Item A: City Hall Complex Strategic Issues

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Eugene City Hall Complex Master Plan Attachment C - Space Needs Study Comparative Benchmarking To aid in evaluating the appropriateness of the City Hall space needs program, a comparative analysis of other government agency space programs completed in recent years by the con- sultant team is summarized on the following table. Net Sq/Ft. per Private Office Project Square Staff Feet Person Percentage Culver City, CA 69,335 251 276 21% Sacramento County Permit Center, CA 87,354 362 241 15% Merced County/City of Los Banos, CA ~~,~~~ 324 297 20% Oakland, CA - Broadway Building 112,720 327 345 9% Los Angeles County - Fire 138,637 515 269 15% San Joaquin County, CA 145,265 553 262 24% Surprise, AZ 1aa Ann : 7A 222 18% . '~ Oakland, CA - Dalziel Building 166,865 644 259 10% Sacramento County Public Works, CA 216,395 1,038 208 16% Clark County, NV 299,741 1 ,435 209 12% Denver, CO 545,065 2,475 220 17% Average 185,812 788 255 16% Eugene City Hall 143,704 595 242 28% The overall net square feet per person for the City Hall space needs is 242. This is consistent with the other jurisdictions surveyed and close to the average of the eleven other cities and counties. Recent programming projects completed by the consultant team assigned private offices to be- tween 10% and 24% of the total staff, with an average of 16%. The jurisdictions surveyed gen- erally allocated private offices to division heads and above, with supervisors and professional staff generally in open workstations with the availability of small conference and meeting rooms for those instances where privacy and/or confidentiality were required. Preliminary requests for private offices total 28% of the total staff. This is higher than average, but normal as part of the Space Needs process. Generally for City of Eugene staff, private offices were requested for supervisor and higher positions, plus a significant number of profes- sional positions. To reduce the number of private offices, Executive Managers adopted a policy of providing private offices for Division Managers and above, with an approval process to man- age exceptions through the Executive Managers. It is anticipated that through this policy, the number of private offices will be reduced to an appropriate percentage (anticipated at between 15-20%) that will serve the operational and flexibility needs of the organization. The net effect of reducing private offices on the overall area is nominal because the sizes of workstations and private offices for supervisors and professional staff are very similar. 2