Transcript Measurement-based Change in Libraries

Measurement-based Change in
Libraries
Case Studies From an Academic
Library
Joan Stein, Head, Access Services
Carnegie Mellon University Libraries
Why Do We Collect Data?
 Imposed by parent institution &/or accrediting boards.
 Required by library’s senior administrators.
 Required by organizational affiliation or political
bodies.
 Gathered automatically by library catalog, web logs;
supplied by vendors, etc.
 To monitor workload.
 To document trends in collection & services activity.
 To track progress toward strategic goals.
 Document & understand user needs.
 Track user satisfaction.
 To get answers & information.
Scooping Out the Ocean With a Sieve
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Drowning in data
Available data keeps multiplying
Lack of data analysis skills: “data rich, insight poor”
Disconnect between collection of data and applying the
results to create positive change
Research quality measures require education &
extensive commitment of staff time and resources
Small steps may seem insignificant yet the large ones
seem overwhelming
Lack of commitment from senior administrators
Too much turf, not enough pasture – think library-wide;
be user-focused
Practical Approaches: case studies
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Conducting a data census
Operational measures
Analyzing workflow
Tracking & monitoring workload
Measuring user satisfaction with services & collections
Management data:
 strategic plan
 other visible library commitments (i.e. – advisory board
recommendations)
 In each case, the goal is to transform data into
information!
Library-wide Data Census
 Conduct interviews of all library departments using
needs assessment
 Record all data kept, why, how, and for what purpose
 Have department heads/administrators review results
and provide missing information
 Review existing standards & emerging measures
 Determine what else needs to be collected, by whom,
how, & for what purpose
Needs Analysis
 Current Data Gathering:
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What data do you gather or use now?
How do you gather or use this data?
How frequently do you gather or use this data?
What problems do you encounter gathering or using this data?
For what purpose(s) do you gather & use this data?
How do you enter & access the data?
How do you manipulate the data?
Do you cross-correlate this data with other data? Is so, what?
How do you present or want to present your data?
How frequently do you generate reports on the data?
What other issues, concerns, needs do you have about data gathering
and analysis?
Census Sample
Dept
Data
type
Detail Ext. Int.
Aud Aud.
Autom
ated?
Access
Svs.
Circulate
items by
item type
Defini
tion
AC
RL
Lib
admin
Yes
Unicorn
C
Track
trends
Keep
Access
Svs.
ILL
turnaround
How
Long
Adv
Bd
Unit
head
Yes
ILLiad
C
Track
reduction
Sample
Access
Svs.
Total elec.
reserves
Defini
tion
Adv
Bd
Unit
head
Nomanual
C
Track
workload
Keep
Access
Svs.
Gate count
People
In libs
AC
RL
Nomanual
C
Track
trends
Sample
Access
Svs.
Total
circulation
All
items
AC
RL
Yes
Unicorn
C
Track
trends
Keep
Access
Svs.
Total ILL
All
items
AC
RL
Yes
ILLiad
C
Track
workload
Keep
Access
Svs.
Mforms
reshelved
Defini
tion
No
manual
C
Track
reduction
Sample
Access
Svs.
ILL costs
revenues
Defini
tion
No
manual
P
Monitor
budget
Keep
.
Unit
head
Adv
Bd
Current How
used, by
or
Propos whom?
ed
Keep,
Sample
Stop
Putting Census Results to Use
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Distribute & share widely
Encourage review of results
Eliminate duplicate & unnecessary measures
Create or revise your Management Information System
to centralize data entry & facilitate discovery
 Automate manual data where possible
 Maintain manual efforts where needed
 Provides focus for your measurement activity
Measuring User Satisfaction
 Understanding users’ needs & expectation
 Designing services & building collections targeted to
meet those needs
 Results vary among institutions based on local factors
Putting User Satisfaction Results to
Work
 Puts the focus on the users and off the process
or the staff
 Example: Carnegie Mellon University
Libraries’ Resource Sharing Services
Example: Resource Sharing
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Focus groups with all user-groups
Focus group with resource sharing staff
Servqual study of random sample of service users
Analyze feedback from users & staff
Group feedback into meaningful categories
Look for patterns & trends
Resource sharing example (cont.)
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Compare users’ needs to existing service
Reengineering service to meet users’ stated needs
Requesting needed support
Re-measuring after changes are made to test results
Value of Operational Measures
 Quantitative data from various sources
 Book-cart tracking sheets
 Turnaround time data (reserves, ILL, etc.)
 Taking baseline measures
 Sharing and discussing data with relevant staff
 Identifying the current & desired states
 Brainstorming ways to get from the current to the desired state
 Selecting your solution(s)
 Changing procedures according to plans
 Reallocating and/or requesting needed resources
 Testing the outcome: did things actually improve?
Example: Book Cart Tracking Slips
Initial version of tracking slip:
Date
Time
Circle one
Cart placed
am / pm
Sensitized
am / pm
Bar-coded
am / pm
Revised
am / pm
Shelved
am / pm
Name
Revised Tracking Slip
Date
Time
Circle
one
Cart placed
am / pm
Bar-coded
am / pm
Shelved
am / pm
Name
Turnaround time studies
 Resource sharing example
 Reserves example
Work-flow Analysis
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Creating flowcharts of distinct activities
Analyzing the documented process (ask why? 3 times)
Articulating the current & desired states (measurable)
Timing the process (where relevant)
Interviewing staff who perform the work
Identifying the bottle-necks
Daily Tracer Procedure
Patron completes form at the Circulation Desk
(after the overflow area and carts are checked)
Journal tracers are handled through the
Periodicals Office on the third floor. We
only handle tracers for Hunt Library books.
1. Log into WorkFlows
2. Use the "Item Search & Display" feature
to determine the location and last activity of the
book. 3. Record this information on the form.
1. Search for the book in its correct location first.
**Check to see if it has been pushed behind the shelf or
mis-shelved in the area around its correct location.
2. Search for the book in the other locations on the form.
If Found,
Send an "Item Found"
email to the patron
Use the "Place Hold" feature to place a hold
on the book for the patron who requested the
trace. This will ensure that the book's location
in CAMEO will be accurate.
If NOT Found,
Send a "Tracer"
email to the patron.
Use the "Edit Volume" feature to add a comment
to the book's record. Use this format: "Item
being traced for "patron's email adress," please
give to (your name) when found."
1. Record the search in the
Tracer stats Excel file.
2. You may recycle the tracer.
1. Add the tracer information to the active tracer
database. 2. File the tracer in the tracer binder.
Search for the book again, once a week for the next
two weeks. **Make sure to record all searches
in the Tracer stats Excel file.
You may delegate these searches to student assistants.
If the active tracer database is up to date, you could have
them search for all or a portion of the items listed.
After the third search, if the book has not been found:
1. Use the "Edit Volume" feature to change the book's
current location to "MISSING." 2. Send an "Item Missing"
email to the patron. 3. Update the tracer database.
4. Record that an item has been marked
missing in the Tracer stats Excel file.
5. Recycle the tracer.
Work-flow Analysis
 Benchmarking with similar institutions
 Brainstorming ways to go from current to
desired state
 Eliminating unnecessary steps
 Eliminating re-work
 Selecting & implementing solution
 Test solution: did it eliminate the gap? (remeasure)
 Revise flowchart & use as training aid
Track and Monitor Workload
 Counts of activities performed ( ILL requests, reserve
items, holds,, etc.)
 Keeping track of resources used (microforms reshelved)
 Creating graphic displays of data
 Comparing activity over time (single instance or trend?)
Example: Resource Sharing
 3 ILL offices; service level uneven due to workload
distribution
 Met to review workload figures
 Borrowing activity concentrated primarily in one site
 Other duties distributed evenly
 Brainstormed ways to redistribute work more equitably
to better meet users’ needs
 Built team skills among staff performing the work
 Implemented workload leveling
Using Workload Analysis Results
 Redistribute work among a group/team (workload
leveling)
 Use results of data collection & analysis to lobby for
resources (human, financial, equipment, etc.)
 Justify requests to reclassify existing staff positions, to
request pay raises, etc
Management Data
 Library’s strategic plan is tied to plan of parent
organization
 Contains broad strategic goals
 Contains action plan to reach goals
 Advisory or accrediting board commitments (or other
oversight group)
 Includes recommendations for improvement
 Requires goals set to meet recommendations
Contributing to Management Data
 Review strategic plan and/or other library commitments
 Consider how your department or division can
contribute to specific relevant strategic goals
 Set departmental goals accordingly, in alignment with
strategic plan
 Monitor progress toward goals quarterly
 Examples:
 Circulation
 Resource sharing
Example: Circulation Goals
 The relevant library goal from our Advisory Board
Report is:
The Libraries will move more aggressively into the electronic
reserves arena to meet student and faculty demands.
 Departmental goals:
 Provide electronic access to appropriate Reserve readings, such
as journal articles, book chapters, lecture notes, sample tests,
etc. At least 30% of all these readings will be available in
electronic format by 2003.
 % of Reserve readings that can be accessed electronically from
total photocopies on Reserve library-wide.
 Total number of Reserve readings in print, total readings
scanned and available as a link through the library catalog.
Example: Circulation Goals
Relevant library goal (from Advisory Board Report):
 Make maximum use of available library automated
systems
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Automate and send all notices, over-dues, fines, bills, holds
available, and recalls electronically and without staff intervention
via the library management system and electronic mail.
* 95% of all notices are generated and sent electronically
* Percentage increase in the number of notices sent electronically
 Complete the assimilation of the video collection into the library
system
* 100% of videos holdings are catalogued in Unicorn (our LMS)
* Percentage increase in the number of videos catalogued
* All videos are circulated through the library management system
* All videos are acquired through the library management system
Relevant Library Goal:
Improve Convenience and Speed in the Interlibrary Loan System.
Example: Resource Sharing Goals
 Implement ILLiad, an interlibrary loan management system that
will significantly facilitate the work of the department.
 Improve ILL turnaround time by 20% by 2003
 Improve internal turnaround time for borrowing requests (those steps
under our own control) by 50% by 2003.
 Increase on-demand scanning and desktop delivery of materials.
 Acquire and implement Ariel at each ILL location.
 Percentage of total copies received that are delivered directly to the
desktop.
 100% of ILL users will have direct electronic access to the status of
their requests and to other ILL service performance information.
 Percentage increase in the number of requests on systems that provide
this type of information directly to users.
 100% of requests will provide service users with this information
reliably.
 Eliminate 100% of paper record-keeping.
Tie Measures to Performance
Evaluation
 Design evaluation forms to include goals and
performance measures for each goal.
 Goals must be tied to library’s strategic objectives.
Example: Employee Evaluation Form
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Section IV – Goals
Goals that should be maintained or improved to make the greatest contribution to the
department’s goals, and developmental goals that the staff member has identified. Include goals
that address performance at the “needs improvement” level. Complete the following sections as
appropriate. Copy the template below to include additional goals.
Goal:
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Statement:
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Employee Action Plan with Targeted Completion Dates:
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Outcome Measures (Ways to evaluate or measure the results):
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1st review – Date ______
Comments:
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2nd review – Date ______
Comments:
3rd review – Date ______
Comments:
Initials _______ ________
Initials _______ ________
Initials _______ ________
Uses for Performance Information
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to inform resource allocation
to evaluate library employees and library
management
to determine the extent of the gap between the
library’s goals and reality (as defined by the user)
to drive the reengineering of library processes, and
to benchmark against best practices
Summary
 Don’t reinvent the wheel
 Keep it simple
 Sample where possible
 Keep measures focused (no “portmanteau” measures)
 Automate whatever you can
 Present data graphically: turn data into information
 Trend-lines
 Charts & graphs
 Take results-oriented measures based on users’ need or
established organizational goals
 Consistency facilitates comparison
 Turn results into actions
Conclusions
 Performance measurement is multi-faceted
 Encompasses operational and management data
 Most effective when participation is full
 Departmental and individual contributions matter
 Focus on users’ needs & expectations
 Good off-the-shelf software exists to help
Conclusions
 Data collected for one purpose can be put to use in multiple ways.
 Various data elements can be combined to create new insights.
 Incremental change accumulates. Change based on small measures
adds up to noticeable results.
 Analyze existing data for potential to drive change.
 Grass-roots efforts can succeed.
 Push your own limits.
 Learn the necessary skills.
 Learn from your successes & your failures.
Opportunities
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Network with like-minded colleagues.
Publish your results.
Read broadly in this area of specialty.
Northumbria Lite at IFLA, Thursday, August 22nd.
5th Northumbria International Conference on
Performance Measurement in Libraries & Information
Services, August, 2003 in Durham.
Questions?
 Examples or ideas of your own?
 Questions?