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Home My WebLink AboutAgenda 10-21-2025; 6-a - Review of Design Options for the Crisis Diversion Facility 1 ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: October 21, 2025 Action Agenda Item No. 6-a SUBJECT: Review of Design Options for the Crisis Diversion Facility DEPARTMENT: Asset Management Services ATTACHMENT(S): INFORMATION CONTACT: Presentation Travis Myren, County Manager, 919- 245-2308 Caitlin Fenhagen, Deputy County Manager, 919-245-2303 Alan Dorman, Director of AMS, 919-245- 2627 PURPOSE: To review design options and associated project budgets for the Crisis Diversion Facility, select a preferred option, and direct the Manager to finalize the design with the architect and construction manager in order to prepare a guaranteed maximum price (GMP) for Board consideration in late 2025. BACKGROUND: The development of a Crisis Diversion Facility has evolved and progressed over the last six (6) years: 2019 — The Board established The Orange County Behavioral Health Task Force (BHTF), and its Crisis Diversion Facility Subcommittee. The Crisis Diversion Facility Subcommittee brought together subject matter experts in behavioral health clinical services, emergency services, law enforcement, and criminal justice with Orange County government. 2021 —The Subcommittee received approval from the Board of County Commissioners("BOCC") in April 2021 to develop a recommendation for the Crisis Diversion Facility, along with $250,000 for pre-planning services. The County completed a request for qualifications (RFQ) process and selected CPL Architecture to perform preliminary and schematic-level design and analysis services for further development of the Crisis Diversion Facility. 2023 — The Board approved the FY 2023-33 Capital Investment Plan ("CIP"), which included $2,047,155 for design services and $22,952,845 for construction for the Crisis Diversion Facility in FY 2024-25. 2024—The Board approved $1,100,000 for land acquisition. CPL Architects was selected through an RFP process to begin detailed design at a cost of$1,172,000. 2 2025 — In April 2025, the firm Gilbane was selected through an RFQ process to be the Construction Manager at Risk for the project. Gilbane began working with CPL to advise on constructability of the design, value engineer the design, and provide cost estimates through each step of the design process. The Board agreed to pay Gilbane $179,928 for pre-construction services. At its April 15, 2025 Business meeting, the Board approved the purchase of a five-acre plot of land close to UNC Hospital in Hillsborough for $1,350,000. Original Scope of the Facility The facility was originally programmed and designed to have two primary functions, with additional space for coordinated discharge services and community resources. Behavioral Health Urgent Care ("BHUC") — This is a service for individuals four (4) years or older who are experiencing a behavioral health crisis related to a substance use, mental health disorder, and/or an intellectual/developmental disability diagnosis. The BHUC offers a safe alternative for up to 23 hours for triage, stabilization, and assessment and provides a diversion from the hospital emergency departments and the detention center. The current design calls for twelve (12) bays to serve patients: eight (8) bays for adults and four (4) bays for children. Facility-Based Crisis and Non-hospital Medical Detox Services ("FBC") —This service offers longer term therapeutic interventions and stabilization services for individuals experiencing mental health crises as well as those struggling with substance use and addiction. The current design calls for sixteen (16) beds, the maximum allowed under current regulations. Through the FBC services, individuals will receive assessment, treatment, 24-hour medical supervision, case management, and group and individual therapy in a residential setting. Individuals will spend time with clinicians and peer support specialists, both individually and in groups, to identify strengths, individual support, and treatment needs, and to make a plan for recovery. An important part of the treatment process is to prepare individuals to return home and arranging for further treatments so that individuals can continue their path towards recovery. Coordinated Discharge and Resource Space—The original concept also included a peer living area, a resource room with information about behavioral health resources, a large conference room, and several offices for County staff to support the coordinated discharge planning for patients of the Crisis Diversion Facility as well as resources to establish and maintain connections in the community. Current Available Budget: Crisis Diversion Facility Budget Description Budget Spent/Encumbered Available Land $1,360,000.00 $1,353,265.54 $6,734.46 Professional Services $2,322,155.00 $2,035,272.00 $286,883.00 Construction $21,813,484.00 $179,928.00 $21,633,556.00 Equipment $557,711.00 $0.00 $557,711.00 Total: $26,053,350.00 $3,568,465.54 $22,484,884.46 3 Proiect Budget: Gilbane, the Construction Manager at Risk, provided a budget estimate for the project in July 2025 of$25,700,000. However, that budget was incomplete as it did not include estimates for furniture, fixtures and equipment (FFE), owner's contingency, or commissioning services. Given the significant increase over the approved budget, the County asked CPL and Gilbane to provide several options for reducing the scope of the facility. Please note that the cost figures below do not include the cost of land acquisition or professional services, which have already been encumbered or spent. Original Option Option Option Option Option Option Design Total Square Ft. 22,405 10,080 10,275 17,575 15,850 16,000 15,000 19,825 Cost $28.2 $20.8 $21.5 $26.6 $25.4 $25.6 $24.9 $27.2 million million million million million million million million FBC Beds 16 8 8 8 16 16 16 16 8 BHUC Bays 12 6 6 Expansion 12 12 6 12 Possible Coordinated Discharge Yes No No Yes No Yes Yes Yes Resource Space Yes No No Yes No No No Yes Dual Entrance Yes No Yes Yes Yes Yes Yes Yes Front/Back Front/Back Front/Back Front Front Front Front/Back Simplified Design No Yes Yes Yes Yes Yes Yes Yes Tax Impact: The County maintains a debt model that tracks the debt service and associated tax impacts related to the 10 year Capital Investment Plan. The different design options were analyzed through the debt model to identify impacts to the tax rate and the resulting total property tax bill for a $400,000 home, as detailed below: Current Original Total Cost of $22,484,884$28,190,991 $20,791,005$21,446,865$26,565,095$25,402,124$25,550,015$24,980,984$27,180,542 Construction Construction Cost $5,706,107 $(1,693,879)$(1,038,019) $4,080,211 $2,917,240 $3,065,131 $2,496,100 $4,695,658 Change from Budget Debt Service Change from $424,562 $(126,033) $(77,234) $303,587 $217,057 $228,060 $185,722 $349,379 Budget Tax Rate Change from 0.09 cents -0.03 cents -0.02 cents 0.07 cents 0.05 cents 0.05 cents 0.04 cents 0.08 cents Budget ChangeTax Impact on from Budget 4 FINANCIAL IMPACT: No additional funding is necessary at this time. However, if a design option is selected above the current project budget, additional funding would be needed when the Board is presented with the guaranteed maximum price in late 2025. ALIGNMENT WITH STRATEGIC PLAN: This item supports: • GOAL 2: HEALTH COMMUNITY OBJECTIVE 1. Improve harm reduction, prevention, and support services for adults and children experiencing behavioral health issues, substance use disorder, and intellectual or developmental disability. OBJECTIVE 4. Reduce impacts and barriers for justice-involved children and adults through deflection, diversion, therapeutic interventions, and re-entry support, including housing. RECOMMENDATION(S): The Manager recommends that the Board: 1.) Select an option from the alternative design options; and 2.) Direct the Manager to finalize the design with the architect and construction manager in order to prepare a guaranteed maximum price (GMP) for Board consideration. - - 5 OR- -A-NGE COUNTY NORTH CAR(3LINA Design Options for Crisis Diversion Facility 10-21 -2025 6 PURPOSE • Review design options and associated project budgets for the Crisis Diversion Facility • Select a preferred option • Direct the Manager to finalize the design with the architect and construction manager in order to prepare a guaranteed maximum price (GMP) for Board consideration in late 2025 ORANGE COUNTY NORTH CAROLINA CLOSING GAPS IN THE BEHAVIORAL HEALTH CARE 7 CONTINUUM 1 . Provides a diversion option for individuals experiencing a BH crisis from the emergency department, the court system, or the detention center to immediate, specialized services 2. Enables stakeholders, especially law enforcement and emergency medical services, to provide a more appropriate and efficient response to a behavioral health crisis 3. Integrates County treatment services and resources through coordinated discharge planning 4. Provides care at a substantially lower overall cost compared to reliance on emergency departments and inpatient hospital-based services 5. Provides individuals and families with access to information, clinical care, support services, and assistance to navigate the complexities of BH challenges to mitigate the risk of repeat crisis episodes ORANGE COUNTY NORTH CAROLINA 8 THE NEED : CURRENT DEMAND ■ Concerns by r • � • ■ r 1 r - r ■ fipp 519* Spa 416 400 383 371. *2025 is projected based on activity from January 1-August 31. 2020 2021 2022 2023 2024 2025 ORANGE COUNTY NORTH CAROLINA BUILDING FEATURES 9 • Behavioral Health Urgent Care (BHUC) unit for individuals four years and older for short- term triage, stabilization, assessment and observation • Facility Based Crisis (FBC) unit for adults needing longer term (more than 23 hours) care • Peer living room and resource center to support discharge and offer resources to navigate and maintain connection with treatment and supportive services ORANGE COUNTY NORTH CAROLINA ' 10 OPERATING MODF • County to construct and be responsible for major building systems on an ongoing basis • County will contract with a third-party provider for clinical and medical services through Alliance Health. • Provider contract can limit access to patients who experience a behavioral health crisis in Orange County • Provider will seek reimbursement for services through private insurance, Medicaid, etc. • County will be required to subsidize BHUC services that are not reimbursed to the provider through insurance, Medicaid, etc. ORANGE COUNTY NORTH CAROLINA 11 DESIGN OPTIONS 1110 - � . . d r . Y ,3 '. v MS""yam. T ..,;: 4 ''•"yy..A, ",'"` .> � w., .,r Cl)CPL ORANGE COUNTY ARCHITECTURE ENGINEERING NORTH CAROLINA PLANNING CPLteam.com Original Design 12 Current Project Budget Available - $22,484,884 Building Size o Iw 22,405 sf BHuc Cost Estimate � o ^° $28,190,991 0 ti ® p `0 CE FBC Beds: 16 d Q o BHUC Bays: 12 o o 'mooUU (4 Pediatric, 8 Adult) 0 o 0 4 0 p o` Dual-Side Entry J o o FBC Requested Room Count B H U C Requested Bay Count FBC Courtyard v . , ,. COURTYARD Conference Space _ Peer Living Resource Center County Offices/Discharge Design Option A 13 Reduce BHUC from 12 to 6 and FBC from 16 to 8 No coordinated discharge/resource space BHUC 1Nu 01 w FNucONIV ME FKS AT TRANSFERVESNAULE IRRLIC WAITING BR SF B/SF S7 pF0 AaR1E50.A CRY 1I731 5091E - IRRSF I COMMUNITY E" Building Size ra/SroNoweR SF�ORY MILE EXPANSION 'WAU I IUNA! YA 10,080 Sf ":` 1513E �5F RFONMIbN 135E 11013E 1 1815E ° coxsuL7 coNsun srANnT w51 lesF Cost Estimate "" ----------------------- UlRoo 9E RNUC NURSE C AOOM 517115f EIIS/N0 BMW P CdMIlAID $20,791,OOJr 1035E 17951 11dSf TW)1RAOOM ERAM OFFICE OFFICE ACIMrI �1so H c 1005E WSF 107 fF MSF 111 SF MW 7NAOF � AE IMARE F B C Ib SP ASF Future Community Addition rArAooM IArROOM FA7AOOM IA7AooM RY5 EWIN ft1l fIMWFR AAFPft7 CLEAN PA1NM ftilSHWA $842,526 AORAOE �7A�NWR 7dS 01v 1051 IOTu O1 SF 69 AF HUM SEAM RHUC 08SN BNUC OFSRY OFIN:E a FORAGE SIAR/47 IM SI FBC Beds: 8 �F mSF KAP 71 Si 47u ElK MUCH/ RlOCUG IAVNORY b DINING iLT/SHWR RA7 ROOM MT ROOM FA7 ROOM rAi A00M INIIC OSSIY INUC OFSBV AFF WEAN 169 A 1115E M 9l Y Sf CpSP IOI Sf IOI Sf 101 S 1015f BHUC Bays: 6 CS SF RAF d85F i 018Y (2 Pediatric,4 Adult) Dual-Side Entry FBC Requested Room Count BHUC Requested Bay Count FBC Courtyard Conference Space Other: Reduced S F by 55% Peer Living Split Entrances,Same Vestibule Resource Center Squared up building architecture County Offices/Discharge Reduced Parking from 50 to 25 • No Underground Stormwater Retention Design Option A.1 14 Option A with rear entrance No coordinated discharge/resource space BHUC NNCONry INUCOMV FED, MW M�flIAGF VFS11EVlE PUBIiC WAl11NG 1 asx LOU STAFFER" nx 1135E my sr { LOOM 1 IN SF = 1 COM Building Size mnNowFF SMSOFr Ivs F MUNI WfF IF IT ax IEWNEANON �I TY 11 msx 10,275 sf TOILET ' EXPA vanit7xK ux i NSIO ° 1 1 TOlSNDWN FdAAE NTAI� toms 1 N 1 3fAFFnT Fox nx $79 nx 1 1 TEST � SF � Cost Estimate OETIFUNK51 NNC NIUM FOOM 11A11(N! 5/ eMUC G $21,446,865 MW 79x E1 fF WOFEFOOM EAAMFE-11. ACIIF IT COUa m IOEx LUN sow 1219 Wx xl71 WAKE C5V MIN Future[Community Addition tMwwr FAT Foots FATl00M IAT Foots FATFooM $842,526 OAT Esu PATVff MTES/NOUF "T'""' tot SF 1Nx tofu 1 107Y ntAAwEF O ! Fox my � sraAGe nx 7fx B.ssn A FWIlD/ WELL HAIM FTONIG l�o INN iC e EM ONSEV NAIC WSAV OFFCE Aix �x ILL. a FBC Beds: 8 B H U C Bays: 6 o o " F AWN/M IY N/sue MTIOOM /ArFOOM IATEOOM FATFOOM Fx�Sowv ENuc�ouro AwusF Vu1lExuu' tux ETmFtx St�aa mx tofu tmx tmx tatx tosF (2 Pediatric,4 Adult) Dual-Side Entry FBC Requested Room Count B H U C Requested Bay Count FBC Courtyard Conference Space Other: Reduced S F by 54% Peer Living Squared up building architecture Resource Center Reduced Parking from 50 to 25 County Offices/Discharge No Underground Stormwater Retention Design Option A.2 15 Option A.l .with expansion capability and coordinated discharge/resource space BHUC )A COMMUNITY r----------� »P 1 II vlsneulF F.OFlyd 1 1 osoxmlcF msr mxe coxre®!c! Building Size 1 1 808 SF EXPANSION ,1 vas`x amxc 17,575 sf 1 1 6E5i 4 n� 1 (expansion to 19,825 sf) 1 1 n,x nF 1 1 1 xsf J oafew caxacr I r�a�u4 malr :ouxnomc�o�Rlro sruNm Cost Estimate $26,565,095 rN! ! NN°G xXX! xu!! U,sxox! OffCF 9FACF FBC RIOiF•OWf 9fHCF 9V AV lOOM NY13l4A !N 1%y Hsf 44V V x161 4V 6lV ]hlSl 2t1V 11/>iMY MV 4RV 4PV 44V MIC[O{MI ftS I EXAM RCORKF Ac[NRCF 1lC MPfF ACIMxT Future BHUC /FBC Addition k EZ: Tg "" J n�31 $5,306,209 _ M1NN IT milllGWg VIOF r XUC1uMQ IF1 V 10 V 'H VL s V M 105 NCe »�t rl;Y1NM! M'p MMI P Q'E�W1 R't�lOOM RA�'Appµ J MC pAIC! MF➢5 F B C Bed s: 8 (Later Expansion to 16) `"�0"" 1WJCO"" 10/7_ mu uw nv iNr� fmalNunaN nose B H U C Bays: 8 (Later Expansion to 12) a '�1 PA@ Tess sFs' ImV nulu �� if4u4! I`naFlly �V �� wucauly Fxucawr lFNeuc Nwwwr raFAN sraux r,r1A1MM rarwW� arleoM rrroblf rarleaM pV CaV IF2SP IOPV 10'iV IrV TiV IG1V ,xiV IMV FG1V PAl11gN _ 1xxC 016M/ IMIGQIRY IFSV �.l3lC9OT _ _ Dual-Side Entry rF>s tlV m. '� N 1 c F4� yg ! .Y t/5V fFfV XmtV FBC Requested Room Count ,m V BHUC Requested Bay Count XGSF FBC Courtyard 1 1 Conference Space Other: Squared up building architecture 1 Peer Living Designed for expansion to original FBC &BHUC 1 counts (2,250 sf) 1 1 Resource Center 1 1,442 S F EXPANSION 1 • Central Core designed Day 1 to support expansion 1 1 County Offices/Discharge for less disruption in the future.Patient wing 1 additions only will limit construction impact to site 1 and existing patient/staff spaces. 1 1 L------� Design Option B 16 Dual entry for at front of facility No coordinated discharge/resource space BHUC BNUCosSRV RXUC OBSRV ROE ROS EMS WEST COIISIIO WANING MAIN VEST 1013P IM SF 111 5E 97 SF 1333F 111 IF Building Size EXPANSION ANUCOIfRV BNIIC OBSRV PAIIMNSFER AEG/SECUR17Y RlGFWANMG 15,850 Sf ROS PEDS EXPANSION 1W SP IW SF I76SF 4565f 1613E %TK3 1,200 SF ,67 fF STAR BRRAII nT/SXWR fENSORY 1NSAKF N9 fF COBWSFIT ,1 lF p5P 1133E Cost Estimate 1 $25,402,124 FBc CONSUR/ F 66 IF FBC PIC RC41 FBc BMIC 013 IHUC NUBS! SOISORYI INTAKE OFFICE 96 IF BB fF INTAKE INTAK! B13f 96 EI 443i 9A Si �� 113 Ef S,N/M_EO! 1113f RN fI 1135E _ F L1'2IF "I ROOM IAl ROOMMFuture Community Addition IFA`S ,,,Sf �11 SF ,,,SF $842,526 IMAKe Ri/SXWI �� 113 Sf 96EF BI fP CLEAN INTAKE lXAM MlOf BHUC OBSRVI SXUC OBSRV ,115E 11I1 IN IF 130SF I�fP 16 SF 163P Ri(EMWR PBO NURSl11N /� FBC B e d s: 16 915f 096`Ei R12HWR/ �\ 11/fP I� VIEWING 6roA 51AR nT �IIII BHUC OBSRV BXUCORSRV I3]SP f06[DGBlD ni/SXWR ppS p00M PAT AOOM PAT ROOM PAT AOOM BHUC Bays: 12 165E 161F R 711'7 111 7'S' Mf' F3SF 1113E 1115E F113f 1113f bd IF 119 fP PAI310R F� fTARRI MbF mm (4 Pediatric,8 Adult) BHUC OBSRV BHUC 065RY '05f ° `I Id sf 16EF LAUNDRY ACIIUITr 1B sF INUC sEC MlCM ERG WARMING BXU7 OBSRV BHUC OBSRV. 11RR 16x3F 1935i KITCHEN 165f ]d Sf WORKROOM �VIBEG CAIL 266 IF Dual-Side Entry 31 451 SSF FBC Requested Room Count ntnxKN ';iu` 11 Sr COURRARO BHUC Requested Bay Count FBC Courtyard FATRooM IC 12'ATOM ,:,EF 11 Conference Space Other: Reduced S F by 26% FA4 ROOM [PA M Peer Living • Split Entrance Vestibules,Some Side Resource Center • Squared up building architecture ,A7RpOA FATROOM 121 fF 191 IF County Offices/Discharge Reduced Parking from 50 to 40 • 25% Decrease of Underground Stormwater P"'Roo"" FAT100M 1215E 1]13f Retention Design Option B. I . 17 Option B with coordinated discharge No resource space BHUC exu��ols5w Rx�o�ury F2A5]YFA cawuu AuaSvur AEGrszcuRm Building Size 3695E NX7 msr COMMUNITY RxIlC OL4V RIIKCORSAV ORICE OFi6E rEa PEa rA1 rR,AfbR]1 FasF Nsf EXPANSION 16,000 sf d3f °` ""` UGMAMNG TzoosF cox3uui a51 of N/SxMA SENSORY IMAR1 06CH1K� N 001611L1 913i 935E lla 3F 7R95! NSF NSF Cost Estimate $25,550,015 F B C OONSIAf/ RTEN D PA 9P�OA DaO� H eNUC NURSE 5@ISORYa T/Sf eb SF xiARE MAKE tlTY NSF N!f N3F irN/M�5 Il]3F 14W Iaa SF Future Community Addition NISF NlAMl PAS ROOMk�[P�$(J42,526 41 SF LPSIAFE Nr3xWR 16 SF KI SF �� FAMR( IINIOOK3RY AHUC aR 5"`IF 1143E 0157�SP 1m SMf LF ]i SF 111F Nr1NxR P3L IARif 3fx /�I(�(� FBC Beds: 16BHUC RlN10 � 915E Od`SF nrW11r TO iF ��I YIErAFIG SFOR SrAFfN U 122 SF sauol REo ]y� µqF N,nIM,I PAS ROOM PAI k00M PA(ROOM lAE ROOM BHUC Bays: 12 143E ]e 5F R 1UG AI s aff RRUA n SF 1415 1215 al SF 41 SF SSAlFF1F 665f 1145E II)3F a113P I GN (4 Pediatric,8 Adult) ]as 7eY ISO Sf MEc AIGN eec WauuNc Wi OM NOEOCAIS 1215E 1NEF ng 1915f RLi Dual-Side Entry Ia 3f le SF 935f FBC Requested Room Count 945E N15x1YR nttsxxx 9xs! OMAl1YSF BHUC Requested Bay Count "� nrRaoM rRc rnrla FBC Courtyard 21 sf 1215EoM Conference Space Other: Reduced S F by 25% 121 SF TR PAI100M I2B15E Peer Living Split Entrance Vestibules,Some Side Resource Center Squared up building architecture PAY P"iall siA County Offices/Discharge Reduced Parking from 50 to 40 • 25% Decrease of Underground Stormwater Retention r"12111�FA r"1211 RE • Added space for Community Offices and Discharge Design Option B.2. 18 Option B.I . with decreased BHUC bays from 12 to 6 BHUC exuc axsx7 PFffi xxs7ar xFG/7fCUPN DISCNAxcr A1AM 713r lag ,ass 7nss m9ss noss Building Size exueoxsxv �'�W"xQ1G COMMUNITY PA1 ftAlxi9 us mssLLT 15,000 sf 101 EXPANSION 9 1167E 715E 1,200 SF coxsun iiss ,m F SBISOlT 11 xOAxr OIxfE 7C0161xi Cost Estimate �. $24,980,984 FBC NUCIRV NIRSE MAID: Ofgft MAQ MAC PAnssstDe 741L':-. Ili] l49 rnD Ri/SXWx PAix00A1 PAT xOOAYL_]LFuture Community Addition xue nss I]I 511,9 xDOCAIW7 N/AIPIx MAxa mnxn $842,526 �° �� u9 519 PaAU PMYLr Ing uss ssAwN Mne � Ae�Ax )69 % FIE' FBC Beds: 16 no<SfM®/5tD W �� A7F MSf "r�wx Pp121x� PA Y1�pM PI]1x00M PR 2�AOOMJ BHUC Bays: 6 cOMS qI uss „ Ol)5 219 BO 9160PT lwxixx a•sP (2 Pediatric,4 Adult) °"uc°°'" uDxOxr GM" YY Im9 exuc BE[ AIPG, � PUC wA116xIG xXUC OL1x7 wWSTOOM tog IM9 )99 ,q,y vIC1e1 NSf 71x 7T �� Dual-Side Entry "" FBC Requested Room Count n9 C.RIIxITAm BHUC Requested Bay Count PArxooAl WPATxOOW FBC Courtyard 1119 1219 Conference Space Other: • Reduced S F by 30% [PA:1 isl9 Peer Living Split Entrance Vestibules,Some Side Resource Center Squared up building architecture PATxaoAl PAT NOW - 111 County Offices/Discharge Reduced Parking from 50 to 40 • 25% Decrease of Underground Stormwater Retention 1711 SP'" • Added space for Community Offices and Discharge Design Option C 19 Original Design Eliminated architectural features BHUC COMMUNITY Exec duly Rxlcaearvl ss Movlu IEN rEar IIl�1�y ElsE Nn pECIMAGE 90R EGR4 lCEN4F! C13YItmrYtY Building Size — EMT nsF f �QQu slxs� enEcauev} wlc oEsry 1QR w 33P 19,825 sf 16' II �E QNR x0E1 E3x Ir IIr q1I E1Ex NIEMdVIEI �R S�Rg 6�XR I LE9n� �1R I S1n ,�V�R'�j��6rt5i�I S'Rin' Y Cost Estimate $27,180,542 � Rg� XOOM IWtlERMIVYI 1 w loexue'aM wu NE1 T xsF uv µy $m$ ET12D nn l ux� F B C XQlx QIVR W&F r CF. W -�VYk[4flll 1 EXM1 OR10! �GTC! 'Z9 s+GI1NIW FBC Beds: 16 an M_V11 B H U C Bays: 12 NP,wawbry x-0,a` g � Q 1MMX "1 N�w! 1.1 Fr 77= F (4 Pediatric,8 Adult) EC GR CE MRE iNIIC015FV WVC W38V 10 SF 41n tlx ux INTAKE NM1A bIxxQN 10i 5F F10NGE d1NFf TlT 9bn MNCCMNV XNxCiOtlQY � I uVNOlV „,,,, I l�xl fln f is 5f 1 rtt/yPMI 14tppM IxI ro4M ��MOM/ EQQ/ RfF 102R 1Q2R II `lpU"R' sPEF /I 15n 1010 1019E 1015E IQI SE /Ai iQXNS1EX IXIUCOEsry MNC OMWV lull XEGlSECXAIIT aQx q1F Dual-Side Entry x"` y�X11i 90Nn IIER QWx alx YWCCMxV XIINC OxQNII ESn CAItl09e FBC Requested Room Count NQx v,E J ,ten B H U C Requested Bay Count N/ENw! N/SIxXI C'OOHiFY nx xis 1AQ03! FBC Courtyard Conference Space Reduced S F by 1 1% INTlWM rlcXaaM Other: Imn � 1ux Peer Living Squared up building architecture IQl se lQ1 n Resource Center County Offices/Discharge IN 1pOM `■rlE pM IQ1sF mlx Fq lCIOM 113lCNM1 7QIF lux CONSTRUCTION COST COMPARISON 20 Original Option Option Option Option Option Option Design ISquarleFt. 22,405 10,080 10,275 17,575 15,850 16,000 15,000 19,825 Cost $28.2 $20.8 $21 .5 $26.6 $25.4 $25.6 $24.9 $27.2 million million million million million million million million FBC Beds 16 8 8 8 16 16 16 16 8 BHUC Bays 12 6 6 Expansion 12 12 6 12 Possible Coordinated Yes No No Yes No Yes Yes Yes Discharge Resource Yes No No Yes No No No Yes Space Dual Yes No Yes Yes Yes Yes Yes Yes Entrance Front/Back Front/Back Front/Back Front Only Front Only Front Only Front/Back Simplified No Yes Yes Yes Yes Yes Yes Yes Design TAX IMPACT COMPARISON 21 • • • • • • • • • • • • • • • • • • • • • • tion Total Cost of $22,484,884 $28,190,991 $20,791,005 $21,446,865 $26,565,095 $25,402,124 $25,550,015 $24,980,984 $27,180,542 Construction Cost of Construction $5,706,107 $(1,693,879) $(1,038,019) $4,080,211 $2,917,240 $3,065,131 $2,496,100 $4,695,658 Change from Budget Average Annual Debt Service $424,562 $(126,033) $(77,234) $303,587 $217,057 $228,060 $185,722 $349,379 Change from Budget Tax Rate 0.09 cents -0.03 cents -0.02 cents 0.07 cents 0.05 cents 0.05 cents 0.04 cents 0.08 cents Change from Budget ChangeTax Impact on from Budget ORANGE COUNTY NORTH CAROLINA 22 OPERATING COST COMPARISON 116 Bed FBC 112 BHUC Bays . BHUC Bays Medicaid, IPRS, 3,d Party $3,061 ,846 $320,416 $217,816 TOTAL REVENUE $3,061,846 $320,416 $217,816 Labor $1 ,960,782 $2,003,289 $1 ,453,610 Contract Labor $435,413 $301 ,600 $301 ,600 Non-Labor $359,467 $446,656 $433,736 TOTAL Operating Expense $2,755,662 $2,751,545 $2,188,946 Rent $0 $0 $0 Administrative Costs $306,185 $305,727 $243,216 TOTAL EXPENSES $3,061,847 $3,057,727 $2,432,162 Non-UCR (County Responsibility) $0 $2,736,856 $2,214,346 $522,510 difference ORANGE COUNTY NORTH CAROLINA CRISIS DIVERSION SUBCOMMITTEE 23 • Subcommittee members (including law enforcement chiefs, EMS and behavioral health experts) engaged in a ranking exercise based on the significance of each of the building features on future operations and policy landscape: 1 . C Original design with simplified architectural features 2. B1 Includes coordinated discharge space with 12 BHUC bays 3. B Retains 12 BHUC bays 4. B2 Retains dual entrance but reduces BHUC bays to 6 • Option A was considered by the subcommittee as unacceptable because it only has one entrance at the front of the building and lacks sufficient BHUC space • Option B2 was also ranked low because it, along with Option A, has a reduced number (6) BHUC observation bays • Option C was ranked as most desirable because it contains all the CDF subcommittee's recommended features ORANGE COUNTY NORTH CAROLINA 20 24 TIMELINE 2019 ✓ Orange County SIM Workshop identifies gaps and action items (April 2019). ✓ Crisis-Diversion Facility recommended to and endorsed by BOCC (April 2021 ). ✓ Preliminary facility design and cost estimation completed (early 2023). ✓ Site location and land purchase (June 30, 2025). • Final facility architectural design work (4Q2025). • Construction Documents/Permitting/Bid/GMP Approval (2Q 2026). 2027 • Construction complete (2Q 2027). • CDF start up and begin operation (3Q 2027). 25 MANAGER'S RECOMMENDATION • Select an option from the alternative design options; and • Direct the Manager to finalize the design with the architect and construction manager in order to prepare a guaranteed maximum price (GMP) for Board consideration. ORANGE COUNTY NORTH CAROLINA 26 Questions? ORANGE COUNTY NORTH CAROLINA 27 BHUC RxucoRSRv___^___' 1 AXUC OSSR4 AXUPE05SRV' �ci T 1 VSr \ Design Option A.1 " - ffi3F - --- ----`°" INIIC OFSRV 1 • _. sF STAR RAEAA Mm T3uGF IVBHWIt PIMU3D9 Sf lING Expansion 0M e 1mzP Diu alasF RI/SNOWN SENSORY m3f mR M3F 1[GN1RA1101/ PEER 1141NG 1 MATT 374 SF Community Addition: VMG sss 1,200 S F r ,O/3110. RrtARe VAST I CONSIIr [ ofn[F oux -11T11 1 RAARNT m5F 613f 115E 1 73R e3 SF 93F sa sF mnPun e 1L.AIM BHUC Addition: Roots 1 /205 SF 1126 Sr WO�M' EAAM OrHtE MFRCF ACRYIIY GOURiYAAO 800$F 1 laoss 1 TO St 107 SF RSF _. 131R 5/6 Sf un SF L�] as FBC FBC Addition: WIwORr I PATR00M rAT ROOM rAi AOOM IAf ROOM 1,450$F xTMxowFR o1Wt2 a SUIT uRsneW �IWAKI usf I STORAGE MEN NOUN i Mr Room 1019 101SF Iola 1015E 41 SF NWMM Expansion of Central Support ewucmSssAv a�asEv ua PAT mR 49 I"IF G srGRAGF sr71 SF �unr NSF Space + Existing BHUC/FBC Mrt Spaces: RNoC o3uP Av 3H0eCz OuA sry ARm sF 7'--- KNOW T/SHWA�W, SFmNODuR Y {AlTo t FAIiO IIOuO M IAI11oI1 . IAISol0a0 M 113SF 3133F `5,750 SF OXUC�003RV �BH000AsA41 Notes: In order to expand/add,patient enuc� sRV SKUSF 4�oRSRv spaces would be highly disrupted _ I I nvsxwE r--' 1 t / 1 during construction.This is not .. I W/M nSF I11 1 recommended for this patient b nu J 4 COURTYARD i population. g i� �Ij 1 Additional spaces I PAT FecPATA00M 11 1 No reduction in site development �E G E N D Additional spaces needed to support growth of needed to support ,a,sr ,a1 u 1�___________� costs. overall patient count growth of FBC I 1 No reduction in underground PAi AOOM PAT ROOM i 9 C Expansion on 10 � WEEoeAu i ta1sF 131sr 1 retention orparking. L exlsrin boiIdin 1 g g IORA 1°09 Sfe 1•pe ]1 sf °�GAlll°G°T 1 Rather than explore cost to expand Qss D D 1T3 RF RcoFncE I PAI d rRr AaoM 1 125 Bi I VISP lal Sf 1 this option,see option C.1. OfF10E nss 1 - - 1 coNsw Existing room would 33A °"` 1�d need row to gHn— FAPM 1a1R 1 accommodate am 3F GNsuer FRC GFwOE neater patient count ` °� uARnr 145E NSF