Developing a Relocation Strategy

The decision to relocate should be the result of a strategic process that relates the department's estate needs to it's business objectives in the form of an estates strategy.

• Relocation Objectives
• Definition of Requirements
• Liaison with OGC
• Appointment of Consultants
• Risk Management

Relocation Objectives

Clear, defined measurable objectives should be set out and will cover:

• estate,
• human resource, and
• business issues.

Prioritising objectives

Prioritise relocation objectives in advance. 

There may have to be a trade-off between time, cost and quality. Advance decisions will ensure that relative priorities are clear. In many cases the achievement of cost savings will take the highest priority.

Definition of Requirements

A detailed statement of requirements will form the basis of the brief for the search and should be prepared:

• in consultation with the prospective users of the new building, and
• before appointing property advisers to carry out a search for a suitable location / property.

Options for involving users include:

• appointing user representatives to help with the management of the relocation; and
• canvassing opinion by means of a survey of staff and customer views.  

Changes in the brief should be limited.  They are likely to be expensive if they necessitate a change in emphasis for the property search.

The department may benefit from appointing a "brief consultant", whose role is to ensure that the department has considered:

• all the options,
• understood all aspects of the project, and
• has produced a comprehensive statement of requirements.

The contents of the statement of requirements should:

• be consistent with the relocation's objectives, and
• should assign priorities to each aspect of the statement of requirements.

This prioritisation should reflect the needs of the business and the views of stakeholders including staff and customers.

These requirements will provide the criteria to be applied when choosing between options for location and deciding on the compromises to be made if an ideal property cannot be found. They should be subject to value engineering to ensure they reflect the departments real needs.

The statement of requirements should be specified more in terms of the desired outcome rather than the means of achieving it. This will ensure that innovative solutions are considered, which is particularly important in the case of PFI.

Relocation will provide an opportunity to introduce new ways of working and requirements necessary to support this change should be identified.

Liaison with OGC

When acquiring property on the "Civil Estate" (i.e. property owned or leased by Government departments and their Executive Agencies) the key responsibilities lie with individual departments. In particular, it is for them to:

• secure necessary funding;
• pursue the solution, supported by investment appraisal;
• appoint agents and engage legal advice where necessary, and to meet the fees for such advice; and
• plan, fund and manage any in-going works associated with the acquisition.

Notifying OGC

OGC must be notified:

• once a potential need for space has been identified, and
• before appointing agents or considering market options.

OGC must be provided:

• with details of the size, location and timescales of their need for space, and 
• any intention to investigate property market options.

Value for Money

OGC to receive advance notification to safeguard value for money.  OGC will:

• co-ordinate the transactions of departments dealing in the same property market, and
• propose options which ensure that costs to the Exchequer as a whole are minimised in meeting each department's requirements.
  

Appointment of Consultants

The relocation process is complex. A strategy for commissioning any consultancy advice should be drawn up early on in the process, identifying:

• the key elements of the relocation,
• the expertise necessary for the successful implementation of these elements
• when in the relocation process this expertise is required, and
• the source of this expertise (either in house or commissioned from outside sources).

It is important to recognise that there are many different types of consultants who can have a role in a relocation. 

For further advice, Stuart Ladds, Relocation Programme Manager, OGC

Risk Management

To ensure that the department's best interests are met, the risks to the successful implementation of the relocation must be adequately managed. Successful risk management involves the identification of:

• all risks which could influence the delivery of the relocation to time and cost targets and the required level of quality;
• when and how such risks may occur;
• their potential impact on the relocation, in terms of time, cost and quality, and the likelihood of their occurrence;
• the action to be taken, and the resources necessary, to address these; and
• those who will be responsible for managing these risks.

An assessment of risks should be made at the outset. This exercise should be updated at each major decision point in the relocation process, to ensure that risks previously identified are being managed effectively, and to identify new ones. Further guidance, on risk management is contained in the OGC Delivery Toolkit.