The document provides guidance on assessing library performance through benchmarking and other metrics. It discusses determining why an assessment is needed, what to measure like inputs, outputs and processes. It also outlines finding peer libraries to benchmark against and cautions that benchmarks need context. Specific benchmarking tools are recommended for public and academic libraries, and predictors of public library success are listed. Finally, it discusses gathering customer feedback through various survey methods.
AR State Library Needs Assessment Recommendations, May 2011Keith Lance
Ā
The document summarizes the findings and recommendations from a needs assessment of the Arkansas State Library. Key issues identified through interviews and surveys of libraries and state government users included resource sharing, continuing education opportunities, communication, and visibility of the state library. The recommendations call for strengthening the state's resource sharing infrastructure, increasing continuing education available to libraries, and improving communication between the state library and libraries as well as state government agencies through various strategies.
The document outlines plans for a library staff retreat to develop a strategic plan through 20[Target Year]. It includes an agenda with introductions, discussions about the importance of libraries and community needs, a review of the preliminary service responses selected by the planning committee, and a tour of the library. The goal is for staff to provide input based on their knowledge of programs and community feedback to help develop a plan to guide the library.
Library trustees play an important role in fundraising and advocacy for their libraries. Trustees should promote the value and impact of library services to gain community support. Effective fundraising and advocacy helps libraries secure necessary funding to continue providing valuable resources and programs for their patrons.
The document outlines the strategic plan for Schlow Library from 2013-2016. It discusses disruptive technologies affecting libraries and how the plan was developed through community surveys and reports. The strategic plan contains six targets: 1) Expanding virtual access to the library 2) Enhancing early childhood and family programs 3) Strengthening community partnerships 4) Establishing the library as a community hub 5) Promoting online learning opportunities and 6) Ensuring long-term financial stability through donors and endowments.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Income inequality in Ohio increased from 1979 to 2011, with the top 1% seeing income growth of 70% while the bottom 99% saw incomes decrease by 7.7%. Demographic trends show more diverse families, more people living alone, and changes in how people work and experience income inequality. Reading habits are also changing, with 1 in 4 people using ebooks while 7 in 10 still read print. The media and technology landscape is experiencing a golden age of content creation and learning through big data and the curation of online content as the web celebrates its 25th anniversary. Libraries and nonprofits are exploring new ways to share resources, tell community stories, and serve as hubs through industrial engineering and cool designs.
AR State Library Needs Assessment Recommendations, May 2011Keith Lance
Ā
The document summarizes the findings and recommendations from a needs assessment of the Arkansas State Library. Key issues identified through interviews and surveys of libraries and state government users included resource sharing, continuing education opportunities, communication, and visibility of the state library. The recommendations call for strengthening the state's resource sharing infrastructure, increasing continuing education available to libraries, and improving communication between the state library and libraries as well as state government agencies through various strategies.
The document outlines plans for a library staff retreat to develop a strategic plan through 20[Target Year]. It includes an agenda with introductions, discussions about the importance of libraries and community needs, a review of the preliminary service responses selected by the planning committee, and a tour of the library. The goal is for staff to provide input based on their knowledge of programs and community feedback to help develop a plan to guide the library.
Library trustees play an important role in fundraising and advocacy for their libraries. Trustees should promote the value and impact of library services to gain community support. Effective fundraising and advocacy helps libraries secure necessary funding to continue providing valuable resources and programs for their patrons.
The document outlines the strategic plan for Schlow Library from 2013-2016. It discusses disruptive technologies affecting libraries and how the plan was developed through community surveys and reports. The strategic plan contains six targets: 1) Expanding virtual access to the library 2) Enhancing early childhood and family programs 3) Strengthening community partnerships 4) Establishing the library as a community hub 5) Promoting online learning opportunities and 6) Ensuring long-term financial stability through donors and endowments.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Income inequality in Ohio increased from 1979 to 2011, with the top 1% seeing income growth of 70% while the bottom 99% saw incomes decrease by 7.7%. Demographic trends show more diverse families, more people living alone, and changes in how people work and experience income inequality. Reading habits are also changing, with 1 in 4 people using ebooks while 7 in 10 still read print. The media and technology landscape is experiencing a golden age of content creation and learning through big data and the curation of online content as the web celebrates its 25th anniversary. Libraries and nonprofits are exploring new ways to share resources, tell community stories, and serve as hubs through industrial engineering and cool designs.
This document discusses the importance of libraries using data and metrics to inform decision making and communicate their value. It notes that while librarians are good at collecting statistics, they often lack the ability or willingness to analyze, interpret, and apply the data. Without using data to take action or inform strategies, it has little value beyond justifying budgets. The document provides examples of how libraries can select peer institutions for benchmarking, analyze trends over time, and use multiple data sets to understand user needs and behaviors. It emphasizes telling "stories" combined with data ("Stories + Stats") to communicate effectively with stakeholders.
The document summarizes strategic planning efforts for the Racine Public Library. It includes a mission statement, proposed vision, SWOT analysis, survey of community needs and preferences, and recommendations to develop strategic goals including creating a vision statement, timeline, and organizational structure to guide expansion efforts. Key findings from the survey showed support for a second location, a need for more convenient access, services for children, and free parking. Strategic recommendations focus on developing SMART goals, additional market research, and defining roles for expanding the library.
The presentation slides for a half-day workshop that reviews the methods to identify the value of the academic library for students, faculty and the college or university itself.
PresentaciĆ³ corresponent a la conferĆØncia impartida per Kerwin Pilgrim, director de l'Ć rea de formaciĆ³ d'adults de la Brooklyn Public Library, el 19 de marƧ de 2013 a la Facultat de Biblioteconomia i DocumentaciĆ³ de la UB
Henry is a 41-year-old software design engineer who has worked at the company for 12 years. He uses personas to help build the infrastructure for .NET products and integrate new communication capabilities into existing SQL Server models. Henry typically emails or calls colleagues when he needs specific information. He visits the company portal 4-5 times a week to search for internal information and products. Henry bookmarks frequently used pages on the portal to avoid navigating multiple levels. He would like personalized information and favorites on the portal to make it easier to find resources.
This document provides an overview and agenda for a session on analyzing data for diversity, equity, inclusion, and accessibility (DEIA) work. It begins with an acknowledgement of indigenous lands and peoples. The session will distinguish between quantitative and qualitative data and their impacts on analysis. It will also cover recognizing equity issues that can impact analysis and techniques to avoid biased analysis. The document reviews common data types and approaches to analyzing quantitative and qualitative data. It discusses DEIA-specific considerations for data analysis and ways to avoid common pitfalls when analyzing DEIA data.
The Value & Economic Measures of LibrariesJoe Matthews
Ā
A half-day workshop at the 10th Northumbria International
Library Conference, York England July 25, 2013. Topics discussed include performance measures, value, value of information, and the value of library information services.
Strategic Metrics, presented at the Leadership Seminar on Strategy, Assessment and Service Development. University of Lund, Sweden. 19th September 2012. Presentation by Selena Killick, Cranfield University. Presentation discusses the need for assessment of Library Strategies and some of the techniques available to achieve this.
Roadmap to Resources: Creating Effective I&R DirectoriesDamone Virgilio
Ā
This document discusses key considerations for creating an effective community directory, including defining the target audience, determining costs and funding sources, deciding on formatting and distribution methods, and the importance of high-quality indexing. It provides resources for learning about indexing and contacts at local organizations that can provide guidance.
Presented by Bruce Smith of WiLS for the 2016 DPI Public Library New Director Boot Camp on Thursday and Friday, September 29-30, 2016 in Wausau, Wisconsin.
Stephen Abram presented on trends affecting public libraries, including technology trends like increased use of mobile devices and online learning, demographic trends like aging populations, and programming trends like makerspaces and e-learning. He discussed how libraries are becoming community hubs and destinations through placemaking and partnerships. Abram emphasized the importance of measuring impact and community engagement to demonstrate the value of libraries.
This document provides an introduction to outcome-based evaluation for libraries. It explains that outcome-based evaluation focuses on measuring the impact or difference a program or service has, beyond just outputs like attendance. The key aspects are identifying inputs, outputs, and outcomes, and developing indicators to measure outcomes. Examples are given of indicators for increased reading enjoyment or digital literacy. The data can then be used for strategic planning, management, and communication to demonstrate impact and ways to improve services.
The document discusses how public libraries can conduct needs assessments of their communities to ensure library resources and services are aligned with community needs. It recommends assembling a working team, gathering existing data on demographics and community issues, conducting focus groups and interviews to understand needs, and distributing surveys to validate findings. Tools like ImpactSurvey.org and LibraryEdge can help libraries assess technology needs, measure outcomes, and advocate for support to deliver high-value services. Conducting regular needs assessments allows libraries to be responsive to their communities and achieve important outcomes through their resources and programs.
The document discusses efforts by Johnson & Wales University librarians Joe Eshleman and Richard Moniz to improve students' ability to evaluate information sources. They designed class exercises where students individually evaluated sources for a research assignment and received feedback. Student and instructor feedback indicated the exercises improved students' critical evaluation skills. The librarians shared their approach and findings to help other instructors implement similar exercises in their courses.
Straight Talk about the "B" Word: using the Edge benchmarks in your libraryTechSoup for Libraries
Ā
The document discusses introducing Edge benchmarks to libraries to assess and improve their public access technology services. It provides 14 sample benchmarks in categories like community value, engagement, and organizational management. The benchmarks focus on areas like training, digital content access, education support, and technology planning. TechSoup's role is to provide content and training to help libraries implement the voluntary online assessment. Successful libraries highlighted are not afraid to fail when trying new things, seek partnerships, and get out into their communities to understand needs. The document encourages libraries to use the benchmarks and resources to demonstrate value to decision makers.
Libraries routinely gather and report data about their budgets, collections, staff, services, and so forth. But libraries need to do a better job of using these data to help them improve their existing services and communicate value to their stakeholders.
This document discusses benchmarking libraries by comparing key metrics and statistics. It provides sources for benchmark data on public, academic, and school libraries. Metrics discussed include expenditures, circulation, programs, visits, demographics of service areas. The Hennen ratings weights different metrics to calculate library scores. Case studies show libraries improving outcomes by increasing collections, outlets, and programs with fewer staff. Benchmarking allows libraries to identify strengths, gaps, and opportunities in comparison to peer institutions.
This document discusses benchmarking libraries by comparing key metrics and statistics. It provides examples of how the local community has been ranked, as well as metrics for comparing the library to peer libraries and national standards. These include operating expenditures, programs attended, internet use, and other usage statistics. The document also shows examples of benchmarks that have been used to compare libraries and evaluate their performance.
This document discusses the importance of libraries using data and metrics to inform decision making and communicate their value. It notes that while librarians are good at collecting statistics, they often lack the ability or willingness to analyze, interpret, and apply the data. Without using data to take action or inform strategies, it has little value beyond justifying budgets. The document provides examples of how libraries can select peer institutions for benchmarking, analyze trends over time, and use multiple data sets to understand user needs and behaviors. It emphasizes telling "stories" combined with data ("Stories + Stats") to communicate effectively with stakeholders.
The document summarizes strategic planning efforts for the Racine Public Library. It includes a mission statement, proposed vision, SWOT analysis, survey of community needs and preferences, and recommendations to develop strategic goals including creating a vision statement, timeline, and organizational structure to guide expansion efforts. Key findings from the survey showed support for a second location, a need for more convenient access, services for children, and free parking. Strategic recommendations focus on developing SMART goals, additional market research, and defining roles for expanding the library.
The presentation slides for a half-day workshop that reviews the methods to identify the value of the academic library for students, faculty and the college or university itself.
PresentaciĆ³ corresponent a la conferĆØncia impartida per Kerwin Pilgrim, director de l'Ć rea de formaciĆ³ d'adults de la Brooklyn Public Library, el 19 de marƧ de 2013 a la Facultat de Biblioteconomia i DocumentaciĆ³ de la UB
Henry is a 41-year-old software design engineer who has worked at the company for 12 years. He uses personas to help build the infrastructure for .NET products and integrate new communication capabilities into existing SQL Server models. Henry typically emails or calls colleagues when he needs specific information. He visits the company portal 4-5 times a week to search for internal information and products. Henry bookmarks frequently used pages on the portal to avoid navigating multiple levels. He would like personalized information and favorites on the portal to make it easier to find resources.
This document provides an overview and agenda for a session on analyzing data for diversity, equity, inclusion, and accessibility (DEIA) work. It begins with an acknowledgement of indigenous lands and peoples. The session will distinguish between quantitative and qualitative data and their impacts on analysis. It will also cover recognizing equity issues that can impact analysis and techniques to avoid biased analysis. The document reviews common data types and approaches to analyzing quantitative and qualitative data. It discusses DEIA-specific considerations for data analysis and ways to avoid common pitfalls when analyzing DEIA data.
The Value & Economic Measures of LibrariesJoe Matthews
Ā
A half-day workshop at the 10th Northumbria International
Library Conference, York England July 25, 2013. Topics discussed include performance measures, value, value of information, and the value of library information services.
Strategic Metrics, presented at the Leadership Seminar on Strategy, Assessment and Service Development. University of Lund, Sweden. 19th September 2012. Presentation by Selena Killick, Cranfield University. Presentation discusses the need for assessment of Library Strategies and some of the techniques available to achieve this.
Roadmap to Resources: Creating Effective I&R DirectoriesDamone Virgilio
Ā
This document discusses key considerations for creating an effective community directory, including defining the target audience, determining costs and funding sources, deciding on formatting and distribution methods, and the importance of high-quality indexing. It provides resources for learning about indexing and contacts at local organizations that can provide guidance.
Presented by Bruce Smith of WiLS for the 2016 DPI Public Library New Director Boot Camp on Thursday and Friday, September 29-30, 2016 in Wausau, Wisconsin.
Stephen Abram presented on trends affecting public libraries, including technology trends like increased use of mobile devices and online learning, demographic trends like aging populations, and programming trends like makerspaces and e-learning. He discussed how libraries are becoming community hubs and destinations through placemaking and partnerships. Abram emphasized the importance of measuring impact and community engagement to demonstrate the value of libraries.
This document provides an introduction to outcome-based evaluation for libraries. It explains that outcome-based evaluation focuses on measuring the impact or difference a program or service has, beyond just outputs like attendance. The key aspects are identifying inputs, outputs, and outcomes, and developing indicators to measure outcomes. Examples are given of indicators for increased reading enjoyment or digital literacy. The data can then be used for strategic planning, management, and communication to demonstrate impact and ways to improve services.
The document discusses how public libraries can conduct needs assessments of their communities to ensure library resources and services are aligned with community needs. It recommends assembling a working team, gathering existing data on demographics and community issues, conducting focus groups and interviews to understand needs, and distributing surveys to validate findings. Tools like ImpactSurvey.org and LibraryEdge can help libraries assess technology needs, measure outcomes, and advocate for support to deliver high-value services. Conducting regular needs assessments allows libraries to be responsive to their communities and achieve important outcomes through their resources and programs.
The document discusses efforts by Johnson & Wales University librarians Joe Eshleman and Richard Moniz to improve students' ability to evaluate information sources. They designed class exercises where students individually evaluated sources for a research assignment and received feedback. Student and instructor feedback indicated the exercises improved students' critical evaluation skills. The librarians shared their approach and findings to help other instructors implement similar exercises in their courses.
Straight Talk about the "B" Word: using the Edge benchmarks in your libraryTechSoup for Libraries
Ā
The document discusses introducing Edge benchmarks to libraries to assess and improve their public access technology services. It provides 14 sample benchmarks in categories like community value, engagement, and organizational management. The benchmarks focus on areas like training, digital content access, education support, and technology planning. TechSoup's role is to provide content and training to help libraries implement the voluntary online assessment. Successful libraries highlighted are not afraid to fail when trying new things, seek partnerships, and get out into their communities to understand needs. The document encourages libraries to use the benchmarks and resources to demonstrate value to decision makers.
Libraries routinely gather and report data about their budgets, collections, staff, services, and so forth. But libraries need to do a better job of using these data to help them improve their existing services and communicate value to their stakeholders.
This document discusses benchmarking libraries by comparing key metrics and statistics. It provides sources for benchmark data on public, academic, and school libraries. Metrics discussed include expenditures, circulation, programs, visits, demographics of service areas. The Hennen ratings weights different metrics to calculate library scores. Case studies show libraries improving outcomes by increasing collections, outlets, and programs with fewer staff. Benchmarking allows libraries to identify strengths, gaps, and opportunities in comparison to peer institutions.
This document discusses benchmarking libraries by comparing key metrics and statistics. It provides examples of how the local community has been ranked, as well as metrics for comparing the library to peer libraries and national standards. These include operating expenditures, programs attended, internet use, and other usage statistics. The document also shows examples of benchmarks that have been used to compare libraries and evaluate their performance.
This document outlines 16 trends that libraries may face in the coming years: low literacy skills and lack of internet access present challenges; diversity is increasing as minorities become the majority by 2042; "solo living" and "niche aging" reflect demographic shifts; more people will need caregiver support; obesity remains problematic; do-it-yourself culture is on the rise; society moves to cashless transactions; environmental issues cause fear; empowered consumers take privacy and digital differentiation into their own hands. Ohio libraries are trained to address these trends through leadership.
The document warns against wiping out bacteria, as they play an important role in ecosystems. While some bacteria cause disease, many species are beneficial and help with processes like decomposition. Care should be taken to not eliminate all bacteria as that could disrupt natural systems.
The 2012 library budget proposes increasing spending on staff hours, a strategic planning survey and meetings, and a new line item for BookFest PA. Revenues are expected to decrease from fines and interest but increase from contributions and book sales. Personnel expenditures will rise due to 2% staff raises and higher medical insurance costs. A new cyberfraud insurance policy and increased costs for financial services, audits, mileage reimbursement, and janitorial services are budgeted. Capital projects include enhancements to the second floor, replacing public blinds, and migrating to a new horizon system. The long-term financial picture requires funding capital improvements in a flat revenue environment through advanced fundraising and parking revenues.
Portion of the program, "From Dreams to Ribbon Cutting," PA Library Association conference, 2011, State College, PA. Review the roles of library staff, trustees, friends, elected officials and donors in the building project.
This document discusses how organizations can respond effectively to crises by keeping their core functions, communicating well, and redefining their financing. It suggests organizations focus on hours, materials, programs and outreach as their core and consider options like staff travel/training reductions, salary freezes, pursuing more grants, and utilizing more volunteers to address budget issues rather than cutting programs or hours.
The document discusses various library rating systems and scores, and questions whether they accurately reflect libraries' performance. It provides examples of three fictional libraries' scores on the Hennen rating system and shows how their policies could affect circulation numbers. The document also lists some common library statistics collected and factors like population demographics that may impact a library's use and funding.
6. Why are you measuring?
ļ± Strategic plan, grant
application, or building
project?
ļ± Some other goal?
ļ± What are the problems?
ļ± What do you need to justify
or defend?
ļ± What needs improvement?
ļ± What standards must you
meet?
7.
8. What are you
measuring?
Customer Satisfaction
Inputs
Resources
Services
Outputs
Facility
Processes
Staff
Organization
Community
9.
10.
11. Finding ļ± Population
Peers ļ± Budget
ļ± Number of
outlets
ļ± Enrollment
ļ± Budget
ļ± Outlets
ļ± Ethnicity
ļ± Poverty level
ļ± Education level
ļ± Average income
12.
13.
14.
15. Benchmarking
Cautions
ļ± Old data
ļ± Quantitative only
ļ± Out of context
ļ± Misleading
USE FOR:
ļ± Starting point
ļ± Yellow flags
16. Benchmarking Public
Libraries - Easy
ļ± LJ Index of
Public Library
Service
ļ± Hennenās
American Public
Library Ratings
(HAPLR)
17.
18. Benchmarking Public
Libraries - Harder
ļ¶ Institute of Museum and
Library Services (IMLS)
ļ¶ Public Library Association
Metrics (PLDS)
ļ¶ Urban Libraries Council
Technology Benchmarks
23. DIY
ā¢ Focus on
important #s
ā¢ Schedule
annually
ā¢ Get help and
resources
ā¢ Find data
partners
Editor's Notes
Audience poll on Downton Abbeyā¦..Haiku descriptions:Upstairs and downstairsChanges in societyEnglish soap opera
Season 4 preview: one new character will be the Downton Abbey Librarian!
And so we find that the story of Downton Abbey makes a great framework for our talk today! So many similarities to our library situation today: we work in a service culture; there are great changes in society and technology; there are organizational and personal challenges in the transition to new ways. This is an quick introduction to some of the most effective ways to evaluate and benchmark your library operations. The focus is on valuable, practical and uncomplicated ways to manage YOUR library estate so you can spend more time drinking tea than fussing over complicated spreadsheets.
If you take on the project of assessing your library, you are likely to feel overwhelmed by the project, this talk, the books in the bibliography. If you have never done an assessment before, start small. Just try to answer a few questions, or look at a few one or two services or attributes. Or break down a complete library assessment into parts.
Goal: Funding increase ā we need more $ because we are falling behind other libraries OR wish to maintain our strong positionProblems: We think the book budget is not big enough for our status as a research institutionDefend: We need more computers becauseā¦.Improve: We need to improve school reading test scores
Case study: the strategic plan ā¦ the underwhelming bookmobile
Strategic plan: We want to know: more about community perceptions of the library. how our service statistics are, compared to similar libraries. if we are worse or better funded than similar libraries. we know we are understaffed, right? We want to know why your benchmarking figures show we are underperforming when everyone on the board is happy with our libraryās achievements!
Schlow staffing shortage
Out of 18 libraries, we had the 9th largest staff BUT our activity level was higher ā very productive people.
Finding peer libraries is an important and worthwhile first step in benchmarking and evaluation. Just as Lord Grantham wants a match of peers for his lovely daughters, you want to compare yourself to libraries like yours! Libraries are so different that comparisons of large groups of them are not very meaningful. In addition, finding peers gives opportunities for sharing, learning, exchanges of best practices. Sometimes, itās more important to look at similar communities. So, if you are wondering how your library compares to others in communities with high unemployment, you want to compare yourself to libraries in other impoverished cities. Schools and academics might want to look at enrollment instead of population, some kind of budget figure, and number of outlets is important if you are looking at the entire campus or school system, otherwise you should look to other institutional markers of your context. The libraries should ideally be within about 20% of your stats in these areas to be similar.
You can find peers by comparing your library to all others in the state or regionā¦..big groups of similar population or budget, which is how LJ Index and Hennen do it for public libraries. OR you can spend a little time and find libraries that are really a lot like yours! Hereās how.
The NCES website has a compare academic libraries program and data for school libraries. MLA and SLA can help for special libraries. Itās best to have a list of between 7 and 16 peers for detailed comparisons, or it gets too unwieldy.
So, letās start by benchmarking.
If there are all these problems, why do it? Well, it gives you a sense of where you stand compared to others.
The easy way for public libraries to benchmark. The LJ Index, identifies āAmericaās Star Libraries.ā Authored by librarian/statistician Ray Lyons and Keith Curry Lance, groups libraries by total operating expenditures instead of population. It uses these 4 per capita outputs from IMLS data weighed equally: circulation, program attendance, visits, and public computer use. Hennen groups libraries by population served and then looks at 15 inputs, such as funding and staffing, and outputs such as circulation and visits per capita that have varying weights in the formula, producing a final numerical score. GROUPS ARE TOO BIG.The LJ authors state emphatically: āthis should be one among several sources of informationā¦decide how to incorporate it into a more comprehensive assessment process.ā Or, as I said before, use them to start you on the benchmarking path. The ratings will prompt questions and concerns and drive research that may help improve library performance.
Hennen, LJ, and other benchmarks donāt, and canāt, measure customer service, leadership, management, collection quality and other factors that play a role in a libraryās community success. The proof of that is that winners of the Bill & Melinda Gates Foundation and Library Journal āThe Best Small Library in Americaā often have ratings in the bottom half. MILANOF-SCHOCK LIBRARYĀ Ā Ā Ā Ā MOUNT JOYĀ Ā Ā Ā Ā Ā Ā Ā Ā Ā Ā 10 K Ā Ā Ā Ā 454 41%So why look at them? Itās a rough āplace-markerā as where a library stands among others, Lyons - āI think of them as a kind of filterā¦we do it as an advocacy tool and predictor of potential or additional success.ā Leads to exploration of values, additional data.
Circulation numbers ā why could a library have an unusually high or low number? Story about 2 week vs. 3 week circ and renewals.
Better demographics and inputs ($, collection, building) = better outputs (stats like circ, ref, etc.)
Group bias and self-selection issues with each methodology:Landline phone ā age biasCell phone ā survey challenges for lists, age, invalid area codeMail ā low response rateOnline ā bias but promote with mailed card, ads and prizesFocus groups ā BLAHHHHInterviews ā great prand cheap