Performance Evaluation in Hangzhou Library Performance Evaluation in

杭州图书馆绩效评估的实践 杭州图书馆 Performance Evaluation in Hangzhou Library

Performance Evaluation in Hangzhou Library 1 Background 2 Investigation into the input –output economic evaluation and performance evaluation in public libraries 3 Performance Appraisal

(Background) Status Quo The financial support from government leads libraries into an era of going after economic gains little study from this perspective no mature solution out of the difficulty of application

Effects of Performance Evaluation It helps to achieve high efficiency, low consumption, and show the value and contribution to the society and henceforward gets more public resources and realizes the goal of libraries.

Economic evaluation and performance evaluation in public libraries Targeting exploring economic benefits and performance evaluation of Hangzhou Library, we designed this project upon the project “ Qiantang Distinguished Professionals ” through cooperating with Peking University and Zhejiang University.

Economic evaluation and performance evaluation in public libraries Three main aspects of study: Economic benefits evaluation of the library Performance Appraisal of Library Internal Work

About the Evaluation of the Library’s Economic Performance Approach: The value created by libraries is numerous and most are invisible. Two approaches adopted abroad: A : Consumer surplus: the difference between the money paid by consumers for a product or service and their expectation. Since all the service provided by us is free, their expectations of the value of our service are just the value of its substitutes.

B: Contingent Valuation Method (CVM： WTP ） Supposing there is a market or a way of pay and consumers are willing to pay money to get it, it is named Willingness to pay (WTP for short）

About the Evaluation of the Library’s Economic Performance This paper combined those two method together, i. e. consumer surplus and WTP. In terms of the items with no market substitutes, we use WTP and consumers are enquired directly about their expected price about those items. The price of market substitutes is got through survey, while consumers’ expected price is got with questionnaires.

Procedures: Identify the service items to be evaluated Identify the approaches of evaluation Apply those approaches into practice

About the Evaluation of the Library’s Economic Performance Service types Circulating borrowing Specialist literature Social and cultural activities Digital resources service borrowing journal disk study room children’s book music Information editing cultural salons featured collection reference section and SDI exhibitions lectures readers’ communication movies children’s activities music salons electronic reading room wireless broadband network access electronic literature users consumer surplus WTP consumer surplus WTP consumer surplus consumer suplus

About the Evaluation of the Library’s Economic Performance 3 The result of the evaluation: The ratio of the cost and efficiency of Hangzhou Library is 1: 1. 87(this test aims at Hangzhou Library only, while the overseas test aims at a group of libraries) Seeing from the references, the ROI of foreign public libraries should be from 1: 3 to 1: 6

About the Evaluation of the Library’s Economic Performance ¡ Establishing the estimation index system (about 30 indicators) The basis of this establishment A. Information and Documentation—Library Performance Indicators B. ISO standard ISO/TR 20983 Information and Documentation–Library Electronic Service Performance Indicators

¡ According to the above mentioned standard, some modifications are made for Hangzhou Library A. the appended indicators, like the service benefit rate B. deleted indicators, this library has no access to the statistics now C. changing the statistical method indicators: simplifying the over-complicated indicators

About the Evaluation of the Library’s Economic Performance 2 Conclusions The basic hardware conditions of Hangzhou Library is equal and even above the average level of provincial library in China. Among the 15 vice-provincial public libraries, the general proficiency of Hangzhou Library still has some gaps C compared with Shenzhen library, but is equal to that of Guangzhou and has a clear advantage over libraries in other cities. Compared with similar libraries in New York, Vancouver, Tokyo and Osaka, Hangzhou Library has advantages in premises, but is lack of fund guarantee (only 19% of New. York Research Library, 17% of Vancouver, 26% of Tokyo and 39% of Osaka)

Performance Appraisal of Library Internal Work Conclusions： The covered area and the premises area shared by every thousand people of Hangzhou Library are more than the index regulated by Public Library Construction Standards; meanwhile, the total amount of collection and collection per capita also reach 83% the standard requirement. The service benefit of Hangzhou Library is among the top of the country. Compared with public libraries of foreign countries, although the absolute service volume of Hangzhou Library (circulation volume and daily circulation on average) is in the lead, the service benefit still lags behind.

Necessity Previous management method of library and internal evaluation mechanisms can not fully stimulate the enthusiasm of staff, and the efficiency is not high, which inhibits the development of the library. The overall performance of the library comes from every department and each workpeople, therefore, the assessment and evaluation is divided into departments and staff appraisal separately.

Department Assessment Sign annual task with each department and evaluate according to the mission statement. Departmental task is designed in reference to the library-related businesses of similar type and size and it reflectsa leading basis.

e. g. 2010 mission statement of the department of social mandate (part) A: Design and conduct lectures, exhibitions, performance competition etc. ; complete 180 similar activities annually; actively seek the participation of social forces, make sure social funds contribute to 70 %; of total investment; B: Public media coverage should not be less than 120 times throughout the year, including special reports at least 20 times; C: Utilization of various types of venues are not less than 50% D: Sector income exceeds 80 million; E: Complete development work of training and activities; development programs throughout the year are not less than two; F：Organize various activities for students, expanding the second class received coupons amount to 17 000;

Staff Performance Assessment Every work of each department is assigned to each individual staff; draw up individual position description (responsibilities, limits of authority, work specification) Based on the basic assessment principles of the library, all departments are granted to design their own performance appraisal programs depending on their own conditions. The program must be through repeated discussion of and approved of by the departmental staff. Period of Assessment: Monthly assessment, and as a basis, quarterly and annual examination

Performance Appraisal of Library Internal Work For example: the front desk (quantified appraisal index) The appraisal as follows: For an appraisal project, the standard of comparison is the workload mean value of the personnel in this project extracted per month. 80％ of the project value will be obtained if the average workload is achieved. The value will be increased in proportion if the workload more than the average is achieved. The value will be decreased in proportion if the workload less than the average is achieved. For example: the Documents Borrowed Center The appraisal as follows: The value is reflected by the quantified index in the quantity form (Relative quantity is adopted with regard to the workload. ). There are four grades in the post setting, different grades with different values.

For example: Department of Social and Cultural Activities The appraisal content is mainly concerning the development and accomplishment of all kinds of activities. There are three grades in the post setting. The personnel in each grade accounts for 30%, 40% and 30% respectively of the total staff in the department. The appraisal value will be obtained by the combination of self-assessment and mutual assessment among employers. For example: Integrated Office The appraisal value is mainly determined by the work quality by means of adding or subtracting points, with the quantity auxiliary.

Performance Appraisal of Library Internal Work 3 The inspection work should be launched to ensure the quality of the performance appraisal. The monthly inspection is charged by the inspection team leaded by the vice-librarian. The main content of the inspection: whether the daily management of the department is reasonable; the business process is normalized; the files are perfect, etc. The inspection prepares an inspection report according to the inspection results and orders sections to reform. The reformation proposals will be put forward by sections, reported to the library for approval and then carried out.

Performance Appraisal of Library Internal Work Sections Inspection Performance System Guarantee Staff Performance Assessment

The Achievements of the Performance Appraisal New development dynamics for the library are brought. As the “eye” of the management, the appraisal provides supports for adjusting the developmental strategies. As the code of conduct, the appraisal creates a good competing situation. The objectivity of the appraisal brings more opportunities for the staff to show themselves.

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