Research

APPA's STRATEGIC ASSESSMENT MODEL - THE SAM MATRIX
PERFORMANCE INDICATORS	FINANCIAL PERSPECTIVE	INTERNAL PROCESS PERSPECTIVE	INNOVATION &AMP; LEARNING PERSPECTIVE	CUSTOMER PERSPECTIVE
	Facility Operating CRV Index Facility Operating GSF Index Facility Operating GIE Index Capital Renewal Index Facilities Condition Index Needs Index	Cycle Time Average Age Backlog Energy Usage Energy Reinvestment Index Estimating Index Project Soft Cost Index Design Cost Index	Work Environment Survey Work Environment Index High Score Index Top Box-Bottom Box Index Distribution Index	Customer Satisfaction Survey Customer Satisfaction Index High Score Index Top Box-Bottom Box Index Distribution Index Weighting Index Gap Analysis
LEVELS	GENERAL QUALIFYING CRITERIA FOR EACH PERSPECTIVE
5 PLATINUM	A sound, systematic data collection, evaluation, and refinement program has been fully established that accomplishes overall scorecard perspective objectives. A strong fact-based improvement process is fully in place for all primary areas. Work centers throughout the organization are conducting very effective improvement programs. 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 all areas and have been sustained over several years. Current performance is excellent for most primary areas. 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 performance levels throughout the organization.
4 GOLD	A sound, systematic data collection, evaluation, and refinement program has been established that documents results in satisfying scorecard perspective objectives. A fact-based improvement process is in place for all primary areas. 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 areas. Most improvement trends and/or performance levels are sustained over cycles of data collection. Current performance is good to excellent for most areas. 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 performance levels.
3 SILVER	A sound, systematic program has been established to examine scorecard perspective objectives. A fact-based improvement process is in place for most primary areas. Emphasis is placed more on improvement than on reacting to problems. Improvements can be measured and substantiated. Performance trends show improvement in many to most primary areas. No adverse trends are noted. Some trends and/or performance levels are evaluated against relevant comparisons from similar institutions. Results show areas of strength with good to very good relative performance levels.
2 BRONZE	Beginnings of a systematic program to satisfy scorecard perspective objectives. Major gaps exist in deployment. Early stages of transition from reacting to problems to a general improvement orientation are evident with noted results. Trends show some improvements and/or good performance levels are noted in a few areas. Results not recorded for many to most areas of importance.
1 COPPER	No systematic program evident. Only anecdotal information is available on how scorecard perspective objectives are being satisfied.
APPA's Strategic Assessment Model, referred to as SAM, is an essential tool that can be used to achieve organizational excellence through continuous improvement. SAM enables the facilities professional to assess an organization's financial performance, the effectiveness of its primary processes, the readiness of employees to embrace the challenges of the future, and the ability to delight customers. The facilities professional can utilize the model for self-improvement, peer comparison, and benchmarking. SAM is the vehicle that starts the journey from today's reality to future excellence.

Facilities Manager Magazine
Volume 24, Number 5
Sept/Oct2008

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