When planning a corporate campus, it is important to define exactly what you wish to achieve. Here are the recommended steps:
1. Using the company business plan as a foundation, decide the order of your priorities in developing the campus. Following are some likely considerations:
o Financial: investment, controlling real estate costs, profitability
o Operational: availability of space, user-driven design, space efficiency, flexibility, special use requirements, security of environment, proximity to airports and other major transportation hubs
o Cultural/social: “connection” of employees to corporation, amenities, employee housing and commuting patterns
o Business performance: information channels, efficiency and ease of communication among employees
o Corporate image: corporate identity, public relations
2. Define your qualitative parameters. What are your current needs? What will be your future needs?
3. Identify what corporate resources to dedicate to this process, and who within the corporation will lead and participate in this project over the next few years.
4. Assemble a team of consultants. Your core team should at a minimum include the following experts:
o strategic facilities planner
o architect and professional services team: civil engineer, geotechnical engineer,
o environmental engineer, traffic engineer and others as required
o real estate advisor
o zoning and transaction attorneys
o economic development advisor
You may also want to consider hiring a project management firm to manage the process, coordinate the team members and act as the owner’s representative throughout the project.
5. Develop a project schedule.
6. Decide which market(s) you would like to consider for your campus so that you can begin discussions with several jurisdications. Companies considering a corporate campus can expect some fairly lucrative incentives (e.g., tax abatements, fee waivers, low-interest loans, off-site improvements).
7.Compare the inventory with your requirements. This is a two-step task: first, while your architect develops a macro program, your real estate team will survey the market for available sites. Second, they will identify what sites that meet your requirements are on the market.
8. Develop a shortlist of your preferred 3-5 available sites.
9. Determine your financing and ownership structure.
10. Conduct comparative site evaluations. In this stage, your team should for each site review existing documentation, review legal descriptions, examine financial/economic considerations, evaluate transportation considerations, and evaluate any existing buildings on the site. After the analysis is completed and presented to you, make a decision.
11. Review your exit strategy and contingency plans.
12. Design the campus. It is the responsibility of the architect to lead this process and to develop a solution that meets your stated objectives and supports the corporate business plan. Though corporate goals differ, and success will be measured in various ways, the architect should help you realize the following universal objectives for corporate campuses:
o Intra-corporate climate. The campus will foster positive attitudes and interaction among employees.
o Buildings. The office facilities will be flexible, efficient, supported by the appropriate infrastructure and will be appropriately reflective of the organization’s corporate identity. Other special purpose buildings, such as data centers, manufacturing facilities or assembly facilities, will be carefully designed to support your corporate functions.
o Amenities. The campus amenities will be adequately planned for current and future needs. These amenities include parking (structured and/or surface), food service (cafeteria, coffee bars), fitness and recreational facilities (indoor and/or outdoor), access to retail places, and access to public transportation.
o Overall campus. The landscaping solutions will be well designed, addressing environmental concerns. The pedestrian circulation will be direct and will be clear to guest and employees. Campus wayfinding and signage will be highly visible and easily understood. Security concerns will be resolved.
o Exit strategy. Because your facilities and campus will be designed to be flexible, you will be prepared for a number of alternatives– including leasing or selling your campus facilities — should you anticipate or experience major change within the organization.
Half a million college graduates over the past four years chose to locate in New York City, where a college student population of 530,000 still matriculates and an equally young business roster continues to grow — one in eight firms in the city started in the past 12 months.
Site 36’s transformation marks the beginning of an exciting new chapter for Wyoming, Michigan. Previously a General Motors stamping plant and cornerstone of the city’s economy, the 75-acre site sat vacant for nearly 15 years following the plant’s closure in 2009.
Since 2000, China’s GDP grew from just under US$1.2 trillion to just under $7.3 trillion in 2011. In the process it has become the EU’s second largest trading partner (from US$ 100 billion to US$600 billion in trade between 2001 and 2011). No wonder the “Cities of Opportunity” study released earlier this month by PriceWaterhouseCoopers and the Partnership for New York City found Beijing and Shanghai rising to top-five status among global leading cities in the categories of economic clout and city gateway.
You might think the nation’s office buildings sit completely inactive and empty, as pandemic-induced remote work takes hold as a permanent part of workplace planning.
JANUARY 1999
