The following examples are representative of the facility-management
programs developed by FSI.
- Example One
- An organization had two leases providing a sum total
of twenty-two thousand square feet of office space. The first lease for
ten thousand square feet was coming up for renewal while the second lease
had another two years to run. Management was ready to extend the first
lease for another two years. A space-use analysis revealed that the space
covered by the longer lease (twelve thousand square feet) could be
reconfigured to accommodate the existing office staff. A plan was
developed by FSI and implemented by the organization. The organization
was able to reduce overhead expenses by $300,000.
If you have read enough to know our services can benefit your organization,
return to FSI's Intro Page to view
our contact information. You can also read on to see how we have assisted other
organizations.
- Example Two
- An office was relocating to another area to enhance
business prospects. The existing office space consisted of ten thousand
square feet, which is what the real-estate department of the company
was looking for at a new location. A space analysis by FSI determined
that the existing space was inefficiently laid out and that the physical
characteristics of the building did not allow efficient use of space. An
ideal space plan was developed that demonstrated that the office
really needed only five thousand, five hundred square feet. Eventually,
six thousand, five hundred square feet of space was leased, which resulted
in a savings of $342,000 over the term of the
new lease.
If you have read enough to know our services can benefit your organization,
return to FSI's Intro Page to view
our contact information. You can also read on to see how we have assisted other
organizations.
- Example Three
- A large company with multiple office locations was
allocating the rent cost for office space based on the number of people in
each department at each location. No incentive existed to manage space
effectively since a department's cost was related to the number of people--
not to the amount of space used. The rent cost for ten people was the same
whether they used two thousand square feet or four thousand square feet. A
cost distribution program was developed and implemented that distributed
monthly rent costs based on the actual number of square feet
individuals used or that was allocated for them. If departments
reduced their use of space from four thousand square feet to two
thousand square feet, the allocated rent cost was reduced by one half. Within
two months in which the organization implemented FSI's recommendations,
managers discovered FSI's services effectively managed space in a
cost-effective manner. Space needs had been re-evaluated, and the
staff consolidated appropriately. Several floors were found to be
an unnecessary expense to the organization. The resulting identification of
actual and real spacial needs of the organizations
various office locations, as well as the identification that excess space
under lease could be subletted, saved the organization
one and a half million dollars each year!
If you have read enough to know our services can benefit your organization,
return to FSI's Intro Page to view
our contact information. You can also read on to see how we have assisted other
organizations.
- Example Four
- A complete turn-key relocation program
was developed and implemented for an organization relocating its
corporate headquarters. The program included, but was not necessarily
limited to, the following activities:
- a conceptual space design for the new location based on the organization's
space-use criteria;
- development of the master relocation schedule;
- communication with management as to program status;
- evaluation of existing furnishings for serviceability and reuse
at the new location;
- determination of requirements for additional furnishings;
- evaluation of furniture and equipment vendors;
- development of specific work area designs incorporating existing
and new furnishings;
- coordination of the build-out requirements at the new location;
- coordination with telephone and computer wiring vendors for schedule
compliance and outlet locations;
- communication with employee groups on schedule, packing, labeling,
and other move-related activities; and
- coordination with moving-company supervisors.
The organization saved money by avoiding time-consuming and laborious
tasks involved in planning and managing a relocation project that
would have distracted key management and staff from their day-to-day
responsibilities. The organization also avoided potentially costly
oversights by using FSI employees' experience in relocation management.
If you have read enough to know our services can benefit your organization,
return to FSI's Intro Page to view
our contact information. You can also read on to see how we have assisted other
organizations.
- Example Five
- In another instance, FSI arranged for a complete
office startup for a company that was setting up a satellite office. These
activities included:
- workspace design for the chosen office space,
- evaluating furnishings and furnishing vendors to obtain the best value,
- arranging for telephone equipment and service,
- evaluating photocopy equipment, and
- coordinating office supply contracts.
The company's representative, who had business development responsibilities,
was able to stay focused on pursuing business opportunities and was not
distracted by the various details involved in opening the new office site.
If you have read enough to know our services can benefit your organization,
return to FSI's Intro Page to view
our contact information. You can also read on to see how we have assisted other
organizations.
- Example Six
- FSI developed a computer-integrated facility management
(CIFM) strategy for a client involved in a business park renovation
project that involved over sixty buildings and over one million square feet
of floor space. The CIFM strategy was able to identify, track, control,
and project building operation and maintenance costs so that the client
could identify critical revenue streams required for the project to remain
viable. Reports were generated to provide management with timely and accurate
cost, revenue, and budget information, which allowed management to make
informed decisions relative to lease agreements.