Uploaded byJoe Matthews
Intelligent library presentation
The document discusses the concept of an 'intelligent library' that utilizes data for decision-making regarding collections, services, staffing, and facilities, often referred to as evidence-based librarianship. It emphasizes the importance of monitoring progress, informing strategies, and enhancing accountability through the collection and analysis of data to improve library performance. The document also highlights the necessity of communicating the library's value to stakeholders using effective data presentations and narratives.
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Intelligent library presentation
- 1. Intelligent Library Presentation IntelligentLibrary is one that uses a variety of data to make decisions about collections, services, staffing, and facilities Intelligent Library may also be know as one that uses Evidence-based Librarianship Some interesting quotes about libraries, their abilities in collecting data and how they use data.
- 3. An Intelligent Libraryuses data to inform professional judgment
- 4. Monitor our progress– in the name of transparency and accountability, we measure our inputs, activities (processes), and outputs of our work Inform our strategies – we test our assumptions by tracking our accomplishments using performance measures Contribute to our profession – we share data as well as stories of our successes and failures – sometimes in the literature The purpose of any analysis is not to prove but to improve Why we use performance measures? Monitor our progress Inform our strategies Contribute to our profession Purpose of Library Intelligence
- 5. Library Intelligence =Gates Foundation calls Actionable Measurement Communication with stakeholders can often be planned – monthly, quarterly, annual reports; completion of surveys, etc. However, we often must respond to request for information We can do this with immediate online access to . . . Library Intelligence The collec on, analysis, and synthesis of data Time devoted to reflec on and development of insight Willingness and ability to change Timeframe
- 7. What is thepurpose of the analysis, selecting a set of peers, how many, … Institutional peers, library peers Criteria for selection – number of customers, circulation, size of collection, in-state (plus some out-of-state), etc. Use data and statistics, plus judgment Cluster analysis - homogeneity within a cluster and heterogeneity between clusters is statistically significant If all your peers are aspirational, then when you run comparisons you'd always be at the bottom of the list and think that you've got serious performance issues. But if those comparisons are against schools we know are aspirational, then we know why we're performing at that level. So it's good to be able to set targets and goals, Who the university sees as a peer and who potential students (and their parents) see as peers may be different
- 8. Aspirational University wideinclude: Boston College, University of Notre Dame, Rice University, Stanford University, and the University of Southern California. A library peer may not be an institutional peer Aspirational Peer Syndrome – might be Aspirational Delusional Syndrome Pepperdine University University-Wide University Library Baylor University Calvin College George Washington University Claremont McKenna College Loyola Marymount University Occidental College Santa Clara University Santa Clara University Southern Methodist University Rice University Syracuse University Wake Forest University
- 9. What is anIntelligent Library? More concerned about trends and the direction of the trend than the value of the data at any one point in time More concerned about trends than data at one point in time Use data to drive improvement in processes Trends Process Improvement
- 10. Listens – constantly,using many different tools Is focused on productivity improvements Voice of the Customer Produc vity Improvements Customer “Quotes” + Data
- 11. Local library transactiondata, customer feedback data, plus state/national data Markham PL •Make collections more accessible & increase usage •Improve ROI for collections budgets Examples
- 12. While circulation hasdoubled since 2005, Markham is the most efficient library in the Toronto area Invested in technology to reduce staff handling of materials Steve Potter, MCPL Director and CEO
- 14. Bob Dugan, Univof West Florida “Talking points” with the Provost for both peers and aspirants University of West Florida Annual Comparisons Measure Peer Review Comparison to Avg Services Total circula on/FTE Highest of 8 Above Reference transac ons/FTE Highest of 8 Above ILL loaned/FTE 3 of 8 Above ILL borrowed/FTE 5 of 8 Below Ra o of loaned:borrowed 3 of 8 Above Collec ons Volumes held/FTE Highest of 8 Above Titles held/FTE 2 of 8 Above Journal subscrip ons/FTE 5 of 8 Below Measures Peer Rank Comparison to Avg. Expenditures Total expenditures/FTE Highest of 8 Above Total resource expend/FTE 6 of 8 Below Monograph expenditures/FTE 7 of 8 Below Journal expenditures/FTE 4 of 8 Above Total eResource expend/FTE 5 of 8 Below Other expenditures/FTE Tied for last Below Total staff expenditures/FTE 4 of 8 Below Salaries of prof staff/FTE 6 of 8 Below Annual Comparisons
- 15. Univ of WestFlorida – example of charts from ACRLMetrics Also, Bob provides tools to articulate the value of the library Institutional ROI Measures Peer Group Comparison to Avg Staffing Total staff in FTE 6 of 8 Below Professional staff in FTE 6 of 8 Below Support staff in FTE 2 of 8 Above Student assistants in FTE 5 of 8 Above % prof staff to total staff 8 of 8 Below % support staff to total staff 1 of 8 Above % student assistants to total staff 6 of 8 Below Annual Comparisons
- 16. Student ROI Elizabeth BrownSUNY Binghamton Also used data from SciVal Spotlight, InCites from Thompson, Academic Analytics, OCLC to investigate quality and uniqueness of collections, faculty productivity
- 17. Virginia commonwealth UniversityLibraries Michael Rawls, Budget & Assessment Director Jimmy Ghaphery Head, Library Information Systems VCU Libraries
- 18. MAPHAT M Meet AApproach P Probe HHear AAssist T Thank Encourage customer feedback
- 19. Same data –different presentation
- 21. What measures oflibrary success will resonate in your organizational setting? Be visible with your funding decision makers – build personal connections In your environment, how is value defined, measured & communicated?
- 22. Alignment Organization’s missionand goals What is a valuable library? One that contributes to reaching the goals and objectives of the organization. What is an Intelligent Library? One that not only collects data but uses it to inform its actions and communicates its value to stakeholders Use charts and graphs rather than showing lots of data (but have the data to back up your charts) May not be necessary to specialize as this organization has
- 23. Funding for librariesis a reflection of public or campus support Support (in the form of your budget) reflects the perceived value of the library to each family, student, faculty member – In short, to your community However, the value is judged in the context of today’s economy and today’s society Tell your story in numbers and stories Your message – “We have contributed towards YOUR goals by ….” Or “We have contributed towards OUR goals by ….” Stories + Stats = Success
- 24. Use lots ofcolor and excitement to convey both written and spoken stories of the value of the library These quotes bear repeating
- 25. Hope I havenot left you like this audience! Joe@JoeMatthews.Org www.JoeMatthews.Org for a copy of the slides Discussion