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Contra Costa County Board of Supervisors Retreat January 25, 2022COUNTY FACILITIESMASTER PLAN
Agenda1 Welcome and Introductions2 Strategies Workshop Summary3 Trends from Other Organizations4 Key Findings to Date5 Discussion Items6 Gensler Team Next StepsContra Costa County County Facilities Master PlanGensler 2
ProjectSchedulePHASE 1PHASE 2PHASE 3PHASE 4PHASE 5(RFP TASK 1)(RFP TASK 1)(RFP TASK 2)(RFP TASK 3)PROJECTSTART-UPDATACOLLECTIONANALYSIS dershipInterviewsInterviewsProjectStart-upTeam OrganizationBackground Materials ReviewKick-off MeetingData Collection MethodologyProject Strategies EvaluationExisting FacilitiesProjected NeedsService DeliveryWorkflowCustomer-Facing NeedsHeadcount GrowthCritical AdjacenciesAdoption of Remote WorkStorageOwned FacilitiesLeased FacilitiesCurrent Operating CostsTotal Current Occupancy CostsDrive TimePublic Transpo.Parking ImpactKick-OffMeetingAdditionalResearch &SynthesisTodayInternalSteering Comm.Workshop elopSuitableAlternativesFINAL FACILITIESMASTER PLANFinancialAnalysisFacility ConditionsAdoption of Remote WorkSustainable StrategiesProjected Space NeedsClient Service DeliveryCritical AdjacenciesProjected Occupancy CostsReal Estate MarketsDue DiligenceConsolidation OpportunitiesSteering Comm.Workshop #2FINDINGS(RFP TASK 4)Draft &Final ReportsRevenue OpportunitiesConstruction CostsSite Infrastructure CostsTotal Occupancy CostsSteering Comm.Workshop #3OPTIONSBOSPresentationDocumentExecutive SummaryProject/Process NarrativePlanning & Development PrincipalsOptions AnalysisRecommendationsImplementation GuideDraft ReportReviewFinal Report/PresentationMILESTONESOngoing Project Team Communication2021Month 1SeptemberOctoberMonth 2NovemberMonth 3Contra Costa County County Facilities Master PlanDecemberMonth 42022JanuaryMonth 5FebruaryMarchMonth 6AprilMonthMay7Gensler 3
Data Collection to Date2,177 Employee Survey Responses (35% Response Rate)23 Sites Toured (more pending)20 Department Leadership Questionnaire Responses20 Department Leadership Interviews1 Steering Committee Workshop (10 members)100 County Documents, Reports, etc.Contra Costa County County Facilities Master PlanGensler 4
S T R AT E G I E S WO R K S H O P K E Y TA K E-AWAYSContra Costa County County Facilities Master PlanGensler 5
Strategies Workshop Key Take-Aways01020405Improve equity, access to resources,and the overall customer experienceProvide flexibility, upgrade workspaces, and improve the overallemployee experienceContra Costa County County Facilities Master PlanReduce facility and real estate-relatedcosts03Increase collaboration and resourcesharing between departmentsContinue to increasetechnology adoptionGensler 6
P U B L I C AG E N C Y T R E N D SContra Costa County County Facilities Master PlanGensler 7
Service DeliveryAccelerating digital service delivery. Bringing government closer to thepeople. Distributing service delivery for public health andsocial services. LA County has expanded its footprintacross a large geography to bring services closer to thosein need.Introducing shared service counters with rotatingdepartments. Santa Cruz County is introducing a sharedservice counter in Watsonville, CA.Contra Costa County County Facilities Master PlanProviding digital service delivery through web and/or mobile applications. Chesterfield County, VA has achatbot called “ChesterBot”.Leveraging artificial intelligence and automationto expedite service delivery and migrate humanresources to higher-value tasks. Louisiana has a formprocessing bot that passes forms to humans only if theyare incomplete.Investing in public connectivity. Extending wifi in public facilities and outdoor spaces.Arlington County, VA and San Francisco County, CAprovide free internet services in public facilities.Providing internet training programs to the public.Arlington County, VA provides free public training onhow to use the internet.Introducing virtual and in-personone-stop service centers. Combining databases to provide a holistic viewof clients. King County, WA integrates Medicaid,Behavioral Health, and Homelessness support systems. Providing services through automated kiosks. Severalcounties have installed kiosks allowing customers toenroll in social services programs and seek benefitsstatus, among other activities.Expanding public-privatepartnerships. Supporting local businesses. Birmingham, AL’s#BhamStrong partnership includes government,university, and private-sector organizations that supportbusinesses with loans and business advisory assistance. Improving infrastructure. Washington State’s“Challenge Seattle” alliance of 21 CEOs from theregion’s largest employers are tackling high-speedrail, broadband internet access, education, and otherchallengesGensler 8
Real Estate and FacilitiesPrioritizing investments in publicfacing real estate, facilities, andinfrastructureRaising the digital literacy of theworkforce better supporting hybridand remote work. Developing post-COVID work policies. Marin County,CA has developed policies and provisions. Introducing new software, hardware, and workforcetechnology training. Mostly occurring within privateorganizations, but also a best practice for the publicsector. Investing in asset management andGIS systems. Building enterprise wide real estate database systemsfor county assets. Ongoing in Marin County and SanMateo County, CA.Developing real-time facility management withpredictive analytic capabilities for proactive planning.Ongoing in Marin County and San Mateo County, CA.Providing professional organizational structureto implement and manage a complex real estateportfolio. Ongoing in Orange County, CA.Contra Costa County County Facilities Master PlanPostponing major, non-critical County projects. MarinCounty, CA postponed any new major space planningprojects that were not in progress prior to the pandemic.Creating additional service hubs to better serveCounty population. San Mateo County and Santa ClaraCounty, CA have added new service centers.Upgrading infrastructure to increaseresilience to climate, fire andearthquake risks. Developing emergency preparation andcommunications systems. Marin County, CA launched aweb-based evacuation mapping tool for county residentsand businesses.Evaluating development opportunities with climateresiliency lens. Ongoing in several counties.Modernizing office spaces andreducing the real estate footprint. Introducing shared desking for hybrid and remotestaff. Santa Cruz County and Los Angeles County areincorporating into renovations of existing facilities. Updating office spaces and infrastructure to modernstandards. San Luis Obispo County and Santa CruzCounty are incorporating modern practices into newbuild-outs.Gensler 9
K E Y F I N D I N G S TO DAT EContra Costa County County Facilities Master PlanGensler 10
01The County’s real estate portfolio contains numerousfacilities scattered across a wide geography. Accessibilityfrom East and West County is challenging for customers.Contra Costa County County Facilities Master PlanGensler 11
County Real Estate Portfolio Under Study*SonomaCounty 124 Owned Facilities ( 1,500K SF) 47 Leased Facilities ( 479K SF) 171 Total Facilities ( 1,979K SF)**Napa e 42 Facilities in West Region 88 Facilities in Central Region 41 Facilities in East onLafayetteDiscoveryBayWalnut CreekByronOrinda* Excludes Health Services, Airport, Fire, Sheriff,and detention facilities.** A 5% gross-up factor was applied to therentable square footage of leased facilities inorder to arrive at gross square feet.San CountyBlackhawkCaminoTassajaraSanRamonAlameda CountySan MateoCountyFacilities - OwnedFacilities - LeasedLibrariesRegion BoundariesSource: ESRI, Contra Costa CountyContra Costa County County Facilities Master PlanGensler 12
EHSD Case LocationsSonomaCountyEHSD facilities are proximateto case locations in West andCentral County. Clients in EastCounty travel considerably moreto access EHSD facilities.Napa rockettRodeoCENTRALPortCostaEASTBayPointClydeSan JoaquinCountyBethelIslandPittsburgPinole ut scoCountyBlackhawkCaminoTassajaraSanRamonEHSD Active Case Count243 - 69086 - 242Alameda CountySan MateoCounty25 - 851 - 24EHSD FacilitiesRegion BoundariesSource: ESRI, ESRI Business Analyst, American Community Survey, ContraCosta County, California GIS Portal, Association of Bay Area GovernmentsContra Costa County County Facilities Master PlanGensler 13
Employee CommuteSonomaCountyNapa CountySacramentoCountySolanoCounty75% of County employeescommute approximately 30minutes or less to their reportinglocation (by ePinoleExhibit. Driving time taken by employees to commute to theirreporting inezOakleyPachecoElSobranteConcordPleasantHill61 - 120 ensingtonLafayetteSan JoaquinCountyBrentwoodDiscoveryBayWalnut CreekByronOrinda31 - 60 minutes22%AlamoDiabloMoragaDanville 30 raSanRamonBART RailAlameda County* Employee residence zip codes and reporting locations provided by ContraCosta County. Driving times calculated by ArcGIS, an online geographicinformation system, leveraging historical and live traffic data for Monday,8:30 AM.Contra Costa County County Facilities Master PlanSan MateoCountyCCC FacilitiesAmtrak & Regional RailBus Routes - AC Transit,Amtrak StationCounty Connection, Tri Delta,& WestCATBART StationMajor Highways & RoadsSource: ESRI, Contra Costa County, CalTrans, California GIS Portal, Association of Bay Area Governments, Bay Area Rapid TransitGensler 14
02Ongoing maintenance, noise, overcrowding, climatecontrol, personal safety, and parking are common concernsin County facilities.Contra Costa County County Facilities Master PlanGensler 15
Employees identify privacy and overcrowding as negatives of the officeand cleanliness and technology as positives.Privacy and climate control are the design features ranked lowest by employeesurvey respondents. Cleanliness and comfortable seating are ranked highest.Employees survey respondents find the office environment overcrowded anddistracting, however believe that the office feels safe and has the technology they need.Exhibit. Employee survey responses to “Please rate the design of the County office environment for”, 1: Poor to 5: ExcellentExhibit. Employee survey responses to “The County office environment.”, 1: Strongly Disagree to 5: Strongly AgreePrivacyClimate control(e.g. heating, cooling)Views to the outsideDesign look and feelFeels overcrowded2.52.62.72.8Access to natural light2.9Layout2.9Adjustability of work surfaces3.0Noise level3.0Interior lightingAccess to the outdoorsComfort of seatingCleanlinessContra Costa County County Facilities Master PlanIs distracting3.0Promotes the health and well-beingof its workers3.0Has a good variety of spaces3.0Offers a great experience3.0Feels welcomingIs easy for people to find theirway aroundIs a safe place to beHas the technology I need todo my job3.12.83.13.23.63.93.33.43.5Gensler 16
Leaders identify specialized, support spaces, and parking as lowerperforming spaces and meeting and customer service spaces as higher.3.2 / 5All spaces are ranked moderately to satisfactorily supportive by departmentleaders. Specialized and support spaces rank lowest and customer service andmeeting spaces rank highest.ModeratelySupportiveExhibit. Leadership survey responses to “How well do the following spaces support your department’s needs?”,1: Not Supportive to 5: Highly SupportiveSpecialized spaces (testing,ing rooms, communityspaces, mediahearing rooms, communityces, etc.)spaces, media spaces, etc.)3.23.2Support spaces (filing, storage,coffee areas, etc.)3.23.2ces (filing, storage, coffee areas, unterCustomerservicecounterMeeting spaces (conferencenference Contra Costa County County Facilities Master Planis the effectiveness of employee and visitor parkingranked by department leaders. Parking in Martinezis most challenging - homelessness, theft, and limitedparking are common concerns.3.83.84444Gensler 17
03Remote work has been effective overall,especially for individual focused work.Contra Costa County County Facilities Master PlanGensler 18
Employees want more remote work opportunities.50% of employees want to work in the office 2 days a week compared to only33% of department leaders.Increasing opportunities to work remotely is the highest ranked policy that employeeswant the County to implement.Exhibit. Employee and leadership survey responses to “How many days a week in the office would people need towork effectively?“33%Exhibit. Employee survey responses to “In your opinion, which practices and policies are most important for County to implementfor employees returning to the office? Select your top 3.” Results reflect the % of times each choice was selected.CurrentPolicy23%Increase opportunities to work remotelyEstablish different team days/schedules tocome to the office to manage exposure15%13%14%12%11%10%30%23%23%13%Adopt a shift-schedule or a wider varietyof working hours15%14%8% 1 day1 dayEmployee Response62%55%2 day3 day4 day5 dayDepartment Leader Responseof employee survey respondents report getting more workdone at home compared to the office. Only 4% report gettingless work done at home.of employee survey respondents would rather have a deskin the County office that they share with others, but moreopportunities to work remotely. Others want a dedicated desk.Contra Costa County County Facilities Master PlanEmployees find it easier to complete individual work and avoid distractions at home.Exhibit. Employee survey responses to “Compared to working in the office, are the following activities harder or easier?”1: Much harder at home, 2: Somewhat harder, 3: About the same, 4: Somewhat easier, 5: Much easier at homeFinding time to complete yourindividual work4.34.2Avoiding distractionsWorking on sensitive or confidentialmaterialParticipating in training provided byCounty3.93.7Gensler 19
DISCUSSIONContra Costa County County Facilities Master PlanGensler 20
DiscussionRegional Hubs (East and West County)Property Disposition / Conversion: Impact on Real Estate UtilizationOwned vs. Leased Facilities Issues and PoliciesStorage ConsolidationSpace Efficiencies / Space EquityPolicy on Continued / Increased Remote WorkContra Costa County County Facilities Master PlanGensler 21
Next StepsNext Milestone:Steering Committee Workshop #2 Findings (mid-February)Next Project Phase:Options Development Developing suitable alternatives (facility conditions, sustainable strategies, space needs, etc) Financial Analysis (revenue opportunities, construction, site infrastructure, and total real estate occupancy costs) Milestones: Steering Committee Workshop #3 & BOS Presentation Document (mid-April)Contra Costa County County Facilities Master PlanGensler 22
Jan 25, 2022 · El Cerrito Hercules Crockett El Sobrante Kensington Port Costa Rodeo Alameda County San Joaquin County Sacramento County Solano County Napa County Sonoma County Marin County San Francisco . Interior lighting Adjustability of work surfaces Noise level Access to natur
