Transcript Library Assessment: Libraries Enrich Lives 图书馆评估： 图书馆丰富生活 Robert W. Fernekes, Ph.D. 罗伯特 W.

Library Assessment:
Libraries Enrich Lives
图书馆评估： 图书馆丰富生活
Robert W. Fernekes, Ph.D. 罗伯特 W. 福勒基斯博士
Associate Professor
Zach S. Henderson Library
Georgia Southern University
Georgia 30460
United States
美国南佐治亚州30460
南佐治亚大学
扎克 S.亨德森图书馆
副教授
Introduction, Background & Purpose
导言,背景与目的
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Concepts, Principles & Terminology
Review of the Literature
The Role of Your Vision & Mission Statements
Putting It All Together
概念, 原则与术语
文献回顾
远景规划与任务的作用
整合
Library Assessment in Three Themes
图书馆评估三主题
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Assessment Overview
Assessment Practices & Methods
Developing and Using a Balanced Scorecard (BSC)
评估概况
评估实践与方法
开发和利用平衡计分卡 (BSC)
Why Assess?
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Theme I: Assessment
Overview
为什么要评估？
 评估类型
Types of Evaluation
 For Planning
 规划
 For Improvement
 改进
 For Decision Making
 For Accountability
 决策
 For Value & Worth
 价值
Dudden (2007). Using Benchmarking, Needs
Assessment, Quality Improvement,
Outcome Measurement, and Library
Standards, p. 4-5
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Broad Levels of Analysis
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Individual
Service
Organizational
Societal
Matthews (2007). The Evaluation and
Measurement of Library Services, p.17.
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广泛的分析水平
 个人层面
 服务层面
 组织层面
 社会层面
General Evaluation Model 综合评估模型
Matthews (2004). Measuring for Results:
The Dimensions of Public Library Effectiveness, p. 2-3.
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Input Measures
Process Measures
Output Measures
Outcomes
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输入措施
处理措施
产出措施
成果
The Performance Spectrum 表现范围
Matthews (2007). The Evaluation and Measurement of Library Services, p.20.
The Effective Library 图书馆绩效
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Culture of Assessment:
 Organizational
environment
that facilitates evaluation
 Ongoing staff development:
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In measurement, evaluation &
assessment activities
To improve staff capabilities
for customer service, better
outcomes for customers and
improved service quality
 Values
& Rewards Results
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文化评估：
 有利评估的组织环境
 正在进行的工作人员发
展
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测量，评价和评估活动
为了提高工作人员客户服
务的能力以取得更好的客
户服务结果并改善服务质
量
 价值观和奖励结果
The Effective Library (continued)
图书馆绩效 （续）
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Models of Organizational
Effectiveness (OE)
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Goal Attainment Model
External Systems Model
Internal Process Model
Strategic Constituencies Model
Dudden (2007). Using Benchmarking, Needs
Assessment, Quality Improvement, Outcome
Measurement, and Library Standards, p. 28-29.
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组织效力模式(OE)
 目标的实现模式
 外部系统模式
 内部处理模式
 战略选区模式
Models of Organizational Effectiveness and
Dimensions of Library Effectiveness
Dudden (2007). Using Benchmarking, Needs Assessment, Quality Improvement, Outcome Measurement, and Library Standards, p. 28.
组织绩效模式与图书馆绩效尺度
The Effective Library (continued)
图书馆绩效 （续）
The Effective Library (continued)
图书馆绩效 （续）
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SWOT Analysis
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Strengths
Weaknesses
Opportunities
Threats
Matthews (2004). Measuring for Results:
The Dimensions of Public Library
Effectiveness, p. 36.
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SWOT分析
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优势
劣势
机遇
威胁
What to Measure to Determine Your
Return on Investment (ROI)
测量什么确定您的投资回报率 (ROI)
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Customer Satisfaction
Service Quality
Collections & Usage
Benefits & Social Value
Strategic Alignment
Future of Evaluation &
Assessment
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客户满意度
服务质量
收藏与用处
福利与社会价值
战略调整
未来的评价与评估
Needs Assessment
Theme II: Assessment Practices
& Methods
需求评估
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Definition: Identify a gap or need
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Excellence in Public Libraries –
defined locally through an
assessment of community needs
Service Roles or Responses –
defined in terms of what a library
does or offers to the public in an
effort to meet specific community
needs.
Local Planning Process -- Select
& Prioritize Service Responses
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定义： 找出差距和需要
公共图书馆之优越：通
过本地的定义来评估社会需
要
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服务作用或答复： 界定
图书馆能为公众提供何种服
务以满足特定的社会需求。
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本地规划工作： 选择和
优先服务响应
Quality Improvement 质量改进
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Definition: Efforts to improve a
service, program or process.
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定义： 努力改善服务项
程和服务程序。
Total Quality Management-TQM
Quality Management Principles  全面质量管理-TQM
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Organizational Commitment
Process Focus
Employee Involvement
Customer Mindedness
Learning Organization
Data Driven
Dudden (2007). Using Benchmarking, Needs
Assessment, Quality Improvement, Outcome
Measurement, and Library Standards, p. 105-7.
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质量管理 原则
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组织承诺
处理焦点
雇员参与
客户意识
学习组织
数据驱动
Performance Measurement 工作衡量
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Definition: Measures applied
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to answer the local questions:
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What are you trying to do?
 Are you accomplishing it?
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Three Primary Measures:
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Number of people served by a
service or program
Users’ opinions about how well
library services meet their needs
Library applies measures that
determine the number of service
units or service transactions
定义：本地问题衡量
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你准备做什么？
你完成了这项任务吗？
三种基本衡量
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服务人员的数目。
用户提出的图书馆服务如
何满足他们需求的意见。
图书馆采用衡量确定服务
单位或服务执行。
Outcome Measurement
结果衡量
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Definition: IMLS defines
outcomes as benefits to people:
specifically, achievements or
changes in skill, knowledge,
attitude, behavior, condition, or life
status for program participants.
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Ideas from the Literature:
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定义： IMLS界定成果，造
福于人民：具体而言，为项目
参与者取得成就或改变其技能，
知识，态度，行为，条件，或
生活状况。
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文献观念
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How Libraries and Librarians Help
 Shaping Outcomes, IUPUI
 Demonstrating Results series
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图书馆和图书馆员如何
帮助？
形成结果
表明结果系列
Outcome Measurement:
Public Library Outcomes and Service Responses
测量结果：公共图书馆的成果和服务反映
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Basic Literacy
Business & Career Information
Commons
Community Referral
Consumer Information
Cultural Awareness
Current Topics & Titles
Formal Leaning Support
General Information
Government Information
Information Literacy
Lifelong Learning
Local History & Genealogy
Other Service Responses
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基础素养
商业及职业信息
公众聚会场所
社区推荐
消费者信息
文化意识
当前主题和标题
正式学习辐助支持
一般信息
政府信息
信息素养
终身学习
当地历史与家谱
其他服务反映
Balanced Scorecard (BSC)
平衡计分卡（ BSC ）
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Definition: Strategic management
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system, provides comprehensive,
multidimensional view of performance
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Five Perspectives:
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雇员表现提供全面的多层面的
观查
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Customer
Information Resources
Internal Business Processes
Organizational Readiness
Financial Perspective
Developing a BSC in 6 Steps
定义： 战略管理系统，对
五项展望：
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顾客
信息资源
内部业务流程
组织准备
财务角度
6个步骤发展BSC
Illustrative Library Balanced Scorecard
Matthews (2008). Scorecards for Results: A guide for Developing a Library Balanced Scorecard, p.56
图
解
图
书
馆
平
衡
计
分
卡
Step I: Review the Library’s Mission and Vision Statements
Theme III: Developing a Balanced Scorecard (BSC) in Six Steps
Matthews (2008). Scorecards for Results: A guide for Developing a Library Balanced Scorecard
步骤一：修改图书馆的使命和远景规划
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Mission Statement: Articulates
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The reason why the library exists
 For whom it exists
 What products and services will be
provided
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Vision Statement: Identifies a
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Future State if goals are achieved
 How the library enhances the
Quality of Life
 Library’s primary customers
 Library’s priorities
任务说明：
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图书馆存在之理由
为何存在
提供何种产品和服务
远景展望声明：
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目标实现后的未来状况
图书馆如何提高生活质
量
图书馆的主要服务客户
图书馆的优先考虑事项
Pierce County Library System, Washington:
Outstanding Community Involvement
Greiner (2004). Exemplary Public Libraries:
Lessons in Leadership, Management and Service, p.126-7
美国华盛顿州皮尔斯县图书馆系统：优秀社区参与
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Vision Statement: The library will enrich
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lives and strengthen communities by creating
opportunities for the discovery and exchange of
information and ideas.
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Mission Statement:
To connect the
people of our communities to a world of
information and imagination through:
 Skilled Staff
 Diverse Resources
 Response to Community Needs
 Excellent Customer Service
 Community Involvement
Values:
At Pierce County Library System we
value: The Public; Service; Equitable Access;
Freedom of Access; Resources; Staff and
Accountability
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远景规划：该图书馆将丰富生
活和加强社区的创造机会为发现
和交流信息和意见。
任务说明：要连接的人对我们
社区的世界信息和想象力通过：
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熟练的工作人员
不同的资源
针对社会需要
卓越的客户服务
社区参与
价值：在皮尔斯县图书馆系统，
我们重视：公众；服务;公平机
会; 自由进入; 资源; 工作人员和
问责制
Developing a Balanced Scorecard (continued)
发
展
图
书
馆
平
衡
计
分
卡
Step 2: Develop a Strategy Map
第2步：制定一项战略地图
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Purpose:
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To visually illustrate the strategies
the library has chosen to close the
gap between what the it is today
and its vision for the future
 To provide a visual framework for
3 to 4 strategic objectives
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Broad Strategies:
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Operational Excellence
 Adding More Value – Customization
 Innovative Services
目的：
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直观说明图书馆的战略
选择以缩小现在和未来
展望之间的差距。
为了3到4个战略目标提
供一个可视化框架
广泛战略：
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卓越运营
增加更多的价值-个性化
创新服务
Step 3: Select Performance Measures
第3步：选择衡量绩效表现的措施
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Select 3 – 5 Performance
Measures per Perspective
Input, Process, Output &
Outcome Measures
Extensive Lists of Possible
Performance Measures*
*Matthews (2004). Measuring for Results: The
Dimensions of Public Library Effectiveness,
p.193 -222.
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Select Measures from the
following categories:
Services, Staff, Materials,
Facilities, & Costs
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选择3 – 5个绩效评估指标
为展示。
投入，过程，产出和绩效
评估措施。
绩效评估的详尽措施*。
绩效评估选择措施类别：
服务，工作人员，材料，
设备和开支。
Step 4: Identify Targets and Initiatives
第4步：确定目标及措施
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Determine Existing Data for
each Performance Measure
Establish Targets for each
Performance Measure
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Slam-Dunk Targets
Cakewalk Targets
Reachable Targets
Stretch Targets
Identify Initiatives
Prioritize Initiatives
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确定现有的数据测量每
个绩效指标
建立各项测量绩效指标
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扣篮目标
有奖娱乐目标
到达目标
延伸目标
确定倡议
优先考虑的倡议
Step 5: Integrate the Scorecard
第5步：整合平衡计分卡
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Traditional Management
► Strategic Management –
aligns planning & budgeting
to optimize strategy execution
Become a Strategy-Focused
Organization that assigns &
reallocates resources to
support initiatives
Cascade the Scorecard to
library departments &
programmings
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传统管理
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以战略重点为中心组
织与重新分配资源来
支持倡议
落实记分卡到图书馆
各个部门及活动
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Step 6: Communicate the Value
of Your Library Using the Scorecard
第6步：沟通图书馆利用平衡计分卡的价值
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Select a Format
Tips for Telling Your Story
Value Adapted from Matthews (2004).
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选择一种格式
讲述你的故事的提示
价值
Measuring for Results: The Dimensions of Public
Library Effectiveness, p.4.
价值
经济影响
社会效益
The
Engaged
Library
卓有成效的
图书馆
Libraries
Enrich
Lives
图书馆
图书馆
丰富生活
Questions and Comments
问题和意见
Contact Information 联系方式:
Bob Fernekes, Associate Professor
Information Services Librarian, Business Specialist
Henderson Library, POB 8074
Georgia Southern University, Statesboro, GA 30460, U.S.A.
Email: [email protected]
Phone: 912-478-7822
Chinese Translation ： LiLi Li, E-Information Services Librarian
中文翻译：李立力,美国南佐治亚大学副教授扎克 S.亨德森图书馆电子图书馆员
E-Mail: [email protected]