•must use evidence for decision-making
• Healthy blend of evidence, emotion & risk
•key questions: what, so what, now what
•crucial to start with where you are, plan small
progressive steps that won’t kill your Achilles’ heel
•everyone’s lens looks through their mental models
Kim Kardforyour Mony • Socially connected
• Lobbying to have library
budget reallocated to other
• Has never used the library
• Buys all her books from
• Why does the library need so
many staff? And why are
they paid so much?
Dr. Ural Doomed • Libraries days are numbered
• Libraries aren’t relevant
• Everyone has computers and internet
• Need information? It’s all online
• Research happens in faculties not
• With edocs, ebooks, open data and
research online, believes facilities can
be made smaller – no need for print
• All about the bottomline
• Revenue and investments
• How do your services support
• Services that don’t generate
revenue are a drain on the
• If it’s not efficient, outsource
Dean of Humanities
• Influential in many circles
• Has deep seated beliefs in traditional
library services and importance of
• Libraries are institutions for archives
• Needs to demonstrate to college
that humanities still contributes to
Logic model in action for Dr. Papier
• One liaison librarian
• Faculty research support for a Grant Application
• Completed application submitted on time
• Grant dollars received by faculty
• Faculty member is able to hire 2 grad students to conduct
• Increased university visibility in research area
• Enhanced university reputation
• A number of articles are submitted and accepted by academic
journals, increased citations for faculty member
Project Outcomes: Jones & Raven 14
of it for
• No one magic measure
• “Impact” or value is dynamic, economic, psychological & relative to alternatives
• Identifying outcomes & especially impact takes a long time & heavy duty analysis
• Successful organizations:
• clarity of purpose
• understand their culture
• performance measurement system that fits that culture
• We’ve long tracked “how much”
• We also need to look at differences:
• Peaks? Dips? Switches?
• What are these statistics really telling us?
• Who needs to see these statistics?
• Are they telling a story that you want to
• Tends to focus on existing products
• Usually measured through surveys
• Are we also measuring importance?
• Survey burnout, plus the
expectation is to score all
“excellent” or “10 out of 10”
• What do you have?
• Testimonials, attributes
Focus on the sweet spot 72 % of First-year Students engaged with
Library staff services in Fall 2017
85% of these Students rated these
services as very important in
addressing their workload &
70% of all Students used the Library in Fall
83% of all these Students rated the Library
as the 2nd most important service
related to academic success on campus,
2nd only to their faculty
Know the Context (& the Contexters)
How do they
Stakeholders – who
How is value or impact
We can't come to terms with new concepts until we
learn new language
ATM’s or PTB
Start with stakeholders
Name Position How do
What do we know about
them? What type of
stakeholder are they?
Critical that you understand the context in which the measures are considered.
1. In your organization, how is value defined, measured and conveyed?
2. Who are the stakeholders who must understand the value of your services?
The Logic Model
…goes beyond documenting what you did and
measures what difference you made in the life
(work, reputation, etc. )of your target audience…
What has been the positive change in their
sphere… as a result of what you do?
Align Strategies & Objectives
Stakeholder’s Goals & Objectives Your Goals & Objectives: How they
Accelerate product to market Catalyze product development
Improve market share in specific
Customize segment dashboards for
Increase research grants in xxx Underpin the research process and
assist with submission and completion
Manage Measurement Data
• What will success look like?
• How will you track progress towards meeting goals?
• What indicators or measures will you use?
• Qualitative? Quantitative?
• What data needs to be collected?
• Keep it key
• Keep it simple
• Be practical
• Don’t get mired – or
overwork frontline staff
• Determine a collection schedule
• Work out agreements with other departments that
have needed data
• Are you currently collecting data or indicators that
are no longer relevant?
• How long do you need to keep data?
• Who is responsible?
Define outcomes & impact
• What will success look like?
• And how will you “get” there?
Government Library Example
• $100K resource budget
• Staff to advise on development of policies
• 2500 resources utilized by 75% of department employees
• Library has contributed to the development of 6 policies in past
• 6 policies approved and in place
• Eliminate department-specific resource purchases saving the
• Credible policies
• Reduce policy duplication, “blind-sides” or contradictory policies
by at least 25% (as reported during policy debriefings)
• Reduced costs to run department
Corporate Library Example
• $80K electronic content contract
• Tech and applications to integrate library’s products and resources into the
• Skilled info pro to develop research portfolio for business development
• Customized research portfolio in response to request for background on
deal between XYZ company & ABC government agency, including specific
data on terms how ABC likes deal structured
• Library resources are integrated into business development applications
• Client extrapolated how ABC agency likes to see deals structured and
structured deal appropriately
• Organization successfully completed a deal with ABC government agency
for $10M, the 1st in 5 years
• Actually begins when you are understanding the context
• Your message: “wehave
contributed towards your goals
• If your goals & objectives are meaningful for your planning
& decision-making, your measures will be indispensable