21st century library and information services


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Liz Mcgettigan (Edinburgh City Libraries): 21st century library and information services: Owning performance

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  • Social media as a term is sometimes unhelpful and perhaps personal or people media explains the reality of it Social media has a large, growing audience and these tools really do have very little downside and risk. For us all it has been an opportunity for better public engagement and has gfulfikled our to spread “the good news about our services ” The power of this social web is changing and helping us in surprising ways enabling us to easily and cheaply;- Promote and market our services Co-design services Engage with communities and individuals Involve our public in decision making Create a dialogue Do things with and not to people The pace of change has been rapid and will continue to be so. I believe these tools and whatever they evolve into are keys to our success as we prepare for the next decade..
  • Growing up in a digital environment changes young people – e.g a piece of information without context (such a leaflet through the door) gains far less traction that one with context (such as via a trusted contact on a social network). This is a really good point that gets to the nub of how communications is changing right now. Social networking is prevalent - proving the case that this is worth looking at. information flows are changing - less through the media, more through friends and connections. Social media is context aware - mapping onto your life right now - and that context is constantly shifting - this is a different communications environment to the more static traditional media-led environment that communicators are more familiar with.
  • 21st century library and information services

    1. 1. 21st Century Library and Information Services Owning performance
    2. 2. Agenda <ul><li>Introduction </li></ul><ul><li>Why </li></ul><ul><li>What </li></ul><ul><li>Who </li></ul><ul><li>When </li></ul><ul><li>… .and </li></ul>
    3. 4. <ul><li>“ Performance </li></ul><ul><li>measurement is central to library management, since without a firm grasp on what is actually being achieved it is impossible to move forward to improved service—or even to maintain the status quo” </li></ul><ul><li>Peter Brophy </li></ul>
    4. 6. <ul><li>Customers are the lifeblood of every business. </li></ul><ul><li>No customers, no business. </li></ul><ul><li>One of the keys to improving our business performance is learning how to win more customers, and how to keep them coming back for more. </li></ul><ul><li>That means getting closer to our customers, understanding our customers and changing the way we run our services to improve customer service. </li></ul>
    5. 7. What? <ul><li>Excellent work in communities </li></ul><ul><li>Won the Libraries Change Lives Awards for Prison and Sighthill </li></ul><ul><li>Finalists in the LCL and LGC awards for the Reading Champion Project </li></ul><ul><li>Our Virtual Library was recognised by the professional press as best in the UK </li></ul><ul><li>OUR STATS ARE DOWN! </li></ul>
    6. 11. drivers of satisfaction <ul><li>82% of the change in overall satisfaction can be modelled using two indicators: </li></ul>86% 84% Lib. SfC 75% Agreement that staff did their jobs well 70% Satisfaction with information and advice supplied
    7. 12. customer care 71% 0% 8% 8% 84% 95% 95% 95% Lib. 55% Staff made experience better 3% Felt intimidated 9% Felt uncomfortable 20% Felt rushed 65% Needs / preferences 90% Treated you fairly SfC 88% Friendly 92% Polite
    8. 13. telephone standards n/a 100% 86% 91% 85% Lib. 91% Call transferred successfully 73% Call not transferred 70% Call not placed on hold SfC 87% Answered in five rings 89% Got through on first call
    9. 14. premises and welcome 83% 79% Waited less than 1 minute 38% 44% All staff wore badges / ID 83% 87% All staff dressed approp. 83% 92% Clean and tidy 92% 86% Opening hours visible 25% 37% Complaints / suggestions visible Lib. SfC 96% 98% Staff visible on entry 63% 81% Obvious where to go / queue
    10. 15. EIM and Finance Review Edinburgh Improvement Model What we do What we Achieve <ul><ul><li>Continuous Improvement </li></ul></ul>Library and Information Services
    11. 16. 0 100 200 300 400 500 600 Libraries EIM Score 2009 = 295 30% 27% 27% 11% 39% 30% 17% 36% 42% Benchmark National Award Contender
    12. 17. Key Strengths <ul><li>Leadership. </li></ul><ul><li>Service Planning and Processes. </li></ul><ul><li>Partnership and Other Resources </li></ul><ul><li>Customers/Performance framework. </li></ul>
    13. 18. Key Areas for Improvement <ul><li>Communication – Improve customer awareness, feedback, and complaints processes . </li></ul><ul><li>Matrix Management – Develop clear working arrangements with Neighbourhoods. Ensure that strategies and policies are agreed and implemented. Maintain local feel without losing overall libraries offer. </li></ul><ul><li>Improve Staff Consultation - regular Team Talk, 1:1s, staff suggestion scheme, focus groups, </li></ul>
    14. 19. Key Areas for Improvement <ul><li>Consistency of Approach – all staff understand and buy in to overall strategy (PRDs, Service Planning). Induction, training, performance. </li></ul><ul><li>Partnership – Establish guidelines to ensure systematic, consistent approach delivering measurable outcomes. </li></ul><ul><li>Continuous Improvement – dependency on success of matrix management arrangements . </li></ul>
    15. 20. Resource Planning & Sustainable Budgets <ul><li>Key issues to focus on: </li></ul><ul><li>Energy Costs </li></ul><ul><li>Premises Maintenance </li></ul><ul><li>Reservations Income </li></ul>-133,832 9,495,355 9,629,187 Net Expenditure -36,025 10,825,123 10,861,148 Gross Expenditure -137,007 -1,329,768 -1,192,761 Income       V600 151,563 359,432 207,869 3rd Party Payments       V400 167,121 1,746,811 1,579,690 Supplies & Services       V300 12,853 124,956 112,103 Transport Costs       V250 129,116 1,059,215 930,099 Premises Costs       V200 -496,678 7,534,709 8,031,387 Employee Costs       V100 Variance Forecast Revised Budget Account Group Revenue Budget 2008 - 09
    16. 22. Measured to death ! <ul><li>CIPFA plus </li></ul><ul><li>Benchmarking – Core Cities </li></ul><ul><li>Society of Chief Librarians </li></ul><ul><li>Mystery shopping </li></ul><ul><li>Neighbourhood Survey </li></ul><ul><li>Library Standards </li></ul><ul><li>Comments and complaints </li></ul><ul><li>Electronic services </li></ul><ul><li>Issues </li></ul><ul><li>Visits </li></ul><ul><li>Membership </li></ul><ul><li>Youredinburgh </li></ul><ul><li>Social Media </li></ul><ul><li>Edinburgh Improvement matrix </li></ul><ul><li>Customer Service Excellence </li></ul><ul><li>Covalent </li></ul>
    17. 23. <ul><li>                                            </li></ul><ul><li>Qualitative data: </li></ul><ul><li>robust aroma </li></ul><ul><li>frothy appearance </li></ul><ul><li>strong taste </li></ul><ul><li>burgundy cup </li></ul><ul><li>feel much better </li></ul><ul><li>social interaction </li></ul><ul><li>encourages visits </li></ul><ul><li>makes income </li></ul>Example Latte <ul><li>                                            </li></ul><ul><li>Quantitative data: </li></ul><ul><li>12 ounces of latte </li></ul><ul><li>serving temperature 150º F. </li></ul><ul><li>serving cup 7 inches in height </li></ul><ul><li>cost $4.95 </li></ul>Example Latte
    18. 35. SELF-EVALUATE <ul><li>track our audience </li></ul><ul><li>monitor the way they interact with our social media presence </li></ul><ul><li>Faithful self-evaluation is not less true of social media than more traditional initiatives. </li></ul>
    19. 39. Thank you