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Balanced Scorecard

The document discusses how the University of Virginia Library uses the Balanced Scorecard approach to manage and measure various aspects of its collection management. It outlines how the Balanced Scorecard organizes metrics into four categories: user perspective, finance perspective, internal process perspective, and future perspective. It then provides examples of specific metrics the library tracks, such as circulation rates of new materials, turnaround times for filling user requests, processing times, costs of serials and databases, and expenditures on digital materials. The document explains that the Balanced Scorecard helps the library acquire useful materials, promptly respond to users, control costs, and expand its digital collections.

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176 views13 pages

Balanced Scorecard

The document discusses how the University of Virginia Library uses the Balanced Scorecard approach to manage and measure various aspects of its collection management. It outlines how the Balanced Scorecard organizes metrics into four categories: user perspective, finance perspective, internal process perspective, and future perspective. It then provides examples of specific metrics the library tracks, such as circulation rates of new materials, turnaround times for filling user requests, processing times, costs of serials and databases, and expenditures on digital materials. The document explains that the Balanced Scorecard helps the library acquire useful materials, promptly respond to users, control costs, and expand its digital collections.

Uploaded by

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Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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The Balanced Scorecard

and
Collection Management

Jim Self
University of Virginia Library
www.lib.virginia.edu/bsc
27 June 2004
Managing the data
 The Balanced Scorecard is a layered
and categorized instrument that
 Identifies the important statistics
 Ensures a proper balance
 Organizes multiple statistics into an
intelligible framework
The scorecard measures
are “balanced” into four
areas
 The user perspective
 The finance perspective
 The internal process perspective
 The future (learning and growth)
perspective
Metrics
 Specific targets indicating full
success, partial success, and
failure
 At the end of the year we know if
we have met our target for each
metric
 The metric may be a complex
measure encompassing several
elements
The scorecard at Virginia
 Implemented in 2001
 Reports for FY2002 and FY2003
 Preparing metrics for FY2005
 A work in progress
Our Guiding Principles
 Collections and Services
 Providing access to great collections
that are easy to find, easy to use, and
that inspire learning and scholarship.
 Providing great service that meets
our users’ needs and surpasses their
expectations.
Metric VI: Circulation of
new monographs
 Target1: 60% of newly cataloged
monographs should circulate
within two years.

 Target2: 50% of new monographs


should circulate within two years.
Metric VII: Turnaround
time for user requests
 Target1: 90% of user requests for
new books should be filled within 7
days.

 Target2: 80% of user requests for


new books should be filled within 7
days.
Metric VIII: Processing
Time for Routine
Acquisitions
 Target1: 90% of in-print books
from North America should be
processed within one month.

 Target2: 80% of in-print books


from North America should be
processed within one month.
Metric XVI: Unit Cost of
Serial Use
 Target1: There should be no
increase in unit cost each year.

 Target2: Less than 5% annual


increase in unit cost.
Metric XVII: Unit Cost of
Online Databases
 Target1: There should be no
increase in unit cost each year.

 Target2: Less than 5% annual


increase in unit cost.
Metric XXIV: Expenditures
for Digital Materials
 Target1: U.Va. should be in the top
25% of ARL libraries in percentage
of collections dollars expended on
digital materials.

Target2: U.Va. should be in the top


third of ARL libraries.
Impact of the Scorecard
 Acquisition of materials that
are likely to be used
 Prompt response to user

requests
 Control of unit costs

 Acquisition of more digital

materials

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