We pride ourselves on our unique blend of architectural and analytical skills, which are combined in our approach to portfolio planning. Whether you have one building, a campus of buildings, or a nationwide inventory of hundreds of facilities, here are the key elements of our award-winning portfolio planning process.
Portfolio planning typically starts with evaluating the facilities. To do so, our architects assess each building using performance metrics that measure how well the buildings function for the tenants in the areas of space standards, functionality, building condition, security, and technology. The metrics are used to score facilities between 0 and 100, with 100 representing an ideal facility. The metrics are tailored to the size and type of facility.
In addition to evaluating existing facilities, it is important to understand the trends and workload factors that are projected to place a greater demand on facility operations. We find that changing trends, like population, economics, or new laws and policies, often produce an increase in workload. The additional workload often requires expanding programs, personnel, and integrating new technology. Our analysts are skilled at forecasting such demand and our architects understand the resulting impact on space and facilities needs.
The results from the Portfolio Evaluation and Demand Planning efforts are combined and used to measure each facility’s "gap" - or the difference between that facility’s score and the ideal score of 100. An execution strategy, composed of recommended space improvement projects and/or new construction, is then developed for each facility to "fill the gap" and move the score closer to 100.
We understand that setting priorities for space improvement projects across a portfolio of facilities can be challenging. To tackle this challenge, we use analytics to objectively prioritize the projects based on
The business case combines the prioritized projects, cost estimates, project justifications, and risk mitigation into a plan that can be used to support funding. The business case presents the optimal solution for the organization: the project(s) providing the greatest benefit for the most reasonable cost. Our business cases have withstood the scrutiny of program evaluations and audits for over 30 years.