The Value of Academic Libraries 大學圖書館的價值

1. The Value of Academic Libraries大學圖書館的價值 11th Annual Library Leadership Institute

2. IntroductionWhat are values?What is a Value Proposition?Library Mission and Value PropositionHow academic libraries are changing their value proposition Exercise

3. Introduction • disruptive technology • digital convergence • constant review of our top goals, how we frame them to our users, and what "deliverables" we rely upon to build an evidence-based record of our relevance.

4. THE ACADEMIC LIBRARY IN A 2.0 WORLD • Research libraries are in a time of major transitions and changes. • Libraries must define a vision that is aligned with the institutional vision. • Libraries must prove their value by supporting the teaching, learning, and research programs of the institution in ways that inform the learning outcomes of these programs.

5. Value of Libraries • value studies. • international attention. • ACRL : A Comprehensive Research Review and Report (2010) • Research Libraries, UK : The value of libraries for research and researchers(2011) • Australian Library and Information Association:Measuring and improving library value (2012)

6. Driving Factors in Decisions to Reconfigure Service Delivery • ARL libraries are driven most by a changing service philosophy to provide better customer service • User demands • Changes in library staff resources • Physical change to building or facility SPEC Kit 327, December 2011 http://www.arl.org/bm~doc/spec-327-web.pdf

7. 2012 Top Ten Trends in Academic Libraries • Communicating value • Data curation • Digital preservation • Higher education • Information technology • Mobile environments • Patron driven e-book acquisition • Scholarly communication • Staffing • User behaviors and expectations 2012 top ten trends in academic libraries , http://crln.acrl.org/content/73/6/311.full

8. Communicating Value • Academic libraries must prove the value they provide to the academic enterprise. • Librarians must be able to convert the general feelings of goodwill towards the library to effective communication to all stakeholders that clearly articulate its value to the academic community. ( Tenopir,2012) • 2011“Standards for Libraries in Higher Education” include an outcomes-based approach that articulates “expectations for library contributions to institutional effectiveness.” http://crln.acrl.org/content/73/6/311.full

9. What are Values? Beauty is in the eye of the beholder • purchase or exchange value: what one is willing to pay for information in money and/or time. • use value: the favorable consequences derived from reading and using the information. 2013/4/27

10. Value as Results • financial value, cost/benefit analysis, return-on-investment, or value for money, is based upon the formula: Library value = perceived benefits/ perceived costs” • it demonstrates what an academic library enables its users to do, not just what financial investment in an academic library returns to the investor. Assessing the Value of Academic Library Consortia http://www.tandfonline.com/doi/abs/10.1080/01930826.2011.601268

11. Value Can Be Measured in Many Ways • Implicit value Measuring usage through downloads or usage logs provide an implicit measure of value. It is assumed that because libraries are used, they are of value to the users. . • Explicit value include qualitative interview techniques that ask faculty members, students, or others specifically about the value or outcomes attributed to their use of the library collections or services and surveys or interviews that focus on a specific (critical) incident of use. • Derived values such as ROI, use multiple types of data to explain value in monetary terms. Carol Tenopir

12. What is a Value Proposition? an innovation, service, or feature intended to make a company or product attractive to customers. (Oxford Dictionaries) Essentially, a value proposition is the something that helps to provide some form of additional satisfaction to the client as a result of using a good or service over the products offered by a competing organization. Typically, the value proposition is provided in the form of qualitycustomer service, the ability of the product or service to be slightly adapted to the demands of the customers, or some added feature that is unique to the brand. http://www.wisegeek.com/what-is-a-value-proposition.htm#did-you-know

13. Defining Value Proposition “a value proposition statement is a clear, compelling and credible expression of the experience that a customer will receive from a supplier’s measurably value-creating offering.” A value proposition statement must include: “capability or what you can do for a customer; impact—how that will help the customer to succeed; cost—what the customer must pay for the privilege.” Barnes, C., Blake, H., & Pinder, D. (2009). Creating and delivering your value proposition: Managing customer experience for profit. London: Kogan Page.

14. The Major Differences Between the Two Are… A unique value proposition is … Helium Balloon A mission statement is… Hot air balloon

15. A Mission Statement is… A statement that outlines what your values are and why you are in business A rallying cry to get everyone within your organization on the same page A familiar message (that might be duplicated among different companies) An explanation of who you are A wordy and long description An idea based on internal perceptions A message for company-wide cohesiveness and investor relations http://www.chunkofchange.com/2011/11/throw-away-your-mission-statement/

16. A Unique Value Proposition is… A statement that outlines why you belong out there in the competitive marketplace A singular directive to convey to your staff and, in turn, everyone outside of your organization, as well A different message that is unique to your company and your company alone An explanation aboutwhy you truly stand apart from other companies A pithy and short description An idea based on external perceptions A message for marketplace-wide differentiation and marketing http://www.chunkofchange.com/2011/11/throw-away-your-mission-statement/

17. Defining a New Value Proposition The value of the academic library within the institution is morphing. Rather than being defined by the size and diversity of collections, library value is now being measured in terms that are more difficult to quantify: How integral it is to the academy How well it supports learning and teaching How well it supports research The Academic Library in a 2.0 World

18. Mind the gap

19. SCOTT WALTER, UNIVERSITY OF ILLINOIS AT URBANA-CHAMPAIGN, 2009

20. Library Contribution to Accreditation http://publications.arl.org/2lou3t.pdf

21. Key Findings • For every monetary unit invested in academic libraries, the parent institutions received a return on investment of between 15.54:1 to 0.64:1 in research grant income. In 6 of the 8 countries, the ROI for grants is more than 1:1. • ROI for grants varies according to the goals of the institution (e.g., research-intensive vs. teaching-focused, or emphasis on science/technology/medicine vs. emphasis on social sciences and humanities) and the availability of competitive funding sources. • This ROI was calculated using the entire library budget. If the portion of the library budget that is just related to e-collections is used, the ROI rates range from 155:1 to 6.4:1. http://libraryconnect.elsevier.com/university-investment-library-phase-ii-international-study-librarys-value-grants-process-2010

22. ACRL Value of Academic Libraries • 2010 ACRL publication The Value of Academic Libraries: A Comprehensive Research Review and Report, released in fall 2010, which recommended that ACRL: • create a professional development program to build the profession’s capacity to document, demonstrate, and communicate library value in alignment with the mission and goals of their colleges and universities. http://www.acrl.ala.org/value/

23. Five Overarching Recommendations • Increase librarians’ understanding of library value and impact in relation to various dimensions of student learning and success. • Articulate and promote the importance of assessment competencies necessary for documenting and communicating library impact on student learning and success. • Create professional development opportunities for librarians to learn how to initiate and design assessment that demonstrates the library’s contributions to advancing institutional mission and strategic goals. • Create professional development opportunities for librarians to learn how to initiate and design assessment that demonstrates the library’s contributions to advancing institutional mission and strategic goals. • Integrate the use of existing resourceswith library value initiatives http://www.ala.org/acrl/sites/ala.org.acrl/files/content/issues/value/val_summit.pdf

24. The Conversations Throughout the Summits • Library value: • Stakeholders: • Student learning and success • Data • Library value competencies http://www.ala.org/acrl/sites/ala.org.acrl/files/content/issues/value/val_summit.pdf

25. The Value of Libraries for Research and Researchers http://apo.org.au/sites/default/files/value_of_libraries_for_screen_0.pdf

26. The Value of Libraries for Research and Researchers

27. Key Messages (1) 1. Good libraries help institutions to recruit and retain top researchers 2. Libraries help researchers win research grants and contracts 3. Libraries promote and exploit new technologies and new models of scholarly communications 4. Repositories increase the visibility of the institution and raise its research profile 5. Outward-facing libraries contribute to institution-wide initiatives

28. Key Messages (2) 6. Specialist staff work in partnership with academic departments 7. Connecting with researchers enhances the value of the library’s services 8. Dedicated spaces provide a better work environment for researchers 9. Easy access to high-quality content is a key foundation for good research 10. Libraries are a physical manifestation of the values of the academy and of scholarship

29. Specific ‘stories’ of Value

30. Demonstrating Value and Maximising Impact Society of College, National and University Libraries http://www.sconul.ac.uk/sites/default/files/documents/21_7.pdf

31. Australian Library and Information Association • On May 31st 2012 the ACTive ALIA Group and Australian Government Libraries Information network (AGLIN) ran a national symposium on the topic of 'Value of Libraries'. •  a conference onMeasuring and  improving library value, held in Sydney on 27 and 28 November 2012, this conference pulled together some fascinating presentations on challenges for libraries, particularly academic libraries, to be relevant and demonstrate value in the twenty first century. http://proactiveblog.blogspot.com.au/search?updated-min=2012-01-01T00:00:00%2B11:00&updated-max=2013-01-01T00:00:00%2B11:00&max-results=23

32. The Topics Selected by the Groups for Intensive Discussion • How to lobby/communicate with nonstakeholder management  • How to make ourselves visible--marketing and worth  • Why we need to demonstrate our value  • Demonstrating value to organisation/ community  • National approach to research into the value of librarians (all sectors)  • Invisibility of librarian skillset • Library value versus 'it is all free via the Internet’ • Develop a consensus on the parameters & specifics of “academic library value/impact” http://proactiveblog.blogspot.tw/search?updated-min=2012-01-01T00:00:00%2B11:00&updated-max=2013-01-01T00:00:00%2B11:00&max-results=23

33. Library Marketing • a more sophisticated view of library marketing that focuses on value creation. • elevate marketing to a critical operational function while focusing that marketing effort upon communicating the library's benefits and value to the users it serves. • specific ideas regarding the purpose, role and benefits of library marketing that are connected to improving perceptions of the worth of libraries and the perception of value to a specific community as a means of engendering future support for them.

34. Library Value Calculators

35. Library Value Calculations

36. Anticipate Change..New Scholarly Endeavors That Cut Across the Library’s Functional Areas Teaching / Learning Research Social / Professional E-science Collaborative Scholarship Scholarly Endeavors Institutional Repositories Functional Areas 36 2013/4/27

37. Existing Digital Repository Collections • published faculty research archived for institutional purposes • unpublished text material from faculty • research data in various numeric and image formats • administrative records • primary source documents from libraries and research centers • digitized book, journal and image collections • instructional materials and courseware • platforms for publishing journals • software

38. Positioning Research Libraries for New Roles 1. Develop a deep understanding of content users’ and creators’ needs to underpin the development of repository-related services. 2. Apply a life-cycle management framework. 3. Articulate a compelling value proposition for repository-related services. 4. Integrate into emerging services 5. Participate actively in shaping the technology of repositories 6. Negotiate the significant uncertainties

39. Recruiting Content for the InstitutionalRepository: The Barriers Exceed the Benefits • what motivates many faculty to selfarchive on a website or disciplinary repository will not motivate them to deposit their work in the institutional repository. • Recruiting a critical mass of content for the institutional repository is contingent on increasing awareness, aligning deposit with existing workflows, and providing value-added services. • Faculty share concerns about quality and the payoff for time invested in publishing and disseminating their work • Bridging the differences among disciplinary cultures and belief systems presents a significant challenge to marketing the institutional repository

40. The Value Proposition in Institutional Repositories What Is the Value Proposition to Institutions? • The value to the institution comes from the collocation, the interconnection, the archiving, and the preservation of the intellectual output of the institution. However, consistent and controlled exposure of the content will perhaps provide the greatest value. This suggests that individuals from outside the institution should have relatively easy and, wherever possible, open access to these repositories. IRs that lead to partnerships and collaborations with other national and global institutions also increase the exposure, utility, and value. To facilitate this broader access, it is expected that metadata from these repositories will be harvested by others to create search-and-access databases that may be organized along subject and/or geographic lines. 

41. What Is the Value Proposition to Individuals? • digital objects associated with a course or Web site could be utilized by individual faculty on Web pages or by a course management system or by a content store for Web sites dynamically generated by a content management system. A digitized map could be used by various faculty, in several sections of a geography course—saving storage resources and improving the efficiency of the course management system. Repository objects such as large datasets or dataset visualizations generated in research projects could be archived for later access by distributed members of a research project. • The value to individuals is a repository that goes beyond being a safe, reliable, and accessible archive. The IR facilitates exposure and promotes interconnection and collaboration.

42. Two Strategies to Address Faculty’s Lack of Interest in and Understanding of the Repository Concept 1 . The first strategy involved approaching faculty on their turf and using terminology that stressed the benefits and capabilities of the repository for individuals (e.g., the term personal digital repository can be used to highlight the individually customizable aspect). 2. The second strategy dealt with creating ways in which faculty could use the repository to showcase their achievements and to participate in the design of the digital space.

43. Maximum Value • IR capture, retain, and leverage the value in the knowledge products of institutions and their members. Institutions must commit to coordinating and assembling tools for the development and management of repositories, to ensuring long-term data security and integrity, and to underwriting the associated costs. • supporting the goals of IR through content submission is extremely important. • The perceived cost to these individuals will be in yielding an element of control over the output from their work, research, and scholarship. • faculty, staff, and students must perceive sufficient value at negligible cost, measured in time and effort.

44. Value Added • First, you have to understand what is your library’s “value add” for end users and how important it is that they see the library as the best available. • What are your “core” services; that is, what do you do that creates differentiation that leads to you being the preferred source of that information service for your end users?

45. How Do We Get There? To remain of value, we need to: • Be open, nimble, participative, responsive, and user centric; • Learn to learn & adapt to change; • Cooperate: share ideas, experience, & innovations; • Dare to change years long practice.

46. UK Scholarly Reading and the Value of Library Resources the University Library remains the first choice for access to scholarly material because it provides a wide range of high quality articles in a timely and cost-effective manner. In this respect, the University Library can rightly stake its claim to having an integral role in the academic research process, not just a supporting one.

47. Prepare For Accountability & Assessment • Institutional expectations • Government/funder mandate • Measures of user satisfaction • Measures of market penetration • Measures of success & impact • Measures of cost effectiveness • System design for usability 2013/4/27 47

48. Telling Our Stories • Empowering library users to solve problems • If libraries are to continue to fulfill their valuable role in society, they must play an active role in shaping their future Dr. Roger Levien, American Library Association

49. Narrative-based Library Marketing: Selling Your Library's Value During Tough Economic Times • Adopting a narrative-based marketing plan for libraries of all kinds, one that is based upon a specific user population's needs and expectations, can promote a notion of increased value as well as an overall sense of being indispensable and critical to those patrons. • The ultimate goal is a demonstrable strengthening of support from user populations that will translate into avoidance of deeper or ongoing cuts during the current economic climate. • the ability to identify and target users and groups for fundraising opportunities while improving library personnel morale based upon the increased, generalized perception of the library's value within the broader organization or community.

50. Exercise • How does the library contribute to overall institutional reputation or prestige? • What is the value proposition for your clients?  • In these times of financial restraint how can you position your library to deliver the services that really matter to your organisation? • How can you be a part of your organisation that makes a difference and communicates your value?  • How does the library contribute to student success? • How does the library contribute to faculty research productivity?