The outcomes reflected in an analytics report subsequently are reported graphically, comparing the results of the intervention group and the control group; an ROI report that includes the ROI of the project, the Cost/Benefit ratio, and payback (break even) period); and a recommendations list based on the findings to describe the optimal deployment strategy of the project. The key to a successful evaluation of a project is to distinguish between an evaluation based on assumptions and that based on statistical analysis. While interviews and customer satisfaction sheets are useful as reflections of attitudes of constituents or clients, these outcomes do not indicate the impact of the project on the organization as a whole. Neither do assessments of knowledge change (testing) and behavior change (skill development). The only valid indicator of a successful project is through an analysis utilizing the principles of intervention and control. The differences between the "Assumptions-based" assessment and "Analytics-based assessment are illustrated on the following page:

Assumptions-based	Analytics-based
Assumptions	Statistics
Opinion outcomes	Financial outcomes
Tactical	Strategic
Cost Savings	Return on Investment
Short-term strategy	Long-term strategy
Maintain status quo	Continuous growth
Budget analysis	Business impact
Spray and pray Optimizing	deployment

An analytics approach requires three basic variables:

1. PARTICIPANTS
Who was affected by the project? Criteria for selection of project to measure:
a. Representative target group of the project
b. Shares similar tasks and actions expected from the project
c. Descriptions help to determine subtle differences of impact from the project.

2. PROJECT
Description and dates the project was implemented. Criteria for selection of project to measure:
a. Alignment to agency's strategic goals
b. Large budget for which certainty of outcomes required.
c. High profile
d. Well-defined intervention and control groups
e. Data accessible
f. Representative for other similar projects and participants
g. New project that needs proving vs. ongoing programs

3. METRICS
What performance metrics reflect the desired outcome of the project? Criteria for selection of project to measure:
a. Data available for all participants in the intervention and control groups
b. Output of data in spreadsheet form by time increments and participants
c. Data represents outcome metrics that represent the goals of the project
d. If possible, assign dollar-ized value to the outcome metrics.
e. Sample metrics could include the following:

1. Facility: Overall performance of a facility, Operational savings, Total cost of occupancy, Flexibility of the use of the building, Building value: (ie: the potential for sale, sublease, out-lease, or lease termination)
2. Systems: Efficiency of the structure, Energy, Refrigeration, Lighting, Heating/AC, Manufacturing equipment, Ventilation
3. Occupants: Employee productivity, End-users' satisfaction, Distraction-free work, End-users' morale, Error rates, Supports their needs, Absentee rates, Fewer complaints, Tenant retention, Reduced sick building syndrome, Perception of safety, Reduced workplace injuries, Innovation, Lowering health insurance costs, Easy access for learning and collaborating.

Zemo Trevathan and Associates Services Zemo Trevathan and Associates is committed to supporting leaders to become better decision makers through better measurement of business outcomes through the following activities:

The initial engagement for many groups is our day-long seminar "Delivering FM Value Analytics," which develops some of the necessary attitudes, provides FM Value Analytics tools, teaches the basics of FM Value Analytics communication and language, and helps people identify next steps in their particular organization. Follow up modules and one on one or team coaching are available for the deepening all of these attitudes, skills.

We can help design interventions up front with measurement of impact as a final result, or in some cases we can help examine or assemble data that has already been collected to create Business Impact measures. Sometimes this takes strengthening relationships with other departments/stakeholders that hold the data. With techniques like meta-analysis, it may even be possible to demonstrate our partners' business impact on its client companies as a whole.

Zemo Trevathan and Associates helps organizations develop a system of ongoing monitoring and evaluation to realize increasing returns and creative breakthroughs. Through a system of data collection and modeling of projects, organizations gain a better understanding of the business drivers for their department or team.

Next Steps Key objective would be to test overall fit of the philosophy, strategy and objectives of the two companies and to explore viability of the various options.

Options here include piloting the Delivering FM Value Analytics training with partner employees (perhaps Sales), or within a client group, with some impact measurement identified ahead of time. A small-scale Measurement Project could also be a useful pilot.