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INTEGRATED APPROACH TO THE EVALUATION OF DIGITAL LIBRARIES INTEGRATED APPROACH TO THE EVALUATION OF DIGITAL LIBRARIES AN EMERGING STRATEGY FOR MANAGING.

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Presentation on theme: "INTEGRATED APPROACH TO THE EVALUATION OF DIGITAL LIBRARIES INTEGRATED APPROACH TO THE EVALUATION OF DIGITAL LIBRARIES AN EMERGING STRATEGY FOR MANAGING."— Presentation transcript:

1 INTEGRATED APPROACH TO THE EVALUATION OF DIGITAL LIBRARIES INTEGRATED APPROACH TO THE EVALUATION OF DIGITAL LIBRARIES AN EMERGING STRATEGY FOR MANAGING RESOURCES, CAPABILITIES AND RESULTS Leonor Gaspar Pinto Paula Ochôa Maria Helena Vinagre PORTUGAL IFLA’s Satellite Meeting in Montréal Library Statistics for the 21 st Century World August 18 and 19, 2008 – Concordia University

2 1. I NTRODUCTION Pinto, Ochôa & Vinagre 2 The growing importance of networked environment and the consequent change in users’ information behaviour challenged the library academia and professionals’ skills to find new and more adequate strategies and methods to assess the performance of traditional, hybrid or digital information services This presentation aims to detail the strategy and methodology used by a research team to evaluate the performance of the Portuguese Digital Library consortium.

3 2. E VALUATING THE NETWORK ENVIRONMENT For more than four decades, performance evaluation of library and information services has been captivating the attention of professionals and researchers of the Information Science area. Models used to evaluate Information Services (Hernon and Altman, 1996) Extension Efficiency Cost Quality Effectiveness 3 Pinto, Ochôa & Vinagre

4 2. E VALUATING THE NETWORK ENVIRONMENT “ The Digital Library is: The collection of services and the collection of digital objects that support users in dealing with information objects and the organization and presentation of those objects available directly or indirectly via electronic/digital means”. (Leiner, 1998) 4 Pinto, Ochôa & Vinagre

5 3. THE DIGITAL LIBRARIES EVALUATION CONTEXT “As yet, digital libraries are not evaluated on more than one level. This isolation of levels of evaluation could be considered a further and greater challenge for all digital libraries evaluations. In addition, as a rule, many systems are used in ways that their designers never intended”(Saracevic, 2000). “Digital libraries are complex social, institutional and technical systems. No evaluation can possible address all these aspects together” (Saracevic, 2004). ”In the context of measurement and evaluation means that a more thorough knowledge and understanding of a system can be gained from combining different measures than can be derived than taking those measures separately” (Nicholson, 2004). 5 Pinto, Ochôa & Vinagre

6 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL: case study 6 Pinto, Ochôa & Vinagre

7 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL : case study This model is formed by five key- components: Diagnosis; Strategical groups and performance information needs Perspectives on performance evaluation Evaluation criteria and methods Evaluation points of view. 7 Pinto, Ochôa & Vinagre A holistic user/stakeholder-centred approach

8 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL: case study Two types of stakeholders were identified : Primary stakeholders, directly interested or affected by the evaluation: DL consortium top managers, DL operational teams, libraries teams and end-users. Secondary stakeholders, evolving all persons/institutions interested on the evaluation and its results: suppliers, associations, visitors (national and international), scientific research community, digital libraries professionals, Information and Documentation Sector, Information Management market and citizens in general. Based on the performance information needs of these two groups of stakeholders and also on an extensive literature review, a diagnosis of the DL environment was carried out. 8 Pinto, Ochôa & Vinagre Diagnosis

9 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL : case study 9 Pinto, Ochôa & Vinagre Information needs on performance Strategical groups and performance information needs After concluding the diagnosis, the next step was the identification of the DL’s strategical groups and segments. The research team concluded that they equal the primary stakeholders that previously had been pinpointed. The analysis of the DL strategical groups’ performance information needs led to the identification of five Strategical Perspectives.

10 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL : case study 10 Pinto, Ochôa & Vinagre The DL BSC is composed of five strategical Perspectives Balanced Scorecard Measurements according to Perspectives and Strategical Areas Internal Processes Resources and partnerships Clients Learning and development Results VISION & STRATEGY (adap. from Kaplan e Norton, 1996)

11 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL : case study 11 Pinto, Ochôa & Vinagre Balanced Scorecard Measurements according to Perspectives and Strategical Areas Perspectives Resources and partnerships ClientsResults Learning and development Internal processes Areas - DL collection - Libraries electronic collection - Libraries electronic services - DL services - Technological infrastructure - Partnerships - Clients profiles - Development - Loyalty - Satisfaction - Service quality (desired service / adequate service/ expectations/ perceptions - Impact - Communication and dissemination - Perceived value - Use - Usability - Reference service and libraries ’ users support service - Staff profile - Staff motivation - DL competences development - Suppliers profile - Digital contents life cycle - DL clients support service DL’s Matrix of Perspectives and Strategical Measurement Areas

12 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL : case study Some of performance indicators used in the DL collection evaluation 12 Pinto, Ochôa & Vinagre Balanced Scorecard Measurements according to Perspectives and Strategical Areas Perspective: Resources and partnerships Areas IDIndicators DL collection (contents) iR-c1DL collection growing rate iR-c2Percentage of databases in DL collection iR-c3Percentage of serials in DL collection iR-c6Cost per serial iR-c7Cost percontent unit downloaded iR-c8 Cost per FTE iR-c15Percentage of serials with Impact Factor

13 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL : case study 13 Pinto, Ochôa & Vinagre The information needs on performance determined the identification of six criteria in the Integrated Model: Effectiveness Extension Efficiency Cost Quality Impact Evaluation criteria and methods

14 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL : case study Despite the great profusion of studies on service quality only one limited academic articles dealt with e-service quality or web services quality evaluation. Because of its specificity, these services evaluation required the adoption of convenient instruments and scales adequate to its characteristics and users’ relevant evaluating aspects (Parasuraman, Zeithaml and Malhotra, 2005) Scales – exs.: e-SERVQUAL - Zeithaml, Parasuraman e Malhota (2000, 2002): 7 dimensions WEBQUAL - Loiacono, Watson and Goodhue (2002): 12 dimensions Digital Library Service Quality Model - based on the conceptual model suggested by Zeithaml, Parasuraman and Malhota (2002), developed a scale to evaluate the quality of service delivered by the Portuguese DL: 3 dimensions 14 Pinto, Ochôa & Vinagre Evaluation criteria and methods The Digital Library Service Quality Model

15 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL : case study 15 Pinto, Ochôa & Vinagre Evaluation criteria and methods The Digital Library Service Quality Model (adapted from Zeithaml, Parasuraman & Malhotra, 2002) Definition of strategies Consortium top managers Implementation of strategies / services provided Operational Teams EXPECTATIONS Users PERCEPTIONS Users SQ Gap Communication Gap PERCIEVED EXPECTATIONS Libraries Teams Libraries managers PERCEPTIONS Libraries Teams Libraries managers Knowledge Gap Perception Gap Interaction Operational institutions

16 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL : case study The model identifies some linkages between the identified strategical groups in this digital library evaluation process. These linkages have some critical points that can be identified as gaps : Fulfilment gap ( service quality) Knowledge gap Perception gap Communication gap This model also assumes that a digital library is a multidimensional construct that includes three dimensions: Efficiency, Competitive advantage, Adequacy of information. 16 Pinto, Ochôa & Vinagre Evaluation criteria and methods The Digital Library Service Quality Model

17 4. DIGITAL LIBRARY INTEGRATED EVALUATION MODEL : case study The (re)introduction of the stakeholders points of view on the DL evaluation corresponds to the final step in the construction of the Integrated Evaluation Model and guarantees the multidimensional, integrated and holistic structure of this model. “The same evaluation criteria will be judged in different ways by different participants in the process. In order to gain a holistic understanding of the evaluation, the viewpoints from different groups must be taken into perspective. (…) Therefore, it is important to be aware of the viewpoint of the group doing the evaluation and ensure different groups who might be affected through decisions made from the evaluation can participate in the process” (Nicholson, 2004, quoting Brophy and Couling, 1996) 17 Pinto, Ochôa & Vinagre Evaluation points of view

18 5. Potential interactions between evaluation cultures/environments and learning professional skills A number of Portuguese researchers and practitioners have argued that LIS competences management, more than ever before, experience new notions of professional culture in changing evaluation environments and professional work. Professional communities are supported by change agendas and opportunities, being one of them the potential interactions between evaluation culture and professional skills. The components of professional competence in an evaluation environment link professional learning skills to librarian’s clients highlighting the importance of practice based on knowledge management and quality dimensions of service. Despite disciplinary variations, it seems evident that evaluation cultures emphasize the importance of expert knowledge in order to become a professional actor in information society dilemmas. 18 Pinto, Ochôa & Vinagre

19 5. Potential interactions between evaluation cultures/environments and learning professional skills This case provides a basis for discussions about the competence dimension in evaluation cultures, articulating the aim of skills management as part of a professional responsibility. Two major concepts influence this case: Management Skills Charter and Skills Map, a combination of theories of knowledge management concepts and Quality Management, assumed by all the staff and publicised by various media. It implies that digital libraries are perceived as objective representatives for both professional skills evidences and quality services levels. In this marketing process what is associated with collective competences activities is often perceived as the highest valued. 19 Pinto, Ochôa & Vinagre

20 5. Potential interactions between evaluation cultures/environments and learning professional skills This approach allows a better evaluation of the library strategical process, identifying the principal attributes of a digital library, namely: The use of common procedures to evaluate; The engagement of all participants in results, discussing strong and weak points and designing improvement actions; The use of an integrated system of evaluation where levels of key-skills are particular important for the effectiveness.; Skills models must be aligned with strategic maps accordingly with changes within information sector. The key-factor to success in this experience is the individual professional role identification with a new professionalism model. 20 Pinto, Ochôa & Vinagre

21 21 Pinto, Ochôa & Vinagre CONTACTS Leonor Gaspar Pinto Paula Ochôa Maria Helena Vinagre Concern has been expressed over the years about the tendency of library performance measurement to become over-elaborate, to concentrate on ‘measuring the measurable’ and as a result to miss the big picture. It can all too easily become a matter of counting the trees rather than monitoring the growth of the forest. (Brophy and Wynne, 1997)


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