This book examines the process of assessing if and how well students and library users are learning from the resources the library provides. The book provides data collection tools for measuring both learning and research outcomes that link outcomes to user satisfaction and includes detailed examples from actual outcomes assessment programs.

Featuring plentiful examples of how to proceed through each phase of the OBPE model, this book boils down planning and evaluation into an approachable, easy to understand process for public librarians, library managers, and grant writers.

This book discusses recent trends in outcomes assessment, examines how state governments are reshaping the national discussion with higher education, and explains how libraries must respond to these changes. Higher Education Outcomes Assessment for the Twenty-first Century focuses on recent developments in outcomes assessment, especially from the perspectives of the federal government and state governments, as well as foundations concerned about the state of higher education. The authors identify the significant changes that these stakeholders call for—information that academic librarians and anyone following outcomes assessment need to be aware of—and interpret the discussions to identify implications for libraries. Building upon the foundation of knowledge presented in the previous two Libraries Unlimited Outcomes Assessment in Higher Education titles, this book provides readers with up-to-date coverage of topics such as the emerging metrics used to define student and institutional success; the increased importance of accountability and the need to compare and assess the performance of programs and institutions rather than individual courses; and the shift in prioritizing student outcomes over student learning outcomes. The authors also spotlight the critical need for libraries to fit their role within the national discussion and suggest ways in which library managers and directors can play a role in redirecting the discussion to their benefit.

While there is consensus that institutions need to represent their educational effectiveness through documentation of student learning, the higher education community is divided between those who support national standardized tests to compare institutions’ educational effectiveness, and those who believe that valid assessment of student achievement is based on assessing the work that students produce along and at the end of their educational journeys. This book espouses the latter philosophy—what Peggy Maki sees as an integrated and authentic approach to providing evidence of student learning based on the work that students produce along the chronology of their learning. She believes that assessment needs to be humanized, as opposed to standardized, to take into account the demographics of institutions, as students do not all start at the same place in their learning. Students also need the tools to assess their own progress. In addition to updating and expanding the contents of her first edition to reflect changes in assessment practices and developments over the last seven years, such as the development of technology-enabled assessment methods and the national need for institutions to demonstrate that they are using results to improve student learning, Maki focuses on ways to deepen program and institution-level assessment within the context of collective inquiry about student learning. Recognizing that assessment is not initially a linear start-up process or even necessarily sequential, and recognizing that institutions develop processes appropriate for their mission and culture, this book does not take a prescriptive or formulaic approach to building this commitment. What it does present is a framework, with examples of processes and strategies, to assist faculty, staff, administrators, and campus leaders to develop a sustainable and shared core institutional process that deepens inquiry into what and how students learn to identify and improve patterns of weakness that inhibit learning. This book is designed to assist colleges and universities build a sustainable commitment to assessing student learning at both the institution and program levels. It provides the tools for collective inquiry among faculty, staff, administrators and students to develop evidence of students’ abilities to integrate, apply and transfer learning, as well as to construct their own meaning. Each chapter also concludes with (1) an Additional Resources section that includes references to meta-sites with further resources, so users can pursue particular issues in greater depth and detail and (2) worksheets, guides, and exercises designed to build collaborative ownership of assessment.The second edition now covers: * Strategies to connect students to an institution’s or a program’s assessment commitment* Description of the components of a comprehensive institutional commitment that engages the institution, educators, and students--all as learners* Expanded coverage of direct and indirect assessment methods, including technology-enabled methods that engage students in the process* New case studies and campus examples covering undergraduate, graduate education, and the co-curriculum* New chapter with case studies that presents a framework for a backward designed problem-based assessment process, anchored in answering open-ended research or study questions that lead to improving pedagogy and educational practices* Integration of developments across professional, scholarly, and accrediting bodies, and disciplinary organizations* Descriptions and illustrations of assessment management systems* Additional examples, exercises, guides and worksheets that align with new content

Mistakes in Academic Library Management: Grievous Errors and How to Avoid Them addresses the most common library management issues, examining mistakes that anyone in a library management position could make, coupled with suggestions for how the issue could be better handled or avoided. The result is the recognition and formation of tools to aid developing managers in identifying potential pitfalls. Jack E. Fritts Jr. addresses a range of management issues, including campus politics, communication, information technology, staff, and planning. There is also a chapter that addresses library management from the perspective of a chief academic officer. All those in library management positions, or who aspire to library management positions, will profit from the discussions of common but potentially severe mistakes in library management presented in this book.

Inherent Strategies in Library Management describes general and specific strategies for libraries based on core library values, and does so through concrete research. Many strategic management books for libraries introduce concepts of business management to the library world, but often neglect traditional library culture and core values. This book reexamines management through the lens of libraries themselves, rather than relying on strategies borrowed from the business world, in an attempt to bring to light the factors and decision-making processes behind how librarians have run their libraries over the past fifty decades. In other words, their decisions can be regarded as inherent management, born naturally from the core foundations, considerations, and operations of libraries. In addition, this book investigates the broad influences of business management theories on libraries, including a discussion on the advantages and disadvantages of their use. Presents management strategies for libraries based on core library values Provides detailed analysis on the effects of business management theories on libraries Lays down the fundamental rules for managing libraries Explains various management analysis methods Bridges the gap between library core values and business efficiency

Putting library management into the unique context of the not-for-profit world, this work offers you invaluable guidance on how to manage your library effectively. Managing a library presents a significantly different challenge than managing a small business, a corporation, or even a school or charity organization. To be effective managers and excel in their careers, librarians must understand their unique position in the social landscape and leverage that role to become influential leaders. This guide shows librarians how to make the most of their inherent skills and develop new leadership strengths in order to become better library managers, advance their careers, and sustain their libraries—in spite of changing environments and shrinking budgets. The book examines many facets of managerial leadership, defines what managerial leadership is, and describes how to assess and increase leadership skills. The chapters also identify the constraints unique to libraries and explain how you can develop positive relationships with government boards, turn a vision into a practical strategic plan, and exercise fiscal control. You will gain invaluable knowledge about fund raising, developing political skills, advocacy and lobbying, and legal and ethical concerns, specifically in the library environment. The final section of the book is devoted to people skills—understanding yourself and others, developing staff, collaboration, negotiation, meetings and presentations, and creating future success.