Network of the National Library of Medicine
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Network of the National Library of Medicine (NNLM) Organizational Handbook

Network Performance Measures

This section provides details on how NNLM promotes access to biomedical information to improve the public’s health based on seven (7) performance measures. Each measure is followed by the metrics NNLM uses to assess progress or accomplishment on each measure. This section also includes a new standard tool for evaluation of subaward project proposals for the Request for Proposals pilot.

1. How NNLM promotes access to biomedical information to improve the public’s health

  1. Continually build an inclusive, diverse Network through membership management;
  2. Engage Network members in carrying out the mission of NNLM;
  3. Employ multiple methods and bidirectional communications channels to inform regional activities;
  4. Maintain a robust outreach and education program reaching the region’s communities and responsive to their needs;
  5. Contribute to the development and implementation of national and multiregional initiatives – originating from national or local levels – that align with NLM’s scope;
  6. Where possible, appropriate, and reasonable, leverage non-Network partners in the accomplishment of #1-5 above;
  7. Regularly assess program and project performance in accomplishing aims #1-6 above.

Measures and Evidence
1. Continually build an inclusive, diverse Network through membership management
Story: NNLM Membership Profile 
Evidence: 

  • 1.1 Targets for organization type; including baseline and target after one year
  • 1.2 Number of new members in the budget year
  • 1.3 % active vs inactive members

2. Engage Network members in carrying out the mission of NNLM
Story: Member Participation in Meeting the Mission of NNLM
Evidence:

  • 2.1 Participation rate
  • 2.2 Number of engagement activities by type
  • 2.3 Rate of first-time applications for subawards
  • 2.4 Rate of first-time awardees for subawards
  • 2.5 Number of subawards

3. Employ multiple methods and bidirectional communications channels to inform regional activities
Story: How RMLs, Offices and Centers Get and Use Feedback
Evidence:

  • 3.1 Type of communications methods (e.g., advisory groups, social media, member surveys, expert consultants, etc.)
  • 3.2 Reach of communications methods
  • 3.3 Describe how feedback is used for changes/improvements/modifications/reconfirm status quo to RML/Office/Center programs

4. Maintain a robust outreach and education program reaching the region’s communities and responsive to their needs
Story: NNLM training and outreach programs meet community health needs and blankets the country
Evidence: 

  • 4.1 Number of training and outreach programs
  • 4.2 Reach of training and outreach programs
  • 4.3 Distribution of participants
  • 4.4 Location of training and outreach programs (if applicable)
  • 4.5 Currency of needs assessments / gap analyses
  • 4.6 NNLM Trainers Roster [forthcoming]
  • 4.7 NNLM Training Plan
  • 4.8 Results of evaluation surveys core questions (5 questions)
  • 4.9 Staff hours and cost associated with outreach activities

5. Contribute to the development and implementation of national and multiregional initiatives – originating from national or local levels – that align with NLM’s scope
Story: How RMLs and Offices Think Nationally, Act Regionally
Evidence:

  • 5.1 List projects partnering with at least one other region to accomplish
  • 5.2 Contributions to NNLM national priorities

6. Where possible, appropriate, and reasonable, leverage non-Network partners in the accomplishment of #1-5 above
Story: NNLM Partners Profile
Evidence:

  • 6.1 List partner organizations (including subawardees) that are Network members
  • 6.2 List partner organizations (including subawardees) that are not Network members (nonmember)
  • 6.3 Number of member partner organizations that receive funding
  • 6.4 Number of nonmember partner organizations that receive funding
  • 6.5 Number of new nonmember partner organizations

7. Regularly assess program and project performance in accomplishing aims #1-6 above
Story: Evaluation is a regular, recurring component of NNLM activities that drives improvements and alignment with NLM strategic plan
Evidence:

  • 7.1 Annual RPPRs
  • 7.2 List of evaluation activities and their frequency
  • 7.3 Annual budget year preview (May/June) and midyear (Nov/Dec) meetings
  • 7.4 List of national coordination activities [indicators for offices]

 

2. Request for Proposal (RFP) Scorecard Pilot

Two RMLs are piloting a single evaluation format for program/project applications for funding called “Scorecard.” The purpose of the Scorecard is to have a single proposal evaluation tool that will be used by each RML/Office/Center. Categories of review include: significance; methodology/approach; evaluation; project staff; budget; diversity, equity, and inclusion; strengths and weaknesses.

See, for example, the SEA Funding Toolkit Evaluation for the standard evaluation rubric.