R is for...

Relocation:

Back on firmer ground, well at least we have a topic, phew!

Moving the business to new location or locations is a process best undertaken with a great deal of planning and forethought.  Commercial relocation is so much more than moving your house, its obvious isn’t it, but you would be surprised how many organisations approach this activity full of confidence due to someone having moved their own home last year, only to fail in spectacular fashion, costing the business dearly.

Here are my top 5 tips for your relocation project:

• Team:  Pull together your in house and professional team early on.  The fundamental requirement for the project team is to have delegated authority to make project decisions.  You will undoubtedly have a project Board with the overall Company authority, but the ability for the Project team to act within bounds is paramount. 

• Programme & Timing:  Your relocation project will almost certainly culminate in one or more moves over a series of weekends or a holiday period.  Planning for your project can start at either end of the scale.  Either working back from a mission critical end date, perhaps the expiration of the existing lease period, or working from the start, based on the longest lead time elements and the date you determine to launch the project.  Either way you cannot start the overall planning too soon.  Informal planning will have been taking place for some while but this needs to be pulled together at the earliest opportunity so that all aspects can be captured and detailed.

• Communication:  Early on in the project you will need to determine your communication strategy with staff and stakeholders.  As a source of rumour and misinformation, there are few better catalysts than a relocation project to stoke the fires!  Planning and implementing an integrated communication plan will greatly assist the project, both in terms of staff satisfaction and also in terms of buy in and co-operation.

• IT and Communications:  Make sure your IT and communications teams are fully engaged from the start.  We have seen projects that have started off in fine form, bringing the communications teams in at a later date, only to find there are practical technical matters that have been overlooked and the project suffers delays and cost overruns.

• Have a clear out!:  Develop time in the programme to encourage staff to have a good clear out of filing cabinets, old machinery, cupboards, loose boxes, equipment, records, files, obsolete bits and bobs and the many other things that will cost money to move, cost money to house and then cost money to move next time!  There will be opportunities to recycle, sell, donate, dispose and, in the process, contribute to the organisations corporate social responsibility agenda.

James Alexander Consultants can help you with your relocation project.

eMail us on innovation@jaltd.co.uk or see our contact page for our numbers.  We look forward to speaking with you.

Secondary PFI Market

The BBC Business website ( http://www.bbc.co.uk/news/business/ ) reports that there are significant concerns that HM Treasury is failing to monitor PFI projects adequately and that excessive profits have been made by organisations involved in the PFI market.  HM Treasury records do not reflect the billions of ponds of profit made by companies by selling on their equity shares in PFI projects on the secondary PFI market.  These concerns regarding the transactions and those surrounding the lack of information at HM Treasury come as two parliamentary committees are convened to take an in-depth look at the PFI.

The Treasury Committee is hearing evidence in connection with its enquiries into the future of PFI, the objective to determine whether PFI has represented value for money for the taxpayer. Shortly after the Public Accounts Committee will investigate what can be taken from the experience of the roll-out of PFI and what improvement could be made for any future projects that may be undertaken.

Opinions run high on both sides of the discussion, with a number of members of Parliament declaring that the PFI process must be clear and transparent with levels of profit reflecting genuine return on investment and, of course, demonstrating good value for money for the public purse.  The  Public Private Partnership Forum, an industry body for the PFI industry, has said the profits made were a fair reflection of the risks taken on by the financiers and builders of the projects.

More than 700 hospitals, schools, prisons and other public sector projects have been built under the PFI scheme.