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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 Budget iDesign loption A 10ption A.1 10ption A.2.10ption B 10ption 13.1 10ption 13.2 loption C 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 2425 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 - �r . . d r . Y ,3 '. v MS""yam. T ..,;: 4 ''•"yy..A, ",'"` .> � w ., .,r iii res; 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 ^° o _ D $28,190,991 0 ti ® p `0 CE FBC Beds: 160 Q o BHUC Bays: 12 o o 'mooUU` (4 Pediatric, 8 Adult) 0 o 0 4 Q 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 1Nuc019V FNucONIV ME FKS AT TRANSFERVESNAULE 1RRLIC WAITING Cl SF Ml SF S7 pF0 AaR1E50.A CRY 11731 5091E - IRRSF ICOMMUNITY E" Building Size ra/SroNoweR SF�ORY MILE EXPANSION 'WAU I IUNA! Yh 10,080 Sf ":` 3313` �5F RFONMIbN 135E 11013E I 1819 ° coxsuL7 coNsun srANnT w51 lesF Cost Estimate "" ----------------------- UlRoo 9E BHUC NURSE C AODM 517115f EI13/N0 BMW P CdMIlAID $20,791,005 1035E 17951 11dSf WOARAOOM ERAM OFFICE OFFICE ACIMrI X19 H c 1005E WSF 107 fF MSF 111 SF MW 7NAOF [�]EA. FBC ASF Future Community Addition rArAooM 1ATROOM FA7AOOM IA7AooM RY5 EWIN ftllfIMWFR AAFPft7 CLEAN PA1NM ftilSHWA $842,526 AORAOE �7A�NWR 7d9 019 10 51 1019 019 69 AF HUM 9A"M RHUC OSSN RNUC OARY OFFN:E a FORAGE SIAR/47 IM SI FBC Beds: 8 �F °69F KAP 71 Si A9 ElK MUCH/ RlOCUG lAVNOA b DINING iLT/SHWR RA7 ROOM MT ROOM FA7 ROOM rAi A00M INIIC OSSIY INUC OABV AFF WEAN 1699 1115E M9l 169 UOSP 101 Sf 101 Sf 1019 1013f BHUC Bays: 6 R39 RAF d7 AF i 0179 (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 NNCONFV INUCOMV FED, MW M�flIAGF VFS11EVlE PUOIiC WAl11NG 1 12 IT LOU STAFFER" 1n x 1_ my sr {- LOOM 1 IN SF = 1 COM Building Size mnNowFF SNOOFr Ivs F MUNI bfF 10 IT A/x IEWNEANON �I TY 11 msx 10,275 sf TOILET ' EXPA vanit7�K u9 i NSIO ° 1 1 TOlINDWN FdAAE NTAI� toms 1 N 1 3fAFFnT F/9 n9 $79 TEL, 1 1 TEST � SF � Cost Estimate OETIFUNK51 NNC NIUM FOOM 11A11(N! s/ eMUC G $21,446,865 u19 799 O{fF WOFEFOOM EAAMFE-11. ACIIF IT COUa m IOOx sow 1219 W9 9171 WAKE C5V MIN Future[Community Addition tMwwr FAT Foots FATl00M IAT Foots FATFooM $842,526 OST Esu PATVff MTES/NOUF "T'""' tot SF 1Nx tofu 1 107Y ntAAwEF O ! 109 my � fI01AOF B.ssn A FWIlD/ WELL HAIM FTONIG leo INN iC e IMONSEV MAIC WIAV OFPCE A7�� x ILL. k FBC Beds: 8 B H U C Bays: 6 o o " F ASN/M IY N/sem MTIOOM /ArFOOM IATEOOM FATFOOM Ex�Sowv ENuc�ouro ANpsl tux NRIItN It�i9 mx tofu tmx t01x 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 540 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 sru Nm Cost Estimate $26,565,095 rN! ! NNSG xXX! xu!! xox! Off CF 9FACF FBC WGF•Cgff 9RICF 519 A V !MW NY13l4A !N 1%y HSf 419 V x161 4V 6l9 ]MSI 2119 II/>i MV 4R9 4P9 HV MIC[O{MI ftS I EXAM RCORKF Ac[NRCF 1!C[NPfF ACIMxT Future BHUC /FBC Addition k EZ: Tg "" J MY M31$5,306,209 LIM M 105 NCe »�t rl;Y1NM! M'p MMI P Q'E�W1 R't�lOOM RA�'Appµ J MC MIIC! MF➢5 F B C Bed s: 8 (Later Expansion to 16) `"�0'S" 1WJCO"" 10/7_ mu uw n9 iNr� IwalNunaN SU9 B H U C Bays: 8 (Later Expansion to 12) IM9 nolo �� if4u4! I`naFlly �V �� wuc MSHtl 11MCa55FN IENSUG Nwwwr lyuN 90FAQ r,R51MM rarwW� arleoM rrroMf rarleaM p9 89 IS2SP ISP4 10'iV IrV TiV IM9 ,MV IMV FMV PAl11gN _ 1xxC M6M1 IMIGQIRY 1519 �.l3lC9!°Y _ _ Dual-Side Entry r5>s tlV m9 '� N IM c FIF yg ! IMV t/5 V fFf V Xmt V FBC Requested Room Count ,m 9 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 en�losSRV RXUC OBSRV ROE ROS EMS WEST COIISIIO WANING MAIN VEST 1013P IM SF 111 51 97 SF 1333F 111 IF Building Size EXPANSION INUCOIfRV BNIIC OBSRV PAIIMNSFER AEG/SECUR17Y RlGFWANMG 15,850 Sf RDS PEDS EXPANSION 104 SP 104 SF 1/051 45655 16131 %TK3 1,200 SF 167 fF STAR BRRAII nT/SXWR fENSORY 1NSAKF N9 fF COBWSFIT FI lF p5P 11331 Cost Estimate 1 $25,402,124 FBC CONSUR/ F 66 IF FIC PIC RC41 Fac BMIC 013 IHUC NUBS! SOISORYI INTAKE OFFICE 96 IF BB SF INTAKE INTAK! B13f 94 E1 443i 9A Si �� 113 Ef SNI/MEAS 11135 RN fI 11351 _ F L1'2IF IAS ROOM IAS ROOMMFuture Community Addition CA`S ,,,Sf �11 SF ,,,SF $842,526 IMAKe Ri/SXWI �� 113 Sf 96EF BI fP OLFAN IIOAKE lXAM MlOf BHUC OBSRVI BXDC OBSRV ,115E 1111 IN IF 13051 I�fP 16 SF 163P Ri(EMWR PBO NURSl11N /� FBC B e d s: 16 9155 096`Ei R12HWR/ �\ 11/fP I� VIEWING 6roA 51AR nT �IIII BHUC OBSRV BXUC OISRV 122 SP f06[DGIlD ni/SXWR ppS p00M PAT AODM PAT ROOM PAT AODM BHUC Bays: 12 165E 161F R 711'7 111 7'S' Mf' F3SF 11131 11151 F113f 11135 bd IF 119 fP PAI310R F� iTARRI MRF mm (4 Pediatric,8 Adult) BHUC OBSW BHUC 065RY '055 ° `I Id sf 1d EF LAUNDRY ACIIUITr 1B sF INUC MlCM ERG WARMING BXU7 OBSRV BHUC OBSRV. 1178 16x31 19351 KITCHEN 165f ]d Sf WORKROOM �VIBEG GAIL 166 IF Dual-Side Entry 3i451 6 S FBC Requested Room Count ntnxKN ';iu` 11 Sr COURRARO BHUC Requested Bay Count FBC Courtyard FATRooM FIC'ATOM,:,EF 1211 I 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 111 IF County Offices/Discharge Reduced Parking from 50 to 40 • 25% Decrease of Underground Stormwater P"'Roo"" FAT100M 12151 1]135 Retention Design Option B. I . 17 Option B with coordinated discharge No resource space BHUC exu��ols4w Rx�o�ury F4A5]YFA cawuu AuaSvur 9FGrslcuRm Building Size 3695E NX7 msr COMMUNITY RxIlC OL4V RIIKCORSAV ORICE OFi6E rEa PEa rA1 rR,AfbR]7 FasF Nsf EXPANSION 16,000 sf d3f °` ""` UGMAMNG TzoosF cox3uui asl of N/SxMA SENSORY IMAR1 06CH1K� N 001611L1 913i 935E lla 3F 4015! NSF NSF Cost Estimate $25,550,015 F B C OONSIAf/ RYIME D PA91�OA DaO� URIC eNUC MORSE 5@ISORYa T/Sf eb SF xiARE MAKE tlTY NSF MSF N3F 1183E irN/M�5 Il]3F 14W I4a 5F Future Community Addition N15F NlAMl FAS ROOMk�[P�$842,5264F SF LINTAKE Nr3xWR 16 SF OI SF �� FAMR( WUC OK3RY �� IC]R 6`P 1143E color lIDY Lil ]i SF 111F Nr1NxR P3L IARif SSN FBC Beds: 16 RlNIO exuco� nr SHWR/ a493F �� YIErAFIG S70R SrAFfN U 144 SF sauol REo ]fR µ5f NJSIMAI PAS AODM PAI k00M PA(ROOM lAE ROOM BHUC Bays: 12 143E ]F SF R 1UG AI f AF R FAR n sP 1415 1215 al SF PI SF SSAlFFSF 665f 1145E II)3F 4113E I GN (4 Pediatric,8 Adult) ]as 7FY ISO Sf MEc AIGN eec WauuNc Wi OM NOEOCAIS la]SF 1NEF ng 1915f RLi Dual-Side Entry Ia 3f le SF 935f FBC Requested Room Count 14Sf Nsxvne nttsxxx 9xs! SF C OIrAF® BHUC Requested Bay Count "� nrRaoM rRc rnrla FBC Courtyard al sf Ia15FoM Conference Space Other: Reduced S F by 25% TAIPAI I.ODM 1a13F5F 121 SF Peer Living Split Entrance Vestibules,Some Side Resource Center Squared up building architecture PAY1 P".41"6FA County Offices/Discharge Reduced Parking from 50 to 40 • 25% Decrease of Underground Stormwater Retention r"4113 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 PPLt xxs7ar xFG/7fCU[xY MSCNAxcP A1AM 7P9 lag 1vss 9nss m9ss noss Building Size exueoxsxv �'�W"xQ1G COMMUNITY Pe7,ulma us mss LLT 15,000 sf 101 EXPANSION 9 1167E 715E 1,200 SF COIWx1/ 1 79 I�F SBISOlT 11 xOAxP OIxfE 7COIOiIxi Cost Estimate �. $24,980,984FBC NUCIRV NIRSE 7W] Ofgft MAQ MAS PAnssstDe 741L':-. Ili] l49 ln9 Ri/SXWx PAix00A1 PAT xOOAY PAixOOM PATYOOM Future Community Addition xue __]L ss 1315P 319 ,3,9 xDOCAIP07 N/AIPIx MAxO mnxn $842,526 �° �� u9 519 PaAU PMYLr Ing uss ssAwN Mne � nel�wiRPs,x 169 % FIE' FBC Beds: 16 no<XM®/5tD W RMFIIdA[ A9 MSP Rr/Sxwx PR121x00M PA Y1�pM PI]1x00M PR 2�AOOMJ BHUC Bays: 6 c04Ugl uss „ 0115 219 BO 9160NT mxixx a•sP (2 Pediatric,4 Adult) °"uc°°'" uDxOxr GM" ab Y 1909 exuc BE[ AIPG, � P59[ wA119xIG xXUC a15x7 wWPPOOM tog IM9 )99 ,q,y vlCPel NSf 11x 5P �� Dual-Side Entry "" FBC Requested Room Count n9 C.RIIxITAm BHUC Requested Bay Count PArxooAl WPATxOOW FBC Courtyard 1119 1319 Conference Space Other: • Reduced S F by 30% [PA:1 is19 Peer Living Split Entrance Vestibules,Some Side Resource Center Squared up building architecture PATxaoAl PAT NOW - 1919 1319 County Offices/Discharge Reduced Parking from 50 to 40 • 25% Decrease of Underground Stormwater Retention1711 SP1A • Added space for Community Offices and Discharge Design Option C 19 Original Design Eliminated architectural features BHUC COMMUNITY Exec ouXv Rxlcaearvl ss Movlu rEm rEar IIl�1�y ESSE Nn pECIMEOE 90R EGR4 lCEN4F! C13YItmrYtY Building Size II wl�coElsry S1RMW"NG 633P 19,825 sf 6 nsF f �QQu slxs� E3x Ir IIr q1I E1En NIIMOVIEI �R s�Rg 6�YR I LE9n� �1R I Stn ,�V�R'�j��6rt5i�I S'Rin' Y Cost Estimate $27,180,542 � Rg� XOOM xxnERMIIX4 1 w loexue'aM wssE NS1 T xsF uv µy $m$ ET12D nn l ux� F B C XQlx QIVP W&F SCF. W -�VYk[4011l 1 EXM1 HSE OTR 'Z9 s+OI1NIW FBC Beds: 16 an MNslvJ B H U C Bays: 12 NP,wawb QM�X. x-0,a` g � Q 1MMX "1 N�w! I.1M Fr FNM F Iola (4 Pediatric,8 Adult) sC GR CE MRs iNIIC015FV WVC W38V 10 SF 41n tlx ux INTAKE NM1A bIxxON IQs 1f S10NGX RNFf TIT 9bn nnCOSNV XNxCOMQY � I uVNOlV „,,,, I l�xl fln f isn 1 rtt/yPMI 14tpOM IxI roOM ��eOOM/ Eos/ RSF 10QR 10QR II `lQU"R' SPEF /I 15n lO1n 1019E 1015E IQI SE /Ai iQXNS1EX IMICOISry MNC OISx1/ lull XEGlSECXAIIT alx q1F Dual-Side Entry x"` Ytl1IXiR 906n ITER QO1x raex IMIEOKry MING OLSNII ESn COItl0O6 FBC Requested Room Count NQx Nll J ,ten B H U C Requested Bay Count N/ENw! N/SIxXI OOOHiFY nx xis 1AQ03! FBC Courtyard Conference Space Reduced S F by 1 1% INTlWM rlcXaaM Other: Imn � 1uR Peer Living Squared up building architecture IQl se 101n Resource Center County Offices/Discharge IN LOOM `■rloaM IQ1sF mlx E 113lOOM 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 Tax Impact on $400,000 Home $3.60 80 80 $2.00 $2.00 $1.60 Change from Budget ORANGE COUNTY NORTH CAROLINA 22 OPERATING COST COMPARISON Revenu Ek__ 116 Bed FBC 112 BHUC Bays . BHUC Bays Medicaid, IPRS, 3rd 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 $52Z510 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 " - AT SP - --- ----`°" INIIC OFSRV 1 • _. sF STAR RAEAA Mm 13uGF IVBHWIt PIMU3D9 Sf lING Expansion �M e 1mzP Biu a17sF RI/SNOWN SENSORY m5f mR M3F 1[GN1RA1101/ PEER 1141NG 1 MATT 374 SF Community Addition: VMG sss 1,200 S Fr ,Lr/3110. RrtARe VAST I eON30lr [ ofn[F oux -11111 1 RAARNT m5F 673f 1751 1 73R 03 SF 531 sz sF mnPun e 1L.AIM BHUC Addition: Roots 1 /705 SF 1176 Sr WO�M' EAAM OrHtE MFRCF ACRYIIY GOURiYAAO 800$F 1 laoss 1 TO St 107 SF RSF _. 1718 5/6 Sf R.... r... un SF L�] as FBC FBC Addition: WIwORr I PATR00M rAT ROOM rAi AOOM IAf ROOM 1,450$F xTMxowFR GrP� 7 �t1SMr uRsneW �IWAKI usr NS SPI STORAGE MEN NOUN i MrRoom 1019 101 SF 10Iu 1015E 41 SF NWMM Expansion of Central Support ewucmSssAv a�ooEv ua Ar mR I"IF G srGRAGF sr71 SF �unr NSF Space + Existing BHUC/FBC MFc Spaces: RNC ouAv 3H0C OAsry AR 513f 7'--- T/SHWA�W, SFNODRY {AT FAi IOOM IA11I. IAS°001M `5,750 SF u3P ezu msF w° KNOW 313ss mu 107 IOIu 101ss 101u usr OXUC�003RV �BH0C053A41 SF SF Notes: In order to expand/add,patientenuc� sRV SKUSF 4�oRSRv spaces would be highly disrupted _ II nvsxwE r--' 1 t / 1 during construction.This is not .. I W/M nSF I11 1 recommended for this patient nu J 4 COURTYARD i population. g i� FSC 1 Additional spaces I PAT FecPAT100M 11 1 No reduction in site development �E G E N D Additional spaces needed to support growth of needed to support ,z,sr ,71 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 t71sF 171 sr 1 retention orparking. L exlsrin boiIdin 1 g g1°09 Sfe 1•0e ]1 sf °�GAlll°G°7 1 Rather than explore cost to expand Qss D D 173 RF RcoFncE IPAI d rRr AaoM 1 12581 I VISP 171ST 1 this option,see option C.1. OfF10E nss 1 - - 1 coNsuu Existing room would 32A °"` 1�d need row to gHn— FAPM1718 1 accommodate 7m 3F GNsuer FRC GFwOE neater patient count ` °� uARnr 745E NSF