Transcript State of the Libraries 1998

RUL: Budget, Reorganization,
Strategic Plan
June 9, 2006
Marianne Gaunt
University Librarian
Budget Plan
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Current budget: $23,712,996
Reduction: $2,371,299
Percentage cut: 10%
Current Budget:
– Salaries:
$15,775,831 (67%)
– Collections: $ 6,093,478 (26%)
– Operating: $ 1,843,687 ( 7%)
July 1 Reduction Plan
• Do not return positions permanently
• Return permanently as of July 1, 2006
– Collections: $1,500,000
– Operating: $ 871,300
– TOTAL
$2,371,300
– Freeze $1,180,000 in salaries/positions
Budget Reduction Strategy to
Maintain Positions
• Salaries:
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Freeze 13 vacant faculty positions
Freeze 10.5 vacant staff positions
Layoff 4-5 staff position (equiv $150,000)
Total 28-29 positions $1,180,000 in salary savings
(7.4%)
• Operating:
– Add $480,000 in savings for $391,300 reduction (3.4%)
• Collections:
– Add $700,000 in savings for $800,000 reduction (1.6%)
Status of Budget Reductions
• Legislature will decide the budget on June
30
• Rutgers will determine tuition increases in
July
• Budgets to units will be finalized in August
• We will operate until then as though our
current reductions are actual reductions
Budget Realignment
• Vacant positions were not where we would
have chosen
• Allocated 10% to all units and need to do
better assessment
• Reorganization will cause some some
budget changes
• Strategic Plan will guide areas of emphasis
Coping Strategies
• Collections
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Reduce duplicate print subscriptions
Cancel little used databases
Use gift/endowment funds and raise more
Rely on resource sharing agreements
Coping Strategies
• Services/Staffing/Operations
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Consolidate/reduce service points
Determine what services/activities can be slowed
Rethink services
Leverage other services (Q&A NJ)
Carefully consider new services/operations
Streamline/cease existing operations
Consolidate operations
Utilize interns where possible/appropriate
Secure grants/gifts that advance goals
Reorganization Goals
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Address New Needs
Align Units to How People Work
Leverage Technology for Change
Create Needed Positions
Address Structural Confusion
Better Utilize Existing Talent
Streamline Where Possible
Maximize Resources
New Management Structure
(Current 9; New 9)
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University Librarian
AUL Administrative Services
AUL Collection Development and Management
AUL Digital Library Systems
AUL Instructional and Research Services
AUL Facilities Planning and Management
AUL Planning and Organizational Research
Director Dana Library
Director Robeson Library
AUL for Instructional and
Research Services
• System-wide public services coordination: policy
and services development
• Management of public services personnel
reporting to AUL
• Current Ill and document delivery staff
• Current Shipping and receiving staff
• Current Imaging Services staff
• Current Webmaster staff
• Add: NB Access services staff
• Add: New Brunswick Librarians
AUL Facilities Management and
Development
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System-wide Capital Planning
Facilities Oversight
ADA Compliance
Building Security and Disaster Planning
Development of new learning spaces
Liaison to University Capital Planning Office
Assists AUL IRS
New Brunswick Campus building responsibilities
AUL Planning and
Organizational Research
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Strategic Planning
Develops and manages assessment program
Manages special projects
Researches Issues; Drafts reports
Analyzes and distributes data for statistical
analyses
• Liaison with Washington Office for legislative
issues
• Internal copyright expert; consultant
• Primary contact with University Counsel
AUL Digital Library Systems
• Development, deployment, management library
systems, infrastructure, software
• Digital preservation/archiving
• Acquisitions, Cataloging, Systems offices
• Add: NB Collections services
• Add: SCC programmers, network staff
• Add: Digital architect librarian
• Add: Digital project management librarian
AUL for Collection Development
and Management
• System-wide collection development
policies
• Collections budget management
• Special Collections and University Archives
• Add Preservation Officer/Staff
Status of Reorganization
Implementation
• Reorganization will begin July 1 – reporting
changes in effect, new responsibilities in effect
• Some transition activities occurring
• Working on budget re-alignments
• Still need to finalize some staffing re-alignments
• Some people will be wearing two hats until
positions are filled permanently (MIG, JEB, FP,
FT)
• Faculty bylaws structure in effect til changed
officially; discussions underway
Staffing Changes to Finalize
• Budget/Personnel/Office Support for
administration in NB
• Management of public functions of the SCC
• Periodical reading rooms in LSM and Alex
• Webmaster and Preservation Support
Strategic Plan Overview
• Improve quality of scholarly resources and
information services (LibQual)
• Enhance effectiveness of library services
• Develop learning and community-building spaces
• Improve awareness of resources and services
• Increase resources to peer AAU levels
• Develop organization & human resources to
achieve strategic plan goals
Strategic Plan
• Assess Budget Impact
• Prioritize Activities Each Year
• Assign Development Funds to Meet
Strategic Goals and Secure Others
• Look for Appropriate Grants
• Leverage Funding Opportunities
How Does it Fit Together?
• The Strategic Plan will point the direction
• The reorganization should make us more nimble in
achieving our goals
• The budget will circumscribe how quickly we
move
• We will take advantage of all opportunities
• We will not maintain status quo, but move forward
• We will focus on the user
• Our decisions will be based on how we advance
scholarship and learning