J O E M A T T H E W SU S C , O C T O B E R 2 0 1 5

MANAGEMENT FRAMEWORKS

OUTCOMES, VALUE & IMPACT: METR ICS FOR L IBRARY SUCCESS

ORGANIZATIONAL EFFECTIVENESS

• Goal Model

• Internal Process Model

• Open Systems Model

• Multiple Constituencies Model

BARRIERS TO STRATEGIC IMPLEMENTATION

The Vision BarrierOnly 5% of staff members

understands the strategy

The People BarrierOnly 25% of managers have

incentives linked to strategy

The Resource Barrier60% of organizations don’t link

budgets to strategy

The Management Barrier85% of top management teams

spend less than 1 hour

per month discussing strategy

9 of 10 companies

fail to execute

strategy

Complexity of Analysis

Importance

PerformanceMeasures

Dashboards

Key PerformanceIndicators

Critical SuccessFactors

ProcessImprovement

TotalQuality

ManagementQuality Awards

PerformanceMeasurementFrameworks

HolisticFrameworks

ISO 16439

PERFORMANCE MEASURES

Resources Capability Utilization Impact or Effect

Input measures Process measures Output measures Outcome measures

What has changed in the life of the customer?

OUTCOMES

Short-term Intermediate Long-term

Learning

AwarenessAttitudesKnowledgeSkillsOpinionsAspirationsMotivations

Persistent Action

BehaviorPracticePoliciesDecision-makingSocial action

Conditions

SocialEconomicCivicEnvironment

Short term outcomes

Intermediate outcomes

Long term outcomes

Library

Services,

Programs &

Resources

Knowledge & Learning

Enjoyment

Participation

Cognitive Skills DevelopmentSpeech, language & communication literacy Other basic skills (IT, numeracy, health literacyBusiness & Career management skills

Non-Cognitive Skills DevelopmentPersonal, Social & Emotional skills

Well Being & HealthSelf management abilitiesReduce social isolationHappiness & improved mental well being

Social Capital FormationParticipation & volunteeringSocial networks & relationshipsAwareness of external services & benefits

Higher earningsImproved employabilityEconomic growthBetter physical & mental healthReduced crime rates

Improved employabilityMaintain relationships

Increased life expectancyBetter quality of lifeReduced costs of health & social care

Reduced anti-social behaviorReduce crimes & fear of crime

KEY PERFORMANCE INDICATORS

• 5 year graduation rate• Retention rate• Acceptance rate by graduate schools

• Reduced unemployment rate• Increased high school attendance/graduation• Improved kindergarten readiness

CRITICAL SUCCESS FACTORS

Activities and capabilities that define the continuing success of an organization

Staff competencies

Service quality

Customer satisfaction

Community engagement

Innovation

PROCESS IMPROVEMENT

PROCESS IMPROVEMENT

QUALITY AWARDS

Malcolm Baldrige Excellence Framework

European Foundation for Quality Management

Business Excellence Models

PERFORMANCE MEASUREMENT FRAMEWORKS

Service Performance FrameworkPerformance Prism

Performance Pyramid

HOLISTIC FRAMEWORKS

3 Rs of Performance

Results & Determinants Matrix

Strategic Triangle

HOLISTIC FRAMEWORKS

Social Return on Investment

The Big Picture

HOLISTIC FRAMEWORKS

Competing Values Framework

The Balanced Value Model

BALANCED SCORECARD

Financial Perspective

Readiness Perspective

Internal Processes Perspective

Information Resources Perspective

Customer Perspective

Funding

Skilled Staff

Productivity Improvements

Right Collection

Satisfaction

SCORECARD STRATEGY MAP

SCORECARD CHALLENGES

• No linkage of performance measures to the strategic plan

• Organizational resistance – tension between stability and innovation

• Tension between strategy and operations • Reluctance to embrace “stretch” targets • Department “silo” mentality versus organizational

goals linked to strategy • Too many measures• Focus on measures that matter and recognize these

will likely change over time• Involvement of leadership is crucial• Scorecard is a management tool and not a container

for performance measures

EXTERNAL INPUT

MEANS CUSTOMER INTERACTIONS

ENDS

Collins Hedgehog Concept

Orr’s I-P-O-O Model

Logic Model

Evaluation Projects

3 Rs

Strategic Triangle

Results & Determinants

The Big Picture

SROI

Competing Values

Balanced Value Model

Balanced Scorecard

Passion Unique capability

Superior performance

Drive the resource engine

Activities Outputs Outcomes Impact

Input & resources

Inputs needed

Inputs Process OutcomesOutputs

Activities generated Outputs

Outcomes Impact

Intended Impact

ResultsResources Reach

Authorizing Environment

Organizational

Capacity

Public value

Resource utilization Flexibility Innovation Results

Direction Processes Stakeholder SatisfactionPositive Impact

Social, Financial & Ecological

Control Compete Collaborate Create

Internal Impact

Innovation, Social & Economic Impact

Summary Categories

Internal Processing Learning & Growth Customer

Perspective

Community Needs

Intentional Purposes

GuidingPrinciples

Resources Activities Operating Data

KPIs Perceived Value

Financial Perspective

© Joe Matthews, 2015

SELECTING A FRAMEWORK

• Fair accompli

• Focus

• Perspective

• Resonate

ASSESSING VALUE

Guiding principles1. Determining value requires a multi-prong

approach – quantitative & qualitative, social, economic and public value perspectives

2. Recognize that assessing the value of the library in the life of individuals and the community requires us to focus on outcomes

3. A management framework can help present a more comprehensive picture of value

4. There is no silver bullet – recognize that determining value is an iterative process

VALUE CHALLENGES

• Do not set targets

• No understanding of stakeholder value measures

• Measures are not integrated into programs and services

• Outcomes confused with outputs – value measures are not operating measures

• No responsibility for managing measures

THE BOTTOM LINE

How the library contributesto the achievement of organizational goals!

Or, it should be!

Joe AT JoeMatthews.Org

RESOURCES

Joseph Matthews. Assessing Organizational Effectiveness: The Role of Performance Measures. Library Quarterly, 81 (1), 2011, 83-110.

Joseph Matthews. Scorecards for Results: A Guide for Developing a Library Balanced Scorecard. Westport, CN: Libraries Unlimited, 2008.

Moe Hosseini-Ara and Rebecca Jones. Overcoming Our Habits and Learning to Measure Impact. Computers in Libraries, 33 (5), June 2013.