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Emory Libraries. University Libraries300 staff3.1M volumes$29M annual budgetOffsite Collection AnnexGeneral LibrariesHealth Sciences CenterLawOxford CollegeTheology. Emory Libraries. General Libraries170 staff members62 professional staff108 support staffRobert W. Woodruff Library (Main
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1. Assessment in theEmory University Libraries Lurching Toward Sustainability
Susan Bailey and Charles Forrest
September 25, 2006
2. Emory Libraries University Libraries
300 staff
3.1M volumes
$29M annual budget
Offsite Collection Annex
General Libraries
Health Sciences Center
Law
Oxford College
Theology
3. Emory Libraries General Libraries
170 staff members
62 professional staff
108 support staff
Robert W. Woodruff Library (Main)
Business Library
Chemistry Library
Manuscript, Archives and Rare Book Library (MARBL)
Mathematics and Science Center Library
Music and Media Library
4. Context for Assessment and Planning 2001
March: Organizational redesign
Proposed
Market Integration Coordinating Group
Market Analysts
Market Councils
Established
Office of Program Assessment and Coordination (OPAC) (originally called Office of Market Integration)
Jane Treadwell, Director
Amy Williamson, Information Analyst
Market Councils
5. Context for Assessment and Planning 2002
Interim Co-Coordinators for OPAC
Charles Forrest
Director, Library Facilities Planning & Construction
Betsey Patterson
Librarian for Research and Special Initiatives
ARL Statistics
Ejournal metrics
LibQUAL+
Market Councils
6. Context for Assessment and Planning 2003
Coordinator, Program Assessment and Process Improvement
Recruited
Unsuccessful
7. Context for Assessment and Planning 2004
University Strategic Planning
Vision
Goals
Measures and Targets
Measurement, evaluation and assessment
Strategic Initiatives
Tactics
Library liaison to University strategic planning process
Ruth Pagell, Executive Dir, Goizueta Business Library
Charles Forrest, Dir, Library Facilities Planning & Construction
8. Context for Assessment and Planning 2005
Recruited for Coordinator, Library Assessment
Susan Bailey started September 2005
Created Office of Library Planning and Assessment (OPA)
Strategic Planning
Library Assessment and Evaluation
Library Assessment Council
Assessment Integration Group
Facilities Planning & Project Management
ARL VPO visit in December
9. Context for Assessment and Planning 2006
Student assistant began in January, providing some operational support
Library Fellow began in September
10. Office of Library Planning and Assessment Mission
“The Office of Library Planning and Assessment (OPA) provides coordination and management services to the rest of the organization in the three related areas of library strategic planning, library assessment and evaluation, and library facilities planning and project management.”
11. The Library Environment Two groups exist to oversee and support assessment activities: LAC and AIG
Staff are asked to report library assessment activities to the OPA; OPA can ok or indicate that the activity needs additional vetting or approvals
Connections with the Emory Office of Institutional Research (OIR)
Connections with the Emory Institutional Review Board (IRB)
12. Library Assessment Council (LAC) Provides oversight for the library’s assessment program
Coordinate program elements
Common body of knowledge about the program’s direction and priorities
Membership
Director, Office of Finance and Budget
Director, Office of Planning and Assessment
Human Resources Officer
Library Assessment Coordinator
13. LAC work in 2005/2006 Discussed priorities
Engaged in planning for the ARL VPO visit including preparing the senior leadership group
Did significant preliminary work on the Balanced Scorecard measures in advance of the broader discussions with the leadership group
14. Assessment Integration Group (AIG) Coordinates, promotes, and monitors assessment efforts in the library, supporting and sustaining a user-centered environment in which decisions are based on facts, research and analysis, and where services are planned and delivered in ways which maximize positive outcomes and impacts for customers and stakeholders
Composed of volunteers from throughout the library
15. AIG work in 2005/2006 Focused on developing a common understanding of assessment in the various units of the library
Worked with the data and contributed to the final document presented to ESG on LibQUAL+
Developed an Assessment Activities form and posted it as a web form to enable creation of an Activities Database
Participated in several all staff presentations, including the June InfoForum on Assessment Activities Update, and the July Assessment 101 session
16. Assessment Activity Form http://fd2.formdesk.com/beaverbailey/activityform
Submit proposals for new activity in advance
Submit information on existing activities
Submitted proposals can be found here:
http://fd2.formdesk.com/beaverbailey/activityform?results
17. Assessment 101 content Context for assessment at Emory
Methods (surveys, focus groups, etc.)
Assessment form
Relationship to Office of Institutional Research (presentation from OIR Director)
Relationship to Institutional Review Board
Data Management Considerations in the Use of Survey Monkey
18. Strengths Creation of an Office devoted to planning and assessment in the Library
Creation of Full-time position allocated to library assessment
Presence and commitment of staff for whom assessment is important--in the OPA, in the LAC, and in the AIG
Relationship with Making Library Assessment Work (MLAW) project
Development of new relationships with other significant campus offices
Office of Institutional Research
Institutional Review Board
Emory Healthcare Strategic Planning Office (already working with the Balanced Scorecard process)
Arrival of a new library director who has a demonstrated commitment to strategic thinking, planning, and assessment
19. Weaknesses “Newness” of the office and program—the program is not yet well-established
Difficulty of moving the library culture toward one of assessment—it is challenging to get staff members to adopt new policies and practices that are needed in programmatic assessment
Data gathering and documentation challenges exist—there are many questions about our current practices and the validity of much of the data that we collect and have used over the years—the derivation of many of our existing statistics is not documented or is poorly documented
LA Coordinator is still working on development of needed skills and competencies
Difficulty in identifying and providing the metrics that really speak to university administrators, library staff, and the user community
20. Pulling It All Together: The Balanced Scorecard University Strategic Planning
Vision
Goals
Measures and Targets
Measurement, evaluation and assessment
Strategic Initiatives
Tactics
21. Pulling It All Together: The Balanced Scorecard Executive Strategy Group initially identified measures and targets in Library Strategic Plan (May 2005)
“Refined” from about forty to sixty measures
University requests not more than twenty “key measures” for annual report
LAC decides to introduce Balanced Scorecard to Library as tool to help focus and refine measures and targets, and move toward twenty key measures