Establish your value and prove your worth

28th April 2008

Richard Beveridge

[email protected]

Establish your value and prove your worth

mailto:[email protected]

Do small groups really change the world?

June 24th 1995….

June 25th 1995

thank you for what you have done for my country

My Career Development

• Lazard Brothers & Co. – Research analyst (1993)

• Perfect Information– Research Bureau Manager (1996)

• Thomson Dialog– UK Client Service Manager (1998)

• Instant Library Ltd– Business Development (2003)

• Tribal Information Management– Director of Library Services (2005 - )

My ‘CILIP Career’

• Library Association Student member (1991)

• Graduate in Library and Information Studies (1993)

• Chartered Librarian (1996)

• Library Association Centenary Medallist (1998)

• Chair, CILIP Member Recruitment and Retention Panel (2005)

Five broad principles to prove your worth

• What is your organisation’s ‘Big Aim’

• How much do you cost?

• What do you do to bring Value?

• What does not happen when you are not there?

• What do you influence and control?







What is your organisation’s ‘Big Aim’

• London Underground:

– On site Engineering library service to all infrastructure companies

• BG Group:

– On site records and geosciences data management service

• Total E&P UK:

– Technical data management and on site information centre • Northamptonshire Libraries:

– UK’s first dual use school and public library funded via PFI

What is your organisation’s ‘Big Aim’

• London Underground:

– Keep trains in London running (and win the Olympics)

• BG Group:

– Bring cheaper natural gas to the UK quicker

• Total E&P UK:

– Dicover more Oil in the North Sea and keep pipelines open • Northamptonshire Libraries:

– Provide children with education

What is Our ‘Big Aim’







Why is it important to know what you cost?

£££

What do you cost?

Staffing

Library Manager 30,000

Deputy Library Manager 20,000

Total 50,000

Pension @ 5% 2,500

NI@ 12.8% 6,400

Direct labour and staff cost 58,900

Training** & Overheads10

% 5,890

Total 64,790

• Based on a 10% margin from revenue….

• The organisation has to sell £589,000 to cover the costs of their Library staff!

£589,000

What do you cost?

Staffing

Library Manager 30,000

Deputy Library Manager 20,000

Total 50,000

Pension @ 19% 9,500

NI@ 12.8% 6,400

Direct labour and staff cost 65,900

Training** & Overheads 10% 6,590

Total 72,490

Indirect costs

• Floor space

• Holiday cover

• Sick Leave

• Subsidised catering

• Anything else?







£300?

How do you add value?

• Specific Key Performance Indicators (KPIs)• Customer / user surveys• Non-user surveys• Regular value for money assessments

– Costs are reduced with no reduction in the quality of the service

– Quality / Productivity improves at no increased cost– Or ideally– Quality / Productivity improves and costs are reduced

Value for money assessment

Area of Saving Annual saving 36 month savingAdditional workload equating to 0.5 FTE incorporated into

existing staffing numbers for the last 12 months £13,000

Negotiating additional electronic access to key product removing the need for a separate licence

£31,000 £93,000

Negotiated additional 20 licences to ‘Technical Indexes’ which greatly improved service levels to users

Intangible Intangible

Cancelled loose leaf publications and moved users to electronic source, increasing user access and reduced admin time in updating loose leaf copies

£1,500 + saved admin time

£4,500 + saved admin time

Croner-i available to all parts of the business Negotiated £25,000 for access for all.

£9,000 to £27,000 £27,000 to £81,000

Article requests purchased from variety of cost effective source, not always the British Library.

~£2,000 ~£6,000

Discounts on purchase of books and journals – up to 25% on annual purchases of over £9,500

~£2,300 ~£6,900

Time saved by staff in finding vital information Incalculable! Incalculable!

Total savings identified to date £79,500 to £97,500

£238,500 to £292,500

How do you define the Value you add?

• Tangible benefits: direct cash savings which can be measured

• Intangible benefits: savings that cannot be directly measured but come through outcomes such as improved staff morale, greater flexibility.

• Strategic benefits: things that become possible as a result of better information management

Value-Added Benefits made in: Legal Compliance, Customer Service, Internal Management, Increased Productivity, More Motivated Workforce, Business Continuity, Flexibility, Economy, Financial Services







St Patrick’s Day 1995

Glaxo Wellcome

New organisation valued at

£12 Billion


Lazard Brothers & Co

Deal fees of

£44 Million

Glaxo Wellcome


£12 Billion


Information Budget of

£750,000

Lazard Brothers & Co

Deal fees of

£44 Million

Glaxo Wellcome


£12 Billion

£750,000

1.85%

£44 Million

3.3%

£12 Billion

100%







Circles of influence (after Stephen Covey)

They

We

IControl

Influence

I have no control

What does success look like?

Ph

ases

ImplementDesign

Business Performance Improvement Activities

Information Services

Sp

ecif

ic T

ask

s

Analysis

Validate base line services

Analyse Activities

Formulate ‘Base-line’ improvment programme’

Implement ‘Base-line’ improvement programme’







How do we sum this up?

• Discover your organisation’s ‘big aims’ and work

to get you there

• Learn your direct and indirect costs and

capture income to meet them

• Know where your bring value and be

able to articulate how you do it

• Carry out a Value for Money Assessment

How do we sum this up?

• Define your Tangible, Intangible and

Strategic benefits

• Know what does not happen your absence

• Make your Circle of Influence larger

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