Learning from Our Buildings A State-of-the-Practice Summary of Post-Occupancy Evaluation (2001) / Chapter Skim
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Appendix B: A Balanced Scorecard Approach to Post-Occupancy Evaluation: Using the Tools of Business to Evaluate Facilities
Appendix B: A Balanced Scorecard Approach to Post-Occupancy Evaluation: Using the Tools of Business to Evaluate Facilities
Pages 79-87
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From page 79... ...
Current cost-focused strategies include reducing the size of work stations, moving to a universal plan with only a few work station options, eliminating private offices or personally assigned spaces, and telecommuting. Evaluation methods that identify and measure the business value of facilities would be a highly valuable way to expand the current knowledge 79 base and to provide a wider array of outcomes against which to measure facility effectiveness.
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From page 80... ...
The approach and Norton call this dimension "learning and growths. and process described in this chapter also focus on dif Fl NANCIAL OUTCOM ES BUSI N ESS PROCESS OUTCOM ES · Operating/maintenance costs · Process innovation · Costs of building related litigation · Work process efficiency · Product quality · Resale value of property · Time to market · Rentability of space STAKEHOLDER RELATIONS HUMAN RESOURCE DEVELOPMENT · Publicimage and reputation · Quality ofworklife · Customer satisfaction · Personal productivity · Community relationships · Psychological and social well being · Turnover · Cultural change FIGURE B-1 Building evaluation measures using the BSC approach.
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From page 81... ...
In fact, it is possible for a facility to rate very high on these characteristics, but to have a negative impact on the other areas if the building costs considerably more to operate and maintain or if the design interferes with key work processes in some way. This may happen if a design emphasizes visual openness to enhance communication at the expense of ability to concentrate (Brill and Weidemann, 1999~.
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From page 82... ...
Nonetheless, the assumptions, hypotheses, and predictions should still be articulated and linkages to the environment should be logically consistent. As another example, reduced time to market could be influenced by factors such as co-location of people working on the task, easy access to electronic groupware tools to coordinate work, sufficient group space for spontaneous meetings, vertical surfaces for continual visual display of work in progress and schedules, and central storage for materials associated with the task while it is ongoing.
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From page 83... ...
Very few performance evaluation processes, including the Balanced Scorecard, use statistical analyses to judge whether organizational changes are "working." Instead, managers look at the overall profile of outcomes and make a decision about new policies or procedures based on how well the data match improvement goals (Kaplan and Norton, 1996~. The following examples identify some potential measures for each of the stated objectives in our hypothetical example.
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From page 84... ...
, the purpose, the outcome, and the perceived value. If the facility had an impact on collaboration, one would expect to find a wider range of participants, more meetings for problem-solving and brainstorming versus simple information exchange, more spontaneous meetings, and a higher perceived value.
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From page 85... ...
Absenteeism and illness symptoms should be associated with factors such as poor indoor air quality and low maintenance of HVAC systems. Another problem for interpreting the results on facility evaluation is that redesign often goes hand in hand with organizational change.
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From page 86... ...
Although the Balanced Scorecard approach does not present any new measurement techniques or breakthrough methodologies, it does provide a process for more effectively linking facilities to an organization' s overall mission and goals. An advantage to using the BSC approach for federal facilities is its close relationship to the comprehensive performance assessment required by GPRA.
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From page 87... ...
At the Pacific Northwest National Laboratory she was responsible for developing research methodologies to assess the human and organizational impacts of building design.
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