November 2007/Process of Continuous Improvement

What are the drivers of change in a library?

There are many. But any list will likely include customers, technology, content and fiscal environment.

Regardless of the change driver, the challenge is having an effective way of monitoring the success (or failure) of a particular (or multiple) strategy vis à vis its objectives.

“Has the process we implemented 8 months ago still having the desired effect?” “Did library customers react positively to our new procedure or did they even notice?”

This challenge gets particularly acute when monitoring a variety of actions/strategies at various stages of their implementation or life cycle.

A key element in meeting this challenge is access to timely and effective data (both feedback and performance).

This can be achieved in a variety of ways ranging from Tom Peter's MBWA (Managing by Walking Around) to comprehensive data management systems (e.g., LibSatLibrary Customer Satisfaction Management Service and LibPASLibrary Performance Assessment Service).

Regardless of how outcomes are measured, based on the evidence that we see on an ongoing basis, the benefits of measurement far exceed the costs (both tangible and intangible) of not measuring.

Read how one library employs LibSatLibrary Customer Satisfaction Management Service to monitor a major “roving” program implemented with staff some 18 months ago. Click here to read the Markham Case Study.