Belfast Office Leasing Guide A4 Lr


Published on

  • Be the first to comment

  • Be the first to like this

Belfast Office Leasing Guide A4 Lr

  1. 1. Office Leasing Guide | UK WHAT YOU NEED TO KNOW BEFORE YOU SIGNColliers International Office Leasing Guide P. 1
  2. 2. THE OFFICE LEASING GUIDEThis step-by-step guide has been assembledto reflect Colliers International’s knowledgeof the leasing process. You’ll find informationon tenant improvements, common pitfalls,timelines and frequently asked questions.The knowledge in this handbook will helpyou make a major business transition withminimum disruption.P. 2 Office Leasing Guide Colliers International
  3. 3. Contents>4 ALLOW US TO INTRODUCE >7 THE OFFICE LEASING PROCESS > 13 DESIGN AND PROJECT OURSELVES Four steps to business productivity MANAGEMENT About Colliers International Create the space to meet your visitor >8 DETERMINE YOUR PROPERTY NEEDS>5 GETTING STARTED Take your requirement from notion to motion > 14 TRANSLATING THE LINGO Making educated decisions about Glossary of terms and frequently your business space asked questions > 10 EVALUATE MARKET ALTERNATIVES Inspect and compare your options>6 TOP 10 TENANT MISTAKES > 19 RELOCATION CHECKLIST Avoid these common blunders Your step-by-step guide in your leasing process > 12 COMMIT TO PREMISES Completing or varying your lease documentation; commencing the full design processColliers International Office Leasing Guide P. 3
  4. 4. Allow Us toIntroduce OurselvesABOUT COLLIERS INTERNATIONALWHO IS COLLIERS INTERNATIONAL? WHY ENGAGE OUR SERVICES?We are an award-winning team of office leasing Colliers International professionals are equipped with Working with Colliers professionals saves you theprofessionals with intimate knowledge of the local, the skills, knowledge and tools to intelligently assess time and confusion of dealing with multiple agents,regional and global leasing markets. We bring an your space requirements. We ensure that your leasing landlords or understanding of business needs and the decision—whether to stay or relocate—is informed by Our comprehensive database contains informationleasing process. both your business needs and a thorough market on every office listing, agent and landlord, providing evaluation.We are committed to creating a business solution exhaustive data about every opportunity that fitsthat meets your organisation’s needs—now, and in Colliers International’s culture of knowledge-sharing your requirements.the future. Your office space is more than just an gives you access to experts in real estate management Our market knowledge provides forward-lookingaddress; it is where you make business objectives services, project management, appraisal and valuation, analysis to help you take advantage of trends, and wea reality. and capital markets. offer a single point of accountability for your project to connect all of the specialists available to serve you. We are committed to accelerating your success.P. 4 Office Leasing Guide Colliers International
  5. 5. Getting StartedMAKING EDUCATED DECISIONS ABOUT YOUR BUSINESS SPACEWHAT ARE MY OPTIONS? perception of your core values and elevate improvement costs should be viewed as an process for large or complex assignments, your brand in the minds of customers and organisational opportunity—a well-planned in particular Design and Build schemes.Stay put other stakeholders. and executed office will adapt to yourIf your current space satisfies your business organisation’s growth and changing needs WHOM SHOULD I INVOLVE?needs, but you are approaching the end of Employee Retention and minimise churn costs.your lease, consider renewing your lease. With an improved work space, you will boost Your internal steering committee should beWe can help you ensure the space is staff morale and productivity. Our market Balancing your tenant improvement costs and led by a senior employee, and supported byavailable, and negotiate a new lease with the research shows that even subtle changes in their benefit to your organisation is critical. decision-makers and influencers includingbuilding owner. the work environment create substantial In addition, “make good” commitments will human resources, IT, divisional heads and gains in productivity, resulting in improved affect your cash flow when exiting a lease. staff. A single point of contact from yourRelocate bottom-line financial performance. These costs are covered in more detail later. organisation, matched with a single pointThe expiration of your lease offers you an of contact at Colliers International, is idealopportunity to transform your business and to make the process run smoothly.create new efficiencies by relocating. HOW MUCH WILL IT COST? WHEN SHOULD I START? You may wish to conduct a survey of your Operational Costs Plan, Plan, Plan staff to determine their needs, preferredWHY SHOULD I RELOCATE? The negotiation of rent and tenant incentives Whether you decide to stay or go, knowledge work space amenities and location. Colliers depends on the dynamics of your local is key. Understand your current situation,Business Needs can survey your staff to determine the impact market. In markets where over development review other options, assess the marketplaceIf your current space is too small, too large, of relocation on commute times and employee or economic conditions have created higher context and negotiate with your currentor inflexible, a new office can energise your retention. vacancy, this favors tenants. In other markets, landlord to optimise the end result.organisation and act as a springboard for low vacancy gives landlords the upper hand Professional real estate advice is a criticalimproved productivity and operational cost The period required to conduct a lease in negotiations. Contact your Colliers part of the project team. This will armsavings. Additionally, market conditions may negotiation and relocate is three to six professional for the market trends in your you with insight into the marketplace,support the business case for relocation. months at a minimum. Depending on the location. your alternative options and the financial size of your organisation and currentBrand Value Enhancement implications of the stay or go scenarios. A Tenant Improvement and market conditions, you should begin thisThe quality of your building and the tenant skilled workplace strategist and design “Make Good” Costs process 18 to 24 months prior to yourimprovements in your office space speak professional will complete the team by Your entry and exit strategy to a lease lease expiration. It can take two years orvolumes about your organisation. A new providing knowledge of productivity-enhancing can greatly affect the real cost of your more to complete the lease and relocationbuilding can strengthen your employees’ tenant improvements. commitment. Workplace design and tenantColliers International Office Leasing Guide P. 5
  6. 6. Top 10MOST COMMON MISTAKES MADE BY TENANTS>1 Beginning the negotiation of a renewal >5 Making inaccurate estimations of the >8 Agreeing to terms prior to obtaining or new lease too late company’s space requirements a space planning perspective>2 Lacking clearly defined business or real >6 Failing to leave enough time at the end of >9 Failing to allow for expansion space estate objectives the lease to fulfil “make good” obligations > 10 Lacking the knowledge of future>3 Focusing exclusively on financial costs >7 Acting too slowly once a decision is made, opportunities; often, the best deals and consequently missing out on are secured well in advance of space>4 Failing to appoint a project leader as opportunities becoming available the internal single point of contactP. 6 Office Leasing Guide Colliers International
  7. 7. The Office Leasing Process THREE STEPS TO BUSINESS PRODUCTIVITY STEP TWO: Relocate Confirm real estate requirement evaluation Brief preferred lessors Confirm development sites/existing building options and assess via inspections Begin offer/counter-offer process Short-list options, work with design consultant to evaluate space plan STEP ONE Choose Understand lease termination clause and exit costs STEP THREE Fact Understand your business needsFinding Commit to new (or existing) premises Determine your property needs STEP TWO: Renew Complete new (or variation of) lease documentation Identify decision makers and confirm critical time path Confirm existing premises as most desirable opportunity Complete tenant improvement design and project management Conduct requirement evaluation Brief existing lessor Produce real estate brief Confirm real estate requirement evaluation Evaluate market alternatives: Relocate or renew Work with design consultant to evaluate space efficiency Begin offer/counter-offer processColliers International Office Leasing Guide P. 7
  8. 8. Step One DETERMINE YOUR PROPERTY NEEDS TAKE YOUR REQUIREMENT – Is your business growing If the workplace design happens solely FROM NOTION TO MOTION or shrinking? during the design and construction phase, only minimal gains are possible. Skipping the planning stage triggers a – What are your brand values? number of the Top 10 mistakes most – What are your preferred commonly made by office tenants. It INVOLVE KEY INTERNAL work settings? is crucial to understand your property DECISION-MAKERS requirements through the process of – What types of employees will Assemble a team with the breadth evaluation and forecasting. you have in the future? of skills to drive the project. Involve – What will your technology your experts in information technology, DETERMINE FUTURE NEEDS requirements be in three years? human resources and finance. They will be familiar with specific future trends Commercial leasing decisions should – Are you considering acquiring that may influence your requirements consider medium- to long-range business or merging with other firms? and decisions. Their involvement from goals for leases running three years or – What effect will moving have the outset will help clarify and focus more. Guided by professional workplace on your customers and staff? your brief and achieve internal buy-in. strategists and space planners, the process of constructing a real estate By working through this concept Be sure to appoint a project leader to brief to achieve your business objectives planning phase, you will achieve the connect with your internal stakeholders will consider questions including: maximum benefit—both financial as well as with your broker and and strategic—in the relocation or consultants. reconfiguration of your office space.P. 8 Office Leasing Guide Colliers International
  9. 9. CREATE A REAL ESTATE BRIEF An important element in developing this – Technical requirements KNOW YOUR LOCAL MARKET brief is to audit your existing premises— – Timing AND COMMITMENTSThe briefing process begins with the creating a clear understanding of what’s – Communications infrastructuredocumentation of your workplace During this phase, you should working, and what’s not. – Budgetrequirements. familiarise yourself with local office – Environmental considerations market conditions and existing lease – Growth projections – Other unique needs WHAT SHOULD BE IN YOUR BRIEF? commitments. By knowing the market – Office space size – Signage/naming rights vacancy rates, supply projections, – Space configuration Your real estate brief should consider – Term/renewals current rental rates and tenant – Organisational vision a wide range of criteria: Consider ranking each factor in terms incentives, you will be in a better – Cost parameters – Size of space of importance, as you may have to position to evaluate various proposals. – Timing – Tenant improvement needs compromise on some items, depending Your Colliers International leasingA well-prepared real estate brief will – Number of employees on the options available. You can also professional can provide you withsynthesise these elements and translate (maximum and minimum) assign a point value to each factor, with an office market presentation thatthem into your property requirements. – Image/quality/aesthetics more points possible for the factors describes these factors, both inThe brief will expedite your decision- – Location with greater importance. Your Colliers your local market and in the specificmaking process. You will save considerable – Parking professional can help guide you through sub-markets you identify as mosttime by inspecting and reviewing only – Building services this evaluation process. desirable.suitable properties. – Office hours – Security and accessYour brief also creates a framework – Lease structure preferencesto evaluate and compare your options.Colliers International Office Leasing Guide P. 9
  10. 10. Step Two EVALUATE MARKET ALTERNATIVES INSPECT AND EVALUATE YOUR OPTIONS RELEASE YOUR BRIEF TO THE MARKET your stated business objectives. Colliers has developed a range of decision- To avoid dealing with multiple agents, making models and matrices. These you can request that your Colliers tools dramatically improve efficiency professional approach the market on in the evaluation process. your behalf. With an intimate knowledge of the market and a well-established network of agents and owners, Colliers FINANCIAL ANALYSIS will act as a single point of contact to There are several ways to compare the uncover all suitable space opportunities. financial aspects of leasing, including: Your real estate advisor will also assist in discussions with your existing – Gross rent per square foot landlord regarding lease renewal – Net effective rent per square foot options. – Total occupancy cost per square foot – Total occupancy cost per employee EVALUATE AND PREPARE Further detail on these measurements A SHORT LIST is provided in the Frequently Asked Questions portion of this guide. When analysing alternative premises, consider timing, financial and other Look beyond the square foot rate offered. incentives that may be offered. A lease Some office space is highly efficient, renewal option should include expansion enabling you to accommodate your and contraction costs, as well as the employees in less space. For example, cost of reconfiguring or completely you may require 5,000 square feet to refurbishing your work space. Aim for accommodate your staff in one building a short list of three or four properties. while another may be able to house them comfortably in 4,000 square feet. Evaluate options against your brief, In this instance, it does not make sense ensuring the property’s benefits matchP. 10 Office Leasing Guide Colliers International
  11. 11. It is now a fundamental requirement that the office architecture supports the intellectual work demanded of employees and facilitates your organisation’s continuous improvement compare the two options based on WORKPLACE DESIGN AND TENANT DETERMINE WORK SPACE – Provide an opinion of likely tenanttheir rate per square foot. It is more IMPROVEMENTS EFFICIENCIES improvement costseffective to use a cost per employee It’s not all about cost. When evaluating By conducting a design site audit oflease analysis model. your property options, don’t forget to the short-listed options, your workplace TENANT IMPROVEMENT COSTSLease conditions such as “make good” consider the intangible costs and benefits designer will determine the work space Attaining a tenant improvement that isrequirements can also impact on the for each property option. efficiencies for each property. This aligned with your organisation’s idealattractiveness of a particular option. process also produces sample tenant Your workplace designer can help you outcome depends on which components(For more information on “make good” improvement designs prior to your evaluate each option’s impact on staff are viewed as necessary and what iscosts, please refer to page 14.) agreement on terms enabling you to productivity and communication, discarded during the design phase. It is compare your options based on financial corporate identity, information critical that all aspects to be included in and non-financial criteria.COMPARE YOUR OPTIONS USING technology, communications performance the tenant improvement are assessedA LEASE ANALYSIS MODEL and your customer base. If appropriately Your workplace designer will provide the to determine their contribution to the engaged at step one, your workplace following services during this critical overall objectives.Colliers International has developed designer will have the maximum positive evaluation phase:a lease analysis model designed to Equally important is the identification and influence on your workplace leasing options on a financial – Prepare a detailed existing tenant evaluation of the potential componentsbasis, using an “apples to apples” In today’s challenging business improvement audit that are excluded. The identification ofapproach. The model allows the environment, it is critical that positive and negative components through – Assess items suitable for re-usecomparison of proposals from multiple organisations look beyond the traditional the audit process provides the in the improved office spacelessors, demonstrating the cost of the view of office accommodation and the opportunity to maximise thefinancial offer over the term of lease. measurement standards normally – Manage the pre-design process effectiveness of the final result and applied. including a review of local authority minimise the cost of the tenantThis financial modeling takes into approvals and code requirements improvement.account lease incentives, such as free Your work space must also contributerent and capital contributions towards to the development of team networks and – Prepare selected site auditstenant improvements, the total rent over organisational learning systems. – Prepare a “stacking and blocking” planthe life of the lease including rental In addition, the office systems mustincreases, and the term of the lease support organisational change efficiently, – Prepare preliminary concept designsincluding extension provisions. and with minimal redundancy. – Conduct building services auditsColliers International Office Leasing Guide P. 11
  12. 12. Step Three COMMIT TO PREMISES Completing or varying your lease the workplace tenant improvement documentation; commencing the full process begins immediately. At this design process. stage, you should have completed a: – Needs analysis AGREE HEADS OF TERMS – Space plan – Test fit Once the particulars of a lease agreement are negotiated, both parties This will enable you to engage a will sign a copy of the Heads of Terms. designer, who may be the workplace This document is generally not legally designer, with accurate information binding but is a gesture of good faith regarding your requirements. The that terms have been agreed. When sooner a designer is engaged, the signed, this document will be used to better the outcome. brief lawyers so that the final lease It is vital that this stage is viewed as an documents can be prepared. investment in the organisation’s future and not merely a tenant improvement. WORKPLACE DESIGN ISSUES The development of work space should be directly linked with your When a lease agreement is complete, organisational strategy.P. 12 Office Leasing Guide Colliers International
  13. 13. Step FourDESIGN AND PROJECT MANAGEMENTThe final stage of the process provides – Detailed construction timeline BID REVIEW PHASE – Project manage delivery programthe perfect opportunity to re-think office preparation – Determine agreed tender review panel – Project completion/occupationimperatives and promote organisational – Documentation for building ownereffectiveness, community, communication – Review and assess tender responses – Oversee practical completion and lawyersand productivity. – Tender management and analysis – Inspection and sign-off – Stakeholder coordination – Manage the identification andDESIGN DEVELOPMENT AND CONTRACT ADMINISTRATION completion of all outstandingCONSTRUCTION APPROVAL DETAILED DESIGN AND and defective works DOCUMENTATION PHASE – Manage the delivery process– Engagement and full briefing of all and administer contracts – Cost reporting and final accounts other specialists and consultants – Preparation of documentation for a construction tender – Appoint all approved contractors – As-built drawings, operating manuals,– Commencement of detailed design and suppliers including head tenant guarantees and warranties – Finalise furniture selection– Development of finishes selection improvement contractor – Final inspection and completion – Finalise the selection of tenant– Short list of furniture options – Coordination of all required meetings of works at the end of the defects improvement finishes liability period– Review of likely tenant – Coordination of quality control – Obtain building and construction improvement costs inspections consents – Cost and variation managementColliers International Office Leasing Guide P. 13
  14. 14. Translating the LingoGLOSSARY OF TERMSBUILDING CONSENT INCENTIVE columns, toilets, cupboards, plant/motor RENT REVIEWApproval from the relevant authorities for An inducement offered by the landlord to rooms, public spaces and service areas. It The method by which your rent can varycarrying out building work on the premises, attract tenants to the building. This can excludes areas dedicated as public spaces or during the term of the lease. This can be ausually for tenant improvements. be offered in a variety of ways, such as thoroughfares such as building service areas. market rate review, a predetermined figure through a period of free rent or capital or a rate fixed to an index such as the CPI Gross Internal Area (GIA) contribution from the landlord. or RPI. The review structure is agreed priorCAP AND COLLAR GIA (measured in square feet or square to lease commencement.A term and method used in some market metres) is the floor space contained withinreview clauses where rental increases are LESSEE each tenancy at each floor level by measuringlinked to indexation. It is a mechanism that That legal entity, company or person whose from the dominant portion of the outside PLANNING CONSENTputs a “cap” or maximum amount by which name appears as the occupier or user of faces of walls, to the centre line of the Approval from the local planning departmentthe rent can be increased, or a “collar,” the space on the formal lease document, binding internal common area or inter-tenancy walls. with regard to proposed building worksminimum the rent can increase, on the the lessee to the terms and conditions stated or changes in the permitted use of therental rate review date. therein. Also known as the tenant. premises. MAKE GOOD OR YIELD UP The lessee’s obligation to return the premisesNET EFFECTIVE RENT LESSOR to their original condition prior to expiration RIGHT OF RENEWALThe rent payable under the lease accounting The party whose name appears as lessor on of the lease. The lessee’s right to renew a lease for anfor all incentives but excluding all building the formal lease document. The lessor is the agreed period of time prior to expiration ofexpenses (i.e. business rates, utilities, landlord or owner of the property. the initial lease. OCCUPANCY RATIOSservice charge). A common ratio used to measure the tenant LEASABLE AREA efficiency of individual building’s floor plates. SERVICE CHARGE AND INSURANCEGROSS RENT OR HEADLINE RENT Net Internal Area (NIA) This ratio is calculated by dividing the total All other costs beside rent associatedThe rent payable under the lease excluding NIA (measured in square feet or square net leasable area by the number of people with insurance, operation, upkeep and/orany incentives. metres) is the useable floor space contained who occupy a floor. Average occupancy maintenance of the building, including air within each tenancy between the internal ratios vary between 1:100 and 1:120 square conditioning, elevator maintenance, common finished surfaces of permanent internal feet per person. area cleaning, security and electricity. walls and the internal finished surfaces of dominant portions of the permanent outer building walls. It generally excludes structuralP. 14 Office Leasing Guide Colliers International
  15. 15. STATUTORY EXPENSESStatutory expenses include costs such asbusiness rates, water and sewer rates andusage charges.SUBLEASE/ASSIGNMENTThe mechanism under the provisions of thelease allowing the lessee to find a suitablereplacement tenant. This is subject to lessorapproval and unless specifically stated, doesnot limit your legal responsibilities during theterm of the lease.Colliers International Office Leasing Guide P. 15
  16. 16. P. 16 Office Leasing Guide Colliers International
  17. 17. Frequently AskedQuestionsHOW CAN I NEGOTIATE THE BEST DEAL? WHAT ARE THE DIFFERENCES BETWEEN WHAT ADDITIONAL COSTS AM I WHAT IS A “YIELD UP” AND HOW MUCH GROSS RENT, NET RENT, NET EFFECTIVE RESPONSIBLE FOR OVER AND ABOVE WILL IT COST?By carefully selecting the right properties RENT AND HEADLINE RENT? RENT AND OPERATING EXPENSES?on your short list, you can create a A “yield up” clause is your (the lessee’s)competitive environment to achieve the GROSS RENT is the rent calculated inclusive In addition to a pro-rata share of building obligation to return the premises to itsmost favorable lease agreement. Your of all building costs. HEADLINE RENT is operating expenses, you will generally be original state upon completion of your lease,Colliers International advisor can assist you the quoted rental rate before taking into responsible for electricity and other utility usually excepting fair wear and tear of floorthroughout this process. account incentives or increases, whereas charges and cleaning your own premises. coverings. NET EFFECTIVE RENT is the rental rate If you are relocating, one of our building averaged out over the term of the lease,HOW MUCH SPACE WILL I NEED? WHAT ARE THE RENT REVIEW PATTERNS surveyors will be able to assess “yielding including consideration of rent-free periods FOR THE TERM AS WELL AS THE up” costs.The amount of space you require will vary or up-front incentives. RENEWAL PERIOD?depending on the nature of your businessand the efficient use of space you select. Most lessors have a standardised lease WHEN DOES THE AGREEMENT BECOME WILL I BE ABLE TO SUBLEASE ORAs a rule you will require roughly 100 to document for their buildings, including a LEGALLY BINDING? ASSIGN MY LEASE?120 square feet of space per employee. prearranged rental review pattern. During a typical lease negotiation, leasing Most commercial leases allow the lessee to Typically, the two most significant influencing proposals are used as a medium to determine sublease or assign their premises. Typically,WHAT ARE MY TOTAL REAL factors on rent review patterns are lease terms terms and conditions acceptable to both lessor the lessor is unable to unreasonably withholdESTATE COSTS? and the commencing rental. Rent review and lessee. In the first instance this will consent to the sublease/assignment. A prudent methods may include fixed increases, usually be a set of agreed Heads of Terms,In addition to your rent, you may also pay lessor will consider the strength of the contract structured increases or reviews to market outlining the salient terms of the lease.for operating costs such as insurance, service being offered by the incoming tenant and will levels. The Consumer Price Index (CPI),and estate charges, business rates and be reluctant to accept a sublease/assignment At this stage, the agreement may be or a margin over CPI, is another commonutility costs specific to your demise/use. if it could potentially compromise their conditional. In some cases it may be structure. financial position or security. conditional on lessee and/or lessor board approval, together with other approval conditions.Colliers International Office Leasing Guide P. 17 Office Leasing Guide P. 17
  18. 18. The lessee and/or lessor may not be legallybound to commit to the premises untilthe various conditions are satisfied. TheHeads of Terms, provides a framework bywhich the lawyers will draw up the leasedocumentation. The lease is only legallybinding when it has been signed andexecuted by the lawyers.HOW MUCH WILL MY TENANT FIT-OUTWORKS COST?This depends on the quality of the worksyou require. Factors in the cost include thequality of finishes selected, infrastructureneeds such as plumbing and wiring, and thecomplexity of the requested build-out.P. 18 Office Leasing Guide Colliers International
  19. 19. Relocation ChecklistA STEP-BY-STEP GUIDEPRELIMINARY ˆ Mail moving notices ˆ Prepare labels for moving furniture POST-MOVE and boxes to new locationsˆ Finalise lease for new location ˆ Banks and financial institutions ˆ Install and test telephone system ˆ Assign move supervisors in eachˆ Notify present landlord of termination date ˆ Clients and customers ˆ Distribute new phone list and map showing department ˆ the locations of departmentsˆ Advise staff of date and location of move Professional organisations ˆ Develop a master relocation project schedule ˆ ˆ Install and test all computersˆ Engage designer for new premises Credit accounts and credit cards ˆ Schedule and implement a clean-up program ˆ ˆ Do a detailed walk-through of the premisesˆ Create a master change-of-address list Insurance companies (purge files, dispose of trash) and report any damage to moving company ˆ Accounts receivable and payable ˆ Schedule staff for unpacking, includingPRE-MOVE—GENERAL ˆ Transfer your insurance to the new location stocking supply cabinets, storerooms, file ˆ Newspaper and magazine subscriptionsˆ Reserve elevators and loading docks rooms, and removing tags from all furniture ˆ Obtain Certificates of Insurance from your ˆ Telephone company and internet and equipment to ensure your company will be insurance company for moving day service provider operational as rapidly as possible after moveˆ Tender and award moving contract ˆ Confirm termination of old leases ˆ Prospects and special services ˆ Arrange for off-site storage of old filesˆ Tender and award telephone and ˆ Collect parking passes, security cards and ˆ Hold a meeting at new premises three ˆ Pack contents of all filing cabinets and desks, keys for the old facility. Confirm the return computer cabling weeks prior to move. Bring in all parties ensuring everything is properly labeled of any deposits held by the landlord forˆ Inventory existing furniture involved (design/construction/mover/cabling these items ˆ Arrange for staff to tour new premises a few company/information technology specialist)ˆ Code furniture and equipment on a weeks prior to move ˆ Audit final invoices against contracts to ensure all details are covered and all colour-coded floor plan responsibilities clear ˆ Schedule post-move training for security, fire, ˆ Complete and file all warranty informationˆ Audit keys and life safety procedures at the new facility for all new furniture and equipment ˆ Schedule public relations effort, includingˆ Order any new office furniture plans for news releases and an “office ˆ Distribute access cards and keys ˆ Update fixed asset accounting system for and equipment warming” party for new premises any new furniture and equipment purchasedˆ Order new stationery ˆ Arrange for listing on lobby directory ˆ Confirm the change-of-address of new building MOVING DAYˆ File change-of-address forms with post corrections made office and forward mail ˆ Arrange for post-move cleaning ˆ Arrange with the building manager to have ˆ Schedule press release and client the air conditioning on during the moveˆ Check your insurance coverage for the move announcement PRE-MOVE—INTERNAL ˆ Remove computer equipment (server) andˆ Advise suppliers (telephone, bottled water, phone system prior to arrival of movers and coffee service) of new address ˆ Organise a “staff moving committee” if commence reinstallation at new site appropriate and delegate responsibilitiesˆ Alert photocopier contractor ˆ Draft an emergency contact list for vendors ˆ Schedule and prepare agenda for yourˆ Decide on security procedures for the move such as elevator maintenance, building employee move orientation meeting management, utilities, telecommunications ˆ Finalise seating plan and identify and moving company each locationColliers International Office Leasing Guide P. 19
  20. 20. Contact Details Bill Kennedy MRICS Managing Director (Joint) +44 28 9051 1006 Ian Duddy MRICS Director +44 28 9051 1003 Tracy Flannigan MRICS ACIArb Director +44 28 9051 1001Accelerating successThese notes contain a summary only of certain aspects of the subject matter. They have been prepared for the purposes of the guide and are not a substitute for legal advice on specificfacts. Great care has been taken in their preparation but no responsibility is accepted for any inaccuracies or omissions. (Feb 2011)