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The development of performance measures through an activity based benchmarking project across an international network of academic libraries
Abstract
Purpose
– The purpose of this paper is to outline the findings from the initial stages of an activity-based benchmarking project developed across an international network of academic libraries. Through working on a shared response to the question: “if we enable and support the academic endeavour how do we measure our effectiveness?” the network of libraries is using the formal mechanism of benchmarking as a means of continuous improvement.
Design/methodology/approach
– Actual improvements as a result of benchmarking are known to arise from considering and looking at processes, tools and techniques rather than from simply comparing and reviewing measurements of activity. The establishment of the Matariki Network of Universities provided the opportunity to begin work on international benchmarking amongst the member libraries. The project is a collaborative exercise involving comparisons across the libraries on a selected number of services and activities that are similar across the institutions and are representative of overall library service provision. In this first stage of the project the focus is on support for teaching and learning, specifically activities and programmes that support the transition of first-year students into university life. To simplify the process the libraries have shared details in relation to specific cohorts of students. In order to achieve this, participating libraries used an online collaborative workspace to respond to a series of questions. These responses were analysed to identify common themes, highlight exemplars and select further topics for discussion.
Findings
– Acknowledging the challenge of international collaboration, processes and mechanisms were developed. It was important to establish a shared language with a set of agreed terms and definitions. Similarly, taking time for each partner to contribute to the project has been valuable. Consideration of each of the libraries responses to the survey questions reveals a diverse number of activities and practices that represent a strong commitment to the needs of students. Drawing on institutional strategic direction and policy, each library allocates substantial resourcing to these activities and practices. The exercise within the benchmarking project produced a valuable set of data for each library to review and learn from. In terms of managing the project, findings are consistent with those reported in the administration of other benchmarking projects. The libraries are in the early stages of developing a series of common international performance measures. It is evident that learning more detail about assessment processes used across each library is necessary to advance the project aims. Further work with the project partners on measuring the effectiveness of their activities will allow the testing of the application of a maturity model for quality improvement of library assessment practices.
Research limitations/implications
– The project provides the opportunity to develop a series of performance measures that can be verified across an international network of libraries. Sharing information on activities and practices that impact upon the wider institution provides a means to review and improve library assessment practices.
Originality/value
– This paper outlines the first benchmarking activity in the development of a review of performance measures through an activity-based benchmarking project. The activity included an international network of academic libraries. This work will lead to benchmarking effectiveness measures and the development of a library assessment capability maturity model. This will offer a development path, and a better understanding of progress, to demonstrate value and provide evidence of successful outcomes.
... Each case study could be reviewed prior to the meeting where more questions could be answered and each library could report on what they learned from considering each other's best practice examples. This process ensured a rich and productive interaction during the meetings (Hart & Amos, 2014). ...
... The schedule of annual meetings with each benchmarking exercise stretched over a year provided ample time for reflection in the shared development of the LACMM as a useful artifact. Being flexible with timeframes allowed each partner to come to the exercise as resources allowed (Hart & Amos, 2014). The successful use of the design science research methodology demonstrates the potential of this approach to other library and information practitioners. ...
Objective – This paper presents a Library Assessment Capability Maturity Model (LACMM) that can assist library managers to improve assessment. The process of developing the LACMM is detailed to provide an evidence trail to foster confidence in its utility and value.
Methods – The LACMM was developed during a series of library benchmarking activities across an international network of universities. The utility and value of the LACMM was tested by the benchmarking libraries and other practitioners; feedback from this testing was applied to improve it. Guidance was taken from a procedures model for developing maturity models that draws on design science research methodology where an iterative and reflective approach is taken.
Results – The activities decision making junctures and the LACMM as an artifact make up the results of this research. The LACMM has five levels. Each level represents a measure of the effectiveness of any assessment process or program, from ad-hoc processes to mature and continuously improving processes. At each level there are criteria and characteristics that need to be fulfilled in order to reach a particular maturity level. Corresponding to each level of maturity, four stages of the assessment cycle were identified as further elements of the LACMM template. These included (1) Objectives, (2) Methods and data collection, (3) Analysis and interpretation, and (4) Use of results. Several attempts were needed to determine the criteria for each maturity level corresponding to the stages of the assessment cycle. Three versions of the LACMM were developed to introduce managers to using it. Each version corresponded to a different kind of assessment activity: data, discussion, and comparison. A generic version was developed for those who have become more familiar with using it. Through a process of review, capability maturity levels can be identified for each stage in the assessment cycle; so too can plans to improve processes toward continuous improvement.
Conclusion – The LACMM will add to the plethora of resources already available. However, it is hoped that the simplicity of the tool as a means of assessing assessment and identifying an improvement path will be its strength. It can act as a quick aide-mémoire or form the basis of a comprehensive self-review or an inter-institutional benchmarking project. It is expected that the tool will be adapted and improved upon as library managers apply it.
... Projects/financial add The project is seen as an existing and emerging practice that supports individual components of services and defines development initiatives. It focuses on activities that support broader institutional strategic needs to provide a better understanding of progress in an environment where value and productivity increase (Hart and Amos, 2014). The project is a joint exercise that involves comparing the selected number of services and activities of the library. ...
Purpose
The study aims to expand the literature on evaluating the performance of professionals and academic libraries, rationalizing management and providing reliable services to the academic community. The performance assessment model covers the four components (management competence, professional experience, financial add/projects and library services) in the context of the knowledge management model.
Design/methodology/approach
Based on quantitative data, the study defines a set of assumptions for testing the four components of performance evaluation within a knowledge management framework to develop appropriate and robust models for improving employee performance and library services. The structural equation model has been applied to sample data from 339 administrative librarians at 190 universities in Pakistan.
Findings
Statistical evidence confirms that the applicability of the proposed performance-based model enhances management competence, makes accurate decisions, develops professional skills and strengthens human resource organization and knowledge management techniques in developing the efficiency of academic libraries.
Practical implications
In the long term, academic leaders and policymakers value investment in the professional development of top library management as they participate in the decision-making process. Organizing training for service employees, supporting innovative research projects and providing library technology infrastructures ultimately improve academic performance and research when integrated into the knowledge management model.
Originality/value
So far, comprehensive literature on performance and knowledge management has been published separately. However, based on the key data collected by senior library administrators using the structured research questionnaire, the comprehensive performance evaluation research based on a knowledge management model is innovative to improve academic library services and close the literature gap.
... benchmarking) projektuose. Remiantis išanalizuota teorija, galima numanyti, kad tokiuose projektuose mokymasis vyksta bendradarbiaujant, dalijantis žiniomis, lyginant apibrėžtą bibliotekos paslaugų skaičių tarp projekto partnerių (Hart, Amos, 2014). Nors šalyje veikia dvi vertintojų asociacijos, o jų veikla nukreipta į vertinimo kultūros vystymą, tačiau pripažįstama, jog "veiklų, kurias vykdo asociacijos, skaičius yra ribotas ir turi nedidelį efektą šalies vertinimo kultūrai" (Obuch, 2011). ...
Taip jau istoriškai susiklostė, kad regionams atiteko savotiškas ir dažnai neišskirtinis vaidmuo. Šiuolaikiniai globaliniai centrai išsiurbia regionų žmonių išteklius, esamas žinias ir kompetencijas, verslo ir investavimo galimybes. Turima patirtis pateikia nemažai pamokų. Gal tokių ir yra, bet sunku atrasti atvejų, kai regionas būtų kokios nors tautos ašis, teisės kūrimo šaltinis, šalies vertybių simbolis, aplink kurį norėtų simbolizuotis tauta. Todėl įsivyrauja tokie regionų valdyseną stigmatizuojantys diskursai, kaip <...> geriausias iš provincijų<...>, <nuveikiau viską savo mieste, o dabar laikas keltis į sostinę<...>. Žinoma, šiuose teiginiuose matome daug gero, tačiau jie taip pat parodo, jog regionų valdysenai kažko trūksta.
Akivaizdu, jog tokioje situacijoje yra būtini kliūtis laužantys nauji institutai. Rinka, valstybės ir vietos savivaldos institucijų tandemas nepajėgūs veiksmingai ir nehierarchiškai spręsti įvairius socialinius, aplinkosaugos ir ekonominius klausimus. Šiuolaikinėje dinamiškoje visuomenėje personalizuotų, vartotojiškų gyventojų pažiūrų, poreikių, lūkesčių, patirčių, rizikų ir sprendimų konsolidacijai, artikuliacijai, įpilietinimui yra reikalingas integruotas subnacionalinis ir virš nacionalinis regioninio lygmens organizacijų, partnerių tinklas. Šie regionų valdysenos lūkesčiai pabrėžiami tokiuose dokumentuose, kaip Regioninės plėtros įstatymas (LRS, 2000/2010), Valstybės pažangos strategija „Lietuva 2030“ (LRS. (2012), Žalioji Europos Sąjungos teritorinės sanglaudos knyga: teritorinės įvairovės virsmas stiprybe (CEC, 2008). Regionų valdysenos tinklinėje struktūroje pasireiškia stipresnis suinteresuotųjų veikėjų dalyvavimas. Nors regionų valdysenos dalyvių vertybės gali būti skirtingos, tačiau juos visus vienija bendri sąryšiai, aljansai, regiono darnaus vystymosi įsipareigojimai, regionų sanglaudos galia.
Kritiškus šios knygos skaitytojus trumpai nušviesiu, kokių žinių, įžvalgų ir sumanymų galima įgyti perskaičius šią knygą. Žinoma, mes netvirtiname, jog surasite visus atsakymus apie tai, kas yra regionų valdysena, nes tam tiesiog neužtektų vienos knygos apimties. Šis veikalas yra greičiau atskaitos taškas būsimiems tyrinėjimams šiame naujame Lietuvai tyrimo lauke. Todėl iš esmės savo tyrimais norėjome užfiksuoti dabartį ir nubrėžti ateities tyrinėjimų trajektorijas bei vektorius, kurie leistų suvokti regionų valdysenos fenomeną platesnėje viešosios valdysenos, viešojo valdymo, viešosios politikos ir politikos mokslų perspektyvoje. Taip pat puiku, jog regionų valdysenos problematika apjungė trijų universitetų mokslininkų pastangas ieškoti ir atrasti atsakymus į svarbius regionų ir visos valstybės klausimus.
Pirmojoje knygos dalyje nagrinėjami regionų valdysenos iššūkiai. Linuti Kraujutaitytė ir Viktorija Lapichinaitė straipsnyje Regionų valdysenos konceptas mano, jog centrinei valdžiai dėl intensyvėjančio gyventojų sumanumo būtina permąstyti regionų valdyseną, taikyti naujoviškus, vadybinius (viešoji – privati partnerystė), tinklinius, pilietinius viešojo valdymo būdus. Gabrielė Burbulytė-Tsiskarishvili straipsnyje (Regionų) Modernizacijos pėdsakai valdysenos diskursuose: nebylios konotacijos ir regioniniai imperatyvai ieškojo imperatyvinių valdysenos ir modernizacijos ryšių regiono vystymuisi. Simona Statneckytė straipsnyje Europos Sąjungos regioninė politika, partnerystės principas ir valstybės tarnyba: valdysenos aspektas nustatė, jog ES regioninės politikos įgyvendinimas priklauso nuo valstybės tarnautojų gebėjimų ir valstybės tarnybos europeizacijos laipsnio. Remigijus Civinskas straipsnyje Lietuvos jaunimo įgalinimas: dalyvavimas viešosios politikos formavime pateikė tyrimo rezultatus, kurie parodo, jog darbo reikalų srityje jaunimo įgalinimas yra silpnas ir ateina iš valdžios, o ne atvirkščiai.
Antrojoje knygos dalyje nagrinėjami keli viešųjų paslaugų teikimo valdysenos aspektai. Tai, žinoma, nėra visas perspektyvinis tyrimo laukas, tačiau autorių reikšmingos įžvalgos parodo galimas naujoviškas veikimo, sąveikos formas teikiant viešąsias paslaugas. Inga Normantė straipsnyje Viešųjų paslaugų teikimo tobulinimo paieškos: regionų lygmens perspektyvoje atskleidė jungtinių viešųjų paslaugų modelių diegimo praktikas šiuolaikinėmis regionalizacijos sąlygomis, suvokiant tai kaip gerąją patirtį. Tuo tarpu Edita Stumbraitė-Vilkišienė straipsnyje Administratorių ir paslaugų gavėjų vaidmens pokyčiai teikiant viešąsias paslaugas: valdysenos (naujojo viešojo valdymo) kontekstas ištyrė valstybės tarnautojų ir piliečių sąveiką bei galimas kaitos kryptis, priskiriant valstybės tarnautojams ir piliečiams tam tikrus vaidmenis.
Paskutinėje trečiojoje knygos dalyje kalbama apie regionų valdysenos sprendimus. Mindaugas Kaselis straipsnyje Veiklos vadyba intelektualinių judėjimų perspektyvoje: link veiklos valdysenos? mano, jog veiklos valdysena turi pretenzijų tapti (o galbūt jau yra) naujuoju veiklos vadybos „judėjimu“. Valentina Burkšienė straipsnyje Visuotinė kokybės vadyba darniam Klaipėdos regiono vystymuisi nustatė, jog savivaldybėse trūksta lyderystės diegiant visuotinės kokybės vadybos priemones. Savivaldybės nesiima savarankiškai diegti naujovių, jei tai nėra reglamentuota. Jaroslav Dvorak ir Jurgita Rudžionienė straipsnyje Vertinimo gebėjimų suvokimas mažųjų šalių bibliotekose: Lietuvos ir Slovakijos atvejai nustatė, jog egzistuoja vertinimo užuomazgos abiejų šalių bibliotekose: taikomi tradiciniai vertinimo metodai (apklausa, interviu, bibliotekų lyginamoji analizė), tačiau Lietuva šioje srityje pažengusi daugiau.
Taigi, toliau paliekame skaitytojams vertinti šio autorių kolektyvo darbą, kuris neabejotinai prisidės prie regionų valdysenos studijų deficito mažinimo ir taps vertinga, susisteminta, patariamąja, informacine priemone sprendimų priėmėjams, nevyriausybinių organizacijų atstovams, politinių partijų nariams, studentams ir visiems tiems, kurie neabejingi mūsų šalies regionų likimui. Dėkojame šios studijos recenzentams ir viešojo administravimo magistrantūros programos „Regionų valdysenos“ absolventams bei studentams savo žiniomis ir įžvalgomis prisidėjusiems prie šios knygos gimimo.
... The qualitative research indicates that knowledge is acquired during participation in international benchmarking projects. On the basis of the theory analysed, it can be implied that learning in such projects takes place while cooperating, sharing knowledge, and comparing the defined library service numbers among project partners (Simon, Howard, 2014). Even though the country has two evaluation associations and their activity is directed towards evaluation culture development, it is admitted that 'the number of activities carried out in the associations is limited, and they have a small impact on the country's evaluation culture' (Obuch, 2011). ...
This article analyses the lack in library evaluation capacity, which was identified after the analysis of scientific literature. The methodology of the present research is based on a pluralist point of view; we experimented with EVALSED, the methodology of evaluation capacity assessment, as it is pluralistic and flexible. During the present research, two series of semi-structured in-depth interviews with librarianship professionals were carried out in Lithuania and Slovakia based on pre-prepared questions. The research has revealed that evaluation is starting in the libraries of both countries: traditional evaluation methods are applied (questionnaires, interview, or comparative benchmarking of libraries); however, Lithuania is more advanced in this area. Employees in Lithuania have had more training; they have some knowledge about evaluation and apply ISO2788:2007 standard for performance measurement. In Slovakia, evaluation is viewed with caution; libraries act in a conformist way and are afraid of becoming leaders in this area because they do not see any benefit. The research on evaluation capacities will allow perceiving evaluation benefits, improve librarians' knowledge, and become the basis for the establishment of evaluation methodology and evaluation providers. ОЦІНЮВАННЯ В МАЛИХ ДЕРЖАВНИХ БІБЛІОТЕКАХ: ПРИКЛАД ЛИТВИ ТА СЛОВАЧЧИНИ Стаття присвячена аналізу спроможності до оцінювання в бібліотеках. Згідно з методологією дослідження було обрано поєднання методик, що базуються на використанні EVALSED (он-лайн ресурс, який містить вказівки щодо оцінювання рівня соціально-економічного розвитку), та методології оцінки спроможності до оцінювання як такої, що є плюралістичною (багатогранною) та гнучкою. Під час дослідження було проведено два напівструктурованих опи-тування бібліотечних працівників за заздалегідь підготовленими запитаннями у двох країнах-Литві та Словаччині. За підсумками результатів дослідження було виявлено, що оцінювання в бібліотеках перебуває на початковій ста-дії в обох країнах: використовуються традиційні методи оцінювання (анкетування, співбесіди, порівняльний бенч-маркінг бібліотек). Утім, у Литві бібліотечні працівники є більш підготовленими, володіють більшим обсягом знань 1 Research in Slovakia was financed according to the 2012.12.12 Education Exchange Support Fund contract AM-SK-2012-LT-0907. 2 Special thanks to prof. Jela Steinerova from Comenius University, Faculty of Philosophy for her kind support during the research in Slovakia.
Background of the study: Facing the challenges of society 5.0, Pontianak as the city in West Kalimantan has maneuvered by establishing several libraries and parks with reading facilities in the potential areas. Three of them are in the tourist area on the Kapuas riverbank. Communities living around libraries have vulnerability due to environmental, economic, and educational problems. Purpose: To analyze the readiness of the three libraries in building a knowledgeable Kapuas riverbank communities. Method: Descriptive qualitative. Data collection techniques were carried out by observation, interviewing to 9 informants, and data documentation. Data analysis techniques consisted of data collection, reduction, presentation, and drawing conclusions. Findings: Long Fiah and Benua Melayu Laut Libraries have not yet ready to optimize their role as centers of education and information for communities due to the absence of library staff to manage the library, the difficulties in adding the collections, and the lack of promotion to communities. As a result, communities’ knowledge has not changed significantly. On the other hand, Bahagia Mendawai library has showed its role as a mediator and facilitator for communities to increase their knowledge. Even some innovations to foster a literacy culture can be seen from the Siberliterasi, JeLi, and Literacy Corner programs. Conclusion: As a first step in building a knowledgeable society, it is necessary to start from creating a literacy culture with strategic programs and commitment from library staff such as the literacy innovation program carried out by Bahagia Mendawai library. It is conducted by collaborating, adapting, and involving the community in library activities. The impact will help the community solving the problems. Pontianak will be better prepared to create a smart city with the support of knowledgeable communities.
Purpose
The purpose of this paper is to detail the approach used in a project that worked with journal publication, subscription and article processing charges (APC) data. The project aim was to test if the resources allocated by the Matariki Network of Universities, a group of seven medium-sized universities, would pay for APC at the current level of publishing activity.
Design/methodology/approach
Data were collated and analysed from three years (2015–2017) for each of the seven partners.
Findings
A range of assumptions were made in dealing with the data. It was difficult to identify a subscription package that was common to all the partners. Data were not always consistent and in some instances it was incomplete. An iterative and flexible approach was required in this project. Even though testing had been carried out during planning, changes had to be made as the project was carried out. The timetable had to be flexible as those working on the project dealt with their day-to-day operational priorities and to enable each of the partners to contribute as resources allowed.
Practical implications
As alternative models of scholarly journal publication are evolving, it is important that the implications of these be tested to inform planning. Details of this testing need to be shared so that others can confirm the results, consider the approach and apply lessons learned.
Originality/value
This paper focuses on the details of the investigation so that others interested in repeating this project, or carrying out a similar project, can consider this in their planning.
International cooperation is an essential part of library and information professionals' work. Three European health and medical libraries started a benchmarking project in year 2013, aiming at comparing services among our libraries in order to find and implement best practices. We wanted to share ideas, solutions and examples. The purpose of this paper is to give the final report of the five-year benchmarking project. The project was a continuous best-practice benchmarking process. At the end the process, we essentially experienced this kind of library benchmarking as a communication and development tool. International benchmarking provides new skills for information professionals
Library is one of the information centers that provides information services to its users. Throughout the rapid changing in technologies, the library also gets affected from it where their collections, services, facilities, interior design and others components need to improvise to meet the user needs and attract users to come to the library. The effectiveness of the library benchmarking adoption, as improvement tool, in academic library of public universities in Klang Valley, Malaysia is studied in this paper. Benchmarking measurement tool however has been widely implemented in some developing countries but its adoption is not widely applied in Malaysia. Hence this study attempts to identify the effectiveness of the library benchmarking adoption based on Malaysia's library ecosystem. Survey method is opted where a set of questionnaire was distributed to six (6) academic library in public universities in Klang Valley, Malaysia comprises of a total of 142 randomly selected respondents (from the academic librarians). The findings of the study indicated that top management commitment, internal assessment, employee participation, the role of quality department, and customer orientation are positively correlated with effectiveness of library benchmarking adoption. However, benchmarking limitation was not significantly correlated with the effectiveness of the library benchmarking adoption.
Purpose
This paper aims to examine the principles that underpin library assessment, methods used for impact and performance evaluation and how academic libraries should use the findings, and it discusses how value frameworks help.
Design/methodology/approach
This is a literature review covering aspects of value (value propositions, value co-creation), value frameworks (including the 2015 ACRL framework, Holbrook typology with worked example), data analytics and collaborative projects including LibQUAL+ initiatives and the use of balanced scorecard principles (including a values scorecard).
Findings
The use of data analytics in library assessment requires collaboration among library services to develop reliable data sets. Scorecards help ongoing impact and performance evaluation. Queries that arise may require a framework, or logic model, to formulate suitable questions and assemble evidence (qualitative and quantitative) to answer new questions about the value of library services. The perceived value framework of Holbrook’s typology, the values scorecard and the ACRL framework all support the deeper level of inquiry required.
Research limitations/implications
Includes examples of possible application of frameworks.
Practical implications
A value framework might help data analytic approaches in combining qualitative and quantitative data.
Social implications
Impact assessment may require assessing how value is co-created with library users in use of e-resources and open data.
Originality/value
The study contrasts the varying approaches to impact evaluation and library assessment in academic libraries, and it examines more in-depth value frameworks.
Although there are established measurements and metricsfor academic libraries, there are few, if any, for presidential libraries, especially hybrid presidential libraries. The presidential library system, part of the National Archives and Records Administration (NARA), administers and defines metrics for 13 libraries documenting the lives and work of U.S. presidents since Herbert Hoover (1929–1933). There is no equivalent system for the non-NARA Presidential Libraries, such as the ALPLM, that documents the lives of earlier presidents. Can the non-NARA Libraries be considered a peer group for benchmarking? This column examines benchmarking and the attempts of the ALPLM to define a peer group.
Purpose
– The purpose of this paper is to examine frameworks (such as scorecards) for ongoing library assessment and how business process modelling contributes in Part 3 of the series of viewpoint papers.
Design/methodology/approach
– Reviews the statistical data collection for strategic planning, and use of data analytics. Considers how to organise further value explorations. Compares macro-frameworks (balanced scorecard, values scorecard) and micro-frameworks for library assessment. Reviews the evidence on business process modelling/re-engineering initiatives. Describes how the Riva approach can be used to both derive a process architecture and to model individual processes.
Findings
– Data analytics requires collaboration among library services to develop reliable data sets and effective data visualisations for managers to use. Frameworks such as the balanced scorecard may be used to organise ongoing impact and performance evaluation. Queries that arise during ongoing library assessment may require a framework to formulate questions, and assemble evidence (qualitative and quantitative). Both macro- and micro-value frameworks are useful. Work on process modelling within libraries can help to develop an assessment culture, and the Riva approach provides both a process architecture and models of individual processes.
Originality/value
– Examines how to implement a library assessment culture through use of data analytics, value frameworks and business process modelling.
This research builds upon the emerging body of knowledge on organizational assessments of contract management processes. Since the development of the Contract Management Maturity Model in 2003, several DoD, Air Force, Navy, Army, and defense contractor organizations have undergone contract management process assessments as a part of their process-improvement effort. The assessments were conducted using the Contract Management Maturity Model (CMMM) as the initial step in a program of contract management process improvement. The purpose of this research is to use these combined contract management process assessment results to characterize the current state of practice of contract management within the Department of Defense and defense organizations. This extended abstract provides the conceptual framework for the Contract Management Maturity Model (CMMM) and discusses the components of the CMMM. The symposium presentation and resulting research report will summarize the CMMM assessment ratings, analyze the assessment results in terms of contract management process maturity, discuss the implications of these assessment results for process improvement and knowledge management opportunities, and provide insight on consistencies and trends in these assessment results to defense contract management.
Purpose
It remains unresolved from the literature whether benchmarking is a useful and appropriate tool for the library and information services sector. The aim of this research is to gather evidence to establish whether benchmarking provides a real and lasting benefit to library and information services.
Design/methodology/approach
The study investigated the long‐term effects of a benchmarking exercise on the quality level of three UK academic libraries. However, an appropriate framework for assessing the quality level of libraries is not present in the literature, and it was therefore necessary for such a framework to be developed. This article describes and provides initial characterisation of the framework developed – the Quality Maturity Model (QMM).
Findings
The evidence from the investigation showed that the two libraries which were at stage one on the QMM before the benchmarking exercise remained there; and the library which scored at the penultimate level, level four, before benchmarking, was, four years afterwards, at level five. The tentative conclusion drawn was that benchmarking may only be appropriate for organisations with a existing high level of quality maturity. Much further work is proposed.
Originality/value
The research provides evidence which establishes whether benchmarking provides a real and lasting benefit to library and information services.
Purpose
– The purpose of this paper is to present the complete details of the Quality Maturity Model (QMM), and the associated Quality Culture Assessment Instrument (QCAI). The QMM provides a framework for libraries to self-assess their progress towards achieving a culture of quality.
Design/methodology/approach
– The research used a Design Science approach and predominantly grounded theory methodology to develop the QMM as a roadmap that defines an ordinal scale for measuring the maturity of an academic library’s quality culture.
Findings
– The QMM describes seven facets of quality culture, and five levels for each facet.
Practical implications
– The QCAI enables libraries to locate themselves within the quality maturity landscape. They will then be able to use the QMM as a roadmap to plan their route to improvement. Such a strategic approach to improvement allows libraries to make sense of the literature in terms of what is appropriate for them, so avoiding expensive irrelevancies.
Originality/value
– The QMM is unique. There are other models that assess quality culture, but the details of these models are kept secret and the only way to be assessed is by paying a consultancy fee. There are other models that make their details public, but they describe only one or two aspects of quality culture, not all.
Purpose
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).
Design/methodology/approach
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.
Findings
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.
Provides an introduction to benchmarking in UK higher education. The introduction of subject benchmarking by the Quality Assurance Agency means that most academics are now aware of the term but they associate it with the process of regulating academic standards through a process of referencing to a subject benchmark statement (regulatory benchmarking). But there are other meanings and applications of benchmarking which focus on the process as an aid to collaborative learning and self-improvement (collaborative benchmarking). Provides an overview of the concept and methodology and provides examples of the ways in which benchmarking is being used in the UK.
Purpose
This paper aims to describe some of the unique features of the Dutch academic library benchmarking system.
Design/methodology/approach
The Dutch system is compared with similar projects in the USA, the UK and Germany.
Findings
One of the most distinguishing features of the Dutch system is the method by which the results are analysed and presented. Absolute values of performance indicators are converted to median relative scores and, as a result, a graph can be created for each library that shows at a glance its relative position for a whole range of indicators.
Practical implications
Similar benchmarking projects may benefit from the Dutch experience regarding the selection of raw data, the choice of performance indicators, the validity of the performance indicators, methods for analysis and presentation, and interpretation of the results.
Originality/value
The paper provides detailed and critical information on a long‐running project. It questions the validity of some established performance indicators.
This paper presents the findings of a two‐year EU‐funded project (DG Education and Culture) Benchmarking in European Higher Education, carried out from 2006 to 2008 by a consortium led by the European Centre for Strategic Management of Universities (ESMU), with the Centre for Higher Education Development, UNESCO‐CEPES, and the Universidade de Aveiro. Quality assurance as currently practised may ensure accountability, yet it does not sufficiently enhance the quality of higher education. The application of industrial quality models has shown its limitations. Going beyond current quality approaches, benchmarking is a modern management tool to set targets for increased performance through inter‐organisational learning.
This article describes a five-level model of project management maturity that can be used as a structured assessment tool for a company's project management capability.
Published with the permission of UNESCO. It will also be published by UNESCO as part of the New papers on higher education: studies and research series. Incl. executive summary
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