strategic facilities master plan update ... the long range strategic facilities master plan process...

Presented to the Board of County Commissioners Apri l 18, 2013 By the Facilit ies Management Department Joe Waters, Director

Johnson County Strategic Facilities Master Plan Update: 2013

STRATEGIC FACILITIES MASTER PLAN UPDATE

2013

JOHNSON COUNT Y KANSAS

1

Informational - no action required Activity in Previous Year A Changing Organization

• Current Status • Space Forecast • Workplace Trends

Recommendations Capital Forecast


AGENDA

2

“ The long range Strategic Facilities Master Plan process will comprehensively evaluate the strategic objectives of Johnson County, resulting in a rational

facilities planning tool that informs the organization, provides a framework for sound decision making, and enables the County to

effectively anticipate, respond to and manage change.”


MISSION STATEMENT

3

Balance and Equity Economics Quality Site Considerations Design and Planning Considerations Long-term view, sustainability

strategies Centralize, consolidate, create flexibility Create context with community Standards, security, comfort & health

PLANNING CRITERIA

Johnson County Strategic Facilities Master Plan Update: 2013 4

2012 Projects


ACTIVITY IN PREVIOUS YEAR

5

Sheriff’s Office • Central Booking

and Adult Detention Center completed


PUBLIC SAFET Y & JUDICIAL

JUDICIAL SYSTEM

6

Justice Annex renovation underway Accommodating Court Services, District Court Trustee, and portions of Sheriff’s Office



JUDICIAL SYSTEM

7

Courthouse Interim Remodel Expansion of District

Attorney’s office

Addition of two Courtrooms

Create Court Trustee satellite

Relocation of JIMS, Court Services U/A testing


PUBLIC SAFET Y & JUDICIAL DISTRICT COURTS, DISTRICT ATTORNEY

Multi-year Courthouse CRP Plan Address infrastructure

needs—mechanical, exterior skin, etc. (does not include refurbishing of space)

8

8788 Metcalf property - stabilization of building condition underway, evaluating potential tenant uses


CULTURE & RECREATION

MUSEUM

9

Studies for Central Library proceeding



JOHNSON COUNTY LIBRARY

10

Motor Vehicle (MV) remodel completed at Northeast Offices

Additional MV processing space created at Admin Building


RECORDS & TAXATION TREASURY & FINANCIAL MANAGEMENT

11

Renovation of Mark D. Elmore Center completed


HEALTH & HUMAN SERVICES JOHNSON COUNTY DEVELOPMENTAL SUPPORTS

JCDS- View of replaced exterior area

12

Maintenance bay addition complete

Metcalf/Shawnee Mission Parkway Bus Corridor and Mission Transit Center improvements to be completed 2013


INFRASTRUCTURE

TRANSIT

13

Transit Maintenance Bay

Bus Stop

Administration & Fleet Buildings completed


INFRASTRUCTURE

PUBLIC WORKS

Public Works Admin Bldg Photo Credit: www.mrobinsonphoto.com

Fleet Bldg Photo Credit: www.mrobinsonphoto.com

14

Current Status Space Forecast Workplace Trends


A CHANGING

ORGANIZATION

15

The Strategic Facility Master Plan addresses

space needs for 168 buildings in the County,

totaling 3.15 million square feet


OVERVIEW

FACILITY DATA

16


OVERVIEW

SPACES IN TRANSITION

17

Vacant Space

103,506 Square Feet (In Square Feet)

Administration Building, Olathe 3,070

Justice Annex, Olathe 1,900

Shawnee Library Basement 6,500

Recovery Place Basement, Shawnee 4,500

Pre-Construction

8788 Metcalf, Overland Park 76,126

Northeast Office, 6000 Lamar, Mission 11,500


OVERVIEW

SPACES IN TRANSITION

18

Planned Disposition 44, 265 Square Feet

(In Square Feet)

18,705 WAREHOUSE - 135 S Fir Street (in Progress)

15,681 Modular Building - Adult Residential Center (ARC 2) (2014)

2,574 Trailers - New Century Adult Detention Ctr. (NCADC) (2014)

6,535 Lease Spaces - Developmental Supports (JCDS) (Expired 3/30/13)

770 Roeland Park Human Services Food Pantry

(one space, relocating to Northeast Offices in Summer, 2013)

OVERVIEW

EXCESS CAPACITY UPDATE

22% 21%

26%

19%17% 16%

0%

5%

10%

15%

20%

25%

30%

Sunset County Admin CorrectionsAdmin (Loula)

2012 Vacancy

2013 Vacancy

Unassigned workstations were checked in three County buildings in first quarter 2012 and first quarter 2013.



DISTRICT COURTS

Facilities Strategy for Alignment

On-going implementation of

multi-year CRP plan to maintain facility

Improve functions through additional

CIP proposals

Working session with BOCC

scheduled May, 2013

Inflection Points • Courthouse at capacity for Courtrooms • Blue Ribbon Commission – additional judges • Potential bills eliminating One County, One

Judge determination

Current Facility Performance •Many needs remain unmet •Additional courtrooms, courtroom size •DA expansion space •Separation of prisoners, public, prosecution,

witnesses •Mediation, conference, break, and food service

space •Jury pooling, ADA, Security

20 Johnson County Strategic Facilities Master Plan Update: 2013

PUBLIC SAFET Y & JUDICIAL DISTRICT ATTORNEY


Expanded DA space is included

in the New Courthouse proposals

Inflection Points •Respond to growing caseload

Current Facility Performance • Current remodel plans address some of

the DA’s on-going needs, but do not provide for needed conferencing space, or address improvements needed in existing space on 4th and 5th floors



SHERIFF’S OFFICE


Complete Sheriff’s Training

Center, 2013

Continue preventive

maintenance programs

Inflection Points •Decreasing detention rates

Current Facility Performance •Majority of needs met •New Crime Lab •Newly renovated Central Booking and Adult

Detention Ctr. •Newer jail space •Training needs met



ADULT DETENTION FACILITIES


•Year 2011: 16.7 days •Year 2012: 16.9 days

Average Length of Stay (ALOS)

•Year 2011: 685 •Year 2012: 630

Average Daily Population

(ADP)

•Year 2011: 15,660 •Year 2012: 15,411 Bookings

+ 1.2%

- 8 %

- 1.6%

23

PUBLIC SAFET Y & JUDICIAL ADULT DETENTION AVAILABLE BED CAPACITY


Adult Detention Centers

0

200

400

600

800

1000

1200

1400

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

SHR ADP + MgmtFactor 10%Capacity

Sheriff ADPProjectionActual ADP

JFA ADP ProjectionOADC

NCADC PH I

NCADC PH I & II

OADC + NCADC PH I & II

Excess ADP farmed out

2012 ADP = 630

*2012 to 2021 JailProjection Analysis, JFA Institute

Jail bed capacity exceeds forecast need


SHERIFF’S OFFICE

Johnson County jail population is likely to

remain stable over the next decade with moderate growth1

1. From Justice Reinvestment in Johnson County, KS: Data summary & Policy Opportunities, Phase 1, December 2012



CORRECTIONS


Demolish ARC 2—past its useful life

Evaluate impacts of

initiatives on space needs

Inflection Points Justice Reinvestment Initiative Juvenile Detention Alternative Initiative Alternative housing for Child in Need of Care Clients

Current Facility Performance Adult Residential Ctr. (ARC) capacity allows for additional work release Sight-line limits and dry cells in Juvenile limit full usage of some areas ARC Security improved


Expansion of work release programs, as proposed in Justice Reinvestment study, would increase demand for space at ARC.

PUBLIC SAFET Y & JUDICIAL CORRECTIONS ADULT RESIDENTIAL

1. Justice Reinvestment in Johnson County, KS: Data summary & Policy Opportunities, Phase 1, December 2012, by the Crime and Justice Institute at Community Resources for Justice

Work release is staffed for 130

beds; 61 were in use in June 2012.

The population could double

without incurring substantial

operating costs1


PUBLIC SAFET Y & JUDICIAL CORRECTIONS - ADULT RESIDENTIAL


•Year 2011: 117 days •Year 2012: 123 days


•Year 2011: 276 •Year 2012: 248


(ADP)

•Year 2011: 775 •Year 2012: 773 Admissions

+5%

-11%

-0.25%

28


PUBLIC SAFET Y & JUDICIAL ADULT

ARC AVAILABLE BED CAPACITY

PUBLIC SAFET Y & JUDICIAL CORRECTIONS - JUVENILE DETENTION


•Year 2011: 18.1 days •Year 2012: 18.9 days


•Year 2011: 47.7 •Year 2012: 41.4


(ADP)

•Year 2011: 1,054 •Year 2012: 814 Admissions

+4.2%

-15.2%

-29.5%

30


PUBLIC SAFET Y & JUDICIAL JUVENILE AVAILABLE BED CAPACITY

41.40

0

20

40

60

80

100

120

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

Juvenile Division - Juvenile Detention Center andYouth and Family Services Center

Mgmt Factor

"Dry" Cell Beds

Bed Capacity

ADP

102 JDC & YFS

69 JDC

Projected need can be met with existing beds.

HEALTH & HUMAN SERVICES

MENTAL HEALTH


Complete Program of Needs review, refine 5-yr CIP

requests

Evaluate preventive maintenance

program

Complete a Facility Performance Assessment

Inflection Points •Restructure of services provided •Proposed elimination of Adolescent Center for

Treatment (ACT) •Proposed changes to Adult Detox Unit (ADU)

Current Facility Performance •Mental Health services under

examination with possible changes to services and space


HEALTH & HUMAN SERVICES DEPT OF HEALTH & ENVIRONMENT


Evaluate location and delivery of service models:

multi-service centers, telework

Inflection Points • Changing service delivery model—healthcare

funding impacts •Increase external partnerships •KDHE potential funding cuts •Staffing impacts •Responding to client location base with

service delivery methods

Current Facility Performance •Rework at Northeast Offices making

improvements to client experience



MUSEUM


Relocate historical

museum to tenant space at 8788 Metcalf

Manage tenant space for potential

Museum needs

Inflection Points • Current facility is inadequate

Current Facility Performance • Inadequate space •Flood damage, cracked foundation, staff split

between buildings •No expansion space



LIBRARIES


Provide planning

services as master plan is

funded

Facility Performance Assessment

Inflection Points • Changing technologies/service

delivery • Changing mission of libraries • Master Plan for library facilities

presented in 2009 to respond to above

Current Facility Performance • Deferred maintenance • Existing facilities do not align with

Library master plan recommendations which include various library types.



PARKS & RECREATION


Evaluate and prioritize CRP and

CIP projects

Evaluate impact of Map 2020 plan

Facility Performance Assessment

Inflection Points • Citizen demand to open previously purchased

park land • Effects of drought on infrastructure • Economic recovery and erosion of green

space causes County to consider acquiring additional park land

Current Facility Performance •Deferred maintenance: •Roads •Public Buildings •Service buildings • Undeveloped properties


RECORDS & TAXATION

ELECTION COMMISSION

Facilities Strategy for Alignment Evaluate usage of acquired adjacent

property

Programming study to clearly identify needs

Develop 8788 Metcalf as

advanced voting site

Inflection Points • Increasing demand for advanced voting,

training • Unknown future voting machine type • Voting Center concept

Current Facility Performance •Needs: •Additional parking •Additional training sites •Alternate advanced voting sites •ADA Improvements •Additional restrooms •Back-up power


RECORDS & TAXATION

MOTOR VEHICLE


Determine direction with current leased space in Olathe

Continue to address changing

technology for motor vehicle

area

Inflection Points • Change in process at State level • Evolving technologies offer alternate service

delivery options

Current Facility Performance •Renovation at Northeast Office • Additional processing space at

Administration Building


INFRASTRUCTURE

TRANSIT


Respond to direction of the

Board

Inflection Points •Long-term direction for public transit in Johnson County •Increasing ridership

Current Facility Performance • Expanded maintenance bay • Assisting with corridor improvements



SPACE NEEDS FORECAST

40

CURRENT OCCUPIABLE SPACE

Public Safety & Judicial, 1,017,552 , 38%

Parks & Rec, 395,142 , 15%

Libraries, 268,536 , 10%

Museum, 26,474 , 1%

Health & Human Services, 285,857 , 11%

Infrastructure, 221,643 , 8%

VACANT, 100,148 , 4%Support Services,

150,439 , 5%

Records and Taxation, 127,694 , 5%

Emergency Services, 84,930 , 3%

Existing Department Space AllocationBy Strategic Program area

(Vacant space includes 8788 Metcalf)

Culture & Recreation,690,152, 26%

41

Public Safety & Judicial and Culture & Recreation

dominate occupiable space



WORKPLACE TRENDS

42

Creating flexible space to meet current and future needs

Improving productivity and the employee experience

Improving space utilization

Engaging a broader demographic mix

Responding to changing regulatory environment

Creating a sense of place

Integrating technology

Being sustainable

Managing change

Reducing Risk


FACILITY CHALLENGES IN TODAY’S ENVIRONMENT

A COMPREHENSIVE

MEASURE OF WELL-BEING

Ranking one’s life today & in the future

e.g. Daily feelings; social connections, depression

e.g. Chronic conditions, obesity, physical pain, cold/flu e.g. Smoking, healthy eating, exercise

e.g. Using strengths, supervisor relationships

e.g. Health access, community, financial

Work Environment

Healthy Behavior

Basic Access

Physical Health

Emotional Health

Life Evaluation

Source: Gallup-Healthways Well-Being Index: Methodology Report for Indices; 2008


LIFE CYCLE COST ANALYSIS OF OCCUPANT WELL-BEING AND PRODUCTIVITY IN LEED® OFFICES Michigan State University 2009

Well-Being LEED® Business

Performance


MICHIGAN STATE STUDY SNAPSHOT

(Mean hours absent/month/occupant)

Groups moving to LEED® buildings

missed less work and put in almost 39

hours more per person annually


TRENDS--HOW ARE WE RESPONDING?

LEED® CERTIFIED BUILDINGS

Photo credit: www.mrobinsonphoto.com


Photo credit: Feinknopf


Public Works County Communications Ctr.

New Century Field House

Sunset Drive Office Building Youth & Family Services Ctr.


TRENDS--HOW ARE WE RESPONDING?

LEED® CANDIDATES

Photo by Architectural Foto Graphics/ Provided by Treanor Architects

Rendering: ElDorado Architects


48

Central Booking & Adult Detention

Crime Lab

Justice Annex

Workplace considered as a whole vs. just the workstation or office one is in.

Efficiency apartment vs. multi-room house – different spaces for different functions of a worker’s role


TRENDS IN WORKPLACE DESIGN

ACTIVITY-BASED WORKPLACES

Collaborative

Quiet

Technology intensive

Individual work done entirely within workstat ions

Col laborat ive work entirely within meeting rooms

Bulk of workforce resides within standardized f ixed address cubicles

Space al lotted according to rank Johnson County Strategic Facilities Master Plan Update: 2013 50

TRADITIONAL SPACE PLANNING

Information credit: Teknion

Space is a l lotted solely according to need

Transparent wal ls and low panels for clear s ight l ines

Dedicated

Project Rooms for teams for the durat ion of a project

Mix of f ixed

and non f ixed address, col laborat ive and individual workstat ions


ACTIVITY-BASED PLANNING

Information credit: Teknion

Currently, technology is the most

important factor influencing and

enabling the scale of change within

workplaces today.

“ “ Smart Workplace in 2030, Johnson Controls


Huddle Rooms

Video-conference

Technology-

enabled

Zones of act ivity

Smal ler

workstat ions


TRENDS--HOW ARE WE RESPONDING? VARIETY OF SETTINGS/WORK ANYWHERE

Rendering: Clark Enersen Partners

53

Strategic Facility Master Plan


RECOMMENDATIONS

54

PUBLIC SAFET Y AND JUDICIAL

RECOMMENDATIONS

Proposed South Entry at Courthouse

5 Year

Continue Courthouse CRP & improvements

Courthouse per Courthouse

Advisory Panel (CAP)

recommendation

10 Year

Continue Courthouse CRP & improvements

through 2022

15 Year

Remodel unoccupied

areas of existing Courthouse as

needed for growth

New Courthouse - CAP recommendation Rendering: Clark Enersen Partners

Establish County position on Courthouse

in 2013; working session

scheduled May, 2013


8788 METCALF

RECOMMENDATIONS

5 Year

Construct interior core & advanced voting

space

Develop space for Enterprise Center of

Johnson County

Relocate historical museum

10 Year

Develop future tenant space



8788 METCALF

MASTER PLAN

57


8788 METCALF

MASTER PLAN

8788 METCALF BUILDING PRELIMINARY BLOCKING DIAGRAM

Transit Staging (Exterior)

Enterprise Center

Core/ Common/

Voting

UPPER LEVEL

Building Core/Common/Advance Voting

Building Gross to Net Allocation

Planned Tenants

Balance Unallocated

Museum

History

LOWER LEVEL

February 25, 2013

58

LIBRARIES

RECOMMENDATIONS

Photo credit: Bill Manginelli

5 Year

Monticello Phases One & Two

Central Resource Upgrade

Shawnee Expansion Corinth

Replacement New Antioch/Cedar

Roe

10 Year

New Blue Valley North branch

Support Services relocation

Oak Park closure Lackman Gardner

15 Year

Blue Valley Springhill

Aubry/Stilwell

Photo credit: Bill Manginelli


PARKS & RECREATION

RECOMMENDATIONS

Category 5 YR 10 YR 15 YR Examples

Develop existing land-banked parkland

$12.4 $23.2 $9.7 Big Bull Creek Phase 1, Rieke Lake

Create additional indoor community recreation space

$9.2 $9.5 $10 Performing Arts Multicultural Center

Continue land acquisition $5 $16.5 $17 Kill Creek Streamway Trail

Renovation & new development of existing parks

$33.7 $30.6 $31.8 Ernie Miller Park Improvements Heritage Soccer Park: New fields & amenities

Continue Streamway development

$6.4 $3.3 $16.8 Coffee Creek Streamway

Net Present Value (NPV), in millions


Mental Health

Complete evaluation of Space & Facility Needs for Mental

Health

Human Services

Complete planning process for

Multi-service centers

HEALTH AND HUMAN SERVICES

RECOMMENDATIONS


EMERGENCY SERVICES

RECOMMENDATIONS

5 Year

Consolidated FD #2 station

relocation

Med-ACT station

expansion

10 Year

Add two additional stations

15 Year

Add one station



INFRASTRUCTURE

RECOMMENDATIONS

Transit

Respond to direction of the

Board

63

RECORDS AND TAXATION

RECOMMENDATIONS

5 Year

Determine space & facility needs of Election Office

Create advanced voting site at 8788 Metcalf

Relocate Olathe DMV from leased space at termination


Strategic Facility Master Plan


CAPITAL FORECAST

65

PAST 15-YEAR CAPITAL INVESTMENT: $488 MILLION NET PRESENT VALUE


PROPOSED 15-YEAR CAPITAL INVESTMENT: $654 MILLION NET PRESENT VALUE

Cultural & Recreation

68%

Emergency Services

1%

Health and Human Services

5%

Infrastructure0%

Public Safety and Judicial

26%

Records & Tax0%

NPV Proposed Projects, Next 15 years



$-

$50,000,000

$100,000,000

$150,000,000

$200,000,000

$250,000,000

$300,000,000

5 YR 10 YR 15 YR

Cultural & RecreationCultural & Recreation

Cultural & Recreation

Emergency Services Emergency ServicesEmergency Services




Public Safety and Judicial

Public Safety and JudicialPublic Safety and Judicial

Records & Tax Project Cost by Strategic Planning Areaby 5, 10 and 15 year increments,

Net Present Value

68

Investments in the future for Culture & Recreation far outweigh other areas of the County

Alternative workplace planning standards are being evaluated

Progress in repurposing and disposition of property and assets

Two functional areas remain in marginal accommodations: Courthouse Museum


CONCLUSIONS

69

strategic facilities master plan update ... the long range strategic facilities master plan process...

Documents