Search results

The purpose of this paper is to describe the Value Scorecard framework for performance measurement and advocacy in academic and research libraries.

The study used a leadership perspective and an autoethnographic approach to develop and test the theory and practice of value measurement in a case study research library. A constructivist approach was taken for developing the framework, followed by quantitative and qualitative methods to develop, deepen and implement the full description.

The Scorecard proposition is summarized as previously elaborated in five papers, covering the overall framework and its implementation and more detailed theory and practice from the case library on human and relational capital assessment.

The paper provides a new ontology for research libraries. Implementation has been undertaken in one case library, but the learning should be transferable to others and also potentially to other public sector or values-based organizations.

The Value Scorecard is shown to be applicable to organize measurement and assessment in research libraries for the demonstration and advocacy of a library’s value. It is hospitable to pre-existing data collection approaches.

The Scorecard addresses the need to prove the social value and worth of libraries.

The Value Scorecard is a unique and unifying contribution to the frameworks and methods for performance measurement and advocacy in academic and research libraries. The study covers 10 years of research work to understand the concept of value in libraries, as well as 8 years of organizational development to apply this learning.

The purpose of this paper is to reflect on advances in the understanding and practice of people evaluation in libraries. The paper is conceptual and offers a framework for human capital evaluation.

The research approach has been to employ a mixed method research strategy (multi-methodology), combining desk research exploring quantitative capital assessment methods from other industries, sectors and libraries; phenomenological observation of existing data collection and development concepts; and survey data from staff in case studies of the author's own and other organizations.

The synthesis suggests the measures required to populate the library capital dimension of the value scorecard, thereby providing an estimation of the value of a library's human capital.

The paper fills a gap through a broad survey of advances in people assessment in libraries, and provides a unique framework for human capital measurement in libraries.

The purpose of this paper is to define a framework and categorization of the types of evidence required to prove the value and impact of libraries. It questions the limitations of current measurement for library value, and hence for contributing to academic and research library planning and advocacy. The paper describes and draws on some of the recent progress in value and impact measurement over the last five years. Scenario planning exercises conducted by both ARL and SCONUL are used to analyse the likely future value proposition emerging for libraries. A values‐based value scorecard is proposed, which would demonstrate the transcendent value of academic and research libraries now and in the future.

The paper examines research literature from library and general management texts to propose a framework for measuring the value and impact of libraries.

The paper concludes that a value scorecard can be used alongside the balanced scorecard to add a more value‐oriented picture of library strengths and contribution. The potential benefit of the proposed value scorecard is to gather evidence which will assist both strategic planning and decision making in relation to key areas for future investment.

The proposal defines a new framework aimed at measuring the full value of academic research libraries, considering both tangible and intangible assets. The proposal has been developed by exploring measurement gaps in the library management field and exploring potential options from this area and general management literature. If applied successfully, the model should provide a useful tool for strategic management and decision making.

Stephen Town has been a thought leader and change agent in the academic library world for more than 20 years, who has produced a very large body of work in the areas of quality management and performance measurement that has been disseminated internationally. Town’s retirement from full-time employment at the University of York provides a timely opportunity to review his contribution to the field. The purpose of this paper is to discuss this issue.

The review outlines Town’s career path and professional interests and then appraises his published output, concentrating on his contributions to thinking and practice in the areas of benchmarking, information literacy, service quality, and measuring the value and impact of academic libraries and information services. The discussion is organized thematically to illustrate the evolution and development of his interests and ideas over the review period and also references-related work by other authors to set his work in context.

The study found many examples of innovative and creative work that had influenced thinking and practice in the library profession, including the development of models, frameworks, and tools with the potential to improve the effectiveness of service benchmarking, information literacy education, library advocacy, relationship management, staff evaluation, and impact measurement.

The volume of published work necessitated some selectivity in the material covered, but the review provides sufficiently comprehensive coverage of the areas specified to represent the work effectively.

Town has produced a substantial number of publications as a practitioner-researcher that have not previously been reviewed independently as a coherent body of work.

The purpose of this paper is to reflect on the development of ideas relating to the value of library relationships. The paper is conceptual and provides a framework for the measurement of relationship capital (RC) for academic and research libraries.

The research approach has been to employ a mixed method research strategy combining desk research on the concepts of the definition of RC and its foundation theories with an exploration of relational capital assessment methods from other industries. A historical review is presented with cases of the traditional main method of delivering effective relationships in libraries (embedded librarians, academic liaison and subject librarians).

The synthesis suggests a measurement approach to populate the RC dimension of the value scorecard, thereby providing an estimation of the full value of the library’s relational capital.

The paper fills a gap in the consideration of the importance of relationships to academic and research libraries, and provides a unique and original framework for assessment and measurement.

The purpose of this paper is to examine the growth in quality assurance maturity within the six Australian and New Zealand university libraries which make up the Libraries of the Australian Technology Network (LATN).

The paper is based on benchmarking surveys of library quality assurance commissioned by LATN in 2005/2006, with a follow up study in 2010. The author led the conduct and analysis of both surveys. The 2005/2006 study reviewed quality assurance practices at the member libraries, to draw out examples of best practice and identify gaps and possible areas for improvement within the libraries. It was based on a review of member libraries’ websites, a questionnaire completed by a nominee from each member library, and follow‐up in‐person interviews with each nominee and the University Librarian of each institution. In 2009/2010 the same questionnaire was re‐administered to investigate whether changes had occurred in the intervening period, including what improvements had been made and where there were still gaps. Had the conduct of quality audits by the Australian Universities Quality Agency had an impact? Had members made improvements to their quality assurance processes based on the findings of the first study or for other reasons? To elicit additional information, follow‐up interviews are being carried out in 2011.

In 2005/2006 the reviewers found three models of responsibility for quality assurance: centralised, within a manager's portfolio and devolved. Each was appropriate to a different level of quality maturity, with a centralised model considered to be most appropriate at the early stages of development. Whereas in 2005/2006 only one library had a centralised model, by 2010 three libraries had adopted this model and one had moved on from it. The paper compares applications of these models in the libraries and looks at the extent to which growth in quality assurance in the libraries is associated with adoption of the centralised model. It distinguishes the formal creation and appointment of a quality officer position from the ad hoc individual efforts in quality which can and do occur in many libraries. In 2005/2006 only two libraries had a functioning and well‐maintained quality framework which the LATN reviewers considered to be a hallmark of best practice in quality assurance. By 2010 this number had doubled to four. The paper looks at the quality, planning and/or performance frameworks in place and whether they were selected or developed by the library or imposed by their parent university. The impact of the adoption of a framework on the development of quality policies, procedures and documentation to achieve comprehensiveness, standardisation and repeatability in quality assurance are considered. A notable change between the 2005/2006 and the 2010 surveys was the growth in individual work planning and performance review, which was identified by the LATN reviewers as a sector‐wide gap in 2005/2006. Ideally, use of such plans and assessments should assist in the taking quality beyond library management, to develop amongst the library staff a culture of continuous improvement.Originality/value – The paper provides real examples of how quality assurance can and has been improved in libraries, within a five year timeframe. While it is based on the experience of Australian and New Zealand libraries, it addresses concerns and provides solutions which are appropriate internationally. It provides a range of options which an individual library could adopt depending on its own context.

The purpose of this paper is to explore the qualities of a small town centre and how such centres can enhance their attractiveness.

A convenience sampling procedure was used to administer a web survey to visitors of a small Swedish town. Importance-performance analysis and statistical methods were used to analyse quality attributes and quality dimensions. Correlation analysis was run to measure the relationship between centre attractiveness and shopping loyalty.

The variety of retail outlets is what is most valued by visitors to a small town centre, followed by the provision of events and non-commercial activities and the design and maintenance of the physical environment in the centre. Surprisingly, the interpersonal behaviour has less impact on the perceived attractiveness than the aforementioned quality dimensions. Visitors’ shopping loyalty is significantly related to the perceived attractiveness.

The study is a one-off study based upon a small Swedish town, but it is indicative of global shopping trends.

Implications for town centre management to enhance the attractiveness of the business district of a small town.

Traditional town centres have been props for the surrounding societies, providing anscillary services beside retailing. When retail moves to out-of-town retail locations, this could lead to the erosion of interpersonal communications and central services for citizens.

Pioneering research on small Swedish town shopping.

Drawing on evidence from ten towns (across England, Wales and Northern Ireland) participating in the High Street UK 2020 (HSUK2020) project, the purpose of this paper is to reveal how local stakeholders involved in place management respond to high street decline through a strategy of repositioning.

This paper identifies the challenges faced by the towns considering repositioning, and highlights examples of good practice of relevance to the practitioners. First, it outlines the perspectives on repositioning from the academic research and theory, before drawing on evidence from across ten UK towns that participated in the HSUK2020 project, to reveal how repositioning involves more than just taking a snapshot profile of a place.

The research revealed major challenges faced by local stakeholders in clearly identifying and communicating their market position, in particular, the maintenance of up-to-date information on catchments was lacking at all the locations. Despite having local knowledge and some data, stakeholders still did not possess a clear (or shared) understanding of the identity or function of their towns. This evidence reflects the complexity of analysing and understanding repositioning and developing coherent strategies.

Knowledge exchange between stakeholders involved in place management can help inform the identification of new strategic objectives, appropriate interventions and project planning and delivery. Where resources are limited, particularly in smaller towns and settlements, the research demonstrates the significance of collecting and sharing data and analysis with other stakeholders, because this can generate positive outcomes for all.

By offering empirical evidence based on the experience of local practitioners, this paper provides valuable insight into how town centre stakeholders collect, interpret and analyse data, revealing the challenges, opportunities and practicalities involved in developing and implementing repositioning strategies.