Category one: Built Environment |  Category two: Responsiveness |  Category three: Functionality
Category four: Economic |  Category Five: Suitability

Category Five: Suitability

People – special use

This is assessed according to whether the building can satisfy special needs of some individuals such as the disabled.

No Partial Essential Good Very good Perfect

• Assess the main areas requiring access or special use and prepare proposals with supporting documentation for implementation in order to provide access all essential areas.

• Assess the main areas requiring access or special use and prepare proposals with supporting documentation for implementation in order to provide access to all essential areas.

• Determine areas which could benefit from improved access and prepare proposals for implementation based on improved performance through accessibility.

• Determine areas which could benefit from improved access and prepare proposals for implementation based on improved performance through accessibility.

• Determine areas which could benefit from improved access and prepare proposals for implementation based on improved performance through accessibility.

• Ensure adequate dissemination of building performance.
• Continuously update awareness of relevant legislation

Systems – Access to services providers through IT network

This is assessed according to whether the building can benefit from specialist services provided through IT network

None Essential IT network available but no links to specialist services Broadband IT network but no links to specialist services Partially linked with specialist services Fully linked with relevant specialist services Interactive link with specialist services

• Investigate the corporate advantages of investing in an IT network.
• Determine the appropriate network for corporate requirements and facilities management

• Determine the added value of upgrading network and links
• Evaluate the possibility of integrating control systems with the IT network

• Determine the added value of links to specialist services
• Evaluate the possibility of integrating control systems with the IT network

• Determine the added value of full integration with specialist services

• Determine the added advantage of interactive links with specialist services

• Utilise to full extent the interactive link with specialist services

Critical – Location

This is assessed according to the requirements on location with respect to building use

Location completely unsuited to building use Location slightly suited to building use Location suited to building use in terms of corporate market, staff accessibility, infrastructure Location ideally suited to building use in terms of one or a number of the following: corporate market, staff accessibility, infrastructure Location ideally suited to building use in terms of all of the following: corporate market, staff accessibility, infrastructure Location ideally suited to corporate requirements with added benefits for staff

• Prepare proposals for assessment of relocation

• Determine the advantages and disadvantages of the location in order to prepare and analyse proposals for relocation

• Determine the advantages and disadvantages of location and investigate means of adapting operation to suit location as an alternative to relocation

• Identify the advantages and disadvantages in the problem area and investigate means of adapting operation or improving the problem area (e.g. company transport, etc.).

• Investigate added benefits to improve occupant comfort and satisfaction

• Ensure adequate dissemination of all benefits

Organisation – communication between departments

This is assessed according to whether there is appropriate communication between parts of an organisation

No communication, independent operation Dependent operation with little or poor communication Dependent operation with adequate communication Integrated operation with good collaboration Fully integrated operation Fully integrated operation with strategic development

• Define initial strategy for improving communication, in particular knowledge sharing, including possible management consultancy for implementing organisational change improving human resources.

• Define strategy for improving communication and knowledge sharing.
• Identify evident bottlenecks and redress.
• Assess possible management consultancy for implementing organisational change and improving human resources.

• Define strategy for improving communication and knowledge sharing.
• Identify evident bottlenecks and redress.
• Assess possible management consultancy for implementing organisational change and improving human resources.

• Define strategy for improving communication and knowledge sharing.
• Identify hidden bottlenecks and redress.
• Assess possible management consultancy for implementing organisational change and improving human resources.

• Integrate strategic development within the communication process.

• Ensure appropriate reporting of performance to maintain communication issues on the management agenda.

Design – internal flows and operational planninge

This is assessed according to the design decision on relative locations of interacting departments in the building and movements of staff and information.

Interior layout causes major difficulty in the flow of people and information to and from most departments Location of some departments causes major operational problems Location of some departments causes minor operational difficulties Location of a specific department causes operational problems Interior layout ideally suited to building function Interior layout ideally suited to building function with added staff benefits (pleasant or green work areas, gym, etc.)

• Define a strategy for improving operational planning including architectural consultancy.
• Identify the major flow problems and address, temporarily if necessary, the basic problem.

• Architectural consultancy should be adopted to resolve the operational problems.

• Architectural consultancy should be adopted to resolve the operational problems.

• Identify possible solutions to resolving the specific problem with appropriate architectural consultancy.
• Develop a strategy for improving occupant facilities.

• Identify methods of including additional occupant benefits (eg: recreational, retail or banking facilities, etc.)
• Implement changes with appropriate architectural consultancy

• Ensure adequate dissemination of organisational procedures and internal planning.

Category one: Built Environment |  Category two: Responsiveness |  Category three: Functionality
Category four: Economic |  Category Five: Suitability