Benchmarking and Best Practices Clause Samples
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Benchmarking and Best Practices. Benchmarking is a powerful management technique that can be used to improve an organization’s performance by searching for a partner organization that is the best at a given process and constantly adapting or adopting the partner’s practices to increase performance (▇▇▇▇▇▇▇, 1994). The process to be benchmarked is usually determined by analyzing performance figures and other data. A process that has relatively low performance figures and could be improved is often chosen to be benchmarked. Demand for benchmarking comes from several sources, such as increasing enforcement activity, regulations, investor and liability concerns, customer perceptions, and competition with other organizations. The results of effective benchmarking include increased productivity, efficiency, employee morale, and a competitive advantage. The benchmarking process can be divided into five stages: Planning, analysis, integration, action, and maturity. During the planning stage, the organization identifies the process that needs to be benchmarked. This selection is usually done to fulfill a predetermined need, such as boosting performance figures in an area that needs improvement. Measurable performance variables are also identified. Benchmarking partners are selected based on their best-in-class performance in the targeted process. The partner does not necessarily have to be in the same industry. The organization concludes the planning stage by determining the data collection method and collecting the data. It is important for the organization to be able to distinguish between ethical and unethical means of data collections, especially if it involves handling sensitive information from the partner company. During analysis, the organization determines the current performance gap for the process that will be benchmarked. The team then predicts future performance levels. The integration stage involves the organization communicating their benchmark findings. Communication is crucial during this phase of benchmarking, especially when seeking approval from those with more organizational authority. Operational goals and plans are established from the benchmarking findings. The action stage is characterized by implementing practices, monitoring progress and results, comparing results to stakeholder needs, and adjusting the benchmark goals as necessary. Since benchmarking is a continuous process, the last step will certainly be repeated as industry standards and the needs of stakeholders cha...
Benchmarking and Best Practices. Performance goals and benchmarks for MTA service have been established through the MTA’s Municipal Railway Short Range Transit Plan and Proposition E processes. The MTA reports regularly on the performance indicators required by Proposition E and will be concurrently completing an audit of Proposition E data that evaluates the performance benchmarks required in the legislation. For this task, peer systems and systems demonstrating best practices in specific areas shall be identified by the Contractor. Using these systems, case studies shall be developed by the Contractor highlighting how adaptation of best practices can help MTA in achieving its short- and long-range goals. Task 2 shall be completed concurrently by the Contractor with Task 1, with the goals of understanding how MTA’s performance compares with peer systems and how using proven industry policies and practices will assist MTA in improving transit effectiveness.
Benchmarking and Best Practices. We recommend a PowerPoint presentation of best practices to stakeholders as an important step in the education process of how parking operates well and how it integrates with various planning studies already in place in the downtown. We will review best practices that we have developed based on work with other communities and our own experience managing municipal parking systems.