Managing performance and efficiency
This element of the performance framework relates to use of performance management information about how to use resources efficiently. Museums, libraries and archives need to be able to access and use performance information relating to their day-to-day business. Performance information needs to identify trends in performance that can inform decisions about how to improve the service.
Inputs – what goes into providing the service, eg number of education officers, budget allocations etc.
Outputs – measure of activity that has taken place, eg book issues, number of school visits etc.
Efficiency measures – how well resources are being used to deliver outputs and outcomes.
Inputs and outputs can be used to assess efficiency. For example, producing a unit cost for a particular activity. If you want to assess the value for money of an activity, you should divide the input (the budget allocated to performing this activity) by the output (the number of times the activity took place) to find out the unit cost. This unit cost can then be used to reach a judgement about how efficient the activity has been.
In selecting performance information to report and use you should, as far as possible, relate the inputs and outputs necessary to the delivery of the outcomes that you have identified as being those which your service seeks to deliver.
An Audit Commission report In the Know: Using information to make better decisions outlines some of the issues that need to be considered when thinking about how best to construct a performance management framework that can support decision making about improvement priorities.
The most useful data allows trends in performance to be identified over time and performance to be analysed in the context of similar services or institutions. Replicable data which can be benchmarked is often the most useful. You can access guidance on benchmarking (PDF 35KB) to help you identify your needs.
In assembling management information as part of a robust, reliable and useful performance framework for your needs, consider:
What do the outcomes you are trying to deliver tell you about the sort of service that delivers them?
What does this mean for your service?
What do you need to know about it?
You can access further advice on performance management on the IDeA’s website. Below, we outline some of the key datasets which can be used to construct robust and useful performance management frameworks. There will be some overlap between management information and that being used to measure contribution to outcomes, participation and satisfaction. This should not present a problem as, in the final analysis, each element of the performance framework is interdependent.
Museums
Libraries
Archives
Seeking advice and guidance relating to performance improvement
and delivering outcomes for local communities?
Index of helpful websites (PDF 88KB)