Transcript GUL SCONUL November 2009

Performance Measures &
Metrics at University of
Glasgow Library
Jacqui Dowd
SCONUL Workshop
University of Westminster
17th November 2009
The Driving Force for Performance
Measurement
• Environmental Changes
– Rapid growth in the use and application of technology
– Increased customer expectations in quality & responsiveness of
services
– “Competition” from other sources
• Economic Constraints
– Justification in spending over £9 million on the Library
– Increasing competition for resources
– Cost savings and/or reallocation
• Accountability and Justification
The Challenge
Traditional library statistics are no longer sufficient:
• Focused on inputs, collections, acquisitions, expenditures –
how big, how many and how much
• No longer describe the library’s function or business
• May not be aligned with the Library/University’s aims
& plans
• Do not define or measure service quality
Metrics
The Library needs metrics that:
• Describe the impact, outcomes and value from the user’s
perspective
• Indicate what difference we make
• Measure progress/achievement
Metrics that can be used to:
• Improve & develop new and existing services
• Identify changing patterns in use and needs
• Market and promote services and facilities
• Ensure decision making is based on evidence and not
assumption
The Full Picture
Traditional statistics + KPIs (National & Local)
+ Qualitative data from Focus Groups & User Surveys
including NSS, ISB, University’s Surveys of First Year
Student Experience & Staff Attitude and LibQUAL+
= The Beginnings of a Balanced Scorecard
What is a Balanced Scorecard?
“The balanced scorecard is a strategic planning and
management system used to align business activities to
the vision and strategy of the organization, improve
internal and external communications, and monitor
organizational performance against strategic goals.”
Balanced Scorecard Institute
Balanced Scorecard
The Balanced Scorecard
• Has a blend of traditional statistics and newly defined
measures to provide a quick and comprehensive picture
of the Library’s performance
• Has clearly defined measurements with specific targets
indicating success, partial success and failure.
Balanced Scorecard
Glasgow’s Balanced Scorecard is aligned to
the Library’s Operational Plan & has four
perspectives
• User
• Financial
• Internal Processes
• Staff Development
Balanced Scorecard
Each Perspective has:
• Defined strategic objectives
• A Key Performance Indicator per objective
• Assigned responsibility to a named post/department
There is also space to record the level of success in
achieving the KPIs & a commentary to explain the level of
achievement if required.
User Perspective
Strategic Objectives
• Maximise client satisfaction with library resources and
services
• Optimise access to information resources and services
for students and researchers
• Create a supportive environment for University
researchers to discover, locate and access information
• Facilitate the development of informed and independent
learners
User Perspective
KPI examples
• KPI U-1a Seat hours per week per FTE user to exceed
RLUK median (SCONUL 1e)
• KPI U-2b LibQUAL+ Information Control: average staff/Pg
perceived service level score to be greater than SCONUL
average and greater than 6.8
• KPI U 4 The number of e-journal titles available to increase
annually by at least 10%
Financial Perspective
Strategic Objectives
• Secure appropriate funding to maintain and expand services
to the University community
• Attract additional funding for service innovation
• Use effective and accountable financial processes
Financial Perspective
KPI examples
• KPI F-1a Information expenditure per FTE student to be
no lower than 95% of RLUK median (SCONUL)
• KPI F-2 Library Materials Budget to increase by at least
relevant inflation level
• KPI F-3b Library expenditure on Information Provision to
be no less than 49% of total Library expenditure and
greater than the RLUK median (SCONUL)
• KPI F-5a Cost per download for e-journals to be lower
than the previous year
Internal Processes Perspective
Strategic Objectives
• Optimise processes by which we determine priorities and
allocate resources to achieve strategic outcomes
• Streamline internal processes through continuous
improvement
• Re-engineer internal processes to meet current and
anticipated client need
Internal Processes Perspective
KPI examples
• KPI I-1a Average number of days between receipt of order in
Book Acquisitions and order on Millennium not to exceed 7
• KPI I-2 95% of items to be shelved within 24 hours of return
or in-house use during staffed hours
• KPI I-4 100% of E-course material requests, if received within
guideline periods and covered by our copyright licence, to be
available by the required date
• KPI I-5 Percentage of eligible first time issues from the Main
Library via Self Service machines to be no less than 70%
Staff Development Perspective
Strategic Objectives
• Recruit, develop and sustain a highly skilled, flexible and
competent workforce
• Maintain an environment which encourages innovation and
action
• Invest in appropriate and innovative use of technologies and
facilities
Staff Development Perspective
KPI examples
• KPI S-1a At least 95% of staff on Grade 4 or above to
have a Personal Development Plan
• KPI S-1c At least five staff to have received
upgrade/accelerated increment
• KPI S-2a At least 60% of staff to have taken part in one or
more training activity arising from P&DR
• KPI S-2b Expenditure on training and development to be
at least 1% of salary expenditure
Results
2007-2008 - Pilot
• 39 KPIs
– 20 achieved 
– 5 neutral 
– 6 not achieved 
– 8 not fully measured/not available - 
Current Position
2008 – 2009
• 42 KPIs- Library & Archive Services merged
•User Perspective – 13 0f 14 Targets met
(KPI U-5 Information Literacy: The number of person hours received by users in
skills sessions should be no less than the RLUK median)
Financial, Internal Processes & Staff Development
Perspectives - results not yet fully available
2009 – 2010
• 36 KPIs
•
Reconvened group reviewed the KPIs
Current Position
2009 – 2010
• 36 KPIs
– Reviewed
–
the KPIs
Revised targets
– Set
new targets for new objectives and priorities
– Removed
superseded targets
Disadvantages
Dangers & Pitfalls
• Too many metrics
• Too much time and labour – the cost of collection
• Difficult to choose metrics that are:
•
•
Relevant to objectives
•
Measurable
•
Stable from one year to the next
•
Comprehensive
Timely
•
e.g. SCONUL Statistics
Advantages
The Balanced Scorecard
• Encourages a broader look at activities covering a range of
Library services
• Not just traditional measures – but still has to have
quantitative measures
• Demonstrates that the Library’s services and facilities reflect
the University’s strategic goals
• Comparable over time
• Provides a comprehensive picture of the Library performance
• Allows us to commend success
• Identifies shortfalls
Metrics & Measures that Matter
The quantitative and qualitative data we have
currently has been used to support/achieve:
• The Physical refurbishment to provide new & innovative
study space
• Increase in funding to improve information access by
purchasing more E-Journal titles and backfiles
• Increase opening hours