witnessed @ Defining New Metrics for Library Success
04.22.2014
presented by Moe Hosseini-Ara
Underlying assumptionsUnderlying assumptionsUnderlying assumptionsUnderlying assumptions
Few libraries have a “culture of ...
Underlying assumptionsUnderlying assumptionsUnderlying assumptionsUnderlying assumptions
Identifying& illustratingvalue de...
Underlying assumptionsUnderlying assumptionsUnderlying assumptionsUnderlying assumptions
Noteverythingthatcountscanbe
coun...
Questions driving measuresQuestions driving measuresQuestions driving measuresQuestions driving measures
• What is your li...
Value
SatisfactionOperational
Three types of measuresThree types of measuresThree types of measuresThree types of measures
Operational/Usage MeasuresOperational/Usage MeasuresOperational/Usage MeasuresOperational/Usage Measures
• We’velong track...
Customer Satisfaction MeasuresCustomer Satisfaction MeasuresCustomer Satisfaction MeasuresCustomer Satisfaction Measures
•...
The VALUE proposition…Measures?The VALUE proposition…Measures?The VALUE proposition…Measures?The VALUE proposition…Measure...
Meaningful measuresMeaningful measuresMeaningful measuresMeaningful measures
• Matterto you AND your stakeholders
• Are co...
The Logic ModelThe Logic ModelThe Logic ModelThe Logic Model
…goes beyond documenting whatyou didand
measures whatdifferen...
Measuring Impact/ValueMeasuring Impact/ValueMeasuring Impact/ValueMeasuring Impact/Value
Change in the human condition?
• ...
IMPACT
Equipment
INPUTINPUTINPUTINPUT
resourceresourceresourceresource
perspectiveperspectiveperspectiveperspective
OUTPUT...
IMPACT
Equipment
INPUTINPUTINPUTINPUT
ResourceResourceResourceResource
PerspectivePerspectivePerspectivePerspective
• Equi...
IMPACT
Equipment
OUTPUTOUTPUTOUTPUTOUTPUT
OOOOperationalperationalperationalperational
PPPPerspectiveerspectiveerspectivee...
IMPACT
OUTCOMEOUTCOMEOUTCOMEOUTCOME
UserUserUserUser
PerspectivePerspectivePerspectivePerspective
• Increased skill
• Know...
IMPACT
IMPACTIMPACTIMPACTIMPACT
StakeholderStakeholderStakeholderStakeholder
PerspectivePerspectivePerspectivePerspective
...
Job SkillsJob SkillsJob SkillsJob Skills TrainingTrainingTrainingTraining
Input
(resources)
• 10 hours of staff time
• $10...
Job SkillsJob SkillsJob SkillsJob Skills TrainingTrainingTrainingTraining
Input
(resources)
• 10 hours of staff time
• $10...
Job SkillsJob SkillsJob SkillsJob Skills TrainingTrainingTrainingTraining
Input
(resources)
• 10 hours of staff time
• $10...
Job SkillsJob SkillsJob SkillsJob Skills TrainingTrainingTrainingTraining
Input
(resources)
• 10 hours of staff time
• $10...
Job SkillsJob SkillsJob SkillsJob Skills TrainingTrainingTrainingTraining
Input
(resources)
• 10 hours of staff time
• $10...
BEGINBEGINBEGINBEGINWITHWITHWITHWITH
THETHETHETHEIN MINDIN MINDIN MINDIN MIND
ENDENDENDEND
Covey 1989Covey 1989Covey 1989C...
MeasurementMeasurementMeasurementMeasurement
FrameworkFrameworkFrameworkFramework
UnderstandUnderstandUnderstandUnderstand...
Understand
the Context
Know the Context & theKnow the Context & theKnow the Context & theKnow the Context & the CCCContextersontextersontexterson...
• Libraries days are numbered
• Libraries aren’t relevant
• Everyone has computers and internet
• Need information? It’s a...
Dean of Humanities
Dr. Kee Paper
• Influential in university & broader academic
circles
• Focus on research
• Has deep sea...
Align
Strategies
&
Objectives
Align Strategies & ObjectivesAlign Strategies & ObjectivesAlign Strategies & ObjectivesAlign Strategies & Objectives
Stake...
Align objectivesAlign objectivesAlign objectivesAlign objectives
• Articulate & document your goals &
objectives
Whatareyo...
Identify
Services &
Programs
Identify ServicesIdentify ServicesIdentify ServicesIdentify Services
What services,programs or productscontributeto your r...
Identify ServicesIdentify ServicesIdentify ServicesIdentify Services
Library andLibrary andLibrary andLibrary and
Universi...
Define
Measures
Define successDefine successDefine successDefine success
• What will success look like?
• How will you track progress towa...
Manage
Measurement
Data
Manage collectionManage collectionManage collectionManage collection
• Determine a collection schedule
• Work out agreemen...
Translate
Data into
Outcomes &
Impacts
Define outcomes & impactDefine outcomes & impactDefine outcomes & impactDefine outcomes & impact
• What will success look ...
Define outcomes & impactDefine outcomes & impactDefine outcomes & impactDefine outcomes & impact
OUTCOMEOUTCOMEOUTCOMEOUTC...
Communicate
Results
Communicate resultsCommunicate resultsCommunicate resultsCommunicate results
• Actuallybegins when you are understanding t...
What do you need to stop doing?What do you need to stop doing?What do you need to stop doing?What do you need to stop doin...
Value
SatisfactionOperational
The Sweet SpotThe Sweet SpotThe Sweet SpotThe Sweet Spot
ResourcesResourcesResourcesResources
IMLSIMLSIMLSIMLS WebographyWebographyWebographyWebography
http://www.imls.gov/applica...
MOE
HOSSEINI-ARA
mhosse@markham.ca
Thank you!
Special thanks to Rebecca Jones (Dysart & Jones) for introducing me to the l...
Telling the impact story  defining new metrics for library success - 2014
Telling the impact story  defining new metrics for library success - 2014
Telling the impact story  defining new metrics for library success - 2014
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Telling the impact story defining new metrics for library success - 2014

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Telling the impact story defining new metrics for library success - 2014

  1. 1. witnessed @ Defining New Metrics for Library Success 04.22.2014 presented by Moe Hosseini-Ara
  2. 2. Underlying assumptionsUnderlying assumptionsUnderlying assumptionsUnderlying assumptions Few libraries have a “culture of assessment”… • Tend to focus on quantitative“performance” • Most measuresindicatepast performance • Need to do more qualitativeperformancemeasures • Difficultand complex (is the excuse given) • Have we stopped and asked why we do what weHave we stopped and asked why we do what weHave we stopped and asked why we do what weHave we stopped and asked why we do what we do?do?do?do?
  3. 3. Underlying assumptionsUnderlying assumptionsUnderlying assumptionsUnderlying assumptions Identifying& illustratingvalue depends on conversations with your stakeholders …the first conversationshouldn’t be when measures are presented – if they don’t know you exist… “More” isn’tnecessarily better …in fact,“more” clouds the issue and the message
  4. 4. Underlying assumptionsUnderlying assumptionsUnderlying assumptionsUnderlying assumptions Noteverythingthatcountscanbe countedANDnoteverythingthatcan becountedcounts… …Wait!What?? -Einstein
  5. 5. Questions driving measuresQuestions driving measuresQuestions driving measuresQuestions driving measures • What is your library or information centredoing? • How much is it doing? • How well is it doing it? • Who is it doing it for? • What positive impact is theWhat positive impact is theWhat positive impact is theWhat positive impact is the service having for them?service having for them?service having for them?service having for them? • Most important questionMost important questionMost important questionMost important question ---- Are you adding VALUE?Are you adding VALUE?Are you adding VALUE?Are you adding VALUE?
  6. 6. Value SatisfactionOperational Three types of measuresThree types of measuresThree types of measuresThree types of measures
  7. 7. Operational/Usage MeasuresOperational/Usage MeasuresOperational/Usage MeasuresOperational/Usage Measures • We’velong tracked“how much” • We also need to look at differences: • Peaks? Dips? Switches? • What are thesestatistics really telling us? Or, not? • Who needs to see these statistics? • Are they telling a storythat you want to tell?
  8. 8. Customer Satisfaction MeasuresCustomer Satisfaction MeasuresCustomer Satisfaction MeasuresCustomer Satisfaction Measures • Tendsto focuson existing productsand/or services • Usuallymeasured throughsurveys • Are we also measuring importance? • Surveyburnout, plus the expectationis to scoreall “excellent”or “10 out of 10”
  9. 9. The VALUE proposition…Measures?The VALUE proposition…Measures?The VALUE proposition…Measures?The VALUE proposition…Measures? • Are we adding value? • What differenceare we making? • What is the impactof our servicesand/or programs? • How are wecontributing to the successof….?
  10. 10. Meaningful measuresMeaningful measuresMeaningful measuresMeaningful measures • Matterto you AND your stakeholders • Are conveyedin thestakeholders’ language • More effectivewhen defined using all three typesof measures • Demonstratethat your programs and servicesadd value • Focus attentionon what is most importantfor theorganization • Are criticalfor managing, planning & decision-making • Are organization-dependent
  11. 11. The Logic ModelThe Logic ModelThe Logic ModelThe Logic Model …goes beyond documenting whatyou didand measures whatdifference you made in the life of your target audience…how has your audience changed…specifically change in the human condition…
  12. 12. Measuring Impact/ValueMeasuring Impact/ValueMeasuring Impact/ValueMeasuring Impact/Value Change in the human condition? • Behavior • Skill • Knowledge • Attitude • Circumstances • Awareness • Motivation • Condition • Status
  13. 13. IMPACT Equipment INPUTINPUTINPUTINPUT resourceresourceresourceresource perspectiveperspectiveperspectiveperspective OUTPUTOUTPUTOUTPUTOUTPUT operationaloperationaloperationaloperational perspectiveperspectiveperspectiveperspective OUTCOMEOUTCOMEOUTCOMEOUTCOME useruseruseruser perspectiveperspectiveperspectiveperspective IMPACTIMPACTIMPACTIMPACT stakeholderstakeholderstakeholderstakeholder perspectiveperspectiveperspectiveperspective It’s logical that:It’s logical that:It’s logical that:It’s logical that:
  14. 14. IMPACT Equipment INPUTINPUTINPUTINPUT ResourceResourceResourceResource PerspectivePerspectivePerspectivePerspective • Equipment • Space • Supplies • Funding • Staff
  15. 15. IMPACT Equipment OUTPUTOUTPUTOUTPUTOUTPUT OOOOperationalperationalperationalperational PPPPerspectiveerspectiveerspectiveerspective • Training module • Program • Report • # of Program Attendees • # of Programs Held
  16. 16. IMPACT OUTCOMEOUTCOMEOUTCOMEOUTCOME UserUserUserUser PerspectivePerspectivePerspectivePerspective • Increased skill • Know-how or know-that • Change in status • Change in behavior or attitude
  17. 17. IMPACT IMPACTIMPACTIMPACTIMPACT StakeholderStakeholderStakeholderStakeholder PerspectivePerspectivePerspectivePerspective • Lower dropout rates • Increased employment levels • Increased recovery rates
  18. 18. Job SkillsJob SkillsJob SkillsJob Skills TrainingTrainingTrainingTraining Input (resources) • 10 hours of staff time • $100 budget required to create the program (supplies and handouts) Output (operations) • 2 hour job skills program created for student job seekers • 4 programs offered over a period of a month • total of 107 participants in attendance Outcome (user) • Students gained resume and cover letter writing skills • Knowledge of where to look for jobs and submit applications • Ability to give interviews, proficiency in answering interview questions Impact (stakeholder) • 80% of the participants who attended the program reported that they were either able to get interviews or actual job placements • University can claim that students are able to get jobs following graduation
  19. 19. Job SkillsJob SkillsJob SkillsJob Skills TrainingTrainingTrainingTraining Input (resources) • 10 hours of staff time • $100 budget required to create the program (supplies and handouts) Output (operations) • 2 hour job skills program created for student job seekers • 4 programs offered over a period of a month • total of 107 participants in attendance Outcome (user) • Students gained resume and cover letter writing skills • Knowledge of where to look for jobs and submit applications • Ability to give interviews, proficiency in answering interview questions Impact (stakeholder) • 80% of the participants who attended the program reported that they were either able to get interviews or actual job placements • University can claim that students are able to get jobs following graduation
  20. 20. Job SkillsJob SkillsJob SkillsJob Skills TrainingTrainingTrainingTraining Input (resources) • 10 hours of staff time • $100 budget required to create the program (supplies and handouts) Output (operations) • 2 hour job skills program created for job seekers • 4 programs offered over a period of a month • total of 107 participants in attendance Outcome (user) • Students gained resume and cover letter writing skills • Knowledge of where to look for jobs and submit applications • Ability to give interviews, proficiency in answering interview questions Impact (stakeholder) • 80% of the participants who attended the program reported that they were either able to get interviews or actual job placements • University can claim that students are able to get jobs following graduation
  21. 21. Job SkillsJob SkillsJob SkillsJob Skills TrainingTrainingTrainingTraining Input (resources) • 10 hours of staff time • $100 budget required to create the program (supplies and handouts) Output (operations) • 2 hour job skills program created for job seekers • 4 programs offered over a period of a month • total of 107 participants in attendance Outcome (user) • Participants gained resume and cover letter writing skills • Knowledge of where to look for jobs and submit applications • Ability to give interviews, proficiency in answering interview questions Impact (stakeholder) • 80% of the participants who attended the program reported that they were either able to get interviews or actual job placements • University can claim that students are able to get jobs following graduation
  22. 22. Job SkillsJob SkillsJob SkillsJob Skills TrainingTrainingTrainingTraining Input (resources) • 10 hours of staff time • $100 budget required to create the program (supplies and handouts) Output (operations) • 2 hour job skills program created for job seekers • 4 programs offered over a period of a month • total of 107 participants in attendance Outcome (user) • Participants gained resume and cover letter writing skills • Knowledge of where to look for jobs and submit applications • Ability to give interviews, proficiency in answering interview questions Impact (stakeholder) • 80% of the participants who attended the program reported that they were either able to get interviews or actual job placements • Library can claim that as a result of their program residents are able to get jobs, contribute to economy and lower unemployment
  23. 23. BEGINBEGINBEGINBEGINWITHWITHWITHWITH THETHETHETHEIN MINDIN MINDIN MINDIN MIND ENDENDENDEND Covey 1989Covey 1989Covey 1989Covey 1989 80% of the participants who attended the program reported that they80% of the participants who attended the program reported that they80% of the participants who attended the program reported that they80% of the participants who attended the program reported that they were either able to get interviews or actual jobwere either able to get interviews or actual jobwere either able to get interviews or actual jobwere either able to get interviews or actual job placementsplacementsplacementsplacements Library can claim that as a result of their program residents are able to getLibrary can claim that as a result of their program residents are able to getLibrary can claim that as a result of their program residents are able to getLibrary can claim that as a result of their program residents are able to get jobs, contribute to economy and lower unemploymentjobs, contribute to economy and lower unemploymentjobs, contribute to economy and lower unemploymentjobs, contribute to economy and lower unemployment
  24. 24. MeasurementMeasurementMeasurementMeasurement FrameworkFrameworkFrameworkFramework UnderstandUnderstandUnderstandUnderstand the Contextthe Contextthe Contextthe Context AlignAlignAlignAlign Strategies &Strategies &Strategies &Strategies & ObjectivesObjectivesObjectivesObjectives IdentifyIdentifyIdentifyIdentify Services &Services &Services &Services & ProgramsProgramsProgramsPrograms DefineDefineDefineDefine MeasuresMeasuresMeasuresMeasures ManageManageManageManage MeasurementMeasurementMeasurementMeasurement DataDataDataData TranslateTranslateTranslateTranslate Data intoData intoData intoData into Outcomes &Outcomes &Outcomes &Outcomes & ImpactsImpactsImpactsImpacts CommunicateCommunicateCommunicateCommunicate ResultsResultsResultsResults
  25. 25. Understand the Context
  26. 26. Know the Context & theKnow the Context & theKnow the Context & theKnow the Context & the CCCContextersontextersontextersontexters How do theyHow do theyHow do theyHow do they measure theirmeasure theirmeasure theirmeasure their Progress/success?Progress/success?Progress/success?Progress/success? Know yourKnow yourKnow yourKnow your Stakeholders/InflueStakeholders/InflueStakeholders/InflueStakeholders/Influe ncersncersncersncers –––– who arewho arewho arewho are they?they?they?they? How is valueHow is valueHow is valueHow is value defined,defined,defined,defined, measured &measured &measured &measured & communicated?communicated?communicated?communicated?
  27. 27. • Libraries days are numbered • Libraries aren’t relevant • Everyone has computers and internet • Need information? It’s all online • Research happens online not in libraries • With eBooksand research online believes facilities can be made smaller – no need for print material Councillor Ural Doomed
  28. 28. Dean of Humanities Dr. Kee Paper • Influential in university & broader academic circles • Focus on research • Has deep seated beliefs in traditional library services • Quiet • No technology • Libraries are institutionsfor reading & research
  29. 29. Align Strategies & Objectives
  30. 30. Align Strategies & ObjectivesAlign Strategies & ObjectivesAlign Strategies & ObjectivesAlign Strategies & Objectives Stakeholder’s Goals & Objectives Your Goals & Objectives: How they Contribute Accelerate newcomers contribution to the community & economy Offer programs and services that connect newcomers with relevant agencies and services Increased research grants Support the research process and assist with submission and completion of grants
  31. 31. Align objectivesAlign objectivesAlign objectivesAlign objectives • Articulate & document your goals & objectives Whatareyoutryingtoaccomplish? • Clarify how these contribute towards your stakeholders’ objectives & desired outcomes
  32. 32. Identify Services & Programs
  33. 33. Identify ServicesIdentify ServicesIdentify ServicesIdentify Services What services,programs or productscontributeto your realizing an objective? Stakeholder Goals & Objectives Your Goals & Objectives Your Services
  34. 34. Identify ServicesIdentify ServicesIdentify ServicesIdentify Services Library andLibrary andLibrary andLibrary and UniversityUniversityUniversityUniversity PrioritiesPrioritiesPrioritiesPriorities What we do…What we do…What we do…What we do…
  35. 35. Define Measures
  36. 36. Define successDefine successDefine successDefine success • What will success look like? • How will you track progress towardsmeeting goals? • What indicators or measures will you use? • Qualitative? Quantitative? • What data needs to be collected? • Keep it key • Keep it simple • Be practical • Don’t get mired– or overworkfrontlinestaff
  37. 37. Manage Measurement Data
  38. 38. Manage collectionManage collectionManage collectionManage collection • Determine a collection schedule • Work out agreements with other departments that have needed data • Are you currently collecting data or indicatorsthat are no longer relevant? • How long do you need to keep data? • Who is responsible?
  39. 39. Translate Data into Outcomes & Impacts
  40. 40. Define outcomes & impactDefine outcomes & impactDefine outcomes & impactDefine outcomes & impact • What will success look like? • And how will you “get” there? OUTCOMEOUTCOMEOUTCOMEOUTCOME IMPACTIMPACTIMPACTIMPACT INPUTINPUTINPUTINPUT OUTPUTOUTPUTOUTPUTOUTPUT
  41. 41. Define outcomes & impactDefine outcomes & impactDefine outcomes & impactDefine outcomes & impact OUTCOMEOUTCOMEOUTCOMEOUTCOME UserUserUserUser PerspectivePerspectivePerspectivePerspective • Increased skill • Know-how or know-that • Change in status • Change in behaviour or attitude IMPACTIMPACTIMPACTIMPACT StakeholderStakeholderStakeholderStakeholder PerspectivePerspectivePerspectivePerspective • Lower dropout rates • Increased employment levels • Increased recovery rates
  42. 42. Communicate Results
  43. 43. Communicate resultsCommunicate resultsCommunicate resultsCommunicate results • Actuallybegins when you are understanding the context • Your message: “wehave contributedtowardsyourgoals by……” • If your goals & objectivesare meaningful for your planning & decision-making, your measures will be indispensable
  44. 44. What do you need to stop doing?What do you need to stop doing?What do you need to stop doing?What do you need to stop doing?
  45. 45. Value SatisfactionOperational The Sweet SpotThe Sweet SpotThe Sweet SpotThe Sweet Spot
  46. 46. ResourcesResourcesResourcesResources IMLSIMLSIMLSIMLS WebographyWebographyWebographyWebography http://www.imls.gov/applicants/webography.aspx ShapingShapingShapingShaping OutcomesOutcomesOutcomesOutcomes http://www.shapingoutcomes.org/index.htm OvercomingOvercomingOvercomingOvercoming Our Habits and Learning to MeasureOur Habits and Learning to MeasureOur Habits and Learning to MeasureOur Habits and Learning to Measure ImpactImpactImpactImpact by Moe Hosseini-Ara and Rebecca Jones. Information Today, Inc. June 2013. http://www.infotoday.com/cilmag/jun13/Hosseini-Ara_Jones--Overcoming-Our-Habits-and-Learning-to- Measure-Impact.shtml SevenSevenSevenSeven Easy Steps to Help You MeasureEasy Steps to Help You MeasureEasy Steps to Help You MeasureEasy Steps to Help You Measure UpUpUpUp by Moe Hosseini-Ara and Rebecca Jones. Information Today, Inc. July/August 2013. http://www.infotoday.com/cilmag/jul13/Hosseini-Ara_Jones--Seven-Easy-Steps-to-Help-You-Measure-Up.shtml
  47. 47. MOE HOSSEINI-ARA mhosse@markham.ca Thank you! Special thanks to Rebecca Jones (Dysart & Jones) for introducing me to the logic model and allowing me the honor to teach this material with her at numerousconferences…

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