1 IFLA Satellite 14/8/02 Putting Statistics into Practice - Strategies for effective management J Eric Davies & Claire Creaser.

1IFLA Satellite 14/8/02

Putting Statistics into Practice -

Strategies for effective management

J Eric Davies & Claire Creaser


Options for measuring & managing

J Eric Davies


Outline

• Mission, vision, aims objectives• Range of data types• Applications of data• Methods of acquiring data• General principles


Measuring with meaning

• Every organisation, no matter what its mission or scope needs three kinds of performance metrics -

• to measure its success in mobilizing its resources,

• its staff’s effectiveness on the job, and • its progress in fulfilling its mission.

– McKinsey Quarterly. 2001 -2


STRATEGIC FOCUS

• WHAT -• Organisation? NOW / LATER• Service? NOW / LATER • Direction? NOW / LATER

•Mission / Vision•aims / objectives

Mission with meaning


AIMS/OBJECTIVESSpecific MeasurableAcceptable Realistic

Time-bound {SMART}

Consistent UnambiguousTesting Empowering

{CUTE}

Criteria


MISSION• Statement of purpose and functions – why

service exists, what it does, who it serves

VISION• Statement of desired future state – where

service wants to be

How (im)possible is your mission?



MISSION/VISION STATEMENTS ~

• MEANING• CREDIBILITY• ACCEPTABILITY• TESTABILITY


MISSION/VISION STATEMENTS ~MISSION/VISION STATEMENTS ~

Strathclyde University – GlasgowStrathclyde University – Glasgow

• A place of useful learningA place of useful learning [1726][1726]

• The place of useful learningThe place of useful learning [2000] [2000]




Here’s one I prepared earlier!

MISSION/VISION STATEMENTS ~• Public Library - The mission of the Library is to

serve as a cathedral of human knowledge— an accessible database of knowledge that serves as the community's memory—and as an information and knowledge safety net, while providing materials, programs, and services to the people of the community.


Digging deep for evidence

What Kind Of Evidence [Information]?

• Statistics and Performance Indicators– [Quantitative + Qualitative ]

• Social Measures– [Soft Indicators] ‘DISTANCE TRAVELLED’


Who cares {or should do}?

AUDIENCE: [stakeholders]• Funders • Managers/Staff • Users • Community• Vendors• Global


All kinds of measuring

• Inputs SERVICE DOMAIN

• Outputs

• Outcomes USER RESPONSES

• Impacts

service


Social dimensions

Examples of ‘Soft’ Indicators:-

• Attitudinal• Personal • Practical • Key Work Skills

DISTANCE TRAVELLED


Social dimensions

• Personal development - individual self-confidence, self awareness, creativity, new skills and abilities.

• Social cohesion - Impact on group/community identity

• Community involvement and empowerment -

• Health - people feeling better, happier etc.


How does the evidence add up?

APPLICATIONS ~ SERVICES & PROJECTS• Policies• Strategies• Tactics• Processes and • Operations • Advocacy


What does the evidence answer?

APPLICATIONS ~ SERVICES• How have we done? • How are we doing now?• How can we do better?• Where are we going?• How do we get there?• How are we making a difference?• How do we get the resources


What does the evidence answer?APPLICATIONS ~ PROJECTS• Did we achieve what we were seeking to

achieve?• Did we do what we said we would do?• How did we do it?• What did we use?• What did we get out?• What worked and what didn’t work?• What could we do differently?• What can we apply continuously? • What difference did it make that we did it?• Who benefited?


Managing and measuring

Framework for Performance Measurement:-• integration • user satisfaction • effectiveness (delivery) • efficiency • economy

Follett Report – academic libraries


Managing and measuring

Three E’s – Economy in acquisition of resources

– Efficiency in the use of resources

– Effectiveness in the achievement of objectives

UK Treasury [1980’s] FMI Sizer [1980’s]


Comparing and changing

• BENCHMARKING– Motorola + D.E.C. + Xerox

– To make changes that lead to quantum and continuous improvements in products, processes and services that result in total customer satisfaction and competitive advantage


Comparing and changing

BENCHMARKING –

• Evaluate the level of performance of various services within an institution

• Overall level of institution performance

• Compare against published standards• Compare performance over time• Compare with other institutions


Finding out

Gathering Evidence -• What do you need to know?• Where is the information?• Who has the information?• How will you get it?• How accurate is it / do you need it to be?• How will you interpret it?• How will you act on it?• How will you present it?


Gathering evidence

Techniques/Tools/Options for Gathering Data:-

• MIS / Transaction Logs• Databases / Publications • Surveys : questionnaire,telephone,

interview• Focus Groups / Graffiti boards• Observation / Diaries / Logs • Press~Media Coverage


Gathering evidence

TOOLS:-

• What Outcomes, Dimensions, Performance to be measured?

– reliable + valid– meaningful and precise


Gathering evidence

Options for Gathering Data -• … if the only tool you have is a hammer,

everything starts looking like a nail.

F.W. Huibregston - Partner: McKinsey’s


Changing times; changing evidence

UPDATING EVIDENCE • Service Evolution

– New/Discontinued services - methods - technologies - clients

• Diminishing Variance

– Improvement - Gaming - Deception


Manager beware!!

OVERDOING IT:

If you know everything, you know nothingGeorge Johnson: Fire in the Mind. [1996]

… a world that never measures or counts is really beyond our control. The trouble is that we’re in danger of doing little else.David Boyle: RSA Lecture . [2001]


How much evidence?

... data is not information. Information is data endowed with relevance and purpose. A company must decide what information it needs to operate its affairs, otherwise it will drown in data

Peter Drucker - Managing for the Future.


Making sense of measuring

Sumsion’s Law of Statistical Dullness ~

In comparative statistics the great majority of results are inherently close to the average and consequently dull.

{Sumsion}LIRN 2001 (79) p.3.


Evidence for yesterday

Statistics, being essentially historical, can only provide information after the event.

{Sumsion}Int. Encyclopedia of Lib. and Info. Sci.

(1997)p.432


Measuring and managing

Information is a precondition for identifying choices, reducing uncertainty about their implications and facilitating their implementation.

Center for Transnational Corporations:- CTC Reporter 14 Winter 1983 p.34 -


Managing and measuring; comparing and changing

• LISU: We’ve got the measure of information!

– A skilled team of experienced Managers, Statisticians and Administrators all adding value to statistical data and providing authoritative and reliable information to support managers in culture, information and related environments.


Library and Information Statistics Unit

[email protected]


Mission possibilities

• Does it have– Meaning?

• Does it actually mean anything?

– Credibility• Do you believe it can be achieved?

– Acceptability• Will all the stakeholders (funders, staff, users) ‘buy-in’

to this mission?

– Testability• How would you demonstrate you are achieving your

mission?



[email protected]


Statistics for the faint hearted

Claire Creaser CStat


Introduction to statistics

• Basics– What are statistics– Useful techniques

• Sampling– Surveys and sample sizes– Questionnaire design– Analysis

• Benchmarking• Presentation of results


What are statistics?

• Numbers with context– 1,300 items issued last month– The average price paid for a CD is £12.50– 25% of staff time is spent re-shelving books– Women borrow twice as many books on

average as men– Serials cost three times as much as books– The average spend per user has increased less

than general inflation over the last ten years


Where to start

• What do you want to know?– Evidence of good management– Value for money– Advocacy

• What data to collect?– What do you want to know?

• Relevant• Useful• Current


Where do they come from?

• Library management systems– Stock statistics, financial data, staff . . . .

• Regular surveys– User opinions, condition of stock . . . .

• Occasional surveys– Project evaluation


What do they look like?

• Categorical– Gender; classmark; membership status

• Ordinal– Stock condition; satisfaction ratings

• Ratio or interval– Acquisitions; issues; expenditure


What can you do with them?

• What do you want to know?• Descriptive statistics

– Mean, range, distributions, proportions– graphical presentations

• Inference from samples– Estimates, error levels

• Advanced techniques– Correlation, regression, analysis of variance


Choosing the right technique

• Keep it simple!• Categorical data

– Proportions in each category– Comparisons

• Ordinal data– Proportions in each category– Medians

• Ratio data– Means


Sample surveys

• Why sample?– Cost– Practicalities

• Where to start?– Sampling frame– Sample design– Sample size


Types of sample

• Simple random• Systematic• Stratification and clustering• Quota samples• Self-selected


How many?

• Less than you think!• Depends on:

– Level of detail– Desired margin of error– Expected response rate

• Does not depend on population size – Unless small population

• 400 will give accuracy of ± 5%• 1,000 for ± 3%• 2,500 for ± 2%


Questionnaire design

• Self-completion or interview?• Clear, unambiguous questions• Clear, easy to follow layout• As short as possible

– Number of questions– Number of pages

• Tick boxes or short answers• Data entry issues


Sampling times

• One period, or several?• Periodicity


Analysis

• Lots of software available– Spreadsheets

• Excel, Lotus

– Specialist packages• SPSS, Minitab

• Keep it simple!• If in doubt

– bring in a statistician!


Making comparisons - benchmarking

• Compare like with like!• Within your service

– Performance of service points– Behaviour of user groups

• Externally– National standards– Other libraries

• Over time– Trends


Presentation of results

• Appropriate to– The data type– The audience

• Tables or graphs?• Key features:

– Clarity– Integrity– Descriptive– Appropriateness


Graphical forms

• Line graphs– For presenting trends over time

• Pie charts– For presenting proportions of a whole

• Bar or column charts– For comparing categories

• Scatter graphs– For examining relationships


Issues per capita in UK public librariesAdult Adult Child-

fiction non- ren's AV fiction

89-90 333 129 105 2690-91 326 129 105 2891-92 325 138 113 3092-93 314 136 112 3193-94 303 136 112 3394-95 289 133 112 3495-96 275 129 110 3696-97 261 127 111 3797-98 246 122 111 3798-99 234 114 109 3899-00 221 107 101 38

Source: LISU Annual Library Statistics


Breakdown of UK academic library expenditure

Staff £128mInformation £92m

Of which:Books £27.0mSerials £48.6mElectronic £8.4mILL £3.5mBinding £4.9m

Equipment £20mOther £17m

Source: LISU Annual Library Statistics


Activity in public libraries

Proportion of visitors who:Borrow/return books 74.2%Borrow return cassettes 7.0%Borrow/return CDs 4.9%Borrow/return videos 8.4%Read newspapers 13.8%Seek information 22.9%Use photocopier 6.0%Browse 29.9%Study 7.7%Visit event 2.9%Other 7.8%

Source: CIPFA Public Library User Survey


Public library book acquisitions and issues

Acquisitions IssuesA1 12,242 630,788B1 10,730 472,514B2 7,184 424,045B3 8,121 413,133B4 6,075 474,982C1 2,895 297,387C2 4,155 328,578C3 3,572 225,841C4 4,940 267,913D1 1,488

98,050D2 1,435

70,349D3 2,471

113,049 … … … Source: UK public library authority data, unpublished



[email protected]


Managing scenarios, strategies andstatistics in practice

• What do you need to know?• Where is the information?• Who has the information?• How will you get it?• How will you interpret it?• How will you act on it?• How will you present it?



[email protected]


ISI Glossary

Access from

http://europa.eu.int/comm/eurostat/research/index.htm

1 IFLA Satellite 14/8/02 Putting Statistics into Practice - Strategies for effective management J Eric Davies & Claire Creaser.

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