Library Performance and Service Competition: Developing Strategic Responses

Citation

Ellis‐Barrett, L. (2010), "Library Performance and Service Competition: Developing Strategic Responses", Library Review, Vol. 59 No. 2, pp. 132-133. https://doi.org/10.1108/00242531011023880

Performance assessment, the counting of things and the apparent significance of facts or figures for the running of a service is not a new phenomenon to business or libraries. It is understandable to wonder why I have referred to business and libraries in the same sentence. The explanation is quite simply that in order to have a full understanding and appreciation of the importance and development of the library performance assessment process it is necessary to understand its development from a business perspective, since this is the basis of the majority of processes in place in libraries at the present time. As businesses have developed over the last 200 years so has the need to qualify and quantify performance, efficiency and outputs, to ensure that the business is functioning effectively.

Performance assessment, as grounded in the business world, is commonly applied to library services. There is not, unfortunately, a single and accepted system in place. Assessment of libraries began in 1876 from when, it is argued, there is evidence of a cost‐benefit study in relation to the effectiveness of cataloguing. There are further examples of attempts to show that the library workforce was working as efficiently as possible from the 1930s. There was even a concern that if librarians did not assess working practices then it would be done for them, which brings us to the present day where this threat remains. Library stakeholders are now pressurising services to redefine and improve the way they provide performance data, indicating that such information is still highly valued.

Methods of assessment, their relevance, effectiveness and new approaches are the primary concern of this title. Part of the Information Professional Series it is clearly aimed at experienced library and information service managers, whose job is to report to service stakeholders. Having addressed the history and background of performance assessment, ensuring that readers are clearly aware of the development of this process, White continues by considering how the library service has become a far more competitive arena during the last 30 years. There is a competition for services – from those offering provision to those requiring access. Librarians and service managers should be aware of all who desire a stake in the library service, profit and not‐for‐profit alike, optimising service provision for each, which requires strategic thinking and assessment of needs. Points to think about include: can this information be obtained elsewhere?; is the library always the most appropriate avenue for all sources of information?; and where (and how) can this information can be stored and accessed? There are plenty of tips and suggestions provided in a useful bullet point format, followed by more detailed explanations and suggestions. There are points here that many library service managers may not have explicitly considered previously and the discussion of impact on a service, current and future value, along with a reminder to look at the offering of competitors, offers plenty to think about.

Moving on to methods for identifying strategic information needs, White advises service managers to consider what they know about the needs of their customers. While the ideal is to believe that our service offers exactly what customers want, we will only know for certain through consultation. This does not have to involve a formal survey – asking for service suggestions and talking to customers can provide a helpful gauge. In conjunction with this process, it is important to look at what competitors are offering with a view to compete or complement. When the “known” facts are gathered realistic ideas for potential service improvement should emerge. A series of tables with questions designed for competitors, stakeholders, non‐users and targeting the library service itself should help the manager to focus ideas and thoughts for development.

When formulating a development plan, it is vital not to innovate just because one can. Changes should only be made where there is a value to the customer and service, and should form part of a long‐term process. Early success can be emulated in a continually rolling programme of assessment. It may be hard work but it is worthwhile and will ensure that the library offers the very best possible service.

An appendix of templates for assessment criteria, references and further reading suggestions conclude this concise and highly relevant title for library service managers under pressure to prove their worth for those who would like to understand more about the performance assessment process.