library statistics: what’s needed and what’s new lynn copeland simon fraser university library...
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Library Statistics: what’s needed and what’s new
Lynn CopelandSimon Fraser University Library
Thurs. March 15, 2007Vancouver Ass’n of Law Libraries
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How to allocate resources most effectively Demonstrate need for resources Demonstrate impact of change Tell our story
Why collect them?
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Cost vs benefit Protection of Privacy Redundancy Lack of validity
Why to NOT collect them?
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ie – What are the questions we want to answer
How are we doing? – compared to goals How are we doing? – peer comparison How are we doing? – past comparison
What to collect
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Outcomes vs inputsINPUT Level 2
OUTPUT Level BOUTPUT Level A
Funding
INPUT Level 1
Success:- high % of institutional- increased to cover inflation
Success:- increased to cover inflation and inst’l growth
Materials budget
No., level staff
INPUT Level 2OUTPUT Level C
Success:- sufficient to meet goals
Reference questions
Instruction classes/students
Success:- provide when requested- increased numbers
Success:- Questions handled in a timely manner, successfully
No. circulations
Journal usage
Materials purchased
Success:- Increased beyond inst’l growth
Success:- Sufficient to cover costs of medium priority items
Company performance:Billable hoursSuccessful cases
Institutional performance:Student gradesNo. successful gradsResearch $$
Success:- Increase contributable in part to Law Library
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Through surveys, attempt to determine difference between expected, perceived services and service levels
Gap analysis
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First, detailed service model for several different possible new services developed
Surveys are based on a number of different questions for each service
Consistently positive results show which are most important to viewers
Conjoint analysis
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Gap analysis eg (2001)
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Undergrad 2003
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Faculty 2003
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Journal needs/met 2001-03
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Type of gap analysis Desired, perceived and minimum evaluations Calculates zone of tolerance Identify services outside the zone
Libqual+
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Finances UsersInternal processes Improvement activities
Balanced Scorecard
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appropriate to the mission and working conditions informative as to problems and shortcomings demonstrating effectiveness, efficiency and outcome
of library services to the funding institutions and the public,
practical and easy-to-use provide a rounded picture
Key Performance Indicators
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Comparison and review against best Identify and implement best possible Often ‘soft’ comparisons
Benchmarking
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should mirror the full extent of library services, consider electronic as well as traditional services, help to demonstrate the importance and impact of
libraries, yield results that are easily understandable a few measures that should preferably be collected
from normal library statistics. allow for special conditions in the libraries
Benchmarking indicators
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0.00
0.20
0.40
0.60
0.80
1.00
1.20
Inst/Op $ Ref ?/Op $ Loans/op $
SFU
Waterloo
Guelph
Victoria
Library activities/op. budg. 2004-05 (SFU=1)
•
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• Library as place for learning and research – User area in m2 per capita - Study place hours per week per user– Workstation hours per capita - Opening hours per week
– Opening hours compared to demand
• Collection – Expenditure per capita - Expenditure per user– Expenditure to total expenditure– Expenditure on serials to total collection expenditure– Materials per capita - Books added per year per capita – Serial subscriptions per capita - Renewal rate– Availability of required titles - ILL items delivered to items received– Immediate media availability
• User training - Training lessons per capita
• Staff - Staff per capita
Indicator A. Resources, infrastructure: What services does the library offer?
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Market penetration - by remote E-services - User satisfaction
• Library as place for learning and research – Visits per capita - Visits per opening hour
• Collection – Collection use/turnover
– Loans in the past year / acquisitions over the past 5 years
– Loans per capita - Loans per user
– Sessions per capita - OPAC sessions per capita
– Downloads (average) per E-journal - Proportion of ILL loans to total loans • Information services
– Attendance at training lessons per capita – Information requests per capita
• Events - Attendances at events per capita
Indicator B.
Usage: How are services used/accepted?
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General - Cost per user - Cost per visit
Collection - Acquisitions budget per loan - Acquisitions expenditure to staff costs
Staff - User services staff as percentage of total
- Employee hours per opening hour - Expenditure on staff per user
Processes - speed - Acquisition speed - Media processing speed
- Employee productivity in media processing
- Document delivery time - Interlibrary loan speed
Processes - reliability - Shelving accuracy - Percentage of successful ILL requests
Indicator C. Efficiency: Are the services offered cost-effectively?
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• Electronic services: – Percentage spent on the electronic collection
– Percentage of library staff providing electronic services
• Staff development and motivation
- Hours/days of training per staff member - Expenditure per staff member
• Rate of employee availability - Employee fluctuation rate
• Budget – Percentage received by special grants or income generated
– Percentage of institutional means allocated to the library
Indicator D. Development / potentials:
Sufficient potential for future development?
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For the Board of Governors, as part of a package to explain the MacLeans numbers
A Story…
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Library Holdings Per Student
SFU Library Holdings per student are low; historically, the collection has been inadequately supported.
0
50
100
150
200
250
300
350
Western Toronto Queen’s Alberta Calgary UBC Simon Fraser Waterloo Victoria Guelph
Western
Toronto
Queen’s
Alberta
Calgary
UBC
Simon Fraser
Waterloo
Victoria
Guelph
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Library Expenses as a Percentage of Operating Budget
This is being rectified by healthy Library operating expenditures as a percentage of the University’s operating budget.
Library Expenses as %age of Operating Budget
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
10.00%
Toronto Western Alberta UBC QueenÕs Calgary McMaster SimonFraser
Victoria Guelph Waterloo
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Acquisitions as a Percentage of Library Budget
The Library’s relatively high expenditures in acquisitions (print and electronic) is leading to an improvement in the historically inadequate collection
Library Acquisitions as % age of Library Budget
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Western Toronto McMaster Queen’s Alberta Calgary UBC SimonFraser
Waterloo Victoria Guelph
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Library Activities (2003/04)
SFU Library’s other expenditures are providing greater support for students in:
• Instruction
• Reference (online, in person)
• Book loans
• Electronic journals
0.00
0.20
0.40
0.60
0.80
1.00
1.20
1.40
1.60
Library Instruction (no.students)
No. Reference questions No. Loans e-journals Hours open
Simon Fraser
Victoria
Guelph
Waterloo
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For the Board of Governors
Another Story…
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How are we doing?
MacLeans CARLHoldings per stud.
Vols added
Online serials
Data titles
Waterloo 157 31,739 7,550 653Guelph 213 18,838 5,550 256Victoria 235 32,464 6,276 53SFU 127 53,432 15,667 631
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How are we doing?
Acq as %Lib budg
Lib as %Un budg
Op Exp Op Exp/SFU
Waterloo 44.2 6.0 8844 1.09Guelph 41.5 5.4 7443 0.92Victoria 41.0 5.6 7916 0.98SFU 41.9 6.3 8087 1.00
MacLeans CARL
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How are we doing?
Instruct. # Stud.
Ref # Quest
Gate count Seats Loans
e-res downloads
Waterloo 4,508 39,214 7,509 2,074 356,175 73,209Guelph 5,337 28,828 9,978 417,676Victoria 6,051 41,653 1,523 395,424SFU 10,588 46,508 9,134 1,336 478,008 141,470
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Counter/SushiUK Serials group usage factor studyConjoint analysis
Other