As the library has entered the modern era, it has undergone significant changes. Previous models of collection organization have been set aside in favor of new methods, services are designed to be more accessible and equitable, and programs are set up to welcome all. However, this process did not happen overnight. Instead, it has taken years of practice and refinement to ensure that libraries are able to progress towards their goals of equity, access, and privacy. This refinement process takes place through careful assessment and analysis – which usually utilizes either summative or formative evaluations. These two types of evaluation are important to distinguish between, as each has their own strengths. Summative evaluation gives a numerical score, but limited feedback – and so this type of examining is ideal to measuring how well a specific practice has been implemented or a certain subject was learned. Conversely, formative evaluation seeks to improve a process via testing. By providing feedback at multiple steps throughout an evaluation, the overall performance should see positive change (Ismail, et al., 2022). Both of these tools, and the implementation of their discovered results, have allowed for the development of modern library services and programming. By utilizing these evaluative tools, and other assessment measures, to judge the successes – or shortcomings – of specific library practices, those practices can be consistently improved in the future.
There are several methods of assessment, and many metrics to judge library programs and services by. This overwhelming amount of data can make enacting change difficult. Therefore, determining which aspects of a library are to be measured is the first essential step of evaluation. Conducting any kind of assessment, especially a needs assessment, is most effective when focused on a few concrete goals or areas. For example, when the San Benito Library sought to better address its community’s needs, it elected to focus on library space, collection and services, technology, and community engagement (NewsRx, 2016). With these areas identified, efforts to analyze and potentially improve them are much more productive. However, not all assessment inputs must come from within the library. While programs and collections are often revised and adapted for new audiences, determining what is to be evaluated can also come from solicited community surveys, opt-in feedback terminals, or (least preferably) when problems arise (Morgan-Daniel, et al., 2022). By including the feedback of the community, libraries can incorporate a perspective that they might have otherwise overlooked. Overall, identifying the areas to assess allows for a branch to focus their attention and efforts into producing an effective result.
Once the aspects to be assessed are highlighted, a library must determine what qualities it wishes to examine. This is where specific metrics can be discussed. If a branch wishes to assess its patron experience, the customer perception of service quality, breadth of programs and services offered, and whether needs are met are all important considerations. (Hossain & Ahmed, 2013). However, if an individual program is being assessed, such as a storytime or art night, metrics such as attendance, taken over the course of a month, could be sufficient. But regardless of whether qualitative or quantitative methodology is used (and ideally both are present), after data is collected, the step that follows determines what is done about it.
After an assessment has occurred, the final step in evaluation begins in earnest: that of change. The implementation of change is something that does not happen lightly – even if a branch discovers that a certain program or service is being underutilized or requires more resources, many things have to align in order to affect this change. There are several important levers that can affect programs and services, such as budget and staff capabilities. Staff can help implement the results of evaluations by adding their own perspectives, by learning more through training, and having more individuals present. Be careful of overutilizing staff though, for fear of causing burnout (Corrado, 2022). It is better to hire more staff than to assign more tasks to already spread-thin individuals. Budget, as ever, is one of the great constraints of library assessment. It takes time, effort, and money to solicit advice and explore the effectiveness of library programs and services beyond a rudimentary level. And even if such funding is found, money must be assigned to the right places after an assessment takes place. This leads to the unfortunate truth that knowing when to cut one’s losses and end a program is an important – yet difficult – skill to master. Especially when such an event is not unattended, just ill-attended, the individuals who are participating cannot be left in the lurch. A critical final step of assessment is therefore, if a program or service is to be ended, determining how to still serve affected groups of patrons.
The process of assessment is essential to evaluating library programming and services. While it takes both money and time to complete such assessments, it costs much more to neglect this important analysis. By sequentially examining specific programs and services, determining clear metrics, and implementing recommended changes – or even cutting an activity altogether, libraries can ensure that they are providing targeted and high-tier service to their patrons.
Over the course of my library career and MLIS coursework, especially with my work at the Crockett Library branch, I have been able to practice my assessment skills. In several instances, my coursework has challenged me to determine the components that make up successful programming, to observe the strengths and weaknesses of the events of others, and analyze how well the library collection reflects the community it purports to serve. I have been able to take the information I have gained in these assignments to heart, and evaluate the programs that I have myself run at Crockett.
At the Crockett Library branch, I run two weekly programs: a preschooler storytime and an all-ages game night. Both of these required an initial assessment of the community to determine interest, and then continual evaluation of how the programs were going. I used the metric of ‘number of people in attendance’ as my main measure of success, but I have also been able to note ‘social media interaction’ and ‘number of games donated’ as acknowledgement that the program was going well. In the case of storytimes, I have also been able to embrace the metrics of ‘number of early literacy kits handed out’ and ‘time spent playing in the library after storytime.’ Finally, through meetings with my supervisor, and discussions about programming strategies with my coworkers, I have been able to continually improve the quality my services and programs my library provides.
In order to display my competency in assessing programs and services, I have assembled a collection of three documents from across my coursework. Together, these documents display an active program assessment, a plan for post-evaluation implementation, and a projection of the potential threats to a given organization. The first of these is from INFO 266: Collection Management, and is a collection development map. This was created after assessing the demographics of a library’s community, and acquiring a budget with which the collection could be curated. It takes into account the needs of the public, while keeping in mind the limited funds that we have to make changes with. The second document is an assessment I conducted of a storytime at the Lafayette Library. I observed this event, seeking to determine what aspects worked, and which led to challenges with the audience. The information I found was illuminating, and gave me insight on how to make my own storytimes more effective. Finally, the PESTLE I created in INFO 204: Information Professions is an excellent example of what goes into a large-scale assessment. Determining the threats that may arise against a project in the future is essential for planning how to avoid them. This comprehensive report covers the breadth of external issues that could affect a program or organization, and recommends steps that can sidestep those issues. Altogether, I believe that these clearly demonstrate my ability to assess, evaluate, and implement programs and services.
The services and programs provided by a library can be improved over time, but this process is much easier when one has guideposts to direct them. This collection development map comes after an assessment of the Crockett Library’s collection was conducted, and proposes ways that the library resources can be restructured to more effectively serve the community. After monitoring circulation records and considering attendance for specific programming, I noticed that both the Holiday Collection and the Gardening offerings could use some more attention. Master Gardner classes are regularly offered through the library, and the Seed Library sees frequent use. As such, this is one of the areas where collection development should be focused, specifically in terms of curating the collection to focus on Crockett-native plants, and expanding the seed library. Regarding the Holiday Collection, this section is currently dominated by Christmas Picture Books. I would like to have this collection be more representative of the various communities that utilize the Crockett Library, and so believe that this is another area for improvement. This collection development map allows me to see areas where the Crockett Library is doing well, and where it could be considered to be lacking – and permits me to lay out solutions to the present shortcomings.
In this storytime observation, I went to the Lafayette Library to watch one of their preschooler-targeted events. When I first arrived, I was surprised by the massive turnout. There were over seventy participants in this event, but the presenter employed specific strategies and skills that allowed her to manage such a large audience. She prepared the crowd for certain songs or stories with hand gestures and call-and-response games, and set forth ground rules at the beginning of the storytime, so that caregivers and children alike knew what to expect.
I continued to assess this storytime in terms of the stories and songs that the presenter selected to bring to the crowd, and found all of them to be both age-appropriate and engaging. Songs like The Wheels on the Bus are always favorites, and the return of beloved story The Little Blue Truck, by Alice Schertle won kids over. This also played into one of the presenter’s main strengths – keeping the flow going. When large construction equipment rolled down the street right next to the storytime, making for an easy distraction, she tied the trucks into the story or song at hand. I learned a lot from this assessment, specifically ways to implement large-scale crowd control, and have been able to incorporate what I learned into my own storytimes.
Identifying potential threats is an important part of assessing an organization. When we were challenged to come up with a five-year strategic plan for a Gallery, Library, Archive, or Museum, my group selected the Oakland Zoo. To assess some of the challenges that might face our organization in the immediate future, we conducted a PESTLE assessment. This seeks to address the Political, Economic, Social, Technological, Legal, and Environmental dimensions that could affect the organization. This large-scale planning allowed me to gain understanding of the bigger picture that libraries and similar organizations fit into, and brainstorm ways that large challenges could be surmounted.
Assessment is essential to the continued success of the variety of programs and services that the library offers to its community. With limited library budgets and staff resources, it’s impossible to do everything. However, by establishing specific criteria for success, and keeping an eye on how certain programs and services stack up, we can ensure that funding and staff hours are used wisely. We can uplift programs that are doing well, attend to those that are struggling, and when needed, cull those that are failing to resonate with the public.
In order to ensure that my own programs continue to fulfill the purposes they are meant to, I intend to keep monitoring metrics such as program attendance, social media interaction, and simple word of mouth. I will work with my supervisors to provide reports on program and service effectiveness, and work to keep up the events that my library’s community has come to love.
Corrado, E. M. (2022). Low Morale and Burnout in Libraries. Technical Services Quarterly, 39(1), 37–48. https://doi.org/10.1080/07317131.2021.2011149
Hossain, M. J., & Ahmed, S. Z. (2013). Developing a service performance assessment system to improve service quality of academic libraries. Business Information Review, 30(4), 210–221. https://doi.org/10.1177/0266382113512404
Ismail, S. M., Rahul, D. R., Patra, I., & Rezvani, E. (2022). Formative vs. summative assessment: impacts on academic motivation, attitude toward learning, test anxiety, and self-regulation skill. Language Testing in Asia, 12(1), 1–23. https://doi.org/10.1186/s40468-022-00191-4
Morgan-Daniel, J., Norton, H. F., Adkins, L. E., Tennant, M. R., Edwards, M. E., & Daley, M. (2022). Identifying diversity, equity, and inclusion enhancement opportunities through an online mixed methods library survey. Journal of the Medical Library Association, 110(4), 438–448. https://doi.org/10.5195/jmla.2022.1436
NewsRx. (2016). Library Systems Services; Library Systems Services awarded library assessment project with San Benito County, California. In Journal of Engineering (pp. 1004-).