1 / 52

I N S T I T U T E of M U S E U M and L I B R A R Y S E R V I C E S

Why Libraries Matter– The Case for Outcomes. I N S T I T U T E of M U S E U M and L I B R A R Y S E R V I C E S The Quintessential Meeting Philadelphia, October 28, 2003. Overview. We will talk about IMLS

emily
Download Presentation

I N S T I T U T E of M U S E U M and L I B R A R Y S E R V I C E S

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Why Libraries Matter– The Case for Outcomes I N S T I T U T E of M U S E U M and L I B R A R Y S E R V I C E S The Quintessential Meeting Philadelphia, October 28, 2003

  2. Overview We will talk about • IMLS • Brief history and functions of outcome-based evaluation (OBE) (advocacy and management) • Definitions and practical applications • Where to find resources, information and assistance

  3. Institute of Museum and Library Services The Institute of Museum and Library Services (IMLS) is a federal agency that fosters leadership, innovation, and a lifetime of learning through grants to museums and libraries. Please see IMLS’s Web site at http://imls.gov for additional information about IMLS and its grant programs.

  4. What is IMLS • What is IMLS and what do we do? • Provide competitive and formula-based grants to libraries, museums, archives, and associated organizations to increase excellence of their services and to create a nation of learners • Provide information of interest to the museum, library, and archives fields and to their audiences and stakeholders

  5. Who needs to know? Who are your key audiences for data on the value of libraries? • Policy-makers • Parent institutions • Library profession • General public • Funders • Program audiences • Funders • Media • Other?

  6. How do outcomes support the work of libraries? • Provide concrete, objective information to show library value • Provide information that responds to stakeholder values and background • Go beyond “what we provided” to “why do we matter?”

  7. Challenges to showing the value of library services • How library products and services develop • “Let’s put on a show!” • Hopes and dreams (“democracy will flourish”) • Traditions of tracking and reporting library services • IMLS solutions

  8. We will • Talk about outcome-based evaluation (OBE) • Talk about benefits • Define terms • Describe process • Discuss how to use results

  9. What are outcomes? Outcomes are achievements or changes in • SkillInformation literacy Competitive intelligence • KnowledgeWhere to find clinical trials Symptoms of diabetes • BehaviorAvoids high-fat foods Wears a seat belt

  10. What are outcomes? Outcomes are achievements or changes in • AttitudeLibrarians are valuable Immunization is important • StatusMLIS SLA or MLA member • Life conditionEmployed Healthy

  11. Example Wally goes to a reading program and • Learns childhood reading is important • Wants to read to his son • Uses a literacy program • Advances 2 literacy levels • Gets his GED What kinds of outcomes are each of these?

  12. Outcomes Where do they come from? • Government Performance and Results Act (GPRA) 1993 • New accountability, need to show value • Funding trends • IMLS and other federal funders • State and local government • Foundations (Gates, Kellogg, local) • ROI/cost:benefit

  13. Evaluate? Let me count the Ways! • Internal • External • Participant • Process • Inputs, Outputs (counts) • Outcomes • Formative • Summative • Cost/Benefit • ROI...

  14. How does OBE fit libraries? • Inputs — How much we use • Outputs — How much we do • Performance quality — How well we do • Economic value — What we’re worth • Outcomes — What good we do

  15. How does OBE fit libraries? • OBE changes focus, from activities to benefits • OBE needs to be part of the program design • OBE shows to what extent a program met its own goals

  16. Fears & Realities • Will use too much time • Consider scope of the evaluation • Visitor privacy may be compromised • Ask for volunteers • People like to tell you what they think

  17. Fears & Realities • Takes money from other priorities • Funds are available • Results help leverage other funds • Library impact cannot be measured • Show short-term, immediate impact logically related to your service and to progress towards a larger vision (e.g. becoming a life-long learner)

  18. More Realities • Libraries collect similar information to improve services and user satisfaction • Evaluation can increase participation, improve services, and leverage funds

  19. Why measure outcomes? • Know if program met purpose • Improve programs • Guide management • Communicate program impact • Satisfy funder’s needto know

  20. What is a program? • Series of services & activities that lead to a goal • Has a definite beginning & end (for program or participant) • Meant to change attitude, behavior, knowledge, skill, status, or condition

  21. How to develop an outcome-oriented program • Identify a need • Need can be based on • Your experiences • Program partner experiences • Formal or informal research

  22. How to develop an outcome-oriented program Look at assumptions & verify long term needs: • Many people use unreliable health information; this is increased by easy access to online info • Many people rely on public libraries for about health information • If public libraries provide fast, high-quality health information, people might use it for health decisions

  23. How to develop an outcome-oriented program Look at assumptions & verify short term needs: • Many public library staff lack needed computer, info literacy, and health info skills • Many such staff lack confidence for health-related questions, are slow, and don’t know sources • Many public libraries lack staff to provide needed training

  24. How to develop an outcome-oriented program Look at assumptions & verify short term needs: • Our library could provide health-directed computer, info literacy, and online search skills • We could improve speed and quality of health information service in public libraries • In the long term, we could improve health decisions among library users

  25. How to develop an outcome-oriented program Identify solution A structured program to provide public library staff with basic computer and information literacy skills to help people answer health-related questions Identify desired results (short-term) • Staff will learn basic computer skills • Staff will have basic health information literacy • Staff will learn to locate needed information quickly

  26. How to develop a program Look at stakeholders Include individuals, agencies, funding sources, competition, community groups and national and state affiliations. They influence: • Desired outcomes • How results are communicated • Type and nature of services • Who program serves

  27. How to develop a program Look at audience Who is served by a program depends on several factors: • Stakeholders • Assumed need • Mission and resources

  28. Does what For whom For what outcome Example LibraryRx Program Purpose Provides a structured training program In health information for public library staff Public library staff in West Dakota Public library staff have basic computer skills, are information literate, and can find high-quality health information quickly

  29. Measuring outcomes • OBE is not the same as research • No intent to compare with other programs • No intent to prove contribution or sole responsibility for change • OBE shows contribution, not attribution • OBE shows what results one program achieved for its audience

  30. Measuring outcomes • Building a logic model • Logic model is the evaluation plan • Shows how all elements fit together • Helps assure desired results • Logic model is not a form to fill in–it is a flexible, dynamic planning tool • Builds consensus about goals and roles

  31. Outcomes Logic Model PROGRAM PURPOSE

  32. Outcomes Identify program outcomes • Immediate • Intermediate • Long term

  33. Outcomes Hints • A program may have many outcomes • Pick a few important outcomes to measure • One significant outcome may be enough

  34. Outcomes LibraryRx Short term Outcome 1.Participants have basic computer skills Outcome 2.Participants are “information literate” Outcome 3.Participants find high-quality health information fast

  35. Outcomes LibraryRx Long term Outcome 1.The public will seek health information assistance from public libraries Outcome 2.The public will make health decisions based on high-quality information

  36. Indicators • Observable, measurable, clearly identifiable • Unambiguous • Several may apply to each outcome

  37. Indicators LibraryRx Outcome 1. Participants have basic computer skills Indicator Participants can perform 4 basic computer tasks without assistance (set screen font size, download an application, save a file to a personal folder, print a document)

  38. Indicators How does completing a few tasks indicate basic computer skills? • Locating information online requires some basic skills for using a computer • If library staff can demonstrate a representative skill set without assistance, they probably have “basic skills”

  39. Indicator Apply to Data source Data interval Target (Goal) Participants who can complete 4 basic tasks without assistance All participants who finish “basic” training session Completed assignment After “basic” training session 75% Logic Model LibraryRx Outcome 1. Public library staff have basic computer skills

  40. Reports What should reports say? • We wanted to do what • We did what • So what

  41. Reports • Summarize participant characteristics • Summarize inputs, activities/services, outputs, and outcomes • Respond to influencers’ need for information • Compare data from program start or previous period • Interpret results and make recommendations

  42. Inputs • What did we use? • How much did we spend? • How much did we consume? Activities & Services • What did we do? Outputs • How many units did we deliver? • To whom? (audience characteristics) Outcomes • What did we achieve for our target audience? Report Elements

  43. Who will do the work? Options: Hire a consultant Benefits • Result may be seen as unbiased • Professionals have most expertise • Process may be more efficient • Offers outside perspective

  44. Who will do the work? Options: Hire staff evaluator Benefits • May reduce cost • Greater understanding of your program • Greater commitment to the process

  45. Who will do the work? Options:Train existing staff(ideal) Benefits • Integrate evaluation into routine management activities • Staff know programs and audience • Skills transfer to all programs

  46. What do you get? • Small investment:Numbers, audience characteristics, and customer satisfaction • Low to moderate investment: Immediate changes in knowledge, behaviors, and attitudes

  47. What do you get? • Moderate to high investment:Attribute short-term changes in audience skills, knowledge, behaviors, and attitudes to program • High investment:Short- and long-term impact, attribution of impact to program, variables influencing impact

  48. Your Action Plan • Discuss benefits to your library • Get more information • Consider how to apply OBE • Develop a plan

  49. We have • Talked about uses of OBE • Talked about benefits • Defined terms • Described process • Discussed how results are used

  50. Starting Places: • NLG Project Planning: A Tutorial, IMLS http://e-services.imls.gov/project_planning/ • Perspectives on Outcome-based Evaluation for Libraries and Museums(2001), IMLShttp://www.imls.gov/pubs/pdf/pubobe.pdf • IMLS bibliography http://www.imls.gov/grants/current/crnt_obe.htm#res

More Related