Implementing the Value Scorecard
Download as PPTX, PDF1 like1,838 views
The document discusses implementing a Value Scorecard to measure the value and impact of a university library. It begins by providing historical context of libraries at the University of York dating back to the 8th century. It then discusses capturing transcendent value, how the Value Scorecard differs from and builds upon the Balanced Scorecard model. Key components of the Value Scorecard are described, including measuring virtue, relationships, momentum, tangible and intangible capital, and human capital. The implementation of the Value Scorecard at the University of York library is provided as a case study, highlighting progress in various areas and the need for further work.
![Aelbehrt & Alcuin
[The library was assembled]:
“by the good and most devoted industry of my
magister and also by some of my own perspiration”
“industria should be translated as ‘by his own good
and most devoted plan,’ and sudor is sweat, the
perspiration of the copyist’s heavy toil.”
Dr Mary Garrison, University of York](https://image.slidesharecdn.com/vsimplementationv10finallac2014-150918103416-lva1-app6891/85/Implementing-the-Value-Scorecard-6-320.jpg)
![Departmental Action plans: Narrative
“[The Department] have for a long time had a fairly
arm’s length engagement with the Library though I
believe that a significant number of students and
staff have been regular and frequent users of the
Library both for physical and electronic resources.
Over the past few years engagement has increased
with more active liaison between the Library and
the department both via contact with the Library
Representative and via attendance at BoS and Staff-
student Consultative Committee.”](https://image.slidesharecdn.com/vsimplementationv10finallac2014-150918103416-lva1-app6891/85/Implementing-the-Value-Scorecard-63-320.jpg)
![Social capital and value
“There are intelligent [libraries] and stupid
[libraries] … intelligent groups gather
information better and adapt better to reality…
thus we find ‘social intelligence’
Luis Anglada (2007)
quoting Marina (2004)](https://image.slidesharecdn.com/vsimplementationv10finallac2014-150918103416-lva1-app6891/85/Implementing-the-Value-Scorecard-68-320.jpg)
Implementing the Value Scorecard
- 1. Making Value Measurement a Reality: Implementing the Value Scorecard J. Stephen Town Director of Information & University Librarian University of York, UK 5th Library Assessment Conference Tuesday 5th August 2014
- 3. The 600th Anniversary of the York Library The 1414 Library, York Minster
- 5. The First York Library (8th C) “per bonam et deuotissimam magistri mei industriam uel etiam mei ipsius qualecumque sudorem” Alcuin of York
- 6. Aelbehrt & Alcuin [The library was assembled]: “by the good and most devoted industry of my magister and also by some of my own perspiration” “industria should be translated as ‘by his own good and most devoted plan,’ and sudor is sweat, the perspiration of the copyist’s heavy toil.” Dr Mary Garrison, University of York
- 7. One modern Director’s “industria” … • Articulating the value proposition • Translating what we understand about changing need into strategies and plans • The transformation and sustenance of our services into a different social, technological and economic future • To demonstrate that our value proposition encompasses a contribution that transcends narrow and local assumptions about the library’s role
- 8. In summary … • Capturing transcendent value • A Scorecard update – The relationship to the Balanced scorecard • An implementation case (‘the sweat”) • Further work for missing elements • Achieving a dashboard approach
- 9. How we build Library Value? • Library tangible & intangible capital – Including human capital development • Library momentum – quality maturity and pace of change • Library relational capital – within and beyond the University • Library virtue – contribution to transcendent outcomes
- 11. The distinction between Quality and Value R. H. Orr. (1973). MEASURING THE GOODNESS OF LIBRARY SERVICES: A GENERAL FRAMEWORK FOR CONSIDERING QUANTITATIVE MEASURES. Journal of Documentation. 29 (3), p318.
- 12. The Balanced Scorecard • Customer - how can we fulfil user expectations? • Financial - how can we secure and use resources in an effective way? • Internal Process Perspective - How should we organize internal processes to meet user needs and expectations? • Learning/Growth - How can we secure the future capability of our services?
- 14. Value & Balanced Scorecards
- 15. Distinctions … Balanced Scorecard • Balanced • Simple • Performance • Discrete measures • Single targets • Direct data Value Scorecard • Unbalanced to suit context • Complex • Insight & prediction • Connected • Correlation aim • Narrative & advocacy
- 18. Measurement elements (VS) • Virtue – Impact data – Correlation between activity data and transcendent effects • Relationships – = sum of all relationships – “Goodwill” value increase assessment – Relational data (=strength?) – Correlation between this, direction, activity, impact & capital growth • Momentum – “= mass x velocity” – Alignment proof – Progress data – Correlation between capital development through projects and time – Volume , pace, culture, and meta-assessment of organizational capability
- 19. Capability Maturity Model Ad Hoc Repeatable Defined Managed Continuous 1 2 3 4 5 Continuous Improvement, innovative ideas Detailed measures, controlled Integrated Process Basic processes, repeated success Initial, ad hoc
- 20. Measurement elements (VS) • Tangible capital – Collections value data – Services value data – Environments value data – Valuation and link to values – Correlation between this, and impact, and transcendent effects • Intangible capital – Meta-assets value data – Organizational value data – KM & intellectual value data – Correlation between this, and impact & capital growth • Human capital – People value data – Correlation between people data and all other elements
- 21. Human Capital sub-frame • Capacity • Capability • Climate of Affect • Culture of Momentum
- 22. A Human Capital approach Enablers (4 ‘C’s) – Capacity • Minus confounders – Absence, turnover – Capability • Talent: raw & growth • Critical mass – Climate of Affect • Engagement • Emowerment – Culture of momentum • Enablement • Programme capability • Maturity Outcome proofs – Market fit • Sustainability • Market related impact – Strategic fit (over time) • Quality & Improvement • New product development – Contribution to • Productivity • Creativity – Competitive impact • Service development • Reputational investment
- 23. Relations & “fit” The effective academic library (1995) Integration Indicator P1.4 Liaison “evidence of formal and informal communications between the library service, the senior management of the institution, academics and students … to assess the degree of effective and dynamic communication to inform service provision”
- 24. Relationship Capital sub-frame Awareness & Fit • Consciousness – General audit of relational spaces (7 market model) • Congruence – Degree of fit of relationship activity to parent institution (gap analysis) Strength & Process • Communities – Assessment of strength level across all relations • CRM data • Strength index • Communication – Measures of the process of communication for relationship development • Communications audit • Down to individual level
- 25. Relationship Capital market model
- 26. Relationship Capital sub-frame Return on relationships • Causality – Specific outcomes of positive relationships on academic process, innovation, finance, quality & staff development • Comeback – Specific ensuing returns to the Library of repeat benefits of relationships – Transaction costs saved through Trust
- 27. Sources • Value, Impact and the Transcendent Library. Library Quarterly 81(1). 2011. 111-124. • The value of libraries in Baker & Evans (eds) Libraries and society. Chandos, 2011. 303-325. • With Kyrillidou, M. Developing a values scorecard. Performance Measurement & Metrics 14(1) 2013. 7- 16. • The value of people. Performance Measurement & Metrics 15(1) 2014. 67-80. Forthcoming • Relationship capital. Library Management 2014.
- 28. IMPLEMENTATION CASE: PROGRESS AT YORK Sudor
- 31. Strategic KPIs (“clear departmental KPI toolkit”) 1. Meet need … 2. Resource … 3. Innovate … 4. Engage … 5. Align … 6. Risk … … satisfaction measures … financial measures … new services … relational strength … University fit … failure avoidance
- 32. York structure
- 33. Levels of input • Team template reporting (Quarterly) • Internal initiatives • National & collaborative initiatives & services • Corporate data (analytics)
- 34. Value & Balanced Scorecards
- 37. Initial Template (BS plus VS)
- 38. Customer Service Excellence Award assessed: March 2014 Achieved with two “Compliance plus” scores: Customer Insight Delivery
- 39. Customer Service Excellence • “The Directorate values customer engagement highly … to ensure that customers experience and views are included” • “There are particular strengths about learning from best practice and presenting projects externally…” • “The Information Directorate is a highly focused service delivered by staff who are professional, polite and helpful. It is … forward thinking and proactive … actively working to enhance services …”
- 40. Further Guidance In order to enhance reports further, unit leaders should consider the following: • Impact: What work has been done in your service that has impacted upon delivering the core goals (teaching, learning, research, business, community) of the University? • Momentum: What work has been achieved which demonstrates momentum towards achieving the Information Strategy? This can be project work, service improvements and other tasks. • Process and Process Improvement: What changes have been made that have made more efficient or effective use of resource? • Capital Assets: What have you purchased/acquired/collected that has increased our overall asset value to the University? • Relationships: What relationships or partnerships have been developed that assist toward achieving Directorate and University strategies? • People: What impact have new starters or any training or development completed had on the ability to deliver our services?
- 41. VIRTUE Sudor
- 45. • LAMP • Towards impact correlation
- 47. Assets - Archives Measure Benchmark Narrative Pace and Sims detailed catalogue of 300 plans Cataloguing adds value to existing assest and is the key to making archives available Progress with Trevor Wishart physical and digital archive catalogue Cataloguing adds value to existing assest and is the key to making archives available Major additions and enhancements to Retreat Archive catalogue in association with Wellcome digitisation project Cataloguing adds value to existing assest and is the key to making archives available New archives received 15 Initial cleaning of Helperby Hall Archive now complete This archive, possibly worth 5 figures, is a gift to the University.
- 48. In support of the VS approach: • People strategy – Corporate data & benchmarking – Structure & organizational change – Talent-Engagement-Enablement – Development portfolios – Leadership (MIA; LIA; CLP) • CSE • Communications Audit • Strategy & overall momentum
- 52. • Collections capital – Strength – CCM
- 53. MOMENTUM Sudor
- 54. Innovation
- 55. Process
- 59. • RMT restructure aimed to give teams more focus - academic liaison team focus centred on building relationships with academic departments. • RMT currently investigating ways of reporting activity with academic departments and measuring overall relationships with them. • Trial of Insightly CRM system in Summer term 2014. Need to pursue a long-term CRM strategy but in the meantime developing an interim in-house solution based on Google architecture. • Building up quantitative measures through various metrics e.g. monitoring email activity through the ALL subject accounts and recording data on number of meetings held with individual academic staff. • Departmental Action Plans, based on LibQual and NSS feedback, provided qualitative narrative for understanding Directorate activity with departments and facilitated specific activities (e.g. implementation of the Resource List Policy, audit of Health Sciences teaching, and 2015-16 focus on collection-related activities). • Monitoring the impact of our engagement activities on consecutive LibQual and NSS scores (e.g. increase in History and English NSS scores directly attributed to targeted academic liaison activity in a number of areas).
- 60. Measuring relational strength Item Rating Does the ALL regularly attend Board of Studies? Is there a specific departmental library committee? Does the ALL regularly attend other departmental meetings (e.g. undergraduate committee)? Is the ALL on departmental staff mailing lists? Does the department keep the ALL up-to-date with general developments in the department? Is the ALL in regular contact with the Library Rep (in person, phone or email) How is the relationship between the ALL and the Library Rep? Does the Library Rep regularly attend Library Committee? Does the department regularly ask for feedback on the library on module feedback? To what extent is information literacy training embedded in the UG programme? To what extent is information literacy training embedded in the PGT programme? Does the ALL deliver PGR training?
- 61. Item Ratin g How well do the library book collections support UG teaching? How well do the library book collections support PGT teaching? How well do the library book collections support PGR and academic research activities? How effectively do the journal subscriptions support teaching and research needs in the department? How effectively do the electronic resource/database subscriptions match and support teaching and research needs in the department? Does the department spend up its resource allocation budget by the end of the financial year? Does the department spend up its resource allocation early on in the financial year? Is the use of EARL compulsory for all staff? Are Subject Guides widely used by staff and students in the department? How are the latest NSS scores? How are the latest LibQual results?
- 62. Departmental Action plans: Data
- 63. Departmental Action plans: Narrative “[The Department] have for a long time had a fairly arm’s length engagement with the Library though I believe that a significant number of students and staff have been regular and frequent users of the Library both for physical and electronic resources. Over the past few years engagement has increased with more active liaison between the Library and the department both via contact with the Library Representative and via attendance at BoS and Staff- student Consultative Committee.”
- 64. Relationships - Archives Measures Benchmark Support work and advice for: ESRC and researcher bids/applications; Research projects and Data Management Plans IGGI Consortium (pan-institutional data sharing agreement drafted and implemented); European Project GreenEcoNet (SEI = UK partner) NERC DTC; WRoCAH; YUSU/GSA; HEFCE PSS PGT Project regarding data sharing; Centre for Health Economics (policy review); Data Processing Agreements and contract review: Library (Springshare); DARO (Crowdicity); Finance Office and Unit 4; Individual Electoral Registration: paper for Academic Registrar; Home Office consultation regarding repeal/amendment of section 24 of the Animals (Scientific Procedures) Act. Volunteer groups: 3 groups continuing to attend weekly, around 18 people. One professional conservator attending one morning weekly. One would-be archivist, with PhD in Music, attending 2 days a week to work on the Wishart Archive. 2 groups attending weekly, around 14 people. Atkinson Brierley project Nov. 2012 - Jan 2013 75 plans cleaned. Nov 2013 - Jan 2014 100 plans cleaned. Blog posts 3 Blog posts 2 Twitter new followers: 74 CCW has begun stint as external examiner for the MA in Archive and Record Management at UCD
- 65. Relationships - Content • Gifts team - meeting with counterparts at Durham University Library to discuss process and good practice. As a result have committed to providing a regular report of gifts activity. Also to produce Deed of Gift transfer form validated at a higher level. • Copac Collection Management Board Meeting: Leeds (05.03.14) • National Acquisitions Group Seminar: Collection Development. Birmingham ( 21.05.14) • Publication of article in Sconul Focus (Issue Number 60) Collection Profiling. • Meeting with Hull University Library staff (invited by Relationship Management team) to discuss Collection Profiling 25.02.14. Meeting with external developer responsible for CRD CMS regarding Alma (04.03.14) • Meeting with Bureau van Dijk and Research Innovation Office regardng FAME (05.03.14) • NESLi2 review consultation (07.03.14) - met with the consultant undertaking this review on behalf of JISC Collections, in order to give feedback on our experience of the national deals for journal content
- 66. Relationships – Content (2) • Content staff met with the following publishers to discuss their products and service: Emerald, ProQuest, LexisNexis • Content staff met with our 3 subscriptions agents (EBSCO, LM, Swets) to review their service • The Alma Project team hosted a visit by Hull University library staff to discuss Alma (6.2.14); Hull are thinking of changing systems • Lean Management Conference - a presentation of Flexible Loans process (19.3.14) • Alumni / Donations meeting (29.4.14) Sarah attended the UKSG Annual Conference and Exhibition in April and delivered a presentation about our experience of implementing Alma • Presented at a UKSG student roadshow at the Sheffield iSchool 12.3.14 • Attended two Dawsonera preview and focus group events designed to get feedback from key customers about prioritising developments to this ebook platform 5.2.14 and 30.4.14
- 67. Further work • Full year review (September 2014) • Missing elements • Tableau visualisation • Dashboard • Predictivity of interventions
- 68. Social capital and value “There are intelligent [libraries] and stupid [libraries] … intelligent groups gather information better and adapt better to reality… thus we find ‘social intelligence’ Luis Anglada (2007) quoting Marina (2004)
- 69. Acknowledgments • Ian Hall, Programme Office staff, and data contributing teams at UoY • York Manuscripts Conference
- 70. Questions?
Editor's Notes
- #7: This was Aelbehrt’s Industria And Alcuin’s perspiration Copying was hard physical labour and Alcuin is making the point that he did some copying work himself The point here is that there is “a clear distinction between the ‘plan’ and the ‘execution’ of the Library The link to this paper is that a sense of a library’s transcendent value has been around for a long time, in particular its impact on learning and scholarship But also perhaps that to measure this value also requires both a devoted plan and sweat
- #11: Relational Capital: The value of relationships with users, both individual and collective Organization Capital: Tangible assets (collections, environments, services) and intangible assets (meta-assets, organizational capital, human capital) Organization Virtue: doing good and generating benefit - proof of organizational impact Organization Momentum: The concept of time
- #15: The scorecard relationship as a codex, folding some related measurement areas together
- #16: This is not at all to disparage the BS, or to reject its important features Both can be cultural instruments
- #24: Definitions “the sum of all of the relationships of all the people within an organisation” (relatedvision.com, 2013) “the value of relationships that an organisation maintains with different agencies of its environment” (Euroforum, 1998) “the intentional building of a system-wide understanding and capacity to act, which becomes the asset or ‘glue’ for creating the context for achieving goals ” (Darling & Russ, 2000)
- #25: Engagement and understanding of stakeholder requirements and context is essential for service design in changing times The role of relationships in innovation and new service creation is therefore critical “Success is a function of healthy relationships”
- #27: Social capital and trust are in inverse relation to Transaction costs Social capital cannot be built on your own! Effective relationships add value and save cost where they build trust; so human interaction measures are a key indicator of value
- #30: NB includes values statement You cannot start this until you have that clear agreed sense of values
- #35: The scorecard relationship as a codex, folding some related measurement areas together
- #69: The Library is still “a growing organism” (Ranganathan Law 5) Value measurement of all activity is crucial in constrained or customer-oriented contexts Two lessons from a place with great libraries spanning nearly 1300 years Focus on your transcendent value and avoid vikings