Practice Issues
It is important to ensure that the data being collected is useful and being monitored against a plan because much effort is spent on data collection. It is also essential for staff to know what data currently exists, and how the data they collect, when analysed, links back to decision making.
Benchmarking
Benchmarking is commonly associated with monitoring, and it is common to have people ask what and who to benchmark against. As with most exercises, there can be different approaches to benchmarking. In its simplest form, it can consist of two people meeting at an event and discussing the way their programmes or services are marketed, or how they recruit staff, and then using this knowledge to improve their processes. However, some will not consider this as benchmarking as it is more a case of compare and contrast. In the social sector, much of the semblance of benchmarking takes the form of sharing and learning. This approach can be a quick and easy method to learn good practices and to share solutions to common problems.
As a more structured process, benchmarking would usually take the following four stages:
Stage 1: What areas to compare Agree on the areas which would benefit most from a comparison with others, and agree on which agencies to benchmark with
Stage 2: What information to gather Gathering appropriate information about current performance or practices
Stage 3: What similarities and differences Share this information with each other and reflect on any similarities and differences which are highlighted
Stage 4: What to improve in the agency Decide what changes are needed in the agency
So when is benchmarking appropriate? a) When the agency spots a weakness or problem with the way an area in the agency is functioning( perhaps something which has been highlighted through a SWOT( strengths, weaknesses, opportunities, threats) analysis or review of services). Benchmarking can be useful if the agency is not sure how to go about improving this area and is looking for some fresh ideas.
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