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Library Statistics: what’s needed and what’s new Lynn Copeland Simon Fraser University Library Thurs. March 15, 2007 Vancouver Ass’n of Law Libraries. Why collect them?. How to allocate resources most effectively Demonstrate need for resources Demonstrate impact of change Tell our story.

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Library Statistics: what’s needed and what’s newLynn CopelandSimon Fraser University LibraryThurs. March 15, 2007Vancouver Ass’n of Law Libraries


Why collect them
Why collect them?

  • How to allocate resources most effectively

  • Demonstrate need for resources

  • Demonstrate impact of change

  • Tell our story

Library Statistics VALL March 15, 2007


Why to not collect them
Why to NOT collect them?

  • Cost vs benefit

  • Protection of Privacy

  • Redundancy

  • Lack of validity

Library Statistics VALL March 15, 2007


What to collect
What to collect

  • 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

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Outcomes vs inputs
Outcomes vs inputs

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Gap analysis
Gap analysis

  • Through surveys, attempt to determine difference between expected, perceived services and service levels

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Conjoint analysis
Conjoint analysis

  • 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

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Gap analysis eg 2001
Gap analysis eg (2001)

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Undergrad 2003
Undergrad 2003

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Faculty 2003
Faculty 2003

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Journal needs met 2001 03
Journal needs/met 2001-03

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Libqual
Libqual+

  • Type of gap analysis

  • Desired, perceived and minimum evaluations

  • Calculates zone of tolerance

  • Identify services outside the zone

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Balanced scorecard
Balanced Scorecard

  • Finances

  • Users

  • Internal processes

  • Improvement activities

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Key performance indicators
Key Performance Indicators

  • 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

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Benchmarking
Benchmarking

  • Comparison and review against best

  • Identify and implement best possible

  • Often ‘soft’ comparisons

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Benchmarking indicators
Benchmarking indicators

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

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Library activities op budg 2004 05 sfu 1
Library activities/op. budg. 2004-05 (SFU=1)

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Indicator a resources infrastructure what services does the library offer
IndicatorA. Resources, infrastructure: What services does the library offer?

  • 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

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Indicator b usage how are services used accepted
IndicatorB. Usage: How are services used/accepted?

  • 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

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Indicator c efficiency are the services offered cost effectively
Indicator C. Efficiency: Are the services offered cost-effectively?

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

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Indicator d development potentials sufficient potential for future development
IndicatorD. Development / potentials: Sufficient potential for future development?

  • 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

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A story
A Story…

  • For the Board of Governors, as part of a package to explain the MacLeans numbers

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Library holdings per student
Library Holdings Per Student

SFU Library Holdings per student are low; historically, the collection has been inadequately supported.

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Library expenses as a percentage of operating budget
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.

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Acquisitions as a percentage of library budget
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

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Library activities 2003 04
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

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Another story
Another Story…

  • For the Board of Governors

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How are we doing
How are we doing?

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How are we doing1
How are we doing?

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How are we doing2
How are we doing?

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Other
Other

  • Counter/Sushi

  • UK Serials group usage factor study

  • Conjoint analysis

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Questions thanks
Questions? Thanks

Lynn Copeland

[email protected]

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