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CBA.ORG
oving
Whetheryou're running out of space, or you need modernfacilities, or you're just tired of
the view, most lawyers will eventually have to move ofices. Here are the lessons learned,
and tips offered, by lawyers who've made the move.
By Michelle Mann
If you're like most people, you dread the thought
of moving house. The packing, the sorting, the
cleaning, the hassles with boxes and movers and
breakables -most of us prefer to move as
infrequently as possible.
Well, try moving your law office, with dozens, or
scores, or even hundreds of people, not to
mention thousands of sensitive documents, files
and client information - all while those clients
are expecting you to be on top of their work. It's
no wonder many firms rarely move. But as firms
grow and old premises show their age, many
firms are taking a positive and professional approach to pulling up stakes and moving
elsewhere.
National spoke with three law offices -a major Bay Street firm, a midsize Montreal
boutique and a British Columbia solo practice -that have either recently moved or are in
the process of moving. Here's what they told us about making this project as painless as
possible
Make the decision
Keith Cassidy, Executive Director of McMillan Binch in Toronto, says acquiring desirable
new office space boils down to two words: "function" and "flexibility." In December 2003,
McMillan Binch shifted from downtown Toronto's Royal Bank Plaza to nearby BCE Place,
in a move that went so smoothly that it looked easy. But in fact, more than two years of
planning went into the operation.
Having decided to relocate, McMillan Binch first formed a Move Committee, consisting of
Cassidy and four partners. "The first thing we looked at was the firm's long-term plans for
growth, key criteria to help determine our best space, and our occupancy needs," he says. "It
was like looking into a crystal ball to see what we'll be like ten years from now."
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Accordingly, McMillan Binch made sure to negotiate with its new landlord the right to
expand in future.
Sheryl Berwick, controller for Nicholl Paskell Mede in Montreal, is currently in the throes
of planning her firm's move, an initiative further complicated by the decision to design and
renovate the new premises. Nicholl Paskell is moving for one simple reason: space. The
firm, which started with two lawyers 11 years ago, now has 23 lawyers on staff. As
evidence of the amount of advance planning required, Berwick looked at 40 properties over
the course of two years.
Assemble your team
Regardless of the size of your office, it's essential that you have a team dedicated to making
the move a success.
With more than 500 people in its Toronto office, McMillan Binch needed a sizable team to
handle their big move. They hired a real estate broker, a design firm, an ergonomic furniture
consultant, an acoustics consultant for client and lawyer offices, an audiovisual consultant
for meeting rooms, engineers, and a technology team.
In contrast, Jack Micner, a sole practitioner in Richmond, B.C., had a much smaller but no
less dedicated team. "My father-in-law is a real estate developer, so he was a large factor,"
says Micner, who moved in November 2003. "My wife was primarily my design team,
along with my assistant, whose husband is a contractor and did all the drywall, paint and
electrical." Somehow, it all came together in about six weeks, from finding the location to
moving in.
As a mid-size firm contemplating its own move, Montreal's Nicholl Paskell Meade has
taken a halfway point and hired a design firm, Moureaux Hauspy Design Inc. The designers
did a pre-lease plan, viewing the potential space and estimating how efficiently it could be
used. They came up with an overall concept, based on a feeling for the young but growing
firm that wanted some style improvement without trading in the tradition of the law office.
Of course, the most important element of the team remains the staff. Berwick reports that
the firm held a series of informal discussions with staff and partners in an on-going process
of planning the move.
McMillan Binch also involved its staff, by holding focus groups to identify everyone's
needs. "More agreement at the outset means things will go easier throughout the process,"
says Cassidy. And this consideration paid off: "Everybody embraced change positively, and
pulled together to make it work."
Identify the design
Ellen Roland, a designer with Marshall Cummings in Toronto, was part of the team
transforming the new office of McMillan Binch. By developing feasibility studies and
budgets early in the process, she helped the firm assess whether to stay and renovate their
current premises, or to move into one of seven other new buildings. By starting with a
complete financial analysis right at the outset -everything from electronics to furniture to
moving costs -the firm was able to make informed decisions and not look back.
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Roland herself conducted the firm's focus groups, speaking with managing partners about
the firm's brand and culture, as part of a complete needs analysis. She says space, culture
and brand figured into the type of buildings selected.
"Each law firm has its own unique brand and individual style -it could be a funky smaller
boutique firm, where they all have niches and mission statements for what they are and
want to be in the future." Aesthetics, says Roland, are also related to the firm's brand -hip
and contemporary, or simplistic and elegant.
In what appears to be a growing trend, McMillan Binch also decided to move ahead with a
"universal office" in which all lawyers' quarters are the same size. "The universal office is
flexible and efficient," Roland notes. "It dictates furniture needs and allows firms to decide
on a very efficient layout." Ultimately, the firm went with 10' x 15' offices for all lawyers,
as well as with standard office fbmiture.
Nicholl Paskell Mede too is going with same-size offices for all lawyers. "This way, there's
no need to reorganize the office every time someone makes partner," Berwick points out. "It
also allows us to eliminate comer offices and to create war rooms for our litigation
practice. "
For his part, Micner embraced the opportunity to design his own office, including drywall,
carpets, colour, technology and furniture. For the first time, he found himself paying close
attention to his surroundings, creating a "lawyerly" office with impact. He also wanted to be
sure that his assistant of six years had a good space to work in, and that clients would feel
welcomed.
Clients were high on McMillan Binch's priority list as well. The firm decided to create a
"client floor" with client-centred facilities, procedures and support services. In addition to
the client benefit, the other "practice floors" without client accommodation allowed for
more efficiency in practice space, says Cassidy.
"We now have more lawyers on a window, because of same-size offices and because there
are no client meeting rooms," he observes. "We're also able to get more support and
students on the practice floor." Ultimately, the firm was thrilled with the overall
functionality and flexibility of their new office, where space usage can be changed easily
from one purpose to another.
Make the move
When it comes to the big day (or weekend), says Paul Van Remortel, president of D'Arcy
Moving and Storage in Ottawa and an agent for northAmerican Van Lines, it's all about
having a great mover.
Van Remortel recommends law firms collect
references from other lawyers and refer to
the Canadian Association of Movers (CAM)
Website (www.mover.net), which provides a
list of certified movers. CAM has numerous
requirements for listing a mover, including
adequate insurance coverage, experienced
M
for the
i i urn
Every lawjirm worries about the bottom line
and wants to control the potentially sky-high
costs of relocation. Here's a series of costsavvy tips culledfrom moving experts and
move survivors.
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staff, base equipment and adherence to the
CAM Code of Ethics.
1. Identify from the start what the firm wants
to accomplish, in specific terms.
Van Remortel, himself a past president of
CAM, says that "YOU
can be confident You
have hired a ~rofessionalcompany if YOU
use any of the listed movers." He adds that
it's also a good idea to get three quotes when
selecting your mover.
2. D, a GGtest fit" of how the office furniture
would fit the square footage, taking into
account requirements over a 15-year period.
Van Rernortel is well aware of the
confidentiality and security issues facing a
law firm On the move*His firm provides
plastic bins with seals for documents.
However, he notes, some material "can be so
confidential that firms pack themselves, and
supervise or follow the bins during the move
from origin to destination. The cartons are
always sealed with tape, so you can tell if
there has been any tampering. You can even
have security guards follow the files."
Ultimately, he says, "it's the attention to
small details that makes a difference. Since
the big things are in everyone's face, it's the
little things that can easily get missed and
forgotten".
The show must go on
Even though chaos may temporarily reign
when a law office moves, client needs must
still be met and the firm's professionalism
must remain uncompromised. How do you
pull it off!
3. Keep your design flexible, engaging
multi-purpose uses of space.
I
4. Draw up a budget, and stick to it.
5. Hire a good designer and relocation team
to keep you on time and budget.
6. Avoid moving at end of the month,
hours or on weekends.
7. If possible, perform your own packing
services.
8. Make sure all the trades start and finish on
schedule.
9. Buy used equipment, and consider going
to auctions for furniture.
10. Negotiate with your new landlord to do
some renovations.
11. Consider a new phone
systern/technology.
12. Always re-evaluate: is this the best way
to things?
Business disruption can be minimized, says (I
Van Remortel, if firms are organized and if they pack and unpack quickly (or have the
mover do it for them) so that there's little downtime. McMillan Binch managed to move
with just file boxes, says Cassidy, though there was some ongoing renovation. He adds that
moving near Christmas was "smart," since it's a comparatively slower period for the firm.
For sole practitioner Micner, avoiding business disruption was really quite simple: "I spent
a lot of time in the office, weekends and evenings, doing the necessary work."
But despite the best-laid plans, unforeseen developments can and will occur, so you need a
contingency plan. "What if your new office isn't ready?" asks Van Remortel. "What are you
going to do with truckloads of furniture?" He stresses the importance of hiring a moving
company that has a storage facility, should it be needed.
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On the day of his move, Micner was suddenly told that his telephone couldn't be connected,
despite his advance booking and repeated confirmations. Happily, a "saint" of a service
technician came in on Sunday morning after much persuasion, and Micner describes the
near-fiasco as the only "horror story" of his move.
Micner recommends actually sending someone in person to the phone company, and
zeroing in on one individual you can work with. "Call everyone to follow up, to make sure
they're coming on schedule," he advises. "And keep on top of the phone -it's still the
lifeblood of business, despite e-mail."
Roland adds that it would be wise to build a contingency fund into your moving budget, to
cope with unexpected developments during construction or renovation, as well as to ensure
consulting teams can meet regularly and avoid surprises.
Words of advice
Clearly, for all three firms in various stages of moving, what could easily be an
overwhelming endeavour can also offer a positive learning and growth opportunity. For
Micner, relocating for the right reasons was the key. "It must offer practicality and a better
opportunity for growth," he says. "But I also wanted an office I wanted to come to -rather
than had to -and with my new space, I got it."
Micner says one unforeseen element of his move was the business contacts that can be
made in a new office, which came as "a very pleasant surprise." Berwick also notes the
positive financial aspects of a move, saying "what has really come out of this whole process
is the discovery that there are many areas we could be saving money in and be more
efficient."
Ultimately, says Cassidy, "don't be daunted by the size of the job. It is big, but it's
absolutely doable, and provides a wonderful opportunity to effect positive change."
Michelle Mann is a lawyer and freelance writer in Toronto. Her previous article for National,
"Outbreak," appeared in our October 2003 edition.
Ca demenage !
Que ce soit en raison d'un manque d'espace oupour moderniser votre environnement
de travail, votre cabinet devra un jour ou l'autre bouger sespbnates. Voici quelques
trucs pour dgmbnager en deux temps, trois mouvements.
Pour la majoritk des gens, la seule kvocation du verbe dkmknager kquivaut angoisse et
dkcouragement. C'est encore pire lorsque l'on ajoute le terme bureau a l'kquation. Pour
vous kviter bien des cauchemars, nous mettons a votre service l'expkrience de trois
cabinets (de petite, moyenne et grande taille) et espkrons rendre l'expkrience moins pire
qu'elle en a l'air.
Se bgtir une 6quipe
Peu importe la taille de votre cabinet, il est important de vous constituer une equipe
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chargee de la rkussite de ce grand chambardement.
Ce fbt le cas pour McMillan Binch, un cabinet de Toronto qui compte a son bord plus de
500 personnes. Agent immobilier, bureau de design, ingknieurs, consultants en ergonomie,
en acoustique et audiovisuel ont tous kt6 mis a contribution, nous informe Keith Cassidy,
directeur executif du cabinet. Des groupes de consultation tenus aupres des employes ont
permis d'identifier les besoins de chacun. Environ deux ans de planification ont kt6
nkessaires.
En comparaison, l'approche a kt6 plus modeste pour Jack Micner, un juriste qui exerce seul
a Richmond en Colombie-Britannique. rr Mon beau-pire est un promoteur immobilier et il
a tenu un r6le important D, explique Micner. cr Ma femme s'est principalement chargee de
l'amknagement intkrieur en collaboration avec mon assistante et son mari, un entrepreneur
qui s'est aussi occupk des cloisons, de la peinture et de l'klectricitk. )) Tout Btait termink en
l'espace de six semaines.
Entre les deux extrkmitb du spectre se trouve le cabinet de moyenne taille Nicholl PaskellMede, situk A Montreal. Pour planifier son dkmknagement, qui devrait se derouler cet et6,
la contr6leur Sheryl Berwick, explique que le cabinet a fait appel a un bureau de design,
Moureaux Hauspy Design inc. et a tenu plusieurs consultations informelles avec les
employes et associb.
Respecter son style et ses besoins
L'espace, la culture et la marque doivent &re respect& dans l'analyse des besoins d'un
cabinet, estime Ellen Roland, designer, qui a travail16 en ktroite collaboration avec
McMillan Binch. Meme les considerations esthktiques doivent &re en conformite avec
l'image de marque d'un cabinet, jeune et moderne, classique, simple ou 6lCgant.
Chez Nicholl Paskell-Mede, tout comme chez McMillan Binch, on a opt6 pour des bureaux
de meme dimension pour tous. cr Ainsi, nous n'avons pas a rkorganiser le bureau dis la
nomination d'un nouvel associC D, souligne Berwick. cr Nous pouvons aussi Climiner les
bureaux en coin et crker des salles de travail qui conviennent a notre pratique en litige D,
ajoute-t-elle. Les besoins precis des employes et meme ceux des clients doivent &re pris en
consideration.
Le jour J
Ce n'est pas parce que vous croulez sous les boites que les besoins de vos clients cesseront.
Pour Paul Van Remortel, president sortant de 1'Association canadienne des dkmknageurs et
president de D'Arcy Moving and Storage Ottawa, une filiale de northAmerican Van
Lines, l'intermption de services peut &re rkduite au minimum si l'emballage et le
deballage sont exkcutt5s rapidement. Pour ce faire, il est possible de s'en remettre ii des
spkialistes. Certaines entreprises comme celle de Van Remortel, offriront des contenants
de plastique pouvant etre scelles ou des gardiens de skcuritk pour protkger les documents a
haute teneur confidentielle.
Malgre toutes les bonnes precautions, des imprevus pourront tout de meme survenir. Le
jour de son dkmknagement, Micner a decouvert que son tklkphone ne pouvait &re branch6
malgrk toutes ses demarches prkalables cet effet. Heureusement, un rr saint N du service
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de soutien technique s'est prksentk a son bureau un dimanche aprks plusieurs efforts de
persuasion et il s'agirait de la seule cc histoire d'horreur )) de son dkmknagement. Micner
recomrnande d'envoyer un hissaire en personne auprks de la compagnie de tklkphone et
d'identifier un individu qui servira de contact en cas de pkpins. Amassez aussi un fonds
d'urgence, suggere Roland.
En bout de ligne, ce sera le pourquoi de votre dkmknagement qui vous aidera i tenir le
coup. Pour Micner, les nouvelles relations d'affaires inattendues qui ont dkcoulk de son
nouveau bureau ont constituk cc une agrkable surprise. )) Pour Berwick, il existe aussi un
aspect positif au point de vue financier.
cc Nous avons dkcouvert, g r k e a tout ce processus, que nous pouvions kconomiser sur
certains points et &re plus efficaces. )) Et, c( ne soyez pas dkcouragk par l'ampleur de la
chose D, conseille Cassidy. G C'est une grosse affaire mais c'est tout a fait faisable et il
s'agit d'une chance merveilleuse d'effectuer un changement qui aura des retombkes
positives. >>