The document outlines the strategic priorities and mission of the University Library System (ULS) at Pitt, emphasizing the need for data collection and analysis to demonstrate the value of its services. It identifies the needs of various stakeholders, including internal management and library patrons, and establishes objectives for robust reporting and evidence-based decision making. The ULS aims to improve its processes and impacts through new metrics and community engagement while integrating assessment activities into its operational framework.

1. B E R E N I K A W E B S T E R , P H D
U L S S T R A T E G I C A S S E S S M E N T U N I T
H T T P : / / W W W . L I B R A R Y . P I T T . E D U / A S S E S S M E N T
P I T T I S C H O O L L E C T U R E
8 D E C E M B E R 2 0 1 5
Library Assessment at ULS

2. Pitt’s Statement of Aspiration and Strategic
Priorities

3. ULS strategic plan 14-17 reflects ambitions of
the University…

4. Strategic Assessment Unit’s Mission is
… to coordinate data collection and analysis to support
both strategic and operational priorities of the
ULS and help ULS demonstrate value of its services
to all its stakeholders.

5. Since September 2013…
 Coordinator of Strategic Assessment hired
 Establishment of Strategic Assessment Unit
 Developed Unit plan for 2014-2016, approved by
Senior Staff and incorporated into FY15 and FY16
Strategic Actions
Acting UL
Coordinator of
Strategic
Assessment
Assessment
Librarian
(currently
vacant)
Data Analyst

6. Who do we serve?
Internal stakeholders External stakeholders
ULS Senior Management needs to:
· demonstrate value/impact of ULS and its
services
· promote ULS and its services
· fundraise
· budget
· understand ranking and peer
comparisons
· report to University and external bodies
· understand staff culture and satisfaction
ULS service managers and committee chairs need:
• evaluation of services: user needs,
awareness, satisfaction and usage,
measured and perceived value and
impact
• evidence-based prioritization and
development of new services
• to track progress towards set goals
• to carry out staff performance
assessment
• to develop ability to plan and carry out
assessment activities
University administration (faculties and central) need:
· periodic and ad hoc reports (rankings,
trends, impact, strategic directions)
· support for grant proposals,
accreditations, etc.
Library patrons
· periodic and ad hoc reports (rankings,
trends, impact, strategic directions)
Professional bodies and peer institutions need:
· libraries to share the best practice
· periodic and ad hoc reports on inputs,
outputs and outcomes

7. Objective 1: Robust reporting

8. Objective 2: Provide robust information for
evidence-based decision making

9. Benchmarking
9

10. Spotting trends

11. Spotting trends
http://www.library.pitt.edu/other/files/pdf/assessment/MyDayAtHillmanSurveyR
esults.pdf

12. Spotting opportunities

13. Spotting
opportunities

14. Spotting problems

15. Objective 3: demonstrate impact of ULS
services
Traditional library metrics
Number of volumes
Number of serials sub
Reference requests
Gate counts
Circulation stats
Anything else that moves and is
easy to count
New library metrics
Impact on student
recruitment and retention
Impact on student learning
outcomes
Contribution to research
excellence
Impact on community
Return on investment

16. Recruitment and retention
Library space is one of 3 top factors in
students’ choice of college
Student retention rates are
linked to state funding of
universities

17. Student learning outcomes: HEDS survey
SSoE undergrad project: positive correlation between frequency of use of library
materials and GPA

18. Contribution to research process
https://innoscholcomm.silk.co/

19. Contribution to research process
 New services (needs analysis)
 Data management
 Digital humanities
 Bibliometrics
 Collections assessment
 Neurology collection
 Planned liaison programme assessment
 Case studies and testimonials

20. Objective 3: Improve Processes
http://www.library.pitt.edu/Assessment

21. New tools

22. New tools

23. Jack of all trades…
 Researcher
 Select appropriate data collection mechanism (satisfaction
survey is not always appropriate)
 Design data collection
 Analyse data
 Communicate and interpret findings
 Make recommendations
 Communicator
 Embedded into life of library
 Relationships with central administration (institutional research,
research office, registrar, etc.)
 Solid understanding of institutional mission and ambitions

24. Community
 ARL Assessment Group with its listserv
 ACRL assessment group
 ARL Assessment leadership workshop
 Annual conference (ARL and Northumbria)
 Performance Measurements and Metrics
 Association for Institutional Research (AIR)
website and annual forum