| Term |
Definition |
| Plans for Scheduled Portfolio Review |
Goal is to assess portfolio in terms of Function, Amount, Location and Financial Structure- Includes Functional and Long-Term Needs Assessment – Overall review of business and external changes that could have an impact on real estate including correction of current deficiencies or responses to short-term or long-term changes. (Possibly should be part of Strategy?)
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Benchmarking Prioritization Plans
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These plans build on a benchmarking review of the total portfolio to identify those locations which have the greatest opportunities for cost savings based on cost or space utilization metrics that are out-of-line with similar functions or with their market or based on opportunities available in the real estate market.
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Capital Allocation Plans
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With limits on the amount of capital that can be spent, these plans consider the benefits of investing capital in alternative locations and determine where the needs are greatest and where the capital spending would have the greatest return on investment.
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Risk Management Plans
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Would more likely be part of developing Strategic Framework, setting guidelines, and then part of individual SubPortfolio Plans. Also, see Disaster Recovery plans under SubPortfolio Planning because they would typically be planned by geographic area or by function
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Aquisition
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| Disposition |
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Major Changes or Initiatives
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These plans describe the steps the organization will take with the total portfolio to respond to or plan for 1) Major business changes such as mergers, acquisitions, growth, recessions and organizational realignment; 2) Initiatives such as cost-reduction and alternative officing ; 3) Responses to external changes such as regulatory changes, technological changes and movements to lower-cost resource markets include labor and raw materials. Steps in this planning include portfolio segmentation in which the portfolio is divided into groups or categories of properties which can be addressed in similar ways and divided into groups based on business
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| ??????? |
Planning for multiple business units that can make use of a group of properties which are a subset of the organization’s total existing or potential portfolio. subportfolio can be defined by location, function, or both. These business units and locations should be analyzed as a group because the business units 1) have similar functions, 2) can benefit from being co-located, 3) Can use any of several properties in their current or modified condition, within or across business lines |
Subportfolio plans defined by geographic proximity - campus, metro, regional i.e "Managed by Geography"
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These facilities require coordinated plans because they are located close together. They can include 1) Regional plans when workers or activities can be relocated between locations within the same region; 2) Metro plans which are similar to regional plans but typically focus on just the metropolitan area ; 3) Campus plans which are plans for a group of facilities located on a campus and other facilities that are close to the campus; 4) Master plans which can refer to campus plans and .??? |
Subportfolio plans defined by building type - retail, service, manufacturing, warehouse/distribution. i.e "Managed by use type"
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The goal of the subportfolio plans that are defined by geographic goverage is to provide locations so that the most customers of a desirable type can be served or reached most efficiently. These plans include plans for manufacturing and distribution locations (network plans), retail locations and service delivery |