ABSTRACT
Introduction to performance management and benchmarking. . . . . . . . . . . . . . . . . . 220
Performance management frameworks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
Performance management principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223
Benchmarking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236
Conclusions about performance management and benchmarking . . . . . . . . . . . . . . . . 240
Chapter review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 241
Performancemanagement and benchmarking are important techniques for facility managers, for three key reasons. First, they help facility managers to achieve better results by enabling them to understand the drivers of performance and how to influence them. This is achieved by both data benchmarking, comparing statistical performance with others; and process benchmarking, comparing the key decisions made to achieve good performance. Second, benchmarks provide much more authoritative reporting of performance than an organization’s performance reported in isolation. Third, when benchmarking/performance management techniques become established as part of organizational culture, they provide the basis for a clear focus on the business essentials as well as the direction for continuous improvement. This capstone chapter will ensure that the book concludes on a high note by bringing together various concepts that out of necessity have been treated separately earlier in the book such as strategicmanagement; financialmanagement; the four es of economy, efficiency, effectiveness and equity; customer satisfaction; and service quality. It will draw on the principal benchmarking systems internationally, including the Sport England National Benchmarking Service, and the CERM Performance Indicators (PIs) PIs system from Australia. This chapter will draw together various strands of performance management
referred to throughout thebook, for example, staff turnover ratios (human resources), extraction ratios, e.g. dollars per head of secondary spend; return on investment in marketing (e.g. coupons returned as a function of promotion cost) and so on. The basic point is that which gets measured gets managed, so therefore managers need to be clear about what their priorities are and what measures they need to monitor in order to demonstrate personal, team, facility, and corporate effectiveness.
