Being the best we can Developing a self evaluation and improvement model Scottish Library and Information Council Background How we got to the Public Library Quality Improvement Matrix Legislative context Standards and benchmarks based on inputs and outputs Changing paradigm - local government re-organisation, People’s Network, SNP administration Increased scrutiny-Best Value, Efficient Government, Changing national policies on Culture and shared services Currently working with 28 authorities – 9 reports published, plus 9 pilot reports Scottish Library and Information Council Public Library Quality Improvement Matrix Developed 2004 European Framework of Quality Management and schools inspection 7 Quality Indicators 4 service QIs and 3 management QIs Toolkit to support roll out Benchmarks and characteristics more at www.slainte.org.uk Scottish Library and Information Council So how did self evaluation work in Scotland in 2008? Moray QI 2 Community and personal participation and QI 6 Organisation and use of resources and space East Dunbartonshire QI 1 Access to information and QI 5 Ethos and values Edinburgh – all 7 QIs Dundee QI 3 Meeting readers’ needs and QI 5 Ethos and values Shetland – all 7 QIs Fife – QI 3 Meeting readers’ needs Falkirk QI 1 Access to information and QI 6 Organisation and use of resources and space North Ayrshire QI 2 Community and personal participation and QI 3 Meeting readers’ needs Scottish Library and Information Council So what were the outcomes of self evaluation in Scotland in 2008? 10 Very good 12 Good 3 Satisfactory Level 5s are predominantly in QI 2 Community and personal participation. The level 3s are in Organisation and use of resources and space and Leadership. Scottish Library and Information Council Some examples of strengths in 2008 Moray Accredited courses. Use of Individual Learning Accounts to Council fund two posts which improved learning opportunities offered by the library. East Range of information services available to residents in a Dunbartonshi small area. Staff are well-trained, knowledgeable and keen re to share their enthusiasm for subjects and online sources with the public Edinburgh Award winning Libraries4YOU initiative, working with young teenagers to combat anti-social behaviour problems Dundee Staff commitment to needs of vulnerable groups: provision for minority groups, Customer Care Standards, literacies learners and engagement with drug and alcohol recovery groups Scottish Library and Information Council Scottish Government Public Libraries Improvement Fund The Scottish Government Public Libraries Improvement Fund is a £500,000 fund for a 5 year period to encourage service development in authorities who already investing and achieving progress in their public library service delivery. Authorities who undertake the self-evaluation process and are assessed externally verified as satisfactory or better will be able to submit proposals based on their action plans to the Improvement Fund. The Public Library Quality Improvement Matrix can be used as a performance management tool within local authorities. Scottish Library and Information Council Excellence frameworks Japanese established the Deming Prize in 1951. In 1987 Australia established the Australian Quality Award. In 1988 US established Malcolm Baldrige National Quality Award. 1991 European Foundation for Quality Management (EFQM) established the European Model for TQM. All models are reviewed regularly and have developed a focus on overall business excellence rather than quality. Australian Business Excellence Framework Being the best we can Developed by the Library Network in Victoria Provides tools for local and state government to meet service obligations and objectives Focus on planning and continuous improvement Demonstrates the continuing relevance, contribution and impact of library services Based on the Scottish Library and Information Council’s Public Library Quality Improvement Matrix Contextualized to reflect Australian policy, the Australian Business Excellence Framework and Best Value What is self-evaluation? 3 basic steps How are we doing? How do we know? What are we going to do now? What benefits are there? Enables us to take stock of current performance Measures services in terms of progress towards objectives Allows us to identify and understand our key strengths Allows us to identify areas for improvement Supports us as we prioritise areas for action Outputs of self evaluation Improvement plan which helps us use resources and finances effectively Reporting to stakeholders, so improved understanding of services Benchmarks for ourselves and others Training resources Case studies of good practice Underpinning a culture of quality Why is self evaluation effective? More a process than an event Needs to be owned not imposed Must be inclusive not exclusive Must not depend on measurability Built in not bolted on Size does NOT matter Art not science Nine Step Process Step 1 Orientation Step 2 Training for staff Step 3 Deciding which Key Result Areas to review Step 4 Preparation of the evidence and identification of key strengths and areas for improvement with completion of template in toolkit for review Nine Step Process 2 Step 5 Award star score Step 6 Visit and assessment with external peer reviewers Step 7 Feedback from external review team and a agreement is reached on the star award Step 8 Report Step 9 Improvement Plan Key Result Areas and users Providing information Adults Building skills Children Developing social Special Needs capital Groups Businesses What are we going to evaluate? Key Result Areas for Library Services Overall evaluation 1. Providing gateways to information 2. Building individual skills, capability and wellbeing 3. Developing social capital 4. Demonstrating leadership and values 5. Designing, managing and improving systems and processes KRA 1 Providing gateways to information 1. Sufficiency, range and suitability of resources Why is this important? Library services should offer consistent and equitable access to print and digital collections, internet and to a range of other resources for their communities. Provision of a range of resources, fit for purpose and specific need allows individuals to make informed choices. A successful library should have a high percentage of use by its local population. Key question to ask To what extent are the information needs of all met? Things to think about What range of print and digital collections does the library offer across a range of user groups? How is the selection of information resources made? How well are the information services used by the population? What are the most frequently used services? Scottish Library and Information Council Gathering the evidence Consulting users, non-users and staff Observing activities Considering measurable outcomes Examining documentation and resources Evaluating the evidence Best done as a team Does evidence show a service strength or an area for improvement Is everyday a strength? Some evidence is neither but shows effective and necessary processes Template in the toolkit 5 Star Awards Outstanding delivery of core and a range of enhanced services Excellent Sector leading and worthy of wider dissemination Major strengths High standard of provision Any weaknesses do not impact on users’ experience 5 Star Awards 2 Important strengths that have a positive impact Weaknesses do not have substantial adverse effect Weaknesses are recognised and action is being taken to improve Satisfactory provision of core services Provision with a few strengths and examples of good practice Weaknesses have some adverse effects on some users 5 Star Awards 3 Limited range of services or weaknesses in a core service Weaknesses have a significant impact on the quality of the users’ experiences Planned action required for improvement Illustrative models These provide an example of what star awards mean in practice. Between the descriptions set out in the five star rating system and these illustration, services are asked to make their own star award. As more services go through the process the Library Network will be able to collect information and benchmarks which will also be helpful. External review It is always useful to have a comparative view. Peers will be acting as external reviewers of the self-evaluation process and outcomes. The Library Network will help co-ordinate peer review and there is support documentation for them. Being the Best We Can – Pilot Initial training, pilot library April Self-assessment, pilot library May-June Verification & report July Review & modify process August Training, second round pilots September Second round self-assessments October - March Thoughts from working group The rigour of the process It’s a journey – it’s constantly informed Self evaluation which leads to a cycle of improvement Be creative and consistent where you find the evidence It’s about telling your own story It’s all staff engagement It’s a learning and knowledge experience It builds the evidence base for advocacy – locally, state-wide and nationally!
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