A setup plan should connect the member proposition, physical space and operating model before the project becomes a sequence of isolated decisions.

1. Write the Member Proposition

Describe who the space is intended for, the activities it should support and the services included in the proposed offer. For example, a brief centered on independent professionals may ask different questions from a brief centered on teams using private offices. Treat the audience definition as a working hypothesis to investigate.

2. Separate Evidence from Assumptions

Create a planning record with three headings: what is known, what is assumed and what needs checking. Put the source and date beside significant information. This keeps an early estimate from quietly becoming a fixed requirement later in the project.

3. Connect the Site and Space Brief

Record the information available about the location and premises. Translate the member proposition into requirements for work settings, meetings, support spaces and circulation. Identify questions that require site information or input from appointed specialists before deciding the layout.

Review the day-to-day implications

Include deliveries, storage, cleaning access and staff tasks in the brief. These activities are less visible than reception or lounge design, but they still need a place in the plan.

4. Define the Operating Responsibilities

List the recurring activities needed to run the proposed offer: preparing rooms, welcoming members, handling questions and maintaining information. Assign a proposed owner to each activity and identify where a handoff is required. This is a useful starting point for discussing staffing and provider requirements.

5. Prepare the Launch Information

The website, member communication and team guidance should explain the same offer. Keep confirmed details separate from items still awaiting a decision. Before using launch material, check that the descriptions match the space and services the team intends to provide.

6. Create a Readiness Review

  • Which decisions must be made before the next stage?
  • Which dependencies remain unresolved?
  • Who owns each open item?
  • What evidence will show that an item is ready?

This guide is a planning sequence, not an exhaustive construction or regulatory checklist. Bring the resulting brief to a Co-Working Consultancy discussion to define the support relevant to the project.