Post-occupancy evaluation: Time for some feedback?

Research in Australia and abroad points to the following barriers: ownership and legal liabilities; cost, procurement and absence of incentives; minimal institutional support; education and lack of agreed-upon methods; defence of professional and competitive territory; structural problems across industries; and a risk-averse culture.^1,2,3,4

The POE process is made even less attractive by current problems in the architectural profession. Recent reports show that practitioners in Australia – and elsewhere – are overworked, under pressure to lower fees, under-recognised by other ind-ustries, and experiencing lower wellbeing rates than the wider population.⁵ In such an environment, architects can hardly be blamed for not including POE in a project’s scope.

Rather than writing another virtuous POE article, I will offer some practical strategies for undertaking a POE. Below is an adaptive and scalable list of tools for interested practitioners. These ideas are informed by my ongoing research into four new apartment buildings in inner-Melbourne that are geared towards social, neighbourly living. The ideas are designed to provide systematic tools to measure, communicate and improve the quality of projects designed in Australia.

1. Start small

In all likelihood, you don’t have much time, money, resources or energy to plan, implement and produce a POE. So, contain the evaluation to something small enough to be manageable. Although a small evaluation may sound insignificant, it dem-onstrates that such a process is achievable and builds confidence for undertaking a larger POE in the future.

No doubt your workplace is particularly skilled in some aspect of the profession, or you are trying to innovate in a particular area. Consider what feedback will be most beneficial to your practice, projects and clients.

2.Develop a clear purpose, question, timeline, options and choice of methods

“The single biggest problem with communication is the illusion that it has taken place,” (William H. Whyte). To undertake a POE, you will need to work with other colleagues and stakeholders who will need to be convinced by, if not contribute to, the evaluation. Ask the hard questions at the start of the process: What will this evaluation answer? And why does this matter?

Likely this will be the hardest part of the process if you’re anticipating dismissive or outright hostile responses. In this case, I’d ask: “Why can’t we measure project success in multiple ways?”. Surely backing up one or several of the project goals with measured evidence, however small, is beneficial now and for future practice?

A timeline and selection of one or several methods (que-stionnaires, interviews, measurement of acoustic, thermal, energy metrics) will also be needed to develop better communication throughout the process. This will depend on the evaluation’s purpose, questions, time and resources. (Why install a temperature sensor when the goal is to evaluate the handover process during the construction–occupation stage?)

Having a series of options – rather than a solitary Plan A – will also help navigate the needs of a project’s diverse stakeholders and provide alternatives for when resources (time, staff, finances) are constrained.

3. Maximise value for stakeholders

Depending on the POE’s scope, relevant stakeholders might have similar or varied goals and interests. You need to determine who else is going to benefit from the findings, and how the evaluation can provide greater impact for the client, users, managers, practitioners and others affected.

By collaborating with others, you can expand the opportunities for the evaluation to be informed and relevant – possibly with little additional effort. For example, a conversation with your director or colleague might result in more resources further down the track. Or a message to a LinkedIn connection also interested in building performance leads to a conversation, leads to a coffee, leads to a meeting, leads to a starting point. It’s what takes place during these conversations that is most important: try to find the synergies and minimise the downsides.

4. Prepare

The finer details can make all the difference. Consider doing the following to help smooth your path.

Contact the gatekeepers – From the very beginning of the process, build lines of communication, trust and credibility with those who have influence to approve the evaluation or to make it easier to complete.

Give pre-notice – Communicate early with the affected residents/users about the evaluation. People are much more likely to cooperate if they are informed, interested and anticipating contact. Arrange a pop-up stall or an information session; provide contact details so that it’s easy for stakeholders to find out more. Personalise information where you can. Reduce/remove the barriers to participation.

Incentivise – Remunerate participants for their time. It doesn’t always have to be money, and it doesn’t have to be much (for a small evaluation), but recognising that people are busy is polite and likely to result in more representative findings. Follow up – Participants might need a friendly nudge to complete the five-minute survey or to respond to your email request for an interview. Provide a reminder, provide a deadline, provide a reason to become involved. Make it fun – Create an eye-catching graphic. Keep the words short, sharp, clear, and accessible, especially to lay audiences. Provide humour, curiosity, care and enjoyment to the evaluation, especially in contexts where occupant opinions are required.

5. Bring in the expertise … when you need it

Although you’re starting small, keep in mind the limitations of what you are trying to measure and achieve (i.e. don’t “overreach” by making exaggerated claims and recommendations). Evaluation researchers and experts are generally happy to assist where required; make contact when the time feels right.

6. Keep it systematic

The whole evaluation must be documented; this includes keeping the raw data. And with so many moving parts, it’s important to keep an overview of the project to ensure that you preserve enough resources, time, money and energy to see it through. When architects take more control and influence of the POE process and product, the whole industry will benefit.

Instead of measuring project success through awards/media pieces, practices could demonstrate achievement through building performance metrics, client satisfaction or workplace wellbeing scores. There is much to be gained individually and collectively, and this conversation is a modest attempt to (re)start those conversations.