Benchmarking Library Information and Education Services New Strategic Choices in Challenging Times 1st Edition by David Baker, Lucy Ellis, Caroline Williams, Cliff Wragg ISBN 0323956637 9780323956635

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ISBN 10: 0323956637 
ISBN 13: 9780323956635
Author: David Baker, Lucy Ellis, Caroline Williams, Cliff Wragg

Benchmarking Library, Information and Education Services: New Strategic Choices in Challenging Times provides the foundations of ongoing research in the development of collections and services. The book contributes to practical outputs of general benefit to the sector, including customers, clients or stakeholders, offering ideas for how to identify comparative strengths and weaknesses and improve or enhance present practices regardless of how well institutions currently perform. The centerpiece of the book is a description, report and analysis of a major international QB exercise that culminates in a set of good practice statements.

The benefits of the QB methodology are applicable to individual institutions. Because of the current global turbulence, individuals, leaders and whole institutions are keen to learn more about what is happening and how they can develop sustainable solutions to both immediate challenges and longer-term scenarios.  These include an analysis of third sector organizations, e-libraries, marketing information services, vocational training in higher education, the creative arts, and the role of partnerships in organizational openness.

• Discusses qualitative benchmarking and it’s core tenets
• Helps readers understand the experiences of others and compare their own experiences to learn and adapt practices
• Presents tactics readers can use to identify their organization’s professional identity, value and purpose
• Provides an idea of what the future state of library, education and public services will look like

Benchmarking Library, Information and Education Services New Strategic Choices in Challenging Times 1st Table of contents:

1.1 Introduction

1.2 The need for frameworks

1.3 Benchmarking

1.4 Qualitative benchmarking

1.5 Conclusion

References

Part One: Qualitative benchmarking: process and concept

Chapter two. Qualitative benchmarking in context: environment and outlook

Abstract

2.1 Introduction

2.2 Libraries, digital information, and COVID

2.3 Place and space: physical, digital, hybrid

2.4 People

2.5 Financial sustainability: paying for it all

2.6 Conclusion

References

Chapter three. Why qualitative benchmarking?

Abstract

3.1 Introduction

3.2 Background and context

3.3 Benchmarking in library and information services

3.4 Why qualitative benchmarking?

3.5 Concluding remarks

References

Chapter four. The four P’s framework: benchmarking across dissimilarities

Abstract

4.1 Introduction

4.2 Integral vision

4.3 A hypothetical case method

4.4 A word of caution

4.5 Conclusion

References

Part Two: The international benchmarking exercise

Part Two—The international benchmarking exercise

1 Introduction

2 Our approach to qualitative benchmarking

3 Major findings and outputs

4 Good practice statements

5 Review and reflection

6 Outcomes

7 Further areas for discussion

8 The review

9 Concluding remarks

Reference

Part Three: Sector-leading ideas arising from the exercise

Chapter five. The power of place

Abstract

References

Chapter six. Resilience, retention, and return of staff: the case of Stellenbosch University Library

Abstract

6.1 Introduction

6.2 South Africa’s national lockdown levels

6.3 Management of staff during various phases of lockdown

6.4 Staff development and empowerment

6.5 Return of staff to work on-site

6.6 Conclusion

References

Chapter seven. Benchmarking on the fly and new ways of working: leveraging benefits from the pandemic experience

Abstract

7.1 Introduction

7.2 Context and background

7.3 Theme 1—Learning from others quickly or “benchmarking on the fly”

7.4 Theme 2—Health, safety, and wellness (HSW) risk management is good management

7.5 Theme 3—Business continuity planning and prioritizing

7.6 Theme 4—Service development becomes business as usual

7.7 Theme 5—Connected and situational leadership and decision-making

7.8 Theme 6—Engagement not communication

7.9 Leveraging benefits from the pandemic experience

Acknowledgment

References

Chapter eight. One library within one university: embedding a one library approach and vision

Abstract

8.1 Introduction

8.2 The one library imperative

8.3 The case study

8.4 Developing our one library approach

8.5 Developing a new library strategy

8.6 Building our new team

8.7 Keeping people informed and supported

8.8 Engaging with our stakeholders

8.9 Successful transition

8.10 Where are we now—18 months on?

8.11 What about the library team?

8.12 Conclusions

References

Chapter nine. Cultivating agility and resilience over time

Abstract

9.1 Introduction

9.2 Pandemic measures at HKUST library

9.3 Practices that cultivate organizational agility

9.4 Conclusion

References

Part Four: New applications of benchmarking

Section A: Benchmarking in different contexts

Chapter ten. Library partnerships in an age of openness

Abstract

10.1 Introduction

10.2 The British Library and its partnerships

10.3 COVID and post-COVID

10.4 The future

References

Chapter eleven. Lessons in leadership from third sector organizations

Abstract

11.1 Introduction

11.2 A note on report conventions and anonymity

11.3 Interviews and areas of investigation

11.4 Research findings

11.5 Conclusion

Appendix 1 Interview questions

References

Chapter twelve. Fast forward or digital mirage—benchmarking education system responses to COVID, and what comes after?

Abstract

12.1 Introduction

12.2 The promise and peril of edtech

12.3 COVID-19 and the education system response

12.4 Case study—Edtech Demonstrator Program

12.5 Case study—Association of Commonwealth Universities

12.6 A forward and backward look

References

Chapter thirteen. Planning for continuity, aiming for sustainability: libraries in the forefront of disruption

Abstract

13.1 Introduction

13.2 Libraries and business continuity

13.3 Libraries, business continuity, and sustainability

13.4 Conclusions

References

Chapter fourteen. Benchmarking for effective services in Nigeria

Abstract

14.1 Introduction

14.2 COVID-19 in Africa

14.3 Methodology

14.4 Library services during the COVID pandemic

14.5 Benchmarking in Nigerian libraries

14.6 COVID-19 and benchmarking in Nigeria

14.7 How benchmarking can affect library services

14.8 Conclusion

References

Chapter fifteen. Benchmarking the impact, quality, and value of an academic online e-Library

Abstract

15.1 Introduction

15.2 Our vision: to be the center of excellence for built environment education

15.3 Library and information services

15.4 What is an online e-Library?

15.5 UCEM’s library mission statement

15.6 Benchmarking

15.7 What is benchmarking? Reviewing the literature

15.8 Further definitions

15.9 Defining benchmarks and statistics

15.10 How do you measure success of change?

15.11 New ways of working—library provision over the COVID-19 pandemic period

15.12 Copyright licensing agency, digital content store

15.13 Quality assurance and benchmarking

15.14 The importance of establishing networks and key contacts

15.15 Recognition, accreditation, and awards

15.16 Matrix accreditation

15.17 At the hub of things—no student left behind

References

Bibliography and further reading

Chapter sixteen. Information users as active prosumers: perspectives from social marketing and sociocultural value for academic libraries’ benchmarking processes

Abstract

16.1 Introduction

16.2 Active users (prosumers) as the central focus of social marketing in academic libraries

16.3 Benchmarking processes and the sociocultural contribution of academic libraries

16.4 Conclusions

References

Chapter seventeen. Supporting research information management: overcoming the inherent culture gap between traditional library ethics and the management of CRIS systems

Abstract

17.1 Introduction: about research information management systems

17.2 The connection with libraries

17.3 The challenge

17.4 Not a threat but an opportunity

17.5 Skills and ethics

17.6 Conclusion

References

Chapter eighteen. Best practices for developing and disseminating audiovisual contents to promote library and information services

Abstract

18.1 Introduction

18.2 Preproduction

18.3 Production

18.4 Editing and postproduction

18.5 Dissemination and sharing

18.6 Conclusion

Section B: Benchmarking vocational elements of Higher Education

Chapter nineteen. Life experience of mature students and its relevance to leaders in making good strategic choices in higher education

Abstract

19.1 Introduction

19.2 Rationale for the benchmarking questions

19.3 A unique set of characteristics

19.4 A case study of a selected NCL student

19.5 Harnessing work experience for learning

19.6 Experiential learning

19.7 Case study: NCL teaching practices framework

19.8 Conclusion

References

Chapter twenty. Micro-credentials: need to be benchmarked across institutions

Abstract

20.1 Introduction

20.2 Defining micro-credentials

20.3 Rationale for micro-credentials

20.4 Challenges

20.5 Recognition

20.6 Quality assurance

20.7 UK-based micro-credentials models

20.8 Private company learning platforms

20.9 Regulation and benchmarking of micro-credentials

20.10 Conclusion

References

Chapter twenty-one. Strategic planning for digital submissions for institutions with creative arts programs: considerations, challenges, and routes to benchmarking

Abstract

21.1 Introduction

21.2 Electronic management of assessment

21.3 Benchmarking for digital submissions in the creative arts

21.4 Conclusion

Appendix : Social media platforms

References

Part Five: Conclusions and the future of benchmarking

Chapter twenty-two. Qualitative benchmarking and the future

Abstract

22.1 Introduction

22.2 Key themes

22.3 Key attributes and approaches for the future

22.4 Strategic choices and the new qualitative benchmarking

22.5 Conclusion

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