This is an illustrative slide from data in the SLA Alignment study. Data from 2009
Two types of measures: internal and external. These are internal. Benchmarking which we’ll talk about in a few minutes is external.
As needed may mean when contract is up or when you need to prioritize certain service or resource investments, could be by individual piece of work or otherwise.
Who is the target audience for each of your services and for your services as a whole? Is the audience satisfied with how the service is being delivered (technically and in quality), are they getting what they need when they need it? Is the service easy to use; do they have enough training to use it to their satisfaction, and are they getting the results they expect and need? Is it being used as you expected it would be? And how has usage trended over time?
Are your researchers confident in all aspects of their work or do they require some CE to polish things up; are they ready to take leadership roles at a variety of levels; do they take initiative when they see something that can be done or done better? Are you retaining your employees over time, if so why (ask them) and if no, why not (exit interviews). Generally is your team satisfied with pay (with reason in the organization), with how they are asked to work and with their opportunities to grow within the organization
Varies with type of organization Ask your Finance person what the revenue strategy of your organization/your department needs to be to align with the organization’s goals. Is there an ROI you need to work towards and how will you measure it. If you have a negative ROI, why (goes back to customer satisfaction measures) Are there ways you can recover costs either dictated by the organization or that you can implement.
External Benchmarking - Illustrative example. Jim will talk about this Internal measures vs. External measures - when is each necessary or beneficial? Give mgmt consulting example or example of this type of conference. Does not even need to be this detailed, depends on your organization but it is always helpful to be able to demonstrate what you are contributing vis a vis competitors or other similar organizations
Jim will talk about this. Examples of “other responses”. How do you interpret non-response? This is the nightmare survey result you want to avoid. If those who control your budget fall into the non-response category that is respondents who can’t articulate the value you add to the organization, you can see how that might lead to significant trouble. This is a target group you need to figure out how to educate about your contribution to the success of the organization
So what can you do when you get back to work? Perhaps the most difficult of these recommendations is to Take Risks, in what Jim described at the outset of today’s session is a very risk averse business environment. So of course you need to gauge what is doable in your own organization. All we can ask is that you try not to be afraid and perhaps while thinking big strategically, take small steps to achieve the goal.
APLIC 2014 - The Value of Corporate Libraries
Demonstrating the Value of
James M. Matarazzo
APLIC Meeting - Boston
April 29, 2014
You are what you Measure
Regularly touch base with customers
Consistent measures over time
Satisfaction with Service Type
Individual services and resources
Concurrent with regular overall feedback
Internal Process Metrics
Efficiency & Effectiveness
Ease of use
Satisfaction with results
Use of Products & Services
Levels over time
Learning & Growth Metrics
With all customers
Taking leadership roles
Reasons for high/low
Ability to advance
Zero base budget
Return on Investment (ROI)
Positive/Negative and why
J.Cook (1972) "Finacing a library/information service on a cost recovery system." ASLIB Proceedings pp.342-349.
What value do “they” think you add?
J.Matarazzo and L. Prusak. Valuing Corporate Libraries-A Survey of Senior Managers. Special Libraries Association (SLA) 1990 and
The Value of Corporate Libraries-Findings from a 1995 Survey, SLA 1995.
Matarazzo, James M. And Toby Pearlstein. Special
Libraries: A Survival Guide. Libraries Unlimited. April 2013.
J.Cook (1972) "Finacing a library/information service on a
cost recovery system." ASLIB Proceedings pp.342-349.
J.Matarazzo and L. Prusak. Valuing Corporate Libraries-A
Survey of Senior Managers. Special Libraries Association
(SLA) 1990 and The Value of Corporate Libraries-Findings
from a 1995 Survey, SLA 1995.
Available in hard copy and eBook
James Matarazzo and Toby Pearlstein talk about the need to connect with the organization's strategic purpose.