Research
The Strategic Assessment Model
The Customer Perspective addresses how your organization determines requirements, expectations, and preferences of customers to ensure relevance of current services and to develop new opportunities; builds relationships with customers; and measures results of customer satisfaction and performance of services. Primary customer groups include faculty, staff, students, customer representatives and decision-makers for customer departments, and other significant stakeholders. Primary services would include those for operations and maintenance, energy and utilities, and planning, design, and construction. (Combines Baldrige categories 3.1, 3.2, and 7.1.)
| Level | Qualifying Criteria |
|
5 |
A sound, systematic customer data collection, evaluation, and refinement program has been fully established that accomplishes overall customer perspective objectives.
Program collects feedback from all primary customer groups and includes point of service surveys for all primary services. Specific services within broader primary services are being evaluated for individual service centers (lock shop, sign shop, zones, plumbing, etc.) and making improvements. A strong fact-based improvement process is fully in place for all primary services. Emphasis is placed on refinement of previous improvements to make them even better. Cycles of improvement demonstrate a mature program of continuous improvements and refinements in primary services and have been sustained over several years. Current performance is excellent for most primary services. No adverse trends are noted. Most trends and/or service levels are evaluated against relevant comparisons or benchmarks from other similar institutions. Some are benchmarked with outside industries. Results show areas of leadership with excellent relative service levels. |
| 4 | A sound, systematic customer data collection, evaluation, and refinement program has been established that documents results in satisfying customer perspective objectives.
Program collects feedback from all primary customer groups and for all primary services. A fact-based improvement process is in place for all primary services. Cycles of improvement demonstrate a mature program of incremental improvements and refinements in making previous improvements even better. Performance trends show cycles of improvement in many to most primary services. Most improvement trends and/or performance levels are sustained over cycles of data collection. Current performance is good to excellent for most service activities. No adverse trends are noted. Most trends and/or service levels are evaluated against relevant comparisons or benchmarks from similar institutions. Results show areas of leadership with very good relative service levels. |
| 3 | A sound, systematic customer data collection and evaluation program has been established to examine customer perspective objectives. Program collects data from most customer groups and for almost all service activities.
A fact-based improvement process is in place for most primary services. Emphasis is placed more on improvement than on reacting to problems. Improvements and customer satisfaction can be measured and substantiated. Performance trends show improvement in many to most primary services. No adverse trends are noted. Some trends and/or service levels are evaluated against relevant comparisons or benchmarks from similar institutions. Results show areas of strength with good to very good relative service levels. |
| 2 | Beginnings of a systematic customer data collection program. May survey certain groups of customer base and/or conduct point of service surveys for some service activities. Major gaps exist. Some primary customer groups and/or service activities are not included.
Early stages of a transition from reacting to problems to a general improvement orientation with noted results. Trends show some improvements and/or good performance is noted for some primary services. |
| 1 | No systematic customer data collection program evident. Only anecdotal information is available on how well customer needs are being identified and satisfied. |
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Learn, Grow and Excel with APPA's Professional Development Programs
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Supervisor's Toolkit and the Institute for Facilities Management.
September 7-11 in Austin, Texas at the Renaissance Austin
Thanks to all who made APPA 2008 a success!
Presentations and photos are now available from APPA 2008: the Rise to Greatness.
Mark your calendars for APPA 2009, July 8-10 in Vancouver, British Columbia, Canada.
Study Shows School Cleanliness Affects Learning
A recent national study of college students determined there is a correlation between the cleanliness of a school’s facilities and students’ academic achievement. Entitled Cleanliness and Learning in Higher Education, the study was based around the five levels of clean identified in APPA’s Custodial Staffing Guidelines for Educational Facilities. More information.The final report is available free to APPA members and for $30 for nonmembers through the APPA bookstore
Reducing Greenhouse Gases & Achieving Climate Neutrality
On June 18 APPA produced a webinar on the topic of sustainability, presented by Walter Simpson and sponsored by Haley&Aldrich.
Miss it or want to watch it again? View a recording of the webinar and download a PDF of the presentation here.
Supporting Sustainability
The Green Campus: Meeting the Challenge of Environmental Sustainability
In the APPA Bookstore
Environmental Compliance Assistance Guide for Colleges and Universities, second edition
Facilities Performance Indicators (FPI) Report Available for Purchase
Features include: Participant Summary Reports, Dashboards, Detailed Reports.
Your Vote Your Voice
A nonpartisan, nationwide campaign created by the National Campus Voter Registration Project to engage college students in the electoral process.www.yourvoteyourvoice.org
