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Library value:emergence from future scenarios,
and the relationship to transcendent value
J. Stephen Town, Martha Kyrillidou
and Katie Burn
University of York, UK and ARL
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Summary
• Understanding value and impact
measurement
• The Library future value proposition
emerging from scenario planning
• The development of a value scorecard which
demonstrates transcendent value
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Forming strategy
• Rational/Classical– In the West increasingly shorter term
– Generally increasingly economic
• Emergent/Scenario– Deals with uncertainty by offering options
– May assist organisational vision more effectively
– Helpful in public sector
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Limited planning horizons?
Dealing with the immediate or medium termeg UK context:
• Student fees increases
• Research Excellence Framework 2014
• Enhanced services at lower costs due to
economic crisisFrom UCISA-CISG ‘Brave New World’
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Scenario Planning in Libraries
• In use since mid ‘90s
• US & UK Health Libraries– “Knowledge Animal” for future Health Librarian
• Various academic libraries– Reading University Library
• Academic Library collective organisations– ARL to 2030
– SCONUL to 2050
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“Each scenario has a gap where the library can
fill itself in ….”
ARL 2030 Scenarios
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Effective Library Planning
• Ensure “learning organisation” approaches– Self reliance; ‘masters of our own destiny’
– Shared vision and mental models
– Systems thinking and coherence
• Combine formal planning with opportunistic
(and crisis) driven emergent strategy
• Allocate resources accordingly
• Requires effective change management
methods
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A QUEST FOR VALUE
MEASUREMENT
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Recent work on impact & value
• SCONUL/LIRG Impact initiative (2003-05)
• SCONUL VAMP initiative (2005-)
• 8th Northumbria paper (2009)
• IMLS LibVALUE project (2010-)
• ACRL’s ‘Value of academic libraries’ (2010)
• 3rd LAC paper (2010) see Library Quarterly
• Neal’s “polemic” and return to “virtues”
(2011)
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The Arguments (see Library Quarterly)
• Cross-pressures and failure to prove worth
• Worth is about value (and impact)
• The value sought is transcendent
• Library assessment has been about (mainly)
quality rather than value
• Value is linked to values
• Values provide the key and route to proof of
worth
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Consequences for the quest
• Measurement moves outside the ‘black box’
• Values are the starting point
• Economic value is only one aspect
• Institutional values will be helpful, but some
transcendent value may go beyond the
institution, as the aim of the academy is
itself transcendent
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Transcendence: beyond the black box
Abbott, Christine (1994). Performance Measurement in Library and Information
Services. London: Aslib, The Association for Information Management. p19.
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The Transcendent Library
The transcendent library is one in which the
value can be judged beyond immediate
needs and demands, through contribution to
less concrete aspects of institutional or
societal intent
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Consequences for measurement
• More related to institutional intent
• More about intangible benefits
• More about a coherent and holistic picture
• About what leads to valuable performance
rather than quantifying value measures– Operationalising common good/social goals
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INSTITUTIONAL SCENARIOS AND
CONSEQUENT VALUES
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ARL Scenarios 2030
• What values are
assumed in the
scenarios?
• How does this link to
value?
• What is the resulting
library value
proposition?
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Value proposition analysis
• Overarching cultural values
• Consequences for value-added in:– Content
– People
– Relationships
– Relevant services
• An ‘organism/persona’ vision for the future
Library?
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Scenario 1: Research Entrepreneurs
• Competition and
outsourcing
• Information value
high
• Personality cult
relationships
• Linking stores and
discovery
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Scenario 2: Reuse and Recycle
• Collaboration
• Information value
low
• Relationships across
groups
• Research
management and
professional training
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Scenario 3: Disciplines in Charge
• Specialised Universities
• Data stores high value
• Political skills valued
• Research information
decoupled &
disaggregated
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Scenario 4: Global Followers
• End of Western
hegemony
• IP looser?
• Relations with East
critical
• Global communal
library?
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SCONUL Library Scenarios 2050
Axes:
• Open or Closed Society/HE Values
• Market or State HE provision
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Resulting scenarios
• ‘Beehive’: Open/State
• ‘Wild West’: Open/Market
• ‘Walled Garden’: Closed/Market
• Discarded Closed/State
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Characterisations
Beehive
Wild West
Walled Garden
Community good;
state control
Competition;
consumers
Insularity;
information
protection
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Some measurement conclusions …
• Assumptions of elites throughout
• Assumptions of competition throughout
• Assumptions of quality throughout
• Assumptions about values variable
• Assumptions about locus variable
• Assumptions about work psychology variable
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Some conclusions for value …
• Value likely to be a differentiating factor in
preparing for success (change and strategy)
• Change will be rapid and mitigation will be
difficult
• Quality will be a constant requirement
• Value measurement needs to assume greater
import alongside quality
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BUILDING A VALUE SCORECARD
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Consequences for measurement (again)
• More related to institutional intent
• More about intangible benefits
• More about a coherent and holistic picture
• About what leads to valuable performance
rather than quantifying value measures– Operationalising common good/social goals
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Values and Value measurement
• Value measurement must be linked to values
• Value measures cannot be chosen until the
values set is agreed
• Institutional values statements are one
current key source for considering value
• These may lack what arises from the
scenario analyses
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Conclusions
• Traditional value measure tools will only
provide a partial answer
• Some economic value tools may only reflect
instrumental aspects
• Value requires assessment of more intangible
benefits
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A possible institutional set (U of York)
• Excellence
• Internationalisation
• Inclusivity
• Sustainability
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A potential Library set (U of York)
• Service– Customer focus
– Welcoming and stimualting environment for L & R
• Scholarship– Collaboration with academic partners
– Committed to supporting L & R in self and others
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A potential Library set (U of York)
• Style– Continuous improvement through creativity and innovation
– Openness, honesty and inclusivity in communication
• Respect– Promotion of equality of opportunity
– Respect for each other and for individual contributions
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Unmeasured assets?
Petros A. Kostagiolas & Stefanos Asonitis. (2009). Intangible assets for academic
libraries. Library Management. 30 (6/7), p425.
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Corrall & Sriborisutsakul
Indicators for:
• Human
• Structural
• Relational
• Collections and service
assets linked to institutional objectives
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A VALUE SCORECARD
An expression of the full worth of the academic research library
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The Value Scorecard
Dimension 1: Relational Capital
• Competitive position capital– Reputation
– Reach
• Relational capital– External relationship development
– Internal institutional relationship development
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The Value Scorecard
Dimension 2: Library Capital
• Tangible capital– Collections
– Environments
– Services
• Intangible capital– Intangible assets formed around the above (meta-assets)
– Organizational capital
– Human capital
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The Value Scorecard
Dimension 3: Library Virtue
• Social Capital developed beyond the Library– Contribution to research
– Contribution to learning
– Contribution to employability
– Contribution to professional and vocational intent
– Contribution to inclusivity
– Contribution to other common goods
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The Value Scorecard
Dimension 4: Library Momentum
• Capital saved or gained by progress– Capital assets developed early
– Facilitation of research capital
– Facilitation of learning capital
– Facilitation of quality
– Capital saved by sustainability
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Comparison with Balanced Scorecard
• Financial – broadened to capital
development of all kinds
• Process – broadened to capital development
intent
• Customer – beyond immediate satisfaction
• Learning – fundamental to human capital
development but requires focus on intent
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Tests 1?
• Transcendent?
• Values linked?
• Cultural and Behavioural effect?
• Coherent and full?
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Tests 2?
• Strategic relevance?
• Institutional relevance?
• Societal relevance?
• Necessary and sufficient?
• Balanced or choice of imbalance?
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Conclusions and Questions
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