Measuring Value & Impact at UQ Library
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1 Measuring Value & Impact at UQ Library Majella Pugh Associate Director Information Resources The University of Queensland Library CAUL Value & Impact Forum, Sydney March 16 th 2016
2 Presentation overview UQ facts Why interest in value? Concepts & frameworks Value project ( ) Ongoing value program
3 The University of Queensland Founded in ,000 courses 370 programs 3 campuses 6 faculties covering all disciplines 8 institutes Ranked in top 100 internationally; & top 3 in Australia 50,750 students (25% international) Most overseas students from: China, Singapore, Malaysia 6,800 FTE staff edx member
4 The University of Queensland Library Largest library in Queensland 11 branches, including off-site warehouse One of the largest collections in Australia Access to 1.25 million ebooks 823,000 print books 900 online databases Extensive manuscript, microform & pictorial collections E-preferred policy since 2010 Digitising unique collections inc. UQ theses and research recordings New goal: Be a top 50 library, globally
5 Why UQL is interested in value REALISATIONS Be more strategic Prevent future budgetary erosion in an increasingly competitive UQ environment Find and exploit Library s Point of Difference (to Google) Determine if statistics we collect prove our value Empower Library staff confidence and pride Reinforce Library value in the language of the UQ Executive
6 Thanks to: Sue McKerracher, CEO, ALIA
7 Concepts & frameworks
8 HIGH LEVEL ROADMAP Concepts & frameworks Define value Establish what UQL customers value (need) Measure UQL delivery of value Link value to UQ strategic goals Reinforce UQL value to UQ Executive
9 Concepts & frameworks CUSTOMER VALUE PROPOSITION The customer defines the value Who What How
10 Concepts & frameworks GENERIC VALUE DISCIPLINES Leading Edge Product or service leadership (e.g. Apple) Low Total Cost Operational excellence via economies of scale in the supply chain (e.g. Bunnings) Customer Support Customer intimacy via relationship building and tailored services (e.g. UQ Library)
11 Concepts & frameworks STRATEGIC CONVERSATIONS LOOP
12 1a. Sensemaking (external)
13 1a. Sensemaking (external)
14 1a. Sensemaking (external)
15 1a. Sensemaking (external)
16 1a. Sensemaking (external)
17 1b. Sensemaking (internal)
18 1b. Sensemaking (internal) 2 means 1. UQL QUALITY & ASSESSMENT ADVISORY GROUP (QuAAG) 25 meetings / 2 years / 9 members Quantitative data audit (hard) (volume) Statistics collected ~200; some useful for value Tools 12; uncovered 2 with faults Qualitative data audit (soft) (feedback, surveys) (quality) Gaps? Regular UQ or UQL surveys 2014 Ithaka survey responses Reviewed Genie Wishes from 2013 strategic planning process
19 1b. Sensemaking (internal) 2 means 2. UQL PROJECT BOARD via QuAAG / Majella as Project Manager Used literature review & business frameworks: - Identified UQL value enablers - Mapped UQL value enablers to UQ KPIs for Linked relevant UQL statistics
20 VALUE AUDIT 1b. Sensemaking (internal) Findings 9 customer groups (critical = UQ Executive) 71 ways UQL enabled value to customers Could map results to 30 UQ KPIs
21 1b. Sensemaking (internal) Findings CUSTOMER GROUPS MAPPED TO UQL VALUE ENABLERS Who What How
22 1b. Sensemaking (internal) Findings UQL VALUE ENABLERS MAPPED TO UQ KPIs
23 1b. Sensemaking (internal) Findings UQL s CUSTOMER VALUE PROPOSITION Who, What, How UQ Library enables value through the provision of: Quality collections, spaces, and tailored services that meet UQ's information needs in order to execute its vision of knowledge leadership for a better world
24 1b. Sensemaking (internal) Findings UQL s CUSTOMER VALUE PROPOSITION Who, What, How UQ Library enables value through the provision of: Quality collections, spaces, and tailored services that meet UQ's information needs in order to execute its vision of knowledge leadership for a better world and contributes to UQ s mission: to positively influence society by engaging in the pursuit of excellence through the creation, preservation, transfer and application of knowledge
25 2. Choosing
26 16 UQ KPIs SELECTED -> VALUE 2. Choosing International students -> defacto Student Services support Domestic students -> UQL Cyberschool participation Alumni memberships -> access to resources ATSI student retention -> Liaison Librarian support Graduate School (RHD) completions -> resources; bibliometrics Academic staff attraction -> resources; repository; ERA/ HERDC help
27 3. Doing
28 3. Doing PROJECT OUTPUTS Created an internal statistics tools portal Identified gaps in statistics collecting emerging areas (digitisation) Evaluated new dashboards to report UQL value Partnered: added value questions to UQ surveys (2 areas) I was able to complete because of library collections (1-5) Reported early findings to UQL staff and UQ Executive Piloted value question in 2 faculties
29 3. Doing PILOT: VALUE/IMPACT QUESTION What value does UQ Library provide to you? sample response: An invaluable service to the school is assisting with the Electronic Course Profiles each semester and organising the reference materials. making them easy and convenient to find. (Professor, Veterinary Science)
30 3. Doing PILOT: VALUE/IMPACT QUESTION What value does UQ Library provide to you? sample response: This support has not only enabled busy therapists to gain timely access to evidence, it has also increased their confidence in searching databases to obtain high quality research. (EBP Coordinator, Occupational Therapy)
31 3. Doing
32 Ongoing value program (post 2014/ project)
33 2015: life happens! Library restructure Relocation, refurbishment and co-sharing New boss (divisional director) QuAAG ceased Tender for new LSP New Information Architecture for Library Website Weaker AU Dollar New UQL goal (top 50 globally) New synergies: Library s changed reporting line From DVC Research to DVC Academic
34 3. Doing, 2015 Piloted PQ s Intota Assessment Strengthened my team s analysis capacity (2 extra staff) Established Business & User Experience Analysis team Lauded as high performer in UQ-wide Staff Engagement Survey, and Student Experience Survey Reinforced UQL s strategic value Formed the UQL Leadership Alliance Started to build a EzProxy log/ Elk dashboard
35 (In MBs) EzProxy log dashboard
36 4. Revising
37 4. Revising, 2016 (Evolutionary phase) Value vehicle is the UQL Leadership Alliance Global value measure: a Library Index? Discussed with Elsevier Moving from quantitative to qualitative expressions of value The collection of narratives/ stories Made value & impact come alive for all Library managers Library Executive working closely with Office of the DVC(A) Infrastructure projects, e.g. UQL Centre for Digital Scholarship Co-location of some Student Services points into Library
38 Questions? Thank you
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