How Low Budget Research Can Make
a High Impact
Alexandra Miller
Director of Customer Services
Development and External Relations
National Library of Scotland
Janet Sylvester
Managing Director
Scotinform Ltd
Why do we do it?
•
We must learn and evolve with our users
•
We create benchmarks & gain insight
•
In 2010 we produced a report on the next 20 years, ‘Thriving or Surviving’,
to guide developments
(http://www.nls.uk/media/808985/future-national-libraries.pdf)
•
As a national library we may expect to survive, but to thrive we must stay
abreast of developments and adapt our services
•
Research helps us to do this successfully
•
It provides evidence of NLS’ impact & helps to make the case for our
funding
Recent developments
•
•
•
•
•
•
•
•
Period of modernisation
Acquisition of John Murray Archive
Scottish Screen Archive merger
New Visitor Centre
Digital services
Increasing access via exhibitions,
outreach, web
Winning awards
Online reader registration (CRS
system)
BUT…
BUT…
• Significant cutbacks in funding
• Reducing headcount
• A lot of resources are still tied up in managing intake and providing
‘traditional’ research library services, e.g. reading rooms.
Role of research at NLS
•
•
•
•
•
•
Measure KPIs
Develop and assess Corporate Strategy
Identify customer priorities
Evaluate developments in products/services
Minimise the impact of budget cuts on users
Provide evidence of NLS’ impact & make the case for funding.
How do we source the data we need?
NLS uses a range of different sources for research:
•
•
•
•
Internal data/measurement
Informal feedback from users/staff/Board
Internal reviews/surveys
Plus commissioning an independent research programme –
budget halved in past three years.
What shapes the independent research?
• Internal views – staff and Board
• Greater need for user feedback as NLS develops services
• Increased usage of NLS – particularly online
– 47% increase in registered users (6,438 in 2009/10 increased to 9,495 in 2010/11)
– 38% of users now register only for online access
• Effect of budget cuts and reducing headcount
• Increasingly harnessing internal resources
Annual research programme – scope
NLS issued a brief in 2009 for its latest three year research contract with the
overall aims of:
– Identifying the impact of developments on current and potential users
– Identifying ways of increasing use of services, particularly by non-traditional
audiences
– Providing evidence of the Library’s performance for KPI and government
requirements
– Providing comparative data with previous research where relevant
NLS required:
−
−
−
−
Surveys of a range of target audiences in Scotland, UK and internationally
Quantitative and qualitative research
Comparisons with previous research conducted by NLS
Within a budget that was 50% lower than in previous years
Annual research programme – target audiences
• General public
− The general public, including under-represented groups defined by the Scottish
Government
• Education and lifelong learners
− Schools, colleges, universities, professional bodies, voluntary/ community
organisations, community learning/development centres
• Academics and researchers
− Academics and researchers working in colleges, universities and other institutions
• Library and information professionals
− Public libraries, other Scottish libraries and archives and library networks
• Business and enterprise
− Businesses, representative organisations and organisations offering business
advice
Annual research programme – NLS sources
Data on
• Registered readers – details stored on customer registration database
• Business users – registered separately by SCOTBIS
• Librarians – through professional groups
• Subscribers to enewsletters and Discover NLS magazine – marketing
databases
• Attendees at events/exhibitions – limited data stored
• Social Media - Twitter, Facebook, YouTube, Flickr
Gaps
• Online/website users – no data unless registered elsewhere
• Potential users – people interested in NLS resources
• Sources do not always identify the key target audiences
Annual research programme – customers
• Pre 2009 the customer survey included only registered readers – 500
selected from a sample of 4,500
• Review of databases developed by NLS identified details on much wider
group of customers and the increasing number of email addresses available
• Since 2009, the customer survey has moved online – 4,500 customers
emailed a link to a questionnaire
Annual research programme – customers
Result of move to online methodology:
• Significant research budget savings (>50%)
• Response from much wider group of customers, particularly from ‘nontraditional’ audiences (900 responses – 25% response rate)
• In line with NLS’ environmental policy of reducing print communication
• Sustainable methodology – but change in method has led to lack of
continuity with previous surveys
• KPI has now been revised to include wider group of customers
• Providing much greater breadth and depth of information
Annual programme – non/potential customers
Focus on the general public in Scotland
• Since 2004 NLS has measured awareness and perceptions through an
Omnibus survey
• As a result, KPI has been developed based on awareness of NLS
• Post 2009 it was decided to continue with this methodology: longitudinal
data very valuable in measuring changes over time
• Questions inserted annually into an Omnibus: budget reduction
addressed by focussing on seven core questions
Result:
• NLS has significant longitudinal data on the public’s views on its services
and effectiveness of communication
• Data from the research helps focus marketing budget and resources
Annual research programme –mystery visits
•
•
•
•
•
NLS introduced mystery visits to measure its new Customer Standards in
2007
Originally a purely quantitative exercise, the visits now include a qualitative
element
Since 2010, quarterly visits conducted (5 a year), each testing out a different
aspect of the Library’s service
Report on each visit is circulated to all relevant staff, with most positive/least
positive aspects clearly highlighted
Selected mystery visitors attend staff briefing sessions – this helps staff
understand nature of mystery visit and ways in which service can have an
impact on the customer experience
Annual research programme – impact on
thriving or surviving?
•
•
•
•
•
•
•
Research focussed on NLS’ requirements
Measurement and review of KPIs
Helps internal decision-making – e.g. budget priorities
Customer input into development of services
Communication resources can be targeted more effectively
Provides data for making the case for funding from Scottish Government
Helps NLS learn and evolve with customer needs
How Low Budget Research Can Make
a High Impact
Alexandra Miller
National Library of Scotland
[email protected]
www.nls.uk
Janet Sylvester
Scotinform Ltd
[email protected]
www.scotinform.co.uk