CAUL BEST PRACTICE WORKING GROUP
Survey of Top Performing Libraries in Rodski Client Satisfaction Survey
Results 28.5.04
1.
What do you consider to be the key factors that distinguish your library’s performance in
client service as compared to other libraries?
University Library:
Bond University
Response
 Well qualified and well trained staff provide the Information
Desk service. The favourable staff/student ratio at Bond
enables a focus on one-to-one assistance to students.
Furthermore staff are not distracted by needing to provide indepth IT assistance as this service is offered through the ITS
Help Desk.
 Another positive factor is the good working relationship
established with academic faculties which enables us to provide
appropriate assistance to meet students’ assignment tasks in a
planned and proactive manner. It is possible to provide
individualised attention to student needs both on and off the
desk.
 Small student/university community; the size of the University
allows for most library staff to develop personal relationships
with customers, which result in staff being more motivated to
put in the extra effort.
 Knowledge of clients needs
 Customer service/client service is talked about in all sections of
the Library, not just those traditionally defined as “Customer
Service” areas. Quality customer service underpins the
objectives and planning for all sections of the Library including
Information Access Services (formerly technical services).
 Customer service is one of the key selection criteria for all
positions.
Central Queensland University
I believe the key factor has been the development of a client
service focus over a number of years. This is evident on virtually all
campuses by virtually all staff. The Library’s values have been
developed on the basis of staff contributions. The library has also
demonstrated that policies and practices can be changed to make
things better for students as well as for library staff. Staff are
encouraged to make suggestions, and they are relatively well
informed about organisational directions and plans.
Top Performing Libraries in Rodski Client Satisfaction Survey
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Deakin University
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A well developed customer service culture throughout the
Library actively supports students and staff with their
information needs. The philosophy is based on the notion that
“students have rights” and that if we can solve the problems for
the truly remote student, mainstream the service, then all users
will benefit. This culture has been developed through ongoing
customer value research which has been used to identify
customer value and irritant factors. The analysis of the
customer research, by teams of staff across the organisational
unit, has resulted in a range of improvement initiatives being
implemented to improve the Library’s performance against
value factors and to reduce the frequency of irritation
experienced by customers. Service improvements are actively
promoted to the University community with further feedback
encouraged through regular customer surveys. A range of other
feedback mechanisms are also used to encourage continuous
quality improvement. Standards are in place to ensure
suggestions and problems are handled promptly and
effectively.
The customer service culture is communicated to all staff via
induction programs, newsletters, staff meetings and the
development of a set of core values statements for all staff that
reinforce the commitment to customers and the continuous
improvement process. Successful feedback from customers
regarding improvement initiatives supports the ongoing
commitment to improvement processes.
A rewards and recognition system and performance review
system encourages Library staff to “go the extra mile” to
embrace change, satisfy needs and implement service
improvements. An ‘Ideas’scheme exists to reward innovation
and continuous improvement.
Provision of excellent library support for distance education,
including home delivery of print materials and the provision of
librarian facilitated subject searches for off-campus students.
Provision of flexible service options for all study modes.
Services are provided via self-service or staff-mediated modes
and delivered through face-to-face interactions in campus
libraries, web, email, telephone, post or facsimile.
Inter-campus delivery of books and photocopies from other
campuses is available to all students and staff and requested
materials are delivered directly to academic staff member’s
offices.
The overdue loans system operates on a penalty point basis
rather than a strict fine system. This is a fair and equitable
system that is not dependent on ability to pay.
Services are strongly aligned with University objectives through
targeted operational plans, input to University reviews and
course accreditations, representation at school and faculty
boards, curriculum teams, etc.
Services are integrated with University initiatives e.g. Deakin
Studies Online, First Year @Deakin, Deakin Learning Toolkit.
Implementing access standards across all campus libraries e.g.
number of copies of key textbooks, space, number of
computers, network/wireless access, study environments, etc.
Top Performing Libraries in Rodski Client Satisfaction Survey
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UNE
1. Highly experienced and well trained reference staff. While this
may not be different from other universities we consider it to be a
major factor in the high satisfaction rate.
2. Minimal queuing for in-person users.
For externals (c75% of students):
3. High priority given to supplying requested items.
4. Emphasis on quick turnaround in supply of books and copies,
achieved by streamlining administrative procedures.
5. Proactive approach in promoting available services, using
methods such as e-mail, attaching to publications from Teaching
and Learning centre, Post-graduate Association etc.
6. Personalised assistance in selecting books on a topic and
providing advice on search strategies
Uni Queensland
The Cybrary places a great emphasis on staff training and in
particular on customer service training. Every staff member attends
this training. All branches have a similar look and feel to assist
customers find their way with effective signage, use of colour,
branding and way finding. The changes in the way students learn,
researchers conduct their business and customers access
information have been reflected in the design of the buildings.
Auckland
The area where the UofA rated as being in the highest performing
category was Facilities and Equipment. This is an area that is
largely dependent on the institution’s willingness to invest as a
large portion of expenditure in these areas is capital rather than
operational funds; however the effectiveness of the Library’s
business case is a critical factor in gaining additional investment.
Associated service provision is also a factor and we believe the key
issue is giving “the client” top priority in all service improvement
plans – ie always put yourselves in the client’s shoes and try and
deliver a service that meets the expectations that you would have if
you were a client using the Library’s services in today’s highpressured environment.
Flinders
I can’t comment on the situation in other libraries but some of the
things that we see as being important are:
(a) The Library is closely linked to the academic sector of the
university, which helps to keep our focus on the learning and
research needs of academic staff and students. These links
include:
 the Library is well positioned within the University structure with
the University Librarian reporting directly to the ViceChancellor. This has identified us with teaching and learning
and research rather than administration and IT. Our location
within the structure has allowed us to avoid the pitfalls of
‘convergence’ and forms the basis of extensive liaison and
networking with the academic sector at multiple levels.
 the University Librarian is a member of all major university
planning committees such as the Vice-Chancellor’s Committee,
Academic Senate and Infrastructure Committee.
 we have active library user advisory committees (two) and an
extensive network of liaison librarians who connect well with
academics and students at the coalface.
(b) The Library is client focused. We have generally been reluctant
to allocate resources to projects which do not directly benefit
library users.
(c) It is a service oriented library. Our service culture is fostered
by:
Top Performing Libraries in Rodski Client Satisfaction Survey
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being very careful in the selection and appointment process to
employ staff with a strong service ethic.
 ensuring the appointment of bright young graduates through
our trainee librarian program. These appointees are invariably
service oriented and enthusiastic
 providing all library staff with the opportunity to be in direct
contact with library users by encouraging job rotation and
movement of staff to different positions throughout the library.
 encouraging a very active staff development program with an
emphasis on service delivery.
(d) Staffing levels in service areas have been maintained by
constantly seeking efficiencies in ‘back of house’ areas,
particularly with the judicious application of information
technology, and relocating staff resources to direct service
areas.
(e) The Library IT section has a strong core of very competent
professional librarians who well understand the application of
information technology in a university environment. This has
been very important in enabling us to identify and apply
efficiencies, and to develop innovative services.
Swinburne
1 Relatively small size creates a different atmosphere and culture
amongst staff and students.
2 Comprehensive and mainly in-house staff training and
development ensures consistent level of service.
3 Single service desk model which increases personal interactions
at the expense of transactional interactions.
4 The Service ethos of service desk and reference staff.
5 Focus on basic first level IT help skills amongst staff.
6 High level of online access to information resources.
Top Performing Libraries in Rodski Client Satisfaction Survey
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2.
How do you/will you ensure that you will continue to maintain the level of performance
achieved as reported in the Rodski Survey?
Bond University
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Central Queensland University
Deakin University
We will continue to provide ongoing training for staff who
provide the Information Desk service. We are establishing
Information Desk Service standards based on RUSA’s
Guidelines for Behavioral Performance of Reference and
Information Service Providers. We are also further clarifying
and formalising competencies for Information Desk staff and
the associated training required. Staff training and
development.
Continuous communication (both ways) with our customers and
use of feedback and input. Pro-actively seeking suggestions
and input from the customer groups and acting on suggestions.
Evaluate performance
Benchmarking ourselves against our prior performance
Follow up with any issues
Communication with all staff and training and development of
all staff regarding all our activities (both the Library and the
University as a whole), not just customer service
Basically nurture what we have already developed. The Library
runs focus groups on all campuses on alternate years to Rodski.
This keeps the library informed about user expectations and
requirements. The library also strives to keep staff informed and
involved in its directions and plans. Planning and information days
are held on all CQ campuses once each year.
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Customer discovery workshops are conducted every three
years to ensure that the customer value and irritant factors are
current and valid.
Customer surveys, based on the identified value factors, are
conducted annually. Data continues to be analysed from
student and staff customer workshops, surveys and feedback
on the quality of library services to inform service
improvements.
Established KPIs in key service areas will continue to be
monitored e.g. usage of e-resources, self-service, usage of new
books, participation rates in library sessions as part of First
Year@Deakin, etc.
Performance will be tested by implementing Rodski Survey
again in 2004 and CAUL Materials Availability performance
indicator in 2005.
UNE
1. Actions to maximise our performance on questions of high
importance irrespective of current good performance, eg ongoing
training such as Information Desk staff sessions on Loans and OffCampus services to ensure high accuracy in answers given to
users.
2. Follow through on lowest performing factors despite statistical
insignificance of gap between performance and importance
3. Follow through on comments made
Uni Queensland
The Library has a culture of continuous improvement. Each year at
least one aspect of operations is reviewed in detail and adjusted to
improve optimal performance. As mentioned above our staff
continually receive training to ensure that the current level of
service is maintained. Our staff respond to customer suggestions
within 24 hours and make improvements where appropriate.
Top Performing Libraries in Rodski Client Satisfaction Survey
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Auckland
Although the UofA Library had invested substantially in new
facilities and equipment (ie Upper Chamber information commons
type facility at Law and Kate Edger Information Commons building
– 550+ more computers/study spaces and 500+ more study
spaces) we still gained no additional performance rating from the
previous survey!
However we will continue to look at ways to
reduce shelf space and improve student space in the libraries. We
are also introducing wireless environments in many of the libraries
to encourage students to bring their own laptops. Upgrades to a
further three libraries are also on the drawing board as a result of
continued lobbying of senior management in association with
Faculty Library Committees and feedback from University-run
student surveys.
Flinders
We will do what we have always done which is to constantly
evaluate and make changes as necessary.
Swinburne
1 Annual training program for all staff.
2 Process of review and debrief at the end of each semester.
3 Engagement and participation of staff in change processes.
4 Multiple types of opportunities for feedback from students; the
Rodski survey itself is a means of continuous improvement.
5 Use of benchmarking and exposure of staff to varied practices at
other institutions as a core tool for process improvement.
Top Performing Libraries in Rodski Client Satisfaction Survey
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3.
What have been the key improvement initiatives you have implemented in response to client
needs and expectations?
Bond University
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Central Queensland University
Improving and formalising service standards as described
above. The increasing expectation from students for IT
assistance is resulting in a gradual increase in IT assistance
being provided.
Increased numbers of computer workstations in the library
More focused collection management and development
including increased expenditure on the collection
Purchase of multiple copies of readings and introduction of
varied loan lengths
Use of systematic communication channels with both students
and staff
A more flexible staffing structure across the two libraries (Main
and Law) for ease of sharing staff at service points
Extended opening hours (exam period)
The library has been receptive to a number of client suggestions,
eg circulations of journals to undergraduates, license increase for
Infotrac, improved signage, adjustment of opening hours.
Other initiatives – trial of floating collection amongst CQ campuses,
introduction of coffee, soft drink and snack vending machines
Top Performing Libraries in Rodski Client Satisfaction Survey
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Deakin University
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The Library’s information resources are the major value factor.
A key initiative has been the expansion of the range of full-text
articles and e-journals available. Improved communication to
customers about new electronic resources available has also
been implemented.
A number of collection management strategies were introduced
to improve the availability of print materials to address the key
student irritant of “not enough copies of key texts”. For
example, an extensive reading list project was implemented to
ensure all reading lists are checked and sufficient copies are
acquired each semester.
Regular serials reviews have ensured the ongoing relevance of
the collection and assisted the move from print to electronic.
New title information is emailed directly to academics to make
new book selection quick and easy.
Introduced e-readings (digitised articles) as an online (24 x 7)
adjunct to paper reserve collections.
Requested materials are delivered directly to academic staff
member’s offices.
Embedded direct links to e-resources in Deakin Studies Online
(University’s online course delivery system) to make it easier
for students to access relevant information resources.
Implemented improvements in the Library catalogue to improve
access to online information resources.
Redesigned Library web pages to improve electronic
navigation.
Increased student participation in information literacy sessions
through the establishment of targets for first year and HDR
students.
A HDR program was implemented to give all research students
a “personal” liaison librarian to assist them with the literature
review stage of the thesis, in particular.
A range of online tutorials have been developed to provide justin-time skill development and to increase the accessibility of the
classes.
Every new staff member is contacted regarding library services
available and to introduce them to the relevant liaison librarian
of their campus.
Expanded Library opening hours prior to exams.
Implemented internet café at library with largest number of oncampus students.
Introduced open reserve at library with largest number of oncampus students.
Improved loans rules and processes to eradicate associated
irritants and introduced more self-service options.
Introduced requirement for completion of “Library Impact
Statement for Teaching Partnerships" (prior to signing of
partnership agreements) to ensure adequacy of library support
for courses provided through off-shore partners.
Will survey Deakin researchers later this year to ascertain
adequacy of information resources required to support
research.
Improved signage in the campus libraries.
Regular reporting to School Boards.
Top Performing Libraries in Rodski Client Satisfaction Survey
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UNE
2002 survey actions:
 Implementation of EZproxy to improve connectivity with
databases
 Changes to catalogue layout and displays in response to
feedback
 Improved Curriculum Centre photocopying facilities
 Installed extra PCs for email only
 Streamlined acquisitions procedures to improve turnaround
 Increased staffing on External Help Line at peak times
 Increased communication with external student, eg through
occasional bulk emails
2003 survey actions:
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To meet demand for more online journals, new subscriptions
placed to full text online Springer, Kluwer and Liebert journals in
2004.
Purchases of additional copies of in-demand titles making use
of the strength of the Australian dollar
Participation in AARLIN to develop a single interface to search
multiple databases for researchers
Moved numerous indexes from a malfunctioning interface to
reliable alternatives late in 2003
Moved quickly to a new release of the catalogue software which
allows renewing all loans at once and fixes a major bug.
Table of contents information will from now on be added to
catalogue records for books where available, including URL
links to tables of contents published on the web
Additional public workstations in Dixson Library
Word, Excel, PowerPoint and USB drives being added to
workstations
Improved e-resources page layout being planned
Other
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Desktop delivery of ILL copies
Uni Queensland
The Cybrary website is constantly revised to ensure that it is
accessible and user-friendly. Website usage is monitored and
analysed and adjusted to ensure the most used sections are
prominent. Following the Rodski survey, the Cybrary increased
both the number of computer workstations and also the number
able to be used for email. Opening hours have been increased in
six of the branch libraries in response to client demand.
Auckland
Substantial additional investment in new computers and study
spaces; upgraded photocopy and printer services including
additional machines. Additional investment in computer systems
support personnel to ensure machines are all in working order.
Negotiated transfer from IT Directorate to the Library of the Student
IT Help Desk and enhancement of this facility as an Information
Commons Help Desk with services provided for walk-in clients with
email and phone services also available. Development of a student
“rover” team, multi-skilled in IT programmes and library resources,
to walk the floors and provide on-demand help on each of the Kate
Edger Information Commons floors as well as look after all the
equipment and security. Additional investment in the provision of
computer literacy and information skills courses and higher profile
marketing, online booking database for skills courses with
reminders the day before for attendees, etc.
Top Performing Libraries in Rodski Client Satisfaction Survey
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Flinders
Every action we take is measured against our understanding of
client needs and expectations. On many occasions we do new
things on a small scale and measure acceptance and usage in
some way before going to a larger scale
Turning specifically to the Rodski and its predecessor survey, we
have done these annually and we have carefully monitored and
tried to respond to the comments as well as to the answers to the
questions. The comments often focus on micro issues such as
collection strength in particular areas and we have responded to a
lot of these issues. We have always supplemented the standard
survey instruments with questions about particular service
initiatives or programmes and used the feedback to develop these
programmes, often before full implementation. This has been a
valuable and easy to undertake way to get feedback and again the
comments about these initiatives have been very valuable.
Swinburne
1 Increase in number and quality of PCs available to students.
2 Focus on direct personal service and assistance in problemsolving.
3 Steady increase in self-help available to students.
4 Increased opening hours and increased telephone/online access
for students.
5 For researchers, improved collections and access to inter-library
loans.
Top Performing Libraries in Rodski Client Satisfaction Survey
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4.
Do you engage in benchmarking in the area of client service? If yes, can you describe the
processes/activities examined?
Bond University
We haven’t benchmarked ourselves against other university
libraries other than use of Rodski survey.
We use CAUL statistics to compare our input and output.
We benchmark our performance in various areas against
ourselves, e.g. Materials Availability Survey which we conducted
twice in the last 18 months to see if we have improved as a result of
direct measures we undertook.
We have also used CAUL document delivery survey to measure
our performance.
We are using suggestion box comments as another measure, by
examining the number of suggestions over a number of years, as
well as the nature of suggestions.
Central Queensland University
Due to our remoteness it is difficult to formally benchmark. When
staff members visit other cities they are encouraged to visit other
university libraries with a view to glean ideas about how other
organisations operate. The library also has a number of members
on QULOC working parties where issues, trends, and practices are
discussed
Deakin University
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UNE
Yes. Benchmarking is mostly through participation in national
surveys and then assessing results.
CAUL Materials Availability Performance Indicator. Survey has
been run (in May) biennially 1997, 1999, 2001, 2003 and will be
implemented in 2005. This survey is used to determine
whether collection improvement strategies are resulting in
increased availability of library materials.
CAUL Rodski Library Customer Survey was run in 2002 and
will be implemented again in 2004. Summary reports of Deakin
data can be uploaded to the Rodski site and compared to other
libraries and past survey data.
Interlibrary Loan and Document Delivery Benchmarking Study.
This national Survey last run in October 2001 by the National
Resource Sharing Working Group with the assistance of the
National Library of Australia. The results have been used to
inform service models of service to maximise our performance
in ILL and document delivery.
CAUL annual statistics. This data is not considered to be
formally benchmarkable but is often used as an indicator of
comparative performance.
CAUL surveys. CAUL conducts a number of surveys of its
members on pertinent services or issues. Results are recorded
on the CAUL Survey Register. Surveys are from 1992 to
present. We have used these survey results to develop inhouse standards.
Service reviews. When we undertake service reviews (e.g.
Virtual Reference in 2003), we informally benchmark our
services with other leaders and competitors. This information is
used to inform recommendations on service improvement.
Biennial feedback survey to external students using our subject
search service checking satisfaction with relevance, quantity and
timeliness of information sent. Prior to 2004 we selected and sent
books and references from databases on requested topics. In 2004
we still select books, but for databases usually email search
strategies to those who have web access.
Utilise the CAUL Document Delivery Performance indicator on a
scheduled basis to track turn around times and fill rates.
Top Performing Libraries in Rodski Client Satisfaction Survey
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Uni Queensland
The Cybrary uses the Rodski survey results to benchmark with
other organisations and other University libraries in the Rodski
database. The results of the CAUL Materials Availability Survey are
shared and discussed with the Australasian members of U21.
Shelving processes have been benchmarked with the University of
Singapore and we participated in the Interlibrary loan and
document delivery benchmarking survey undertaken by the
National Resource Sharing Working Group. In all cases steps have
been taken to implement recommendations where appropriate.
Auckland
No formal processes other than the Rodski survey. Share Rodski
survey results with 3 other U21 universities – UQ, UniMelb and
UNSW. Regularly survey occupancy in all libraries and Information
Commons facilities and compare patterns. Monitor use of
computers in both the Kate Edger Information Commons and the
new Grafton Information Commons on the Grafton Medical and
Health Sciences campus. Also monitor foot traffic in these facilities.
Flinders
We haven’t undertaken any substantial benchmarking of client
services but we have done a lot of surveying and evaluation.
Swinburne
There have been three one-off benchmarking projects:
(a) shelving and check-in of books
(b) reference and information services
(c) inter-library loans (not completed)
Top Performing Libraries in Rodski Client Satisfaction Survey
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5.
Briefly describe the staffing profile of the major service points in your library, e.g. HEW
level, qualifications, from other functional areas
Bond University
The Information desks in both Main and Law Libraries are staffed
by both Librarians (HEW 7, 6 and 5*) as well as by some of the
library technicians (HEW4).
The Lending Desks in both libraries are staffed by library assistants
and library technicians (HEW 3 and 4).
In addition to the liaison librarians and other reference librarians,
we use librarians from our Information Access Services (the old
technical services), our Electronic Services Librarian and library
technicians from the Document Delivery section at the Information
Desk on a rostered basis. The Loans desk staff include casuals,
some of whom are student assistants, and others are long-term
casuals who have been working for us for some years.
Librarians and library technicians all have relevant qualifications.
Some of the library assistants have library technician qualifications,
most of the others have high school qualifications.
*Bond does not use HEW qualifications. These are equivalents of
HEW levels.
Central Queensland University
Rockhampton Information Desk – HEW9/10 senior managers;
HEW7 faculty liaison librarians; HEW5 reference librarians; HEW4
library assistance but studying librarianship
Rockhampton Circulations – HEW6 circulations manager; HEW3
administrative assistants
Bundaberg, Gladstone, Mackay,– HEW7 campus library manager;
HEW5 librarian; HEW3 library assistants
Sydney, Melbourne - HEW7 campus library manager; HEW5
librarian; HEW4 library technician; HEW3 library assistants
Brisbane HEW7 campus library manager; HEW4 – library
technician
Gold Coast - HEW7 campus library manager
Deakin University
Deakin University has a tiered service model in reference. The
model utilises the skills of library clerks, library technicians and
professional librarians as required.
 Loans Desk – clerical HEW 3 (checkout, reserve loans)
 Checkin Services – clerical HEW 2 and HEW 3
 Document Delivery – clerical HEW 3 (retrieval, supplying,
scanning, packing) and library technician HEW 4-5 (ILL
requesting)
 General Enquiry (service desk) – clerical HEW 3
 Telephone Enquiry – clerical HEW 3
 Off-Campus Telephone – library technician – HEW 5
 Reference Enquiry (service desk) – librarian and library
technician – Mostly HEW 5 and 6, with some shifts at HEW 7
and 8.
 Online Enquiry – library technician – HEW 5
 Shelving – clerical HEW 2 and some casual clerical HEW 1
 Web services (catalogue, search guides, embedding into DSO,
help sheets, etc) – librarians HEW 6 - 8
 Digitisation and E-readings – clerical staff HEW3
UNE
Dixson Information Desk - 4 x HEO 6, 2 x HEO 6 (3 hrs a week
each), 3 x HEO 5. Occasionally 1 x HEO 8. All bar one are
librarians, all have undergraduate degrees, some at Honours level.
HEO 8 and 1 x HEO 5 have M App Sc (CSU).
Dixson Loans Desk – mainly staffed by HEO 3 and 4. The majority
of Lending Services staff are rostered – includes staff from offcampus services, document delivery, photocopying/shelvers.
1x HEO6, 1xHEO5, 1xHEO4, 12xHEO3.
Top Performing Libraries in Rodski Client Satisfaction Survey
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External Student Help Line – staffed by 2x student assistants at
HEO2 during busy times. Otherwise by 1x HEO2 plus roster of Offcampus services staff at HEO3 level.
Law Library – 1 X HEO 6 (librarian), 1 x HEO 4, Law student
assistants
Curriculum Centre - 1 x HEO 6 (librarian), 3 x HEO 3.
Uni Queensland
Information Desks – Hew 5, 6, 7 and 8
Loans Desks – Hew 3 and 4
AskIT Desks - Hew 3 and 4
Auckland
Not really applicable in the case of “facilities and services”.
Overall approximately 45% of UofA staff have library qualifications
(ie includes library technicians as well as university courses).
Flinders
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Swinburne
Information desk – the vast majority of staff are professional
librarians ranging from HEO5 trainees to HEO7 Liaison
Librarians. Professional staff from across the library participate
in the rosters. All managers from the Reader Services Division
up to HEO10 participate in the rosters at least once a week.
Circulation desk – all unqualified HEO2s apart from a few unit
managers at HEO6.
IT Service Point – IT students employed on a casual basis at
HEO2 and Library permanent staff at HE04.
Each of five campus libraries has a central service desk staffed by
HEW3 and HEW4 staff, and there is a central telephone service
staffed similarly. Enquirers may be referred to the consultation
desk (longer or more complex enquiries), and to other specialist
enquiry points (e.g. IT help desk/telephone)
Top Performing Libraries in Rodski Client Satisfaction Survey
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6.
Do you share your rankings/performance outcomes with your university senior executive
and/or other key stakeholders. If so, how?
Bond University
Yes we do. We have included it in both the University’s and the
Library’s Annual Reports, Library Newsletters, Library website, in
the University’s portfolio for AUQA audit, Library’s strategic plan
(Balanced Scorecard) as one of our measures. It is reported in
various reports, such as the Director’s report to the Library Advisory
Committee.
We celebrated it amongst the staff in the Library.
We gave copies of the Report to members of the University’s
Senior Executive.
We also included it in a presentation to the University’s Governing
Council.
Central Queensland University
Yes, these have been distributed to members of the university
executive. The Vice-Chancellor has also made reference to the
results in her report to the February meeting of Council
Deakin University
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Yes, through formal reports and University communication
mechanisms.
A formal mid-year and final year report is provided to the ViceChancellor on performance in relation to the operational plan.
Information is included in reports to faculty and school boards.
Regular articles are published in University staff magazine
Network, student publication Crossfire and LS staff newsletter.
Information is disseminated to the University community
through the articles mounted on the University portal
Information is promulgated directly to academic staff by liaison
librarians.
Survey results are posted on the University Portal
UNE
Yes, via web page
By articles in Library newsletter.
In reports to VC, PVC(A) in particular and to PVCs and Deans on a
more ad hoc basis.
Uni Queensland
Yes – provide access to Rodski report to all University Staff and
provide hard copy to the Senior Executive of the University.
Auckland
Yes – vital to have senior management support for library
initiatives. Current senior management of the University is strongly
supportive of the Library’s role within the institution – seen as core
to student learning / student life as well as core to academic /
research environment.
Flinders
Yes and we have used them in our response to University audits
and as a means of showing that we are reaching the goals in our
strategic plan.
Swinburne
Yes: with university senior executive and with the University more
widely. (a) Comprehensive information is made available through a
website; (b) email to the university pointing out highlights and
referring to website; (c) discussion with Vice President (Resources).
Top Performing Libraries in Rodski Client Satisfaction Survey
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