2. About Sno-Isle Libraries: Where?
• Island and Snohomish counties
• 700,000 residents
• 2,260 sq. miles/585K hectares
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3. More About Sno-Isle Libraries
• 21 locations, 460+ employees
• $48+ mil budget
• 1+ mil items, 9.1 mil circ
• Wide mix of service areas
• Suburbs
• Rural
• Island
• Tribal lands
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4. Metrics Stories & Tips
Christa Werle, Public Services Project Manager
Ideation to Projects with Impact
Terry Beck, Information Services Manager
Gathering Data
Lindsay Hanson, Data Analysis Librarian
Analysis & Business Intelligence
9. Idea Management
Anyone and everyone.
98% staff participation.
• What is the demand for this idea and how does it benefit
our strategic plan?
• What outcome (change in the customer experience)
could be measured for this idea?
• Is the impact of this idea found locally, regionally, or
system-wide?
• What or who inspired this idea and who have you already
talked to about it?
10. Proposing Projects With Purpose
Authors & Supervisors
55% of Public Services Management to date
Proposal Ready =
• Need identified
• Non-anecdotal evidence
• Measurable change
• Key stakeholders identified
11. Proposing Projects With Purpose
Supported and further developed by:
• Data Analysis Librarian
• Strategic Review Group (cross-departmental PMO)
http://www.ducttapemarketing.com/wp-content/uploads/2011/09/custom-cartoon-duct-tapelores.jpg
16. We knew that we couldn’t keep operating
this way
• Reference stats were down 16% from
2009
• Job descriptions were confusing
• Staff and supervisors couldn’t
differentiate positions
• Staff were starting to work outside
their job classification
17. • Desk schedules
• Outreach to schools
• Service to small business/entrepreneur
community
• Build literate and economically sound
communities
Make better use of our highly educated
and trained librarian staff
20. Information Services Project
Customer Survey
• It had to be short
• It had to use as much “non-library” language
as possible
• Avoiding “You’re wonderful”
• Staff had to understand the why and the how
• Building heads lead us to stakeholders
• Paper was possible, but costly
21. Bringing staff along
• Building heads and stakeholders
• Who’s on the list
• Tip: Be cautious when you
survey educators via their school
or institution email during the
summer
22. Our results
• Web link - 354
• Community Contacts - 176
• Paper survey in community libraries - 52
23. How important is it to get assistance?
Web Link Results
1.Selecting a book to read
2.Finding information for a hobby
3.Learning to use different library
resources
24. How important is it to get assistance?
Community Contacts Results
1.Selecting a book to read
2.Learning to use different library
resources
3.Learning to use various technologies
25. How important is it to get assistance?
Paper Survey Results
1.Selecting a book to read
TIE
• Conducting personal research
regarding a health topic
• Conducting academic level research
• Learning to use different library
resources
26. Other—the unregulated text box
• Collection suggestions
• Marketing suggestions
• Building suggestions
• Staffing suggestions
27. And it all led to Informed Change
• CE requirement for all librarians
• Adoption of “the grid”
• Lead Librarians for Business Services, Readers
Services, Public Computing, Data Analysis Librarian
• Information Services Statement of Service
• All-librarians meeting (no supervisors)
• Training Plan
• Mentoring
• Contact Center
• Availability (0800 until close of business day, 7 days a
week)
• Annual customer survey
28. And in November. . .
We survey our customers
again via:
• Website
• Email to stakeholders
• No paper!
Lindsay Hanson, Data Analysis
Librarian
30. Outcomes Based Assessment
A framework for determining whether our efforts
and resources are achieving the intended results.
www.evaluationtoolkit.org/illustrations/4/original/miracle_cartoon.jpg?1231530108
31. Why do we care?
• We only have a limited amount of
resources
• We want to have a positive impact in our
community
• And – we want to be able to demonstrate
the positive impact we’re having
32. How is this any different from what we’ve
always done?
• Profound shift in the way we think
about what we do
• Requires clear parameters from the
get-go
• Necessitates us to evaluate differently
33. Outcomes Based Assessment Framework
Inputs Outputs Outcomes Impact
Resource
Perspective
Operational
Perspective
User
Perspective
Stakeholder/
Community
Perspective
34. Outcomes Based Assessment Framework
Inputs Outputs Outcomes Impact
Resource
Perspective
Operational
Perspective
User
Perspective
Stakeholder/
Community
Perspective
35. Outcomes Based Assessment Framework
Example: Job Search Program
Inputs Outputs Outcomes Impact
Staff Time
Materials Cost
Space
Program
Attendees
Circulation
Changes in
user behavior
– new skills
Increase
employment
levels
37. Evaluating Outcomes
For Projects and Other Initiatives
• Monitor specific outputs over
time to indicate changes in
customer behavior
• Utilize our partners for
assistance with evaluation
• Targeted Surveys
38. Future of Data Management at Sno-Isle
How do we keep track
of all of these data and
ensure that the
information continues
to be useful?
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