A systematic surveillance procedure designed either to follow the evolution of a particular and sensitive situation, or to measure the state of such a situation at a particular moment in time and to accurately report on it. The situation may be tangible, for example, a stone wall, or it may be intangible as are principles, values, policies or programmes.
The knowledgeable authority with the responsibility for maintaining the situation in a proper condition; usually, the manager or the person(s) immediately concerned by the situation.
Some very sensitive situations, such as, for example, the level of fuel in a vehicule, need permanent, continuous monitoring. Others, such as the air pressure of tires, can be handled by periodical or ad hoc monitoring.
Thus, strategic performance indicators can be chosen. Performance expectations can be set and acceptable margins established. Frequency of monitoring and reporting, as well as level of detail and precision of data, can be established. Finally, information management tools and procedures should be chosen or developed to obtain appropriate data, and permit accurate reporting, on the status of a situation under observation and on the importance of change taking place.
There are many ways of reporting. Generally speaking, a monitoring report should identify and highlight the changes in the state of the monitored situation, or the variation between set and reached targets, in such a way as to identify strategic deviations and thus permit a quick response, if necessary. Reporting is a tool the manager can use not only to take appropriate action to correct a deviant situation when needed but also to draw and communicate to a concerned audience an accurate picture of the state of any situation under his or her management.
Michel Bonnette is director of Teaming, Research and Development for the Organization of World Heritage Cities and Towns, and is the President of ICOMOS Canada French-speaking Committee.