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There are five phases
to the relocation process: Defining Phase, Developing Phase, Design
Phase, Construction Phase, and Audit Phase. The first three phases are
the focus of this discussion.
The Defining Phase
Most small-to mid-sized companies to not have a facilities person on
staff. Space only becomes a consideration when it runs out and the lease
term is ready to expires. Starting a “needs” evaluation early allows the
time to find the right answer for your company.
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Evaluate your company’s
needs for the short- and long-term. Begin with a review of past
financial performance and growth patterns. Then define realistic future
expectation. For instance, are you expecting the business to peak or
continue at rapid growth? What impact will deflation have on your
ability to produce? Do you foresee more competitive pressure? Are you
looking for space to expand into or to fulfill immediate needs? Do you
have frequent visitors? O you want to present a certain image? Is your
space part of that image? Will growth affect parking, and how can this
be handled? Is it time to set space standards?
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Select a team to
perform a feasibility study to analyze your company’s options. Ensure
their confidentiality, and set a goal to provide a financial feasibility
study of the expense of relocation. Consider renovating, relocating, or
building and whether to lease versus buy. Complicated, yes. Time
consuming, yes. Effective, yes.
At the conclusion of
this analysis you will be able to select the type of project most
fitting to your business plan—the project with the highest potential for
reward and the least financial risk.
The Developing Phase
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Look at hiring a
commercial real estate broker as soon as possible. Referrals are the
best way to find a good broker. One that specializes in and practices
tenant representation may prove beneficial. Let your broker begin
analyzing your options. Don’t try to negotiate your own deals.
Experiences brokers know the red flag concerns, will help you analyze
each proposal, and will negotiate a deal that meets your financial
goals.
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If you have the
internal resources, use them to build a project team composed of
in-house experts in facilities, design communications, maintenance,
purchasing and building systems. If you do not have a project manager on
staff, consider hiring. The project manager keeps management apprised
and obtains approvals at the proper intervals, brings in resources as
necessary, and tracks the project schedule and progress of team members
throughout the project.
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If you are relocating
to an existing structure, get verification of the structural soundness,
code compliance, and capacity in terms of power, HVAC, phone and data
lines. Don’t make the common mistake of understating engineering
requirements. Engineers and others who know the working of your
facilities and business, plus the intricacies, strengths, and weaknesses
of existing systems, should preview and sign off on the adequacy of the
site.
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Develop space and
furniture standards. Standards allow projecting future space needs and
greater space efficiencies.
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The remainder of your
team should consist of the broker, architect/designer, engineers, and
(at my suggestion) the contractor. Bring the contractor to the team
early. His presence encourages integrated problem solving. Consider
fast-track or design-build techniques to save time. Encourage contract
alternatives that include incentives for ideas to reduce costs while
sustaining value. Your project manager should stress cost savings,
quality, maintainability, and timing. The team should be rewarded for
excellent results.
The Design Phase
The design phase consists of programming, planning, and design. A good
design absolutely depends on good programming and planning. Programming
is a gathering of your organization requirements. Interviews with top
management, operating and support staff will result in a thorough and
detailed program that anticipates space, technological, communication,
operation and support activity requirements. The project team then
identifies constraints and finds and applies resources to solve the
problems. They consider the availability of resources, specific areas of
potential disaster and corporate culture. Can Human Resources be placed
near the reception area? If not, what are the consequences? How can the
plan be arranged to ensure the executives do not face the afternoon sun
without disrupting the remainder of the plan? Is the cabling plan
adequate? The sum of the information gathered and analyzed relates
directly to the concept and design.
Regardless of planning, changes will be necessary and problems can still
arise. Here are a few more tips to help you in your efforts:
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Try to stay away from
lump sum contracts without a ceiling and an overhead percentage. This
type of contract does not provide positive incentives to look for
savings.
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Select a contractor who
has successfully completed similar projects in the same building or who
has successfully completed multiple similar projects at various sites.
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Design a process for
handling changes. For each party’s protection make a rule: no verbal
changes. I strongly advise a formal request be presented to the
contractor for bid. Pricing disputes occur if the process is not
formalized and proper documentation is not made.
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Insist that all
building systems are operationally tested prior to acceptance of the
building or leasehold space.
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And last, formalize the
punch list process and reserve a percentage of payment to contractors,
subcontractors and vendor pending full completion.
Then, sit back and
enjoy the results of your well-planned, well-received home away from
home.
Berni Heller is President of
Heller Corporate Relocation Services, Inc., which has been in business since 1997 managing numerous relocations in San Antonio and Austin. She is also a certified facility manager, and an adjunct professor at San Antonio College, teaching facilities management courses. Ms. Heller is also a current and founding member of the Facility Management Industry Advisory Council at Texas A&M University, and is immediate past president of the San Antonio Chapter, Int’l Facility Management Association. |
