You get what you pay for

The process for selecting a partner to plan, design and construct your main office or operations center facility can be a daunting task indeed, as this most likely will be the largest facility investment that your organization will make under your tenure. Execute it well, and your team will have developed an effective and efficient workplace that successfully supports both your culture and the long-term growth of your organization. Select the wrong partner and beyond the potential of costing your organization millions of dollars in lost employee productivity and operating expenses, it could cost you and your management team their jobs.

  • “Will the facility “fit” our long term needs as we continue to grow?”
  • “What will the facility look like?”
  • “How much will our investment be and how long will it take until we can make effective use of the facility as a strategic tool?”

Beyond the simple questions, add these to the mix…

  • “Will the design of the facility serve to support our culture and reflect our brand?” 
  • “Will the facility help us to retain staff as well as help us to attract new talent?”
  • “How much time will my team need to devote to the project?”
  • “Can we use the facility to serve as a “merger magnet”?”
  • “Can the facility be used to support community initiatives and engagement, as well as support HR training and organizational collaboration?”

A bit daunting isn’t it? The right partner will be able to guide you in addressing these key questions, as well as have a proven process in place, which makes effective use of your time. After all, you have a day job that requires your attention and focus, as you chart and manage the path for your organization’s growth. Let’s talk about the process of selecting that partner.

You start with the development of an RFQ, also known as a request for qualifications. This document identifies information that you would like to know about a firm, as well as lists questions that apply specifically to your program. The key is that you are seeking a partner who has extensive industry related experience, has worked with peer groups in your asset range, is compatible with your philosophy and core values and has a proven process which is comprehensive, organized and easily understood and translated by your management team.

While references are certainly important and help to tell a story, can this firm “get into your team’s head” so to speak, and draw the most from your team in terms of clearly identifying and defining goals, aspirations, requirements and risks? Most importantly, can your partner help to “align” your teamso that all are on the same page as the program sponsor, which is more often than not, the CEO?

We are sometimes contacted by organizations inquiring of our interest to participate in their selection process to design and construct a main office or operations center, with the requirement that we develop and submit a package which contains programming, design, timeline and cost information, at no cost to the organization. Essentially, the organizations are looking for firms to assume the risk of investing staff effort (human capital) as well as ancillary costs, in developing a solution to their program. All in exchange for the hope and remote possibility of being selected to move forward with the program.

Most often, the selection process is not clear in defining how the selection will be made, places no value on the investment of human capital, does not account for the time needed to “program” a client and places no value on the overall process that needs to take place. Apply the old adage of “you get what you pay for” and you can see where this conversation is going.

One solution to competing at this level would be to “dust a design off of the shelf”, add some splash and color, throw in a few 3D images and add some “eye candy”. You must then do your best in convincing the client that this design is unique and that it makes total sense for them, as you are selling yourself as the team in order to deliver their dreams.

Of course you know that we pass on these programs. When we receive this type of RFQ, we know in no uncertain terms that the organization has not thought out the process of developing a relationship with a partner, as they are really seeking the services of a vendor.

Webster’s Dictionary does a good job in defining the difference between and vendor and a partner. Avendor issomebody who sells something, whereasapartner is somebody who shares in an activity. In this case, your partner will be responsible for overseeing the deployment and distribution of millions of dollars of your organization’s funds, all the while guiding your organization to making well thought out and well executed, strategic facilities decisions. You must focus on developing a facility strategy and not a building program if that makes sense.

A vendor’s proposal most likely will look good on the surface, while it pays limited attention to strategy and function, and the proposal will present an inviting, yet vague cost structure. Needless to say, the vendor needs to be focused on recouping the costs that they invested in their “free drawings”, which were really developed as their sales tool, not as your facilities solution. You can see where a potential conflict might develop and from our experience, it’s just a matter of time until it does.

The most valuable closing advice that we can offer is to allow adequate time in gathering your team and organizing your thoughts. Ask some simple questions of your team as you begin your process such as…

  • “What are the key issues or problems that we are trying to address?”
  • “What impact will our organization feel if we don’t address these issues?”
  • “How important are the issues in relationship to our other organizational initiatives?”
  • “What key partners do we need to help us address our initiatives?”
  • “What does a productive partner relationship look like to us?”
  • “What is our overall timeline?”
  • “Who will lead this process from an internal perspective?”
  • “Does our team leader have the support of the C-suite and the board?”

After you have assigned an internal team leader to help organize and develop your RFQ, identify a selective group(3-5) of prospective partners, issue your RFQ, conduct interviews and weigh the responses. Then you can feel comfortable moving forward with the partner who has demonstrated the experience, philosophy and the process that is most compatible with your team’s DNA. If you keep in mind that you are partnering with a firm (and individuals) who you believe will be most effective in delivering this key initiative for your organization, then you have started on the road to success and you will certainly get what you paid for.

Bob Saunders

Bob Saunders

Bob is a founding partner of Momentum (www.momentumbuilds.com), which is a national provider of strategic facilities services to the financial industry, as well as higher education. Strategic operations ... Web: www.momentumbuilds.com Details