Limited Offer
Save 50% on book bundles
Immediately download your ebook while waiting for your print delivery. No promo code needed.
Benchmarking Library, Information and Education Services
New Strategic Choices in Challenging Times
- 1st Edition - February 17, 2023
- Editors: David Baker, Lucy Ellis, Caroline Williams, Cliff Wragg
- Language: English
- Paperback ISBN:9 7 8 - 0 - 3 2 3 - 9 5 6 6 2 - 8
- eBook ISBN:9 7 8 - 0 - 3 2 3 - 9 5 6 6 3 - 5
Benchmarking Library, Information and Education Services: New Strategic Choices in Challenging Times provides the foundations of ongoing research in the development of collectio… Read more
Purchase options
Institutional subscription on ScienceDirect
Request a sales quoteBenchmarking 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
Senior university librarians; Senior public librarians; Senior managers of IROs; Senior Information services managers; Senior education managers; LIS; Subject specialists; Human resources professionals; Commissioners and managers of library collections and services; Resources and systems managers; Students in all these areas, especially at Masters level
- Cover image
- Title page
- Table of Contents
- Copyright
- List of figures
- List of contributors
- About the authors
- Foreword by Paul Greatrix
- Foreword by Ruth Murray-Webster
- Preface
- Acknowledgments
- Acronyms
- Chapter one. Qualitative benchmarking: an introduction
- Abstract
- 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
- Index
- No. of pages: 420
- Language: English
- Edition: 1
- Published: February 17, 2023
- Imprint: Chandos Publishing
- Paperback ISBN: 9780323956628
- eBook ISBN: 9780323956635
DB
David Baker
David Baker has published widely in the field of Library and Information Studies, with 19 monographs and over 100 articles to his credit. He has spoken worldwide at numerous conferences and led workshops and seminars. His other key professional interest and expertise has been in the field of human resources, where he has also been active in major national projects. He has held senior positions at several institutions, including as Principal and Chief Executive of Plymouth Marjon University, and Emeritus Professor of Strategic Information Management. He has also been Deputy Chair of the Joint Information Systems Committee (Jisc). Until recently he was a member of the Board of Governors of the Universities of Northampton and South Wales. He is Chair of the Board of the Institute of Contemporary Music Performance. He is a leader in the field of library and information science.
Affiliations and expertise
Independent Consultant, Mytholmroyd, UKLE
Lucy Ellis
Lucy Ellis is a consultant and research associate within higher education. Her background is as a lecturer, research scientist and project development consultant. With Professor David Baker she is Editor-in-Chief for the Elsevier Major Reference Work ‘Encyclopaedia of Libraries, Librarianship, and Information Science’ and Chandos-Elsevier Series Editor for ‘Digital Information Review’ and the ‘Advances in Information’ series. Recent books in this series include Libraries, Digital Information and COVID: Practical Applications and Approaches to Challenge and Change and Future Directions in Digital Information: Predictions, Practice and Participation. She is a reviewer for Information and Learning Sciences (Wiley), Journal of British Institute of Organ Studies, British Academy grants scheme and the publisher Palgrave. Following a PhD in Experimental Phonetics she worked as a Senior Lecturer and programme leader at Plymouth Marjon University and as a project development consultant. She holds an Honorary Research Fellowship with the College of Humanities at Exeter University.
Affiliations and expertise
Independent Consultant, UKCW
Caroline Williams
Caroline Williams as University Librarian at The University of Queensland (UQ), Brisbane, Australia is responsible for leading UQ Library, with a focus on the student experience, modernizing library spaces, and support for research, including open access. Prior to UQ in the UK she was Director of Libraries at the University of Nottingham where she led a student-focused transformation strategy and oversaw an award-winning library building redevelopment and development of research data management (RDM) infrastructure. Other previous roles include Executive Director of Institute and Deputy Director of Mimas, a national data centre funded by the Joint Information Systems Committee (JISC). She has also worked in a range of library roles at Manchester Metropolitan University, the Open University, and Nottingham Trent University. Caroline holds a Postgraduate Diploma in Education Research, MBA, MA in Library and Information Studies and BA (Hons). She has written and presented internationally on change management and digital transformation.
Affiliations and expertise
University Librarian at the University of Queensland, Brisbane, AustraliaCW
Cliff Wragg
Since moving out of the sound engineering field, Cliff developed his career in the Polytechnic sector, rising through the Human Resources area (specializing in Staff Development), becoming Director of HR, and then Polytechnic Secretary (incorporating Company Secretary and Clerk to Governors). This, in turn, became University Secretary, a role he fulfilled for 10 years. In 1995, Cliff left to become a freelance management consultant for HE, and one of his early projects was to take on the development and management of a benchmarking programme, on behalf of the Association of Commonwealth Universities. He ran this programme successfully for 24 years, involving universities from around the globe. He also undertook a broad range of consultancy work for individual universities and HE organizations (such as the Leadership Foundation and the Higher Education Academy, now Advance HE). Cliff’s other interests include working as a Licensed International Tennis Official. (He worked as a Chair Umpire at Wimbledon for 20 years before concentrating on his role as a Chief Umpire and Referee.)
Affiliations and expertise
Freelance Management Consultant for HE, London, UK