Somebody has to pay for the corridor.
Deciding which department carries the circulation, the plant room and the empty floorplate is one job. Deciding whether to keep the floorplate at all is the other. Two Excel models, the free calculators behind them, and the benchmarks with their sources attached.
What is here
Two questions, two workbooks.
They share a cost pool, a measurement discipline and a refusal to supply you with numbers that are not yours. What they answer is different.
Office Occupancy Cost Allocation Model
Splits the real cost of occupying the building across departments and finance cost codes, with common area grossed up at the level it is actually shared at — floor pools on their floor, building amenity across everyone.
Monthly recharge figures your finance team will accept, on a basis that holds up when a department head challenges it.
Office Lease Options Appraisal Model
Tests renewing, resizing in place, relocating, consolidating and serviced space against what you actually need — desks, area, time, capital — before any of them is priced.
An option that cannot seat your people or be delivered before your deadline is eliminated first, with the margin stated. Only the survivors are compared on cost per head.
What both models refuse to do
They supply no market rents, no construction rates and no benchmark costs. Every figure is your own lease terms and your own quotes. Where a number has to come from somewhere else, the model records where it came from and when — so the reader of your paper can weigh it, and so can you in six months when you have forgotten.
They do not produce accounting entries. Neither calculates a right-of-use asset, a lease liability or a tax charge. They give you the figures; the posting and the reporting stay with the people whose job that is.
They do not score. Nothing is weighted into a single number. A composite score needs weights, weights get invented, and the first person to ask why one factor is worth thirty per cent would be right to.