FY02 ASA Presentation Provide Library Services

1
FY02 ASA Presentation Provide Library Services

• Presented by
• Susan Whitmore
• Chief, Information Education Services Section
• NIH Library
• Susan_whitmore_at_nih.gov
• Office of Research Services
• National Institutes of Health
• 18 November 2002

2
Table of Contents

• Main Presentation
• ASA Template ...4
• Customer Perspective...5
• Customer Segmentation ......5
  
• Customer Satisfaction..12
• Internal Business Process Perspective
  ..20
• Conclusions from Discrete Services Deployment
  Flowcharts...21
• Process Measures....22
• Learning and Growth Perspective..
  .32
• Conclusions from Turnover, Sick Leave, Awards,
  EEO/ER/ADR Data...33
• Analysis of Readiness Conclusions.
  ..34
• Financial Perspective...36
• Unit Cost.36
• Asset Utilization.39
• Unique Financial Measures.....
  43
• Conclusions and Recommendations..50
  
• Conclusions from FY02 ASA...51
  
• Recommendations.52

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Table of Contents

• Appendix
• Page 2 of the ASA Template
• Customer segmentation graphs
• Customer satisfaction graphs
• Block diagram
• Process charts/Deployment flowcharts
• Internal Business Performance Measures and
  Control Charts
• Learning and Growth data table
• Analysis of Readiness Information
• Asset utilization data
• Unit Cost of Information data

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Customer Perspective

• --Customer Segmentation

6
Telephone Survey

• Telephone survey of 400 randomly chosen Library
  users conducted in 2000 and 2002
• Included questions about primary library
  services, providing copies of publications, and
  self-service photocopy service
• Customer segmentation data reveals customers
  primary work and position
• Most respondents engaged in research
• Most respondents identified themselves as post
  doctoral fellow, staff scientist, administrator,
  senior investigator, or research fellow

7
How Telephone Survey Respondents Spend Their Time
8
Positions Held by Telephone Respondents
9
Customer Segmentation

• Customer segmentation data by IC available for
  providing copies of publications, self-service
  copiers, translate documents and custom service
• Customers spread across all ICs
• Heavier use of services by larger groups and ICs
  engaged directly in biomedical research, ex.,
  NCI, NIAD, NICHD, NINDS, NHLBI

10
Customer Segmentation continued

• Less use by smaller groups and ICs whose work is
  administrative or a support service, ex., OD,
  ORS, FIC, CIT
• The Library serves not only NIH but also FDA/CBER
  on the Bethesda campus and provides document
  delivery services to the National Institute of
  Standards and Technology (NIST), Centers for
  Disease Control (CDC), and NIEHS
• Customer segmentation data for self-service
  photocopy, translations, and custom services may
  be found in the Appendix

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Customer Segmentation for Provide Copies of
Publications
12
Customer Perspective

• --Customer Satisfaction

13
Customer Satisfaction

• The 2002 Telephone Survey revealed that 97 of
  NIH staff give a positive rating to Library
  services overall
• Customer satisfaction levels increased slightly
  in two years in FY00 94 of surveyed staff gave
  a positive rating to Library services overall
• All services surveyed received a very positive
  rating

14
Percentage of NIH Staff Who Gave a Positive
Rating to the Quality of Library Services in FY02
15
Customer Satisfaction for Provide Translations

• Thirty-three percent response rate for
  evaluations
• Both product and customer service ratings
  exceeded the ORS average ratings
• Many customers commented that the translation
  service is excellent
• Timeliness was more important to the customers
  than cost
• Customers were given realistic expectations with
  regard to turnaround time but some would like
  documents more quickly

16
Customer Satisfaction for Translation Product
17
Customer Satisfaction for Translation Customer
Service
18
Unique Customer Measures Maintain Customer
Satisfaction for Seminars

• Seminars are provided to teach NIH staff how to
  effectively use electronic resources and
  bibliographic management software
• 77 of attendees (417/544) completed an
  evaluation form designed to assess satisfaction
  with the training classes
• Choices were 5excellent, 4very good, 3good,
  2fair, 1poor
• Control charts indicate no signals (Control
  charts may be found in the appendix)

19
Seminar Evaluation Results for FY02
20
Internal Business Process Perspective

• --Deployment Flowcharts

21
Conclusions from Discrete Services Deployment
Flowcharts

• Our Service Group completed deployment flowcharts
  for all five discrete services (which may be
  found in the appendix)
• Most discrete services are complex so very little
  detail could be indicated on the flowcharts
• Nothing new was learned from completing the
  flowcharts

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Internal Business Process

• --Measures for each Discrete Service

23
DS1 Custom Services

• Objective Increase number of custom service
  projects
• Measure Percent increase in number of contracts
  established each year
• Results Baseline data for FY02 17 projects

24
DS2 Provide Copies of Publications

• Objective Maintain or reduce turn around time
  for filling document requests
• Measure Percent of requests filled in 3 business
  days
• Goal Fill 96 of requests in 3 business days
• Results Average fill rate of 97 for FY02 is
  above the goal. Goal was not met in August due to
  two staff members on maternity leave and other
  staff on vacation
• Control chart may be found in the Appendix

25
DS3 Translate Documents

• Objective Maintain or decrease the turn around
  time for translating documents
• Measure Percent of documents translated in 3
  business days, protocols in 10 business days,
  articles in 30 business days
• Results On average 55 of documents, 52 of
  protocols, and 47 of articles were translated in
  the required time period
• Priority is given to translating documents which
  include diplomas, transcripts, and personal
  documents which the FIC needs for appointments of
  research fellows. Protocols are primarily from
  English to another language and must be
  contracted out and reviewed in-house.
• The following control chart for document
  translations shows a signal for July when the
  translators were on vacation.
• Other control charts are in the Appendix

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Translation Requests Control Chart for Documents
Note Percentage of documents translated within
goal of 3 business days is depicted by month
27
However Translation Requests Are Increasing

• The number of words translated has increased 35
  over the past year
• Translations for languages outside translators
  areas have always been contracted out. To keep up
  with demand, increasingly translations for
  in-house language capability are contracted out
• Contracted out translations take more time. Next
  year, the time it takes to complete a translation
  by in-house staff versus a contractor will be
  tracked separately
• If enough translation requests for one or several
  related languages are consistently received, this
  would justify hiring another translator

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DS4 Provide Primary Library Services

• Objective Provide 100 of current journals in
  electronic format
• Measure Percent of current journals subscribed
  to electronically
• Once almost all (93) of the most used 350
  journals were in electronic format, we changed
  out goal to have all journals in e-format.
  Currently, 75 of all journals are in electronic
  format

29
Additional Internal Business Measures for Provide
Library Service located in the Appendix

• --E-license agreements to include all of NIH
• --Ready access to training
• --Quick response to requests for tutorials

30
DS5 Provide Self-Service Copiers

• Objective Provide adequate number of photocopy
  machines for users
• Measure Ratio of photocopy machines to visits
• Six copy machines were made available for
  customer throughout FY02. There is no waiting
  for a machine, therefore, the number of copiers
  is adequate

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However Self-Service Use is Declining

• Use of self-service copying continues to decline
  as the Library obtains additional e-resources
• Hours of service were reduced in FY01 due to
  declining use
• The number of copiers and hours of service will
  be evaluated periodically and reduced as
  warranted

32
Learning and Growth Perspective
33
Conclusions from Turnover, Sick Leave, Awards,
EEO/ER/ADR Data

• An average of 4.5 days sick leave per employee is
  above average for ORS and reflects the three
  staff who were on maternity leave in FY02
• Eight awards for every 10 employees is slightly
  below average for ORS. Two factors limit the
  number of awards given per person
• The AFGE Union contract mandates that 70 of our
  award pool be given as performance awards
• As a team-based organization, we have chosen to
  use the other 30 of the award pool to reward
  teams.
• The turnover and EEO/ER/ADR data appear fairly
  average for ORS

34
Analysis of Readiness - Conclusions

• The way in which information is being provided
  and accessed by customers is changing
• Customers are increasingly using e-resources that
  they access from their desktop computers
• Customers are answering many of their own easier
  information questions
• Customers are increasingly accessing our services
  through our web site
• The services that aid customers in information
  identification, acquisition, and management are
  changing
• Library staff need to provide services
  electronically such as the digital reference
  service
• Library staff need to reach out to customers in
  their offices and labs as the Informationists do
• Services that make it possible for users to
  search across a number of e-resources and link
  directly to online journals are needed such as
  MetaLib and SFX
• The Librarys web site continues to grow and be
  essential to service provision. The content
  needs to be dynamic and up-to-date

35
Analysis of Readiness Conclusions -continued

• Library staff need to be retrained to engage in
  new tasks
• Librarians need to learn in-depth searching
  techniques for animal alternatives and
  evidence-based medicine. They need biomedical
  subject expertise to offer customized services to
  researcher and clinicians in their offices and
  labs
• Library Technicians must learn new skills sets as
  the old work diminishes and new work is created
• The Library is identifying training programs
  and/or developing in-house programs to address
  the new skills that are needed by staff
• We are very aware of the changes in information
  resources and services and are well poised to
  take advantage of these changes
• A more thorough analysis of the Librarys
  readiness may be found in the Appendix

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Financial Perspective

• --Unit Cost Measures

37
Unit Cost

• The average unit cost has decreased over the past
  two years for
• Copies of publications (-2/yr)
• Self-service copiers (-14/yr)
• As many users are accessing information through
  the Librarys e-resources, these services have
  declined in use and we anticipate that they will
  continue to decline in use
• The cost of these services is primarily based on
  salaries, supplies and equipment. As the use of
  the service declines, the unit cost of the
  service will decline also

38
Unit Cost continued

• The average unit cost has increased over the past
  two years for
• Translate documents (13/yr) Primary library
  services (7/yr)
• Custom research assistance (15/yr)
• These services are growing. Costs are primarily
  based on salaries and purchase of print and
  electronic resources
• The cost of print and electronic resources rises
  10-20 each year. The Library is increasing the
  amount spent on e-resources by 20 each year

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Financial Perspective

• --Asset Utilization Measures

40
Asset Utilization for Discrete Services

• DS1 Provide Custom Research Assistance no data
• DS2 Provide Copies of Publications 98
• DS3 Translate Documents 74
• DS4 Provide Primary Library Services
  Instruction Program 74
• DS5 Provide Self-Service Copiers 63
• Descriptions of how the asset utilization
  percentages were calculated may be found in the
  Appendix and on the following slide

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DS4 Provide Primary Library Services

• Primary library services are composed of
  instruction, reference, mediated searching, and
  the print and electronic collection
• Asset utilization data for part of the
  instruction program, seminars held in the Library
  on Thursdays, was gathered
• The maximum number of potential class attendees
  were compared to the actual number of attendees
• 74 asset utilization No. of actual class
  attendees (544)/No. of potential attendees (741)
  X 100
• Promotion of the seminars early in the year
  increased attendance and we increased the number
  of workstations from six to 20 during the summer

42
Instruction Program Asset Utilization
43
Unique Financial Measures

• --Unit Cost of Information
• --Percent of Library Budget Devoted to
  E-resources
• --Minimize Training Costs

44
Units of Information

• Use of information units has increased 26 in two
  years
• A unit of information may be a search, a document
  supplied, a customer trained, an article
  downloaded, or a visit to our web site
• Because e-resources are heavily used, more
  information is available to customers at a
  reduced cost per unit of information

45
Unit Cost of Information

• Objective Maintain or reduce the cost of
  information provide to NIH staff
• Measure Change in unit cost of information
• The need to include rent and overhead in the FY01
  budget increased the unit cost of information
• E-resources are more expensive than print
  resources however, they are used more heavily.
  Thus the unit cost of information for FY02 is the
  same as for FY00
• See the Appendix for the definition of how the
  unit cost is determined

46
Percent of Library Budget Devoted to E-resources

• Objective Increase availability of highly used
  e-resources
• Measure Percent of library budget devoted to
  electronic versus print resources
• Result The percent of the library budget devoted
  to electronic resources has increased 1,600 in
  the past six years. Percent of budget devoted to
  e-resources has risen 21 in the past year

47
Percent of Library Collection Budget Devoted to
Electronic Resources
48
Electronic vs. Print Journals

• The percentage of journals in electronic format
  has increased 29
• However, many resources are received as print
  electronic and these resources are still
  reflected in the print budget

49
Minimize Training Costs

• Objective Minimize training costs by providing
  users with alternate means of training
• Measure Percent of people trained in seminars or
  via tutorials versus the number of people using
  web-based training
• Result Customers have clearly indicated their
  preference for web-based training which is
  available at any time

50
Conclusions and Recommendations
51
Conclusions from FY02 ASA

• Our customers are very satisfied with the
  Librarys resources, services, and staff
• Internal business processes are for the most part
  efficient and cost effective
• There will be a growing number of electronic
  resources and services and more customized
  services in the future and there need to be
  concomitant changes in staff skill sets
• Use of resources and services, particularly
  e-resources, continues to grow. We will continue
  to convert from a primarily print to an
  electronic library. While electronic resources
  are expensive, they are utilized much more
  heavily than the print collection thereby keeping
  the unit cost of information reasonable

52
Recommendations - Specific

• Develop means to determine utilization of assets
  for Provide Custom Research Assistance by March
  2003
• Develop an evaluation form for Provide Custom
  Research Assistance projects by February 2003.
  Work with National Library of Medicine staff to
  evaluate Informationist program in 2003 and 2004
• Continue to collect data for Internal Business
  Measures for Provide Self-Service Copiers and
  construct a control chart for the ASA in November
  2004
• Separately collect data for the time it takes to
  complete translations by in-house staff versus
  contractors to determine how service speed can be
  improved

53
Recommendations - Broad

• Continue with the redesign of the web site as
  recommended in last years ASA. Projected date
  for roll out January 15, 2003.
• Implement content management software for web
  site to ensure up-to-date and dynamic content.
  Build the databases needed to provide content.
  Projected date for completion January 15, 2003.
• Incorporate software called MetaLib and SFX into
  our web site This software will enable users to
  search across e-resources and link directly from
  databases to online journals. This recommendation
  partially replaces a similar one from last years
  ASA. Implementation began September 2002.
  Completion of initial phase of implementation
  March 2003.
• Develop an in-house training curriculum to ensure
  all staff are knowledgeable about Library
  services and to retrain staff for new work.
  Development will begin in January 2003. Full
  implementation will take two years.

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Appendix
55
ASA Template Page 2
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Customer Segmentation Graphs

• --Provide Self-Service Photocopy
• --Translate Documents
• ---Provide Custom Services

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Provide Self-Service Photocopy
60
Translate Documents
61
Custom Services FY02
62
Customer Satisfaction Graphs

• --Translate Documents
• -- Seminar Evaluation Control Charts for FY02
  no signals
• --Unique Customer Measure Acquire Electronic
  and Print Resources Need by Users

63
Translate Documents Scatter Diagram
64
Seminar Evaluation Control Chart - Clarity of
instructors presentation
Note Monthly mean ratings are depicted based on
a rating scale ranging from (1) Poor to (5)
Excellent.
65
Seminar Evaluation Control Chart Instructors
knowledge of subject
Note Monthly mean ratings are depicted based on
a rating scale ranging from (1) Poor to (5)
Excellent.
66
Seminar Evaluation Control Chart Instructors
responsiveness to questions
Note Monthly mean ratings are depicted based on
a rating scale ranging from (1) Poor to (5)
Excellent.
67
Seminar Evaluation Control Chart Quality of
Handouts
m
Note Monthly mean ratings are depicted based on
a rating scale ranging from (1) Poor to (5)
Excellent.
68
Seminar Evaluation Control Chart Level to which
course objectives were met
Note Monthly mean ratings are depicted based on
a rating scale ranging from (1) Poor to (5)
Excellent.
69
Seminar Evaluation Control Chart Quality of
classroom arrangements
Note Monthly mean ratings are depicted based on
a rating scale ranging from (1) Poor to (5)
Excellent.
70
Unique Customer Measure Acquire Electronic and
Print Resources Needed by Users

• Acquired 42 of print and electronic resources
  requested by customers in FY02
• Reasons for not acquiring resources are
• Low usage
• Cost
• Unavailable in electronic format
• Lack of suitable license agreement

71
Internal Business Performance Measures

• --Block diagram and process charts

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Internal Business Performance Measures

• --Provide Copies of Publications -Control Chart

79
Provide Copies of Publications -Control Chart
Note Percentage of requests filled within goal
of 3 business days is depicted by month. Goal
96
80
Additional Internal Business Performance Measures

• Following are three additional Internal Business
  Performance Measures for DS4 Provide Primary
  Library Services
• --Negotiate e-license agreements that include all
  of NIH
• --Balance need for web-based training with
  hands- on training
• --Respond to tutorial requests in one business
  day

81
DS4 E-Resource License Agreements

• Objective Negotiate e-license agreements that
  include all of NIH
• Measure Percent of license agreements that
  include all of NIH
• Results At the end of FY02, 53 of e-resource
  license agreements included all of NIH an
  increase in 8 over last year

82
DS4 Web-based Training

• Objective Balance need for web-based training
  with hands-on classes
• Measure Percent of courses that are web-based
• Results 37 of the 51 classes offered are
  web-based
• 61 of customers prefer web-based training but we
  will continue to provide hands-on classes as long
  as attendance indicates that customers want this
  type of training

83
DS4 Tutorial Request Response

• Objective Respond to tutorial requests within
  one business day
• Measure Percent of requestors contacted within
  one business day
• Results 100 of requestors contacted within one
  business day in FY02

84
Internal Business Perspective

• --Control charts for Translate Documents
  showing percentage of protocols translated in
  10 business days and articles in 30 business
  days no signals

85
Translate Protocols in 10 Business Days
Note Percentage of protocols translated within
goal of 10 business days is depicted by month
86
Translate Articles in 30 Business Days
Note Percentage of articles translated within
goal of 30 business days is depicted by month
87
Internal Business Perspective

• --Provide Self-Service Copiers

88
DS5 Provide Self-Service Copiers

• Ratio of photocopy machines to visits is shown on
  the accompanying chart
• There were six copiers available in FY02
• Customers do not have to wait for a copy machine,
  therefore, the number of copiers is adequate

89
Learning and Growth Perspective

• --Learning and Growth Data Table

90
Learning and Growth Data Table
1 ADR case out of 50 employees
1 ER case out of 50 employees
About eight awards for every 10 employees
About 4.5 days sick leave per employee
5 employee turnover
91
Learning and Growth Perspective

• --Analysis of Readiness Information

92
Several changes in service and resources in the
Library will require staff with a different mix
of skills

• Fewer document requests will be received as more
  e-resources are made available and there will be
  less work for the document delivery staff
• Implementation of NED results in less work for
  circulation staff
• More books and journals will be obtained in
  e-format which will require less clerical support
• Customers are answering many of their reference
  questions using e-resources and the types of
  reference questions we receive at the reference
  desk are less difficult and can be answered by a
  well trained paraprofessional. Information
  services need to be customized to users specific
  needs. Staff need to be trained to fully use
  e-resources effectively.

93
Several changes in service and resources in the
Library will require staff with a different mix
of skills - continued

• Customers are using the Librarys resources
  through their computers instead of walking into
  the Library. Library staff need to offer services
  that reach out to NIH staff in their labs and
  offices as the Informationist service does
• Librarians will be performing more custom
  services which will require more knowledge of
  biomedicine. Librarians will be asked to conduct
  more complicated database searches for animal
  alternatives and evidence-based medicine
• More translations are being requested
• Systems office staff will be needed to develop
  and program databases to track and make
  e-resources available and accessible

94
Changes in the way information is accessed will
require a change in the way information is
provided

• Customers are using the Librarys resources
  through their computers instead of walking into
  the Library. More services, such as reference
  service and instruction, need to be offered to
  staff electronically
• The growth in the number of e-resources requires
  the acquisition of software and systems that link
  databases to online journals and that enable
  customers to search efficiently across resources
• Users are requesting additional e-resources which
  are often more costly than print resources
• Specialized databases need to be created to
  organize and track e-resources and to populate
  the web site

95
Changes in service and resources will require
that

• Library technicians working in document delivery,
  circulation, and collection organization
  maintenance will have less work and will need to
  develop new skill sets in order to remain
  employed in the Library
• Library technicians trained to respond to
  customer requests at the information desk will
  free the professional librarians to provide
  custom services
• The Library develop training programs to ensure
  that staff develop needed skills
• Librarians take classes from outside sources to
  develop more in-depth skills in database
  searching and knowledge of biomedicine
• Systems Office staff take training in database
  management and programming
• Content management software be implemented for
  the web site. This software will make it easier
  to update and maintain web site and free
  librarians for other activities

96
To ensure that staff are ready to take on new
assignments, the Library is

• Continuing to develop as a Learning
  Organization
• Developing in-house programs such as the
  Reference Assistants training program which is
  designed to train document delivery and
  circulation staff to work at the information desk
• Developing a training program for Informationists
  who will reach out to NIH researchers and
  clinicians to supply customized information
  assistance
• Appointing a Training Coordinator to organize
  training programs and develop ways to evaluate
  effectiveness of training
• Identifying courses and training programs that
  will prepare staff for new work
• Using COTAs as appropriate to develop in-house
  talent
• Continuing to use cross-functional teams to
  enable staff to learn new skills and take on new
  assignments
• Monitoring translation requests and hiring more
  staff with the appropriate language skills as the
  situation warrants

97
Implications of Not Obtaining Right Mix of Skills
or Materials

• The way in which information is being delivered
  has changed. If the Library is not able to
  provide e-resources to customers, the customers
  will be impeded in their work and ultimately will
  go elsewhere for the needed information
• Library technician work is decreasing, staff who
  are not retrained for new work will no longer be
  employed by the Library
• Custom services that reach out to customers to
  solve their unique information needs will be in
  demand. Professional librarians need to be
  trained to provide these services and need to be
  freed from lower level tasks so that they have
  time to provide them. If the Library does not
  provide these new services, customers will hire
  contractors to do the work.
• If professional librarians continue to provide
  services that can be transferred to well trained
  library technicians, the Library will not be
  operating in a cost efficient manner

98
Financial Perspective

• Asset Utilization
• --Provide Custom Research Assistance
• --Provide Copies of Publications
• --Translate Documents
• --Provide Self-Service Copiers

99
DS1 Provide Custom Research Assistance

• Asset utilization data has not been collected for
  this service
• We will research how to collect this data for
  next year

100
DS2 Provide Copies of Publications

• The maximum number of hours that could have been
  spent providing publications was compared to the
  actual number of hours spent on this service in
  FY02
• Included are government and contract staff hours
• 98 asset utilization 37,435 actual
  hours/38,215 potential X 100
• In FY03 we plan to keep a log to sample the
  amount of time government and contract staff
  spend on this discrete service

101
DS3 Translate Documents

• The maximum number of hours that the translators
  could ideally devote to translating were compared
  to the number of hours they actually spent
  translating
• 74 asset utilization translators spent 2,723
  hours translating/3,680 hours that ideally could
  be spent translating X 100
• Hours not spent translating are spent attending
  meetings, contracting out translations, doing
  clerical work, and developing an ORS/ASA report
• In June, the Librarys labor contract was used to
  assume much of the clerical work and reduce the
  clerical work burden on the translators
• An asset utilization chart follows

102
Translation Asset Utilization Graph
103
DS5 Provide Self-Service Copiers

• The actual number of copies made on the six
  copies in the self-service copy center were
  compared to the number of copies that could have
  been made, based on the normal rate at which
  customers make photocopies and the total hours
  the center is open
• 63 asset utilization 1,498,192/2,384,100 X 100
• As shown in the internal business perspective,
  use of the self-service copy center is declining
  as customers use the e-resources
• Use of the self-service copy center will be
  monitored and hours reduced or the number of copy
  machines reduced as warranted

104
Financial Perspective

• --Unit Cost of Information Data

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The End