Management Information System (MIS) for schools
School Operations
Category : Blog
What is operational efficiency? Operational efficiency can sometimes feel like a bit of a dirty word. It smacks of budget cuts, of the prioritisation of KPIs over people and of poor quality. But it doesn’t have to be this way. In fact, I argue many of the associations above come from people not taking into
Operational efficiency can sometimes feel like a bit of a dirty word. It smacks of budget cuts, of the prioritisation of KPIs over people and of poor quality.
But it doesn’t have to be this way. In fact, I argue many of the associations above come from people not taking into account actual efficiency when making their decisions. If carried out thoughtfully and carefully, a strive for true operational efficiency should result in a happier workforce and a reduced workload.
For me, operation efficiency is defined by the amount of administrative overhead required to carry out your work. In an ideal world, everyone would spend most of their time on their core role, with a small amount of time dedicated to the admin around that. This might seem obvious, but how many of us could truthfully say that we spend less than 10% of our time on admin?
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Going from an inefficient workplace to an efficient workplace takes time, investment and people, all of which are usually already earmarked for work that relates more directly to what your workplace does. If you’re a school, that might be teaching, for a company like Arbor, that’s the work of delivering a reliable platform to our customers. Taking time and people away from that work feels incredibly counter-intuitive – after all, it’s already hard enough to get everything done without giving away a load of time to some work on systems and processes.
I love working through systems and reviewing processes to find areas where they’re overcomplicated, but even I’ll admit that most people don’t find that thrilling. That can make it even harder to choose to give your (already stretched) attention to the work needed for a more efficient workplace, when there are so many exciting and new things to be looking at.
I’ve been working in this area for most of my career and I have never considered the time invested in improving efficiency wasted. From halving the workload of an analytics team, thus allowing them to carry out more complex and bespoke analyses, to reducing the errors in school migrations onto our platform by 90%, the results speak for themselves. But the benefits of increased efficiency go beyond simply improving the work produced. I’ve seen happier, more productive teams, better relationships between departments and improved flexibility, as people are able to step away from mundane, repetitive tasks and truly focus on their work.
Before diving into creating a new system or process, it’s always worth a quick sense check to make sure it’s worth the time. Will you be doing this task on a regular basis? How long does it take? How long will it take to automate/create a system? For instance, if the task takes two hours and automating it takes six hours, it’s only worth it if you know you’ll be doing that task at least four times.
A colleague of mine used to say he aimed for ‘minimum viable bureaucracy’ and that’s stuck with me ever since. It can be really tempting to try to address all possible scenarios once you’ve decided to commit to making a large-scale change, but that can slow you up more than it’s worth. While some systems will be difficult to change after the fact (and it’s always worth checking that with the provider), many will be easy to adjust as new circumstances come up.
So many people in my role come in with the view that they know more than the rest of the business about managing their workload. I don’t believe that should ever be the case. At the end of the day, no one knows your workplace better than the people who work there. Before getting into any large change, I do my best to speak to representatives from all areas of the company, so that I can make sure my perception reflects the actual experience of the people working there.
Even bearing all of this in mind, it can feel quite daunting to start a project like this. To help, there are a few exercises I like to go through. Firstly, you’ll need to decide how much resource (time or money) you’re willing to invest. This will help you keep everything on track and on budget as you go. Next, decide on the single biggest outcome you’re hoping for. Once you have that, you can work backwards to understand everything you need to allow you to achieve that outcome. If any external systems are involved in your work, it can be a good idea to speak directly with the providers, as they may be able to help you find the most efficient way to achieve your goals.
Most importantly, don’t forget to keep reminding yourself on why it’s worth it. Keep going back to those key points of why you started your project in the first place, celebrate the small wins, and look forward to a (hopefully!) reduced workload and happier workforce.
At Arbor, we believe your MIS should be doing the heavy lifting for you when it comes to laborious and manual admin. Find out more about our time-saving cloud MIS here so that you can spend your time on what matters most.
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