Competency N
Evaluate programs and services based on specified criteria
Introduction
In LIBR 285 and LIBR 287 I learned and used evaluation practice in group and individual assignments. Evaluating programs and services is an important function of any library. It is an essential function that will help libraries continuously improve and better meet its users expectations and needs. Evaluation data helps library staff make data based decisions for improving services, programs, and resources as well overcoming institutional barriers, and solving organizational problems. Evaluation is part of the feedback loop on how well a library is performing in both its internal processes and in serving its end users. Evaluation is the assessment of organizational effectiveness, comparing the organization’s current performance against some set of expectations. Those expectations might include benchmarks set in strategic plans, comparisons to previous performance, comparisons to “best practices”, and/or other criteria or standards established locally or nationally. The definition of effectiveness is going to vary by the services the library decides to offer and the strategies it employs to provide those services. Evaluation has two parts 1) collection of information and 2) the comparison of information to a set of criteria.
Evaluate Programs and Services
Theory
The evaluation process assists library decision makers in determining the amount or extent a service is provided, the degree in which individuals are satisfied, and the quality or impact of that service, program or resource. Current studies of organizational effectiveness in libraries has led to attempts to demonstrate the "goodness" of the library. The primary challenges for libraries, these researchers feel, is the focus on "doing good" and sometimes less concerned about assessing outputs and impacts. The primary considerations for libraries when evaluating their organizational effectiveness are the definition of measurement and determinants of effectiveness.
Criteria
In most cases library evaluation is concerned with service-derived questions; quality, cost or effectiveness of a program or service. It compares the "what is" to the "what should or even could be." Any evaluation should start with a clear understanding of the needs of those served by the library. These are called customer expectations. They must be identified in terms that can be measured. The are three groups of stakeholders involved in the evaluation process; 1) Library-Centric (internal perspective) 2) Customer-Centric (external perspective) and 3) Combination Views (combination of the two).
In the internal perspective workers at all levels must have opportunities to collect data and provide feedback to decision makers to determine how well internal processes are working. They must have opportunities to use that data to improve those processes so that the end user will receive service that meets their expectations. The external perspective of evaluation refers to the need to clearly define, in measurable terms, customer expectations, then measure progress toward meeting those expectations on an ongoing basis. In highly effective organizations workers use ongoing data collection as a basis of forming problem solving or quality improvement teams that collect and analyze data and make recommendations for improvement to management. It is important that the combination of external and internal evaluation be used on an ongoing basis if an organization is going to be successful in meeting customer/user needs.
Process
The evaluation process determines the degree to which service objectives are accomplished. They assess how well services support the organizations mission, service goals and objectives. Evaluation feedback helps monitor the status of services, obtains community input for planning of current and future services and determines the types of staff training that is needed. It is also helpful in informing stakeholders about the library's accomplishments, needs and values, identifies the library services that are successful and those that need to be updated or created, provides information to use for advocacy and forces organizations to think strategically and think about outcomes. Both quantitative and qualitative data should be included in any evaluation process. When it comes to evaluating services, librarians can develop their own processes and measurements for evaluating the outcomes as long as they are based on customer expectations. This might include counting the number of users of services, measuring wait times in lines, reviewing requests for services and items currently not provided, and analyzing patron feedback to look for potential service barriers and problems.
Experience
In LIBR 285 Evaluation of Library Programs and Services and 287 Emerging Technologies I was able to use evaluation practice to produce valuable evidence for this competency. My first piece of evidence is from LIBR 285. We were assigned to assess one of our own library’s Web sites, and examine the Web sites from at least 10 other "peer" libraries across the US. We had to give each site a score based on several criteria. We had to explain why we selected the criteria used for our analysis. Since my library had just finished assessing to redesign our web site we used my Lane Medical Library web site. The result was a full assessment of the Lane Library Website, Lane Medical Library Website: From Unusable to Usable.
My second piece of evidence is also from LIBR 285, I was introduced to assessment tools and was assigned the Fishbone method to research and write a paper about. This assessment tool is a cause and effect diagram that is used to explore all the potential or real root causes that result in a single effect, usually an organizational problem. Causes of the problem are arranged according to their level of importance or detail and grouped under categories, resulting in a depiction of relationships and hierarchy of events that resembles bones of a fish. This can help you search for root causes; identify areas where there may be problems, and compare the relative importance of different causes, Fishbone Assessment Tool Paper.
My last piece of evidence is from LIBR 287 we were assigned to research, assess, and develop a technology proposal to implement an emerging technology in a library setting. I produced a proposal to implement screencasting tutorials in the Lane Medical Library, Lane Library Screen Casting Proposal and Google Site Presentation.
Conclusion
Currently libraries are in a state of transition. Public libraries are migrating to more of a "bookstore" setting, a concierge approach, while academic libraries are struggling from decreasing resources and justifying there very existence in light of challenges from “online only” services. Libraries are faced with proving their value, to stakeholders and decision makers. They must be prepared to address questions like “Why do we need libraries when we have so much information available on line? “Are libraries delivering the right services to the right people?” “Are there better ways to deliver library services than the current model ?” Libraries must collect and use hard, real, user based data to answer those questions and even justify their existence. They must also use this data to be able to adapt quickly to the increasing and often changing needs and demands of its users.
Ultimately, the challenge of demonstrating "effectiveness" and "goodness" is based on the need to focus on the difference the library can make in the lives of its users and to its community. That notion should never get lost while looking at evaluations and collecting data. In the end, if libraries are highly effective in meeting users’ needs and expectation, members of their communities and academic institutions will demand that they be saved because of their value to them and to society. For that to happen we must value and use evaluation data. It is said, “What gets measured gets done.” I believe that.
Evaluate Programs and Services
Theory
The evaluation process assists library decision makers in determining the amount or extent a service is provided, the degree in which individuals are satisfied, and the quality or impact of that service, program or resource. Current studies of organizational effectiveness in libraries has led to attempts to demonstrate the "goodness" of the library. The primary challenges for libraries, these researchers feel, is the focus on "doing good" and sometimes less concerned about assessing outputs and impacts. The primary considerations for libraries when evaluating their organizational effectiveness are the definition of measurement and determinants of effectiveness.
Criteria
In most cases library evaluation is concerned with service-derived questions; quality, cost or effectiveness of a program or service. It compares the "what is" to the "what should or even could be." Any evaluation should start with a clear understanding of the needs of those served by the library. These are called customer expectations. They must be identified in terms that can be measured. The are three groups of stakeholders involved in the evaluation process; 1) Library-Centric (internal perspective) 2) Customer-Centric (external perspective) and 3) Combination Views (combination of the two).
In the internal perspective workers at all levels must have opportunities to collect data and provide feedback to decision makers to determine how well internal processes are working. They must have opportunities to use that data to improve those processes so that the end user will receive service that meets their expectations. The external perspective of evaluation refers to the need to clearly define, in measurable terms, customer expectations, then measure progress toward meeting those expectations on an ongoing basis. In highly effective organizations workers use ongoing data collection as a basis of forming problem solving or quality improvement teams that collect and analyze data and make recommendations for improvement to management. It is important that the combination of external and internal evaluation be used on an ongoing basis if an organization is going to be successful in meeting customer/user needs.
Process
The evaluation process determines the degree to which service objectives are accomplished. They assess how well services support the organizations mission, service goals and objectives. Evaluation feedback helps monitor the status of services, obtains community input for planning of current and future services and determines the types of staff training that is needed. It is also helpful in informing stakeholders about the library's accomplishments, needs and values, identifies the library services that are successful and those that need to be updated or created, provides information to use for advocacy and forces organizations to think strategically and think about outcomes. Both quantitative and qualitative data should be included in any evaluation process. When it comes to evaluating services, librarians can develop their own processes and measurements for evaluating the outcomes as long as they are based on customer expectations. This might include counting the number of users of services, measuring wait times in lines, reviewing requests for services and items currently not provided, and analyzing patron feedback to look for potential service barriers and problems.
Experience
In LIBR 285 Evaluation of Library Programs and Services and 287 Emerging Technologies I was able to use evaluation practice to produce valuable evidence for this competency. My first piece of evidence is from LIBR 285. We were assigned to assess one of our own library’s Web sites, and examine the Web sites from at least 10 other "peer" libraries across the US. We had to give each site a score based on several criteria. We had to explain why we selected the criteria used for our analysis. Since my library had just finished assessing to redesign our web site we used my Lane Medical Library web site. The result was a full assessment of the Lane Library Website, Lane Medical Library Website: From Unusable to Usable.
My second piece of evidence is also from LIBR 285, I was introduced to assessment tools and was assigned the Fishbone method to research and write a paper about. This assessment tool is a cause and effect diagram that is used to explore all the potential or real root causes that result in a single effect, usually an organizational problem. Causes of the problem are arranged according to their level of importance or detail and grouped under categories, resulting in a depiction of relationships and hierarchy of events that resembles bones of a fish. This can help you search for root causes; identify areas where there may be problems, and compare the relative importance of different causes, Fishbone Assessment Tool Paper.
My last piece of evidence is from LIBR 287 we were assigned to research, assess, and develop a technology proposal to implement an emerging technology in a library setting. I produced a proposal to implement screencasting tutorials in the Lane Medical Library, Lane Library Screen Casting Proposal and Google Site Presentation.
Conclusion
Currently libraries are in a state of transition. Public libraries are migrating to more of a "bookstore" setting, a concierge approach, while academic libraries are struggling from decreasing resources and justifying there very existence in light of challenges from “online only” services. Libraries are faced with proving their value, to stakeholders and decision makers. They must be prepared to address questions like “Why do we need libraries when we have so much information available on line? “Are libraries delivering the right services to the right people?” “Are there better ways to deliver library services than the current model ?” Libraries must collect and use hard, real, user based data to answer those questions and even justify their existence. They must also use this data to be able to adapt quickly to the increasing and often changing needs and demands of its users.
Ultimately, the challenge of demonstrating "effectiveness" and "goodness" is based on the need to focus on the difference the library can make in the lives of its users and to its community. That notion should never get lost while looking at evaluations and collecting data. In the end, if libraries are highly effective in meeting users’ needs and expectation, members of their communities and academic institutions will demand that they be saved because of their value to them and to society. For that to happen we must value and use evaluation data. It is said, “What gets measured gets done.” I believe that.
Evidence Summary and Artifacts
#1 LIBR 285: Lane Medical Library Website: From Unusable to Usable
#1 LIBR 285: Lane Medical Library Website: From Unusable to Usable
libr285_team2_assign3_serviceeval_18__.doc | |
File Size: | 1071 kb |
File Type: | doc |
#2 LIBR 285: Fishbone Diagram Paper
libr285-01_20modelsandtoolspaper_fishbonediagram.docx | |
File Size: | 791 kb |
File Type: | docx |
#3 LIBR 287: Lane Medical Library Screencasting Proposal and Presentation
libr287bell_screencastmeaney_paper1.docx | |
File Size: | 99 kb |
File Type: | docx |
presentation_for_287sp11.pptx | |
File Size: | 348 kb |
File Type: | pptx |
Screencasting Proposal: Google Site Presentation
https://sites.google.com/site/libr287virtualservicesproposal/
https://sites.google.com/site/libr287virtualservicesproposal/
References
Matthews, J.R. (2007). The evaluation and measurement of library services. Westport, CT: Libraries Unlimited.
ReferencesReference and User Services Association. (2004). Guidelines for behavioral performance of reference and information service providers. Retrieved from http://www.ala.org/ala/mgrps/divs/rusa/resources/guidelines/guidelinesbehavioral.cfm
ReferencesReference and User Services Association. (2004). Guidelines for behavioral performance of reference and information service providers. Retrieved from http://www.ala.org/ala/mgrps/divs/rusa/resources/guidelines/guidelinesbehavioral.cfm