubling circulation and 10%
increase in public use, our public /staffing space will need to adapt to changing
conditions.
• Less space will be dedicated to static stacks and more to collaborative space.
Adaptability will be key.
Planning and Inspections
OPT Modular Office Building (Asset Management North Campus)
1. Thermal comfort and aesthetics were deemed to be "poor ".
2. More space for training area and driver work preparation areas will be needed in the
future.
West Campus
1. Need more building customer work/talk spaces.
3 -5 Years
• More technology, kiosks and interactive webinar rooms (i.e. audio /visual).
5 -10 Years
• Space is adequate given current and projected work systems.
W
Resister of Deeds (Gateway Center)
1. Space plan could have been different. Having another department in the middle of your
office can be a hindrance at times.
2. Storage space is at capacity.
3 -5 Years
• If printing of books continues, additional space for storage of books will be required.
5 -10 Years
• Same as above
Social Services (Hillsborough Commons)
No major issues.
3 -5 Years
• More customers online for public assistance. There will be an increased need for
resource rooms with computers. Child welfare and other functions are not likely to
change as much. More space for collaboration /meeting.
5 -10 Years
• More customers online for public assistance. Resource rooms with computers will be
needed. Child welfare and other functions are not likely to change as much.
Solid Waste Administrative Building
1. A larger storage space is needed.
2. Personal storage lockers located in building 2 bathrooms are minimally functional due to
size
3 -5 Years
• Not much; some increase in field use of digital communications.
5 -10 Years
• Not much, except as relates to facility digital communications and integration of that
infrastructure.
Tax (Gateway Center)
1. Tax is outgrowing their allotted workspace. They recently acquired 4 additional staff
members in the Land Records division when GIS joined the staff, which took up the last
of the office space. 2 additional staff members are planned in the very near future, and
currently Tax does not have office space that is available for them. Also, it is possible
that they will add 2 more staff members by the beginning of the 2013 -2014 fiscal year,
39
and we will need office space for both of them.
2. Approximately 6 additional workstations will be required to accommodate the anticipated
increase in staff and to create an additional office location in Chapel Hill.
3. The tax office has a strict set of record retention schedules to follow. A plethora of
records must be kept for up to 10 years, therefore making storage essential
4. Currently they have a very small conference room that cannot accommodate their
needs. Often they must schedule meetings elsewhere outside their department.
Conference space for the tax office is important. Webinars and conference calls often
require that small groups view data, and they often use a projector to display the
images on the wall of the meeting area.
3 -5 Years
Technology changes rapidly. To provide the most effective and efficient customer
service as possible, they need to keep up with technology. This includes going
paperless, providing electronic notifications to visited properties and being more
and more accessible to the public.
The Chapel Hill area is growing rapidly. Half the county's population is there, and the
tax office has no presence in Chapel Hill. Creating an easily accessible public office
located in a high traffic area of Chapel Hill is a top priority for Tax.
5 -10 Years
• No comments.
M
Appendix 2
The Physical Attributes of a Well - Designed Workplace — Detailed Descriptions
A. Accommodates distraction free work on an individual basis
Characteristics
• Everyone is provided with private offices (walls to ceiling) or a high panel workstation
with a door
• Seated privacy height partition panels
• Standing privacy height partition panels ( +60 ")
• Ability to control privacy at individual workstations with portable screens, panels or
other temporary devices
• White noise
• Ample conference rooms
• Other non - assigned private spaces (i.e. enclaves, patio, etc.)
B. Supportive of collaboration and interaction among employees
Characteristics
• Wide corridors
• Alcoves or huddle spaces
• Coffee stations with room to congregate
• Breakroom, cafe or cafeteria
• Readily available /ample conference rooms
• Outside seating (i.e. patio)
• Central workrooms, supply rooms, etc. (unintended interaction space)
• Side chairs at workstations
C. Accommodates undistracted teamwork and meetings
Characteristics
• Variety of types and sizes of conference rooms
• Dedicated team or project rooms
• Open and informal gathering space (i.e. a conference table in an open area)
• Mobile tables that can be quickly pushed together
• Mobile work surface that can accommodate a small meeting at an individual's
workstation
D. Flexibility of workspaces to accommodate personal work styles
Characteristics
• Ergonomic chair with adjustable back, etc.
-Choices with "handed" (right or left) workstations
-Height adjustable work surfaces
-Task lighting
• Mobile furnishings (i.e. mobile pedestals, side chairs with wheels, etc.)
41
• Desktop organizing tools
•A standard accessories program
E. Some control over heating and cooling in the open office environment
(:hnrartarictirc
-Operable windows
-Small heating /cooling zones with some control at accessible thermostat
• Individual workstation heating /cooling units (i.e. personal environmental module)
-Allow individual devices to supplement environmental control (i.e. fans, heaters)
F. Visual access to daylight and control of glare
Characteristics
• Access to light switches and window shading, but requires group consensus
• Window shading devices for glare and lighting control provided to each individual
• Anti -glare devices for monitors provided as needed
• Ability to relocate computer equipment as needed to reduce glare
• Workspaces are designated in size and type by function
G. Workspaces are designated in size and type by function
H. The facility is easy to navigate through (Wayfinding)
Characteristics
• Consideration of traffic patterns and navigation routes in terms of it's impact on
encouraging impromptu collaboration as part of the design
• Low partitions allow views to individuals and common spaces
•Some directional signage and graphics are provided
•Ample signage, group identification signs and individual workstation signage are present
I. Appropriate adjacencies are met
Characteristics
• Departments that interact with each other are located reasonably close by (these are
typically long term adjacencies)
• People within departments that frequently work together are grouped together (e.g.
several people that are working on a specific project -these could be short term
adjacencies))
J. Ease of access to and flexibility of technology
Characteristics
• Access to power and data, etc., above work surface
• Conference rooms, training rooms, team project rooms with plug and play cable
management capabilities for quick change
• Wireless technology
42
K. Ergonomics
Characteristics
• Annual ergonomic audit
• Basic ergonomic instructions to employees (i.e. chair operation)
• Formal ergonomics training (i.e. programs, orientations, written manuals, etc.)
• Provide ergonomic solutions when specifically requested
L. Manifests the culture of the overall organization
43
Appendix 3
Facilities Market Value and Financial Stress Table
ANNUAL COM V-S IAARKET PENT
gwiding
Age
%9— F.
i so FrI
Ty� nf
Remtal Sp�
S 11.3n
Sts kAenmw
cost,
TI-r—t v—
Estkne--d
Annual
owtal G�r-
lases' ,
uld" Coat
-tanitodal
CbSC
M
AmLW Cos-�
c A—W
Cwt. `so FT
Mdel I ientd Uml
9 i"m
Z=
2 - ZK-
:1
dfi�
24.4210
I z;7rIEM
3�7K
S ,8S3
5 11:1.3-M-1
S M43ru-
MOSS
S_-
Z-
gi,ft-fl
I -
$ 22.Gr-r
St 2�2-9
fi-
7 R!L
$ 23F.C-00
_
�%!r, ;�i i
p
0,-, D
V,-,,7 An
3KC
p� ir
-"PP
Z-84S
3
s
s'g-I
Sl-sl
m.
S�Q.--2
s M
9 40 -,-A
SHIS�51--
S"
sl&�70
wa
s
Z3
s
s -2,34,
$r
IM
SA3
sl?.eoa
�.&9
j M
S 4C-5-1
I IS�wAM�, M
24
tl-..XQ
B
di=m
5. 9-13
F
W 33
WFAIC
SKI.Q85-
OCS&I
v&I.-i 53
STO
5 ZQ
b- I=,,, A= r___
q
---fl-
I'ln
=�_
;Nn
:"q -R
i39- qvd
9p
sA-;,
--%!Is D,eloli- r
w e �i�, aTi EW, vz- G�Mer
30-
'_.`e32
28.612
s
a
_-q
-eke
V T,? -33
$29.686
171. lK
4 3
$146.ZK1
S23.02a
V9.78-
_1. . °3G c
SE�I.ArA
� .89,
WAD
1,
WZP-O'
=-
514
V&-
-vv �l
4
4-5 T 9
5
drl�
sM.235
515-R,3116
V4 Q-3`3
Mt-2-H
SS-S.H2
WO. I19 19
SKA-928
V
II4-20
W?t:tr�.: Aqf
W;
ig.M
Q
PDO
vlli7g
V
s 12 !1 &W
S, M7 91
s 1'i,
9 , W. I
sil
12
29-
': V' es, �.w4d m
P•Llic Dele nd
Ml-
30-
7,539
L
3
3
Acv
M.415
S3. , --
$C
V,
s al
:1 1. 9--Xq
2
912.2�A
$11.311
sb;��
1122-4
S296A
54-1. 1 C7
9
V
Ea
3._ ®t
P,DTM M F MM & 4,5 P W-V-q
22
0.01
-FA
Mammlalle"Lw
so
18-.; K
$i7;
s I S. DW
I 6. C-A a
1,-.1992
i�T
1 c
thigr per
17
1
IM.
X16!;2
-11
I-Mll
Ic
R- S-j
+
TAT,
-a
%27
V4.c�05
2
LB.- -6
V
6-20
�q - Ho �m r17=+4E�-
L_: =s
I
I
I wl
CAPITAL COSTS--DEPRECIAMON VS., REPLACEMENT COSTS
F��rwng
CmpmaWm and
s Z-356
I -
5 I&CM
& 72140-1
S 11.3n
S 12 - K, -,
$ K.GOLI
s 1,50-9
5.9114
b 3O .M-0
4398
1 71. E
$ 3- .314
9 i"m
f7�nQE
5 -53W
=1 5 D -
i � 1 1 -1 ri
I z;7rIEM
3�7K
S ,8S3
5 11:1.3-M-1
S M43ru-
Ats
Ea
$ '-;Z1,-3d
1 -6D-
I -
$ 22.Gr-r
St 2�2-9
S 12-AS
$ 23F.C-00
9516
s S--I.gc-c
& 4384
3KC
8-55
-"PP
i -
; CQQ9
s
s'g-I
Q 1 a
9 6,447
S Bi5i 6
s M
9 40 -,-A
J'ZA.977
S 4C,n -:
$ 2 K-.
s
3 11 7X,
s
s -2,34,
$
44
�13- �20C
--1-0711
5
S 4C-5-1
i
M i t. p, a, 6� a I G E 3 af Gra n g c r, L, L-Tf
usea kx e! me mm q& OsNe Facflme, aJ m a! rTc- -r�.
- , - -m. ' - 1 1-r m, dial ot'
Du -C- lr� LFm�d A-%e tyre E,�wr-�- mal a�� Aqm�- V�,� Buil ci m w aH cufvf ta h�v e 5 si-mv �,- qz� .1 -,z w-ace,
offi s es we ---enw Qrwmj, thwmlu aim -M�cdazm d a-Mi i� inclu ueid wifti -tp c�ze � llsbwiotp;p "- �-,BE * Fe -�.
abate is ala, 17'am
M
Consolidated Departmental Space Update Summary Attachment C
Department
Current Location
Former Location
Last Moved
Space Study Emphasis
Seymour Senior Center,
Galleria (Leased Space),
Seymour Senior Center programming
Aging
Chapel Hill; Central
Northside Building 1,
Chapel Hill; Meadowlands,
2007 & 2009
and potential expansion contemplated
Orange Senior Center,
Hillsborough (Leased
as part of Southern Campus Master
Hillsborough
Space)
Plan process.
Animal Services: Administration,
Eubanks Road, Chapel
Carolina North (Leased
Animal Control, Animal Shelter
Hill
Space); 306 Revere Road;
2009
501 W. Franklin, Ste. 105
Arts Commission
Visitor's Bureau, 501 W
Court Street Annex
2010
Frankin St, Chapel Hill
AMS: (previously Purchasing and Central
us
West Cam Office
p
129 E. King Street; 600
Hwy 86 North
2009
Services and Public Works)
Building
Maintenance Campus
Currently re- purposing vacated 600
AMS: Facilities Maintenance &
West Campus Office
600 Hwy 86 Maintenance
Hwy 86 North Administration Building
Services Divisions
Building
Campus
2013
for OPT administration use, thereby
elminating leased modular trailer.
AMS: Fleet Division, Warehouse,
600 Hwy 86
GovDeals Yard
Maintenance Campus
Board of Elections
Govt. Services Annex
Court Street Annex
2009
Potential space study candidate for
FY13 -14
Child Support Enforcement
West Campus Office
110 N. Churton Street
2012
Building
Leased Space
Child Support Enforcement
Southern Human
Expansion of facility contemplated in
(Southern Campus)
Services Center
FY2016 -17; Southern Campus Master
Plan
Cooperative Extension
306 Revere Road
Potential space study candidate for
FY13 -14
Page 1
45
Department
Current Location
Former Location
Last Moved
Space Study Emphasis
Permanent meeting room being
addressed at Whitted Facility, space
County Commissioners
Link Center
2009
planning to continue through summer,
2013; schematic plan to be presented
to BOCC in fall of 2013
County Manager
Link Center
2009
Courts: Clerk of Courts, Judge's
Justice Facility
New Courthouse; 112 N.
chambers, courtrooms
(expanded)
Churton
2009/2010
Courts: Judge's Chambers,
Courthouse
Historic Courthouse
Courts: District Attorney
144 E. Margaret Lane
New Courthouse
2009
Courts: Public Defender
129 King Street
Carr Mill Mall, Carrboro
2011
Courts: Guardian ad Litem
501 W. Franklin St., Ste.
Moody Building, Carrboro
2011
104, Chapel Hill
Courts: Probation & Parole
Court Street Annex
Moody Building, Carrboro
2011
Courts: Juvenile Justice
Court Street Annex
Moody Building, Carrboro
2011
Historic Jail (Jailer's living quarters)
Courts: Magistrate's Office
Jail
Historic Jail (Jailer's living
2013
recently re- purposed and renovated for
quarters)
Magistrate operations; completed
summer 2013.
DEAPR: Administration (previously
306 Revere Road,
Potential space study candidate for
Environment & Resource Conservation
Hillsborough
FY13 -14
Department)
DEAPR: Soil & Water
306 Revere Road,
Hillsborough
DEAPR: Farm Service Agency (FSA)
306 Revere Road,
Hillsborough
DEAPR: Parks & Recreation
Central Recreation,
Potential space study candidate for
Whitted Campus
FY13 -14
DEAPR: Parks Operations
Blackwood Farm
Cornerstone Drive (leased
Potential space study candidate for
Is pace)
FY13 -14
Page 2
M
Department
Current Location
Former Location
Last Moved
Space Study Emphasis
Economic Development
West Campus Office
Court Street Annex
2009
Building
County Substation Space Needs
Emergency Services - 911 Center,
510 Meadowlands Drive
Programming FY13 -14 - Space
Administration
Hillsborough
1914 New Hope Road
2008
prototype and guidelines consultants
recently interviewed through RFQ
process.
Financial Services Department
Link Center
Govt. Services Annex
2009
(Budget, Finance, Purchasing, Risk Management)
I
Health Department: Administration,
Dental expanded in
Whitted renovated space as interim
Personal Health and Dental (Whitted
Whitted Building
Hillsborough with
2011
solution; long term solution potential
Center)
relocation from Carr Mill
space study candidate
Mall in Carrboro
Health: Environmental Health
West Campus Office
306 Revere Road,
2009
Building
Hillsborough
Health: Personal Health (Southern
Southern Human
Expansion of facility contemplated in
Campus)
Services Center
FY2016 -17; Southern Campus Master
Plan
Housing, Human Rights & Community
Human Rights relocated
Development (Whitted Center)
Whitted Building
from 501 W. Franklin
2011
Street
Housing, Human Rights & Community
Southern Human
Expansion of facility contemplated in
Development (Southern Campus)
Services Center
FY2016 -17; Southern Campus Master
Plan
Human Resources
Link Center
Govt. Services Annex
2009
Information Technology
West Campus Office
Govt. Services Annex
2009
Building
Main Branch, West
Potential space study candidate for
Library - Main Branch
Campus
Whitted Building
2010
internal modifications to best meet
needs and library programming growth.
Page 3
47
Department
Current Location
Former Location
Last Moved
Space Study Emphasis
Staff currently evaluating proffered sites
Library - Southern Branch
TBD
within Board adopted site criteria
evaluation process.
Planning and Inspections
West Campus Office
306 Revere Road
2009
Building
1600
Currently re- purposing vacated 600
Planning: Transportation
Hwy 86
Whitted Building
anticipated fall
Hwy 86 North Administration Building
Maintenance Campus
2013
for OPT administration use, thereby
elminating leased modular trailer.
Register of Deeds
Gateway Center
Link Center, Lower Level
2008
Sheriff: Administration, Operations
Justice Facility
144 East Margaret,
2009
Hillsborough
Sheriff: Jail
IServices
125 Court Street,
New Jail programming and planning
Hillsborough
expected to begin in FY2013 -14
Social Services (Hillsborough)
Hillsborough Commons
Whitted Building
2010
Leased space
Southern Human
Expansion of facility contemplated in
Social Services (Southern Campus)
Center
FY2016 -17; Southern Campus Master
Plan
Social Services (Skills
503 West Franklin
Development Center )
Street, Chapel Hill
Eubanks Road, Chapel
Martin Luther King Drive,
Solid Waste Operations Center
Hill
Chapel Hill (Leased
2008
Space)
Renovated and expanded in 2009;
Sportsplex
101 Meadowland Drive,
contemplated expansion and related
Hillsborough
space study presented in current
Manager's recommended CIP
Visitors Bureau
501 West Franklin
Street, Chapel Hill
Tax Administration (previously Assessor
Gateway Center
Link Center, Upper Level
2008
and Revenue
Page 4
Space Study Update Attachment D 4e
November 12, 2013 Work Session
• Purpose:
— To update the BOCC on the Space Study according
to the BOCC adopted space study framework);
— To receive and discuss the space study update and
provide guidance to the Interim County Manager
and staff in anticipation of the FY2014 -15 goals,
planning, and budget processes.
Space Study Framework 49
BOCC Adopted 6 -18 -13
•Characteristics:
— Tool for Analysis, Recommendations, and Resource
Discussion
— Criteria and model for iterative and continuous space
study
— Annual Budget Process Input
— Inform Board goals, planning and priorities
all
Guiding Principles
• Co- Location
• Consolidation
• Owning
• Building and Maintaining According to
Sustainable Practices
• Evaluating and managing facilities based upon
relative cost and benefit analysis
51
Basis of Study
• Space use &needs assessment
— Observation
— Management & staff Input, interview, questionnaire
• Physical assessment &inventory
— Thorough inspection &evaluation
— Maintenance and utility data /experience
— Identification of stressed and/or under-utilized assets
52
Scope of Study
• Basis of study information analysis
— Short term assessment
— Longer Term assessment
• Consideration of BOCC goals, planning initiatives, and goals
• Study suggestions and recommendations framed by:
— Guiding principles
— Defensible courses of action for stressed and under - utilized
assets
— Providing exceptional facilities for County service delivery
— Recognizing, anticipating and planning for growth /contraction
trends
53
ECS Carolinas, LLP
Work with AMS staff to provide:
• Space use assessment
• Space use efficiencies, trends, needs
• Physical facilities assessment
• Facilities asset methodology &model
• Groundwork for further analysis, staff &Board
discussions
54
Space Use Assessment
• Observation
— Orange County generally follows proper use of
space
— General administrative office baseline:
• 250 usable square feet per employee;
• Orange County is within reasonable variance of
baseline
— Use of office space as storage is the largest
component of baseline difference
55
Physical Facilities Assessment
• Observation, Operations Cost Inputs, Capital
Needs, Relative Market Value
• All Orange County general administrative
office facilities are considered "Class 6" or
"Class C"
401
Facilities Physical Assessment
• Public asset "model conversion" to accepted
commercial real estate valuation standards
• Cost > Relative Market Value = "Stressed Asset"
• (Dep Value +Cap Need) > Replacement Cost=
"Stressed Asset"
57
General Findings
• Orange County has a reasonably efficient
portfolio in both areas of study
• Building program over the past several years
has yielded results in line with BOCC space
goals
• Adequate expansion spaces available
61:3
General Findings (cont.)
• Some inefficient areas for discussion
• More organized and programmed storage may
address immediate space concerns from the
Department Directors
• Southern Campus programming discussion
needed in preparation for future budget
discussions
BOCC Feedback
Low Workplace
Appropriateness
From
Space Use
Assessment
!.'O'7
Valuable, Under - Utilized
Asset Focus?
Environment & Agriculture Cen
IM
Environment & Agriculture Center
Whitted Building
Low Workplace
Appropriatenes!
From
Space Use Assessrr
61
General Administrative Office Spa(
- Whitted Building
-Link Govt Services Center
-Govt Services Annex
Storage Assets
-510 Meadowlands
-AMS North Campus
- Revere Road Campus
o EAC records storage
o Former Car Wash facility
- Department Controlled Areas
Valuable,
unaer - Utilized As
nn
1
Suggestions for Discussion and
Feedback
• Emphasize Department and County storage
organization and policy (AMS can drive this)
• Consider uses for Whitted 2nd floor
programmable space (potential Elections uses,
DEAPR uses, etc.) FY14 -15 CIP
• Consider more efficient uses for GSA, Link
I
AI i
Suggestions for Discussion and
Feedback
• Growth of Aging Programs to serve aging
population
• Embrace electronic records storage and
management
• Continue programming discussions for
Southern Campus (SUP - modification request
of Chapel Hill expected in late Spring- early
Summer)
I
AV
Discussion, Next Steps