I'm working with a group who are seeking to take on the management of a library that is threatened with ...
Management Systems and Information
Management Systems and Information
In order to be aware of how you are performing as an organisation you will need information on your progress on targets around quality and impact such as the number of users. You will also need information on performance that is essential to the organisation’s survival such as the amount of cash in the bank and the amount of expenditure pending.
This type of information is known as Management Information and the way it is collected and communicated is your Management Information System.
Having a Management Information System in place, even if it’s a simple one, is essential. It provides the information the management team need to Plan, Act, and Evaluate the operations of the organisation. Only by proactively engaging in understand how the organisation is performing can a management group fulfil its responsibility to make decisions about the delivery of services so as to best advance its aims and deliver the right kind of service to its customers and beneficiaries.
There are a range of quality assurance frameworks for community organisations that may be of use in developing effective management systems. Examples of some suited to small community organisations include VISIBLE and PQASSO.
Larger enterprises seeking to win contracts may find international quality standards more appropriate such as ISO 9001
Within a community library management information may include:
• Number of book issues
• Number of users
• Number of computer users
• Number of room bookings
• Number of people
• Busy and quite times
• Financial papers for the board should be presented in a clear format so that trustees/directors can easily understand performance and trends. Use charts, but make sure they are clear and not confusing.
• Financial information should include cashflow but also a summary of debtors, creditors and reserves.
• Always alert the board if there have been any difficulties in the payment of PAYE or other significant creditors.
• Trustees and managers need to be aware of actual or potential cashflow issues.
• Clarity between restricted and unrestricted income and expenditure
• Papers should be circulated in advance.
• The basis for reports should be clear. Cashflow uses receipts and payments whilst income & expenditure reports use an accruals basis. Both are important, but not mixing the two.
• Reports should include a comparison with a budget and where appropriate, the previous year.
Choose a topic...
- 1. Action Planning Tool Overview
- 2. Understanding Library Transfer
- i. What is Asset Transfer?
- ii. Assets or liabilities?
- iii. Legal Considerations for Library Transfer
- iv. When is asset transfer suitable?
- v. Benefits of Asset Transfer
- vi. Negotiating Asset Transfer
- 3. Planning for Library Transfer - Getting Started
- i. The Case for Community Managed Libaries
- ii. Defining Purpose
- iii. Service Design
- iv. Community Involvement
- v. Organisational Structures
- vi. Organisational Development
- vii. Skills and Experience
- viii. Assessing Assets, Avoiding Liabilities
- ix. Feasibility Studies
- x. Strategic Fit
- xi. Partnership Building
- xii. Demonstrating your achivements
- 4. Making a Convincing Case and Securing Investment
- i. Demonstrating Community Need
- ii. Business planning
- iii. Project Costs and Income
- iv. Securing Finance
- v. Campaigning and lobbying
- 5. Asset Ownership & Management Agreements
- i. Asset Transfer Legal Toolkit
- ii. Insurance and Tax Issues for Asset Transfers
- iii. Ownership and Management Agreements
- 6. Property Development
- i. The Development Process
- ii. Property Design
- iii. Pre-Construction
- iv. Construction and Management
- v. Appointing and Managing professionals
- 7. Premises Management
- i. Financial management
- ii. Facilities Management
- iii. Health and Safety
- iv. Security
- 8. Developing and Diversifying Library Services
- i. Public versus an Independent Library Service
- ii. Linking Services to Social Purpose
- iii. Community Library Services
- iv. Diversifying Services in Community Libraries
- v. Monitoring Services and Demonstrating Impact
- vi. Equality and Diversity Considerations
- 9. Managing Services
- i. General Responsibilities for Running Community Services
- ii. Policies for Community Managed Libraries
- iii. Management Systems and Information
- iv. Customer Service and Relationship Management
- v. Managing People
- vi. Sourcing and Maintaining Stock
- vii. Managing Finances
- viii. Marketing Your Library
- ix. Measuring Impact and Quality
- x. Accountability and Reporting to stakeholders
- 10. Supporting Library Transfer
- i. Supporting sustainable library transfer