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![ Return on investment (ROI) is the benefit to an
investor resulting from an investment of some
resource. A high ROI means the investment gains
compare favorably to investment cost. As a
performance measure, ROI is used to evaluate the
efficiency of an investment or to compare the
efficiency of a number of different investments.[1]
In purely economic terms, it is one way of
considering profits in relation to capital invested.](https://image.slidesharecdn.com/collectionmanagementbyguasch-160930073355/85/Collection-management-30-320.jpg)
Collection management
The document outlines key concepts in collection management, including the importance of management control, types of controls, and resource evaluation. It also discusses collection lifecycle processes such as assessment, weeding, and the development of a collection development policy plan (CDPP) using SWOT analysis. Additionally, it addresses the significance of return on investment (ROI) and continuous evaluation to ensure effective resource utilization.
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Collection management
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- 2. GROUP THE PARTICIPANTS DISTRIBUTETHE CASE STUDIES What to do? SWOT Analysis
- 3. What are yourexpectations?
- 6. Lectures, Fora andSeminars on Collection Management
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- 16. COLLECTION MANAGEMENT MANAGING RESOURCES CONTINUING DEVELOPMENT PROGRAM
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- 18. Planning Who Plans? DurationPurpose Executives Upper Level Long Term Strategic Middle Level Lower Level Short Term Operational
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- 20. Management controlis a systematic effort to set performance standards with planning objectives, to design information feedback systems, to compare actual performance with these predetermined standards, to determine whether there are any deviations and to measure their significance, and to take any action required to assure that all corporate resources are being used in the most effective and efficient way possible in achieving corporate objectives.
- 21. Kinds of Controls There are essentially three kinds of controls: 1. Visual controls. These include checklists, dash boards, scorecards, budgets, etc. They let you SEE that the right things are happening, or if not, they raise a flag that lets you make sure to focus on fixing the situation.
- 22. 2. Proceduralcontrols. These include things like having 2 unrelated parties internally check/be involved in the flow of money. Your standard review process for all new hires. Your standardized sales concessions you empower your sales team to use. Procedural controls establish a known pathway to a consistently secure result.
- 23. 3. Embeddedcontrols. These are the controls that work without someone having to remember to do something out-of-the-way to use them. These include things like your standardized contracts, automated data backups, and intentionally designed financial controls that work automatically in the background to protect your business from poor decisions or behavior.
- 24. WHAT ARE THERESOURCES THAT WE NEED TO CONTROL?
- 25. BOOKS JOURNALS VERTICAL FILES CARTOGRAPHIC RESOURCES AUDIO VISUAL RESOURCES EQUIPMENTS AND MATERIALS HUMAN RESOURCES
- 26. Standards & Guidelines RQUAT PAASCU PACUCOACurricular, Instructional, Research, Recreational Collegiate Programs Graduate School ISO CHED-MARINA
- 27. Standards & Guidelines Institutional Vision and Mission Departmental Vision and Mission
- 28. Trends Patron DrivenAcquisition (PDA) Demand Driven Acquisition (DDA)
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- 30. Return oninvestment (ROI) is the benefit to an investor resulting from an investment of some resource. A high ROI means the investment gains compare favorably to investment cost. As a performance measure, ROI is used to evaluate the efficiency of an investment or to compare the efficiency of a number of different investments.[1] In purely economic terms, it is one way of considering profits in relation to capital invested.
- 31. Evaluation Evaluating thePresent Collection According to Course/Department Faculty/Admin/Alumni/Guest Use of the Internet Books inside the Library / In-House Borrowed books by Faculty Borrowed books by students Interlibrary Loan AIMS to other schools Outside researchers to AIMS
- 32. MAPPING COLLECTION MAPPING CORE COLLECTION GENERAL EMPHASIS SPECIFIC EMPHASIS CURRICULUM MAPPING
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- 34. WHY ARE CUSTOMERS ALWAYSRIGHT?
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- 36. Collection Lifecycle Assessment Selection Acquisition Processing Circulation (shelving; check out use; re-shelving) Continuing Preservation (Repair and Maintenance) De-selection & Weeding (Replace; Disposal System) Weeding your way to a User-Centered Collection
- 37. Why do weneed to weed?
- 38. Space =limited shelving, increased customer use of areas, closing branches/units Time = user time finding materials, staff time finding and shelving materials Appeal = “Weeding is merchandising” Reputation = reliability and currency Collection needs = replace or repair damaged items, missing or stolen items Collection strengths and weaknesses = aware of direction for future purchases, more familiarity with collection area whole
- 39. CREW Continuous Review Evaluation Weeding CREW formula = 5 years copyright/3yrs in use/MUSTIE
- 40. DEPRECIATION Depreciation Salvage Scrap Value Preventive Maintenance
- 41. Straight line MethodDepreciation Depreciation Expense Accumulated depreciation at Year End Book Value at Year- End (Original Cost) Php17,000 3,000 3,000 14,000 3,000 6,000 11,000 3,000 9,000 8,000 3,000 12,000 5,000 3,000 15,000 (scrap value) 2,000
- 42. Composite Depreciation Method AssetHistorical Cost Salvage Value Depreciable Cost Life Depreciation per year Computers 5,500 500 5,000 5 1,000 Printers 1,000 100 900 3 300 Total 6,500 600 5,900 4.5 1,300
- 43. MUSTIE Misleading Ugly Superseded Trivial Irrelevant ( 1st rev against 2nd rev) Elsewhere (interlibrary loan, reciprocal borrowing, electronic format, collaborative collection development: consortia, multi-site branch library)
- 44. WORST in Multimedia Worn out Out of date Rarely used Supplied Trivial Video cassette to DVD to BluRay to Down Loadables
- 45. SWOT Analysis Strengths Weaknesses Opportunities Threat
- 46. The Collection Development PolicyPlan (CDPP)
- 47. THE MANUAL OFOPERATIONS This Should be the Out Come: OPS (Operating Procedure Standards) QuAM (Quality Assurance Management) QSP (Quality Standard Procedures) PDM (Position Description Manual)
- 48. GAP and SWOTAnalysis Should result to the following: • PPA (Plans, Programs and Activities) • Budget
- 49. PRODUCT-SERVICE STRATEGIC ACTION PLANS’EVALUATION Goal 1 Costumer Focus Goal 2 Business Policy Goal 3 Corporate Governance Goal 4 Research & Extension Goal 5 People Progress
- 50. The Budget Topto Bottom Bottom to Top
- 51. References Standards forcollection management Part I – Association for Library Collections and Technical Services (ALCTS) (https://www.youtube.com/watch?v=ZuLQdjynCQQ) Part II (https://www.youtube.com/watch?vPOGzvWBJ7xs) The collection life cycle in library and information services (https://www.youtube.com/watch?v=bLkwpfGLqTO) Culling your Collection: the fine art of weeding (https://www.youtube.com/watch?v=a5vAKbTTudg) Collection Development: The Basics and Beyond (https://www.youtube.com/watch?v3IEVL8WV730) The Present and future of Academic Library collection development in the United States (https://www.youtube.com/watch?v=BK_Lc-YsWDg)
- 52. Reference Weeding yourway to a User-Centered collection (https://www.youtube.com/watch?v=XuRHUhzmR1A) Weeding your school library (https://www.youtube.com/watch?v=ogUdxIfItqg)
- 53. THANK YOU VERYMUCH FOR LENDING ME YOUR EAR!
Editor's Notes
- #41 Straight-line depreciation Straight-line depreciation is the simplest and most often used method. In this method, the company estimates the salvage value (scrap value) of the asset at the end of the period during which it will be used to generate revenues (useful life). (The salvage value is an estimate of the value of the asset at the time it will be sold or disposed of; it may be zero or even negative. Salvage value is also known as scrap value or residual value.) The company will then charge the same amount to depreciation each year over that period, until the value shown for the asset has reduced from the original cost to the salvage value. Straight-line method: Annual Depreciation Expense = Cost of Fixed Asset − Residual Value Useful Life of Asset ( y e a r s ) {\displaystyle {\mbox{Annual Depreciation Expense}}={{\mbox{Cost of Fixed Asset}}-{\mbox{Residual Value}} \over {\mbox{Useful Life of Asset}}(years)}} For example, a vehicle that depreciates over 5 years is purchased at a cost of $17,000, and will have a salvage value of $2000. Then this vehicle will depreciate at $3,000 per year, i.e. (17-2)/5 = 3. This table illustrates the straight-line method of depreciation. Book value at the beginning of the first year of depreciation is the original cost of the asset. At any time book value equals original cost minus accumulated depreciation. book value = original cost − accumulated depreciation Book value at the end of year becomes book value at the beginning of next year. The asset is depreciated until the book value equals scrap value. Depreciation expense Accumulated depreciation at year-end Book value at year-end (original cost) $17,000 $3,000 $3,000 $14,000 3,000 6,000 11,000 3,000 9,000 8,000 3,000 12,000 5,000 3,000 15,000 (scrap value) 2,000