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Cost Savings and Efficiencies Task Force

Report and Recommendations May 29, 2009

Joe Abraham Georgina Alonzo Isaiah Beard Jeanne Boyle, Chair John Brennan Anne Butman Kristi Conover Melissa De Fino Judy Gardner Harry Glazer Bonita Grant Libby Hart Karen Hartman Nancy Hendrickson Charlene Houser

Marty Kesselman Elizabeth Leister Janet Maisonave Rhonda Marker Andres Martinez Melanie Miller Francoise Puniello Gracemary Smulewitz Jeff Teichmann Darryl Voorhees Ann Watkins

Penny Weniger

Drue Williamson

Kelly Worth

Report and Recommendations


May 29, 2009

The Rutgers University Libraries are facing a major budget reduction for 2009/10. To gather and study

every creative idea we have for meeting this challenge, Vice President for Information Services and

University Librarian Marianne Gaunt charged the Cost Savings and Efficiencies Task Force to:

Gather ideas for cost savings and efficiencies within library operations, including all office and

work procedures

Investigate their potential, including why they are cost savings and how they could be

implemented

Identify and review ideas for revenue enhancement, such as fees for services, for cost, benefit,

and impact

Twenty-nine library faculty and staff from all areas of the Libraries accepted appointment or answered

the general call for volunteers. The deadline for completing our work was June 1, 2009.

The task force met April 29. Responses from a web survey open to library personnel were reviewed.

There was broad participation in a lively general discussion and a fruitful brainstorming exercise. The

task force broke into five work groups by counting off, and all agreed to accept work assigned by a

steering group.

The steering group met May 1, reviewed and grouped ideas from the brainstorming and a web survey,

and recommended creation of a template for reporting. The work groups were assigned idea lists in

these five areas: internal/personnel, internal/other, marketing/outreach, public services, and

technology.

An overarching theme that emerged throughout this work was a desire for transparent equity in the

doling out of whatever hardships come along. Members of the task force brought with them to the

table a strong sense of commitment and purpose and a desire to participate in difficult decision making.

For sharing those gifts, as well as their focused and expeditious work, every member of the task force

deserves our gratitude and best wishes.

I also express many thanks to Anne Butman, the best flip chart manager I know; Georgina Alonzo, for

making sense out of diversity; and steering group members Georgina Alonzo, Anne Butman, Nancy

Hendrickson, and Jeff Teichmann.

It is my privilege to share with you in this report the results of our work.

Sincerely,

Jeanne Boyle

A

COST SAVINGS & EFFICIENCIES TASK FORCE

INTERNAL-PERSONNEL SUBCOMMITTEE: Isaiah Beard, Melissa Defino, Judy Gardner, Nancy

Hendrickson, Andy Martinez

May 21, 2009

In light of the fact that the libraries have already returned 12.38 positions in FY 2009 and propose to

return 15 additional positions in FY 2010 for a total of 27.38 positions, it is not realistic to propose

additional reductions in staffing to realize immediate $ savings. However, it is possible and necessary to

utilize our current staffing resources to affect efficiencies and to ensure the mission and goals of the

University and Libraries are met.

Attached are the committee’s recommendations on 6 suggestions put forward by library employees.

Following are other suggestions put forward by staff and the committee’s brief responses.

Suggestion: Implement furloughs and salary freezes. Response: This cannot be decided by the

libraries, but can only be implemented by the University in negotiations with the Unions.

Suggestion: Do not lay off employees. Response: The Libraries are already doing everything

they can to protect employees from layoffs, and by virtue of this Task Force, is continuing to

investigate all cost savings & efficiencies to ensure employee job security.

Suggestion: Eliminate voucher employees across the board. Response: This is not feasible as

the libraries rely heavily on work study and voucher employees to supplement staffing,

especially in public service areas.

Suggestion: Eliminate guard in Alexander Library. Response: Guard is required because of

physical set-up of library. Entrance/exit doors are not in close proximity to Circulation Desk.

Using salaried employees would not be cost-efficient.

Suggestion: Don’t pay relocation costs. Response: Relocation expenses are part of salary

negotiations and always awarded based on current budget situation. Since there will be a

reduction in new hires due to line give-backs and hiring freezes, relocation expenses will follow a

natural decline.

Suggestion: Eliminate overtime. Response: Currently the libraries do not pay over time so

there are no cost savings to be realized. Overtime compensatory time should be avoided when

possible.

Cost Savings Internal-Personnel 5/21/09

B


Technology Work Group

Members of the technology group are:

John Brennan

Anne Butman

Marty Kesselman

Gracemary Smulewitz

Jeff Teichmann

C

Cost Savings and Efficiencies Task ForcePublic Services Subcommittee

Members:

Karen Hartman Rhonda Marker

Elizabeth Leister L. Melanie Miller

Janet Maisonave Kelly Worth

Suggestions not addressed/rejected by the Public Services Group

Core Mission

There are a number of suggestions that we felt imposed undue burdens on our primary users and

were impractical in light of collection development decisions made over the last few years, such

as journal and monograph duplication cuts, book budget cuts, etc. In effect, the imposition of

new fees for RDS, ILL, E-ZBorrow on users violates our core mission of supporting scholarly

and instructional endeavors. Examples of suggestions that fall into this category:

ILL fees- create cap and charge thereafter

Increase fees for ILL/PALCI. The University absorbs too much of this cost so fee

adjustment in this area is much needed

Charge a small fee ($l,2-5/per item depending on distance) to have items delivered. Small

fees add up and offset cost of gasoline, maintenance of fleet. Charge for photocopying of

articles and delivery.

Instruction is also a core responsibility for librarians, part of our public services duties.

Therefore, suggestions regarding charging for instruction were rejected:

Library instruction. Free for groups but if someone wants/needs individual one-on-one

with a qualified technician or librarian, offer it as a fee-based service enhancement.

Librarians or Staff instructing curriculum class or public classes for fee. (As outreach to

community and potential new students, we routinely teach high school student classes).

Finally, liaisons and our AUL for collection development have made appeals to have funds for

materials included in grant proposals submitted by faculty, and we will continue to do so. In

light of our mission, we cannot dictate to departments what classes they offer vis-à-vis materials,

so the following was not addressed:

Make departments pay for the materials they want to support their curriculum. We rarely

get additional funding as new programs become available.

Suggestions addressed by another group/individual

Slightly increase photocopying costs, slightly reduce printing costs (most print in the

labs, this would encourage the printing to our copiers.); Increase the price of copy cards

to $1.00. See comments posted by D. Voorhees .

Files for eresv- SAKAI-like posting to save staff overhead associated with cataloging-see

Internal/Other discussion. We do have a cautionary comment-this type of change

assumes a more universal use of CMS than is currently warranted. It would be

premature to implement this without discussion, exploration, forewarning, etc. with

faculty, departments and schools.

Reconsider art exhibits (charge artists, cut down on number of exhibits, make artists more

responsible)-Refer to librarians involved in these exhibits.

Donations/collections at exhibits/art exhibits-refer to Special Collections

Suggestions where costs (financial, staff) outweigh benefits; other misc. reasons

Sell pens and notebooks at the circulation desk.

Vending machine-RUL owned

NJ small business REF fee/set up on each campus

Bring pens/pencils from home or collect at the end of the day to make available to public

Consider charging reference service fees to non-Rutgers, non-NJ patrons. (Not practical.)

Charge public 5 dollars for a days usage of a computer or free for 1 hour-(We currently

have a policy in place for one hour usage on public pcs; this would also undermine

service we provide for the community at-large.)

Charge for access to databases (Contractual obligations and cost for databases overrides

this suggestion)

Provide workshops for a fee to outside users; digital workspace and workshops, offer-fee

based services for community organizations (a possible venture for future exploration).

Sell students course books/textbooks –(violates RU contracts with bookstores as well).

Food during exams, coffee service in library, etc.

D

Marketing and Outreach SubcommitteeMembers: Kristi Conover

Libby Hart

Charlene Houser

Francoise Puniello

Darryl Voorhees

Drue Williamson

Marketing and Outreach MemoSTRATEGIC GOALS:

Many of the ideas presented on these reports are related the University's Environment Strategic Goals:

· There is an increased emphasis on facilities and environment on all campuses, especially on classroom space, to

help create a sense of community and re-engage faculty into campus life. · Enhance the

physical library environment so that all libraries are welcoming, comfortable, and easy to navigate

· Students expect good resources, help, study and social spaces, speed, convenience, and reliability 24 / 7, at no

additional cost to them.

· Enhance the effectiveness of library services for students and the development of library facilities as learning and

community-building spaces

PILOT PROJECTS:

Many of the ideas presented on these reports should be implemented as pilot projects to determine if the activity is

cost effective. For example, fax service should be run as a pilot project for one to three months followed by a budget

analysis evaluation of the cost of toner cartridges, long distance phone charges, etc. to determine if revenue

generated supports the activity. However, in furtherance of the University's mission, it may be beneficial to continue

certain activities if these needed services are provided to students in a convenient, speedy and reliable manner.

Although notary, fax services, theater night, etc. may generate minimal revenue, we may see a greater benefit in

furthering the University's mission.


Marketing/OutreachSUGGESTIONS REJECTED REASON

Cost saving measure: (ideas for cost savings and

efficiencies within library operations, including all office

and work procedures)

Fees (room, equip. rentals) should be collected prior to

event

Libraries' are now a RIAS supplier and RU departments are required to prepare PO

prior to event/rental. With the exception of one department, fees are mostly being

collected prior to event. Internal process changes underway to rectify delinquent dept.

Revenue enhancement (ideas such as fees for services,

for cost, benefit, and impact)

5K run/walk for libraries? meet and greet at libraries

with bake sale? (exposure to physical library and raise

some funds?)

5K Run: Libraries would probably expend more revenue than it would generate. 5K

runs generate revenue from corporate sponsorship and/or a signficant # of people who

sponsor individual runners. Large regional and national events (e.g. breast cancer

awareness, Downs Syndrome, etc) attract sponsorship. A library 5k run is unlikely to

generate the kind of interest necessary to be profitable. Depts must also go through

RU Foundation when seeking corporate sponsors. Libraries should have a well-

structured proposal before approaching the Foundation.

BAKE SALE: Potential revenue from bake sale is low and would not justify the risk of

liability to the U. for selling homemade food; must also investigate reselling packaged

food products before doing so.

A fundraising dinner, to honor a Libraries supporter in

the community. Should include a dinner journal, with

paid ads. I'd be happy to assist in this effort.

Dinners are too costly; alternative wine and cheese. See Marketing and Outreach

Report for Open House for Largest Donors.

Host "Happy Hour" at the libraries where say there

would be music from local bands, coffee and pastries

for purchase. These types of event are held Borders

and Barnes and Nobel. May be have an event once a

month or every 3 months. Many public libraries have

food and beverages for purchase currently.

Libraries would probably expend more revenue than it would generate (e.g. cost of

hiring local bands and purchasing food) is likely to cost more than the revenue a happy

hour would generate.

Honor with Books - this idea does not come from me. It

was actually carried by a friend of mine who is now the

University Librarian at Hong Kong University.

http://lib.hku.hk/friends/honourwithbooks/ Honour

with Books Here are some of the text I got from the

web site. A bookplate bearing your name and the

name of the person you are honouring will be placed in

a newly purchased books. As an acknowledgment of

your thoughtfulness, a facsimile of the bookplate will be

sent to the honouree or to the family. Think of a gift

that can be opened again and again for: Birthdays

Graduations Anniversaries Get Well Wishes Weddings

Personal Achievements Professional Honours

Memorial Tributes Religious Celebrations Retirements

This process currently in place at the Libraries. However, an alternative is to advertise

book plates more broadly. See Marketing and Outreach Report for "DONATE NOW"

button @ the Libraries' homepage.

sell duplicate rare items from special collections?

May not be feasible due to Donor's specifications. In cases when the donor does not

specify terms, the Libraries may still encounter problems (e.g. please refer to Star

Ledger, May 15, 2009 article regarding the Montclair Museum's proposed sale of

donated items from the Dickson Family). The Libraries could jeopardize future

donations by selling duplicates.

Charge the public for library events that include food

and/or entertainment (speakers, etc.).

Not feasible; it is difficult to attract people to free library events. However, an

alternative is to reduce some of the costs associated with programs and events. See

Marketing and Outreach Reports on (1) Reducing Costs Associated with Library

Programs & Events and (2) Art Auction of Artist's Donated Piece to help

support the Artist’s library exhibit/event.

Actively solicit donors who can give us quality gift items.

How do we determine which donors have quality gift items to donate? Donors value

their privacy. Alternative: See Marketing and Outreach Report on Open House for

Largest Donors.

Library centric charity" events Libraries would probably expend more revenue than it would generate.

Solicit corporate sponsors for various uses Depts must go through RU Foundation when seeking corporate sponsors. Corporate

donors are attracted by large event which have broad-based appeal. A library event

may not generate that kind of broad interest/appeal. Libraries should have a well-

structured proposal before approaching the Foundation. Perhaps identify university

and non-university partners.

sell notecards, etc. on the website Libraries currently sells notecards and similar products at its website. See:

http://www.libraries.rutgers.edu/rul/about/merchandise/merchandise.shtml

Alternative: produce more of the most popluar items for sale (e.g. notecards).

Notecards are currently sold out. May also increase sales by permitting credit card

payments on website. Also advertise merchandise for sale more broadly using free

access radio and print media. See Marketing and Outreach Report for Increasing

Marketing Presence Throughout the State and Nation.

E


Internal-Other Subcommittee REPORT

May 19, 2009

Subcommittee members:

Joseph Abraham

Georgina Alonzo

Harry Glazer

Bonita Craft Grant

Penny Weninger

Ann Watkins

The Internal-Other Subcommittee met on Monday May 11th and discussed the 45

suggestions delegated to the subcommittee by the larger task force. The subcommittee

members decided that for the sake of time and efficiency, they would identify and

investigate the suggestions that they agreed were the highest priority and most likely to

provide significant savings or revenue.

The committee identified the following seven suggestions as most viable and highest

priority. The designations were validated in subsequent research:

Rent meeting rooms in other library buildings, as the Pane Room in Alexander is rented

to faculty and student groups

Review institutional memberships, eliminating those that do not provide substantial

value to the Libraries

Change policy to only support networked printers

Eliminate all food and drink at internal meetings

Stop taking speakers at major public events out to dinner afterwards

Investigate cost-per-use structure, instead of unlimited or concurrent user models, for

subscription databases

Institute a ‘faxing for a fee’ service for students

More detail on each proposal is contained in the Excel Spreadsheet prepared for each

suggestion.

The cumulative projected savings and/or income for these suggestions is $10,000 -

$12,000, with additional revenue possible pending further investigation.

The committee identified a number of other suggestions as (initially) highest priority.

Yet subsequent research or discussion indicated that these proposals were not viable.

Stop ordering three or four copies of a publication – based on Bonita’s communication

with Gracemary S., we understand that Distributed Technical Services no longer

orders duplication subscriptions. Ann Watkins pointed out that occasionally

duplicate copies are needed of specific books since they are in high demand and

a copy is needed in each of several libraries.

Eliminate Electronic Reserves and charge faculty to scan documents for their course

systems – Joe investigated this suggestion and found that Jeff Teichman supports

the idea of relieving staff from the work of scanning documents for Electronic

Reserves and listing the documents in IRIS. Yet Ann raised significant concerns

regarding fees to be charged to academic departments for scanning and the staff

hours needed to transfer scanned-for-fee PDFs to course management software.

Accepting all this feedback, we suggest that the Electronic Reserves service be

evaluated thoroughly – the type of review that the time allotted to this

subcommittee would not allow us to undertake - to determine if this service

can be restructured to create greater efficiencies.

Eliminate service warranties – Subsequent research by Joseph and Georgina

indicated that in many cases where machinery, hardware, or equipment is used,

service warranties are either essential to the smooth function of the unit or (if

not) service warranties are not purchased.

Close the branch libraries on Fridays during the summer and change the SERC Reserve

Desk to a study/reading room –Penny spoke with Jeff Teichman and learned that

there are no student employees at the branch libraries over the summer. So any

closings of the buildings would result only in reassignment of staff to other

buildings and marginal physical plant savings. Penny spoke with Andy

Martinez and learned that the SERC desk was already converted to an un-staffed

reading room in the spring semester.

Collect room rental fees before events are held – This approach was endorsed by the

subcommittee as a fiscal management policy. Yet it is unlikely to yield any new

revenue, only to expedite the payment of fees already anticipated.

Limit outside contracts/consulting fees, use within university talent whenever possible –

Georgina discussed this suggestion with Nancy Hendrickson and learned that

the Libraries already secure outside professional support on a very limited basis,

only in cases where such skills or expertise cannot be obtained within the

university

The subcommittee categorized the remaining suggestions as secondary or tertiary

priority either due to projected limited return on effort, difficulty in implementation, or

other reasons.

Reduce number of duplicate purchases – the subcommittee believes this policy is

already in place

Incorporate subscription costs into grants – hard to track, implement

Print only the first page of Mapquest – minor return, tough to enforce

Cut back on travel funding - the subcommittee believes this policy is already in

place

Cancel subscriptions for bottled water - the subcommittee believes this policy is

already in place

Ask if a proposed new procedure or workflow change will get information to

users quicker

Define our mission and stick to it. Don’t do too many projects – in the abstract,

we agreed. But not easy to implement practically.

Wait on any project that is unnecessary (ex: moving Media to Douglass) – This is

believed to already be RUL policy. In the case of the Media move, the funds are

already committed and the move in process.

Use energy saving light bulbs – this is a physical plant issue, not directly related

to RUL’s costs or operations

Labor in lieu of fines – difficult to implement

Electronic submission of faculty election ballots – marginal savings at best

Collaborate with the Economics Department for revenue strategies – not easy to

pursue as a practical strategy

Develop a barter system with university departments and offices – difficult to

implement, savings unclear

Share resources with other universities – this is already RUL policy,

implemented through various collaborative agreements

Reevaluate the UMDNJ agreement – savings unclear

Ask more of law libraries – savings unclear

Create an RUL committee to investigate grant opportunities – may conflict with

work of others in RUL pursuing grants, including the development office.

Ask each Libraries worker to sponsor one RUL publication – difficult to

implement.

Please note that, in a number of cases, suggestions were either duplicative or suggestive

of others. For this reason, the subcommittee condensed the initial 45 suggestions

received into the 33 listed above.

1

Rutgers University Libraries


Technical Services

New

Upgrade/change to existing activity

Existing x

Planned

In process x

Cost

Revenue enhancement

Effort x

Time x

Other x

Recently staff have been trained to perform tasks related to their

responsibilities that had been previously performed elsewhere. The

intent is to streamline the operation by removing a start/stop/pass-on

process as long as the staff at the start end has the ability to carry out

the process to completion. The training for these tasks has been

performed by the owning department and the end result is an efficient

operation. An added benefit is to reduce the volume of database

management for an already overburdened dept. We recommend that

more workflows are evaluated to cultivate other efficiencies.

Narrative (Include recommendation)

Estimates (give amounts in dollars, staffing, equipment, etc.)

Department(s) or group(s) affected DTS and TAS

Idea Due to staff reduction continue to evaluate technical service functions to

determine redundancies and find efficiencies in workflow regardless of

location or membership in a particular department.

Relation to mission

Status (check all that apply)

2



Technical

New x


Existing

Planned x

In process

Cost x

Revenue enhancement

Effort x

Time x

Other x

Idea To provide space, save money on dept operations and redundancies of

responsibilities, merge LSM-DTS with Alex-DTS

Relation to mission


Department(s) or group(s) affected DTS

Narrative (Include recommendation) DTS has run two parallel operations for several years for good reason.

Each research library had a large number of print subscriptions to

manage and receiving and shippping the titles from library to library

was not efficient. We have now reached a tipping point. The number

of print subscriptions retained at LSM has diminished enormously so

that all operations can be handled in one location. This saves space,

computer and phone lines and redundant operations- we have had

two site supervisors, two supply mgmt coordinators, two work study

coordinators and there is more. This staff can devote time to

electronic resource management where assessment and access mgmt

needs to be performed and location is irrelevant . Also, the merger

will provide space to merge the Chemistry and Physics libraries into

LSM.


3



Internal Personnel

New x

Upgrade/change to existing activity x

Existing x

Planned

In process

Cost

Revenue enhancement

Effort

Time

Other

Idea Move staff and faculty into open lines; cross-train staff and faculty; share staff across departments;

consolidate staffing; internal transfers.

Relation to mission

Efficient use of human resources to achieve Libraries' mission


Department(s) or group(s) affected

Narrative (Include recommendation) Within library departments staff have moved into open lines and both staff and faculty have changed

responsibilities, closed ranks, and assumed additional responsibilities to make up for open or lost

positions. Across library departments, department heads have reached agreements that resulted in

some staff sharing, cross-training, and consolidation of overlaping functions. The loss of 27.38 positons,

however, requires a more coordinated and systemwide approach to how we deploy human resources to

meet library goals. The group recommends a structure or group be established to conduct an ongoing

examination of the total library organization and its internal departments, to communicate with

department heads and others to identify staffing needs, to look at where we want to go with staffing in

relation to the strategic plan, and to make recommendations for changes in the organizational structure.

Estimates (give amounts in dollars,

staffing, equipment, etc.)

4



Internal-Personnel

New X


Existing

Planned

In process

Cost

Approximately 13% cost savings. i.e. a $100,000/year faculty member would make $86,957

in a 10-month appointment, realizing a cost savings of $13,043.

Revenue enhancement

Effort

Time

Other



Department(s) or group(s) affected All Salaried Employees

Narrative (Include recommendation) Some cost reductions as indicated above may be possible through the use of voluntary 10-month

appointments. However, the net effect would also include a significant periodic reduction in staff

resources in a time where staffing is already limited and being reduced. While there would be cost savings

in salary lines, significant effort would have to be made for staff remaining on to cover the work of those

not working during off-months. The university does not permit 10-month appointments to be staggered;

academic appointees must take their time off during the summer. Furthermore, such a reduction would be

permanent as it would be exceptionally difficult to reduce a position to a 10-month position, only to bring

it back to 12-month in a later, “good” funding year. Given the constant, public-facing nature of most staff,

particularly in Access Services and other public-facing departments, as well as the unique year-round

demands of most full-time staff, we do not recommend the use of academic year appointments as the cost

savings will likely be offset by a severe reduction in efficiency.

Idea Make use of Academic Year Appointments (10-month) for faculty and staff in order to realize salary savings.

Relation to mission


5



Technical

Idea

New X


Existing

Planned

In process

Cost: The cost to the libraries for startup would be roughly $8,000 in equipment and $520 in consumables

Revenue enhancement X

Effort: 10% of time from one staff in Imaging Services , 1% of tiime for Webmaster, 1% of time for

progammer lines throughout the year.

Time: 10% over course of one full year

Other:

Imaging Services, Systems/SCC

Thesis and dissertation printing: Imaging Services may be able to set up a print on demand service for

Rutgers Master's and PhD students to have their theses and dissertations printed at a lower cost than other

options such as UMI and Kinkos. The RUcore upload process creates a unique opportunity for the libraries

to cater to a book copy service as it presents an option to place a quick turnaround request at the initial

stage of electronic publishing. A trial period for this equipment may be a viable option for the libraries,

which would allow us to explore the potential through marketing without significant risk. Other revenue

generating applications of the equipment could also be utilized.

Relation to mission Supports and enriches public services of the university by accomodating the students need for the printing

of their scholarly works.


Estimates (give amounts in

dollars, staffing, equipment, etc.)


Currently students have the option to send to UMI for printing of their thesis and dissertations @ a cost of

roughly $60 with a turn around timeframe of roughly 9 months. Imaging Services (IS) feels that they could

implement this new revenue enhancement for RUL such that they could accomodate the printing of thesis

and dissertations within a 30 day turn around time frame. To accomplish this, the current Electronic, thesis

and dissertation page would grant the option to print dissertation to the user at the time of submission.

After submission Imagaing Services staff would be alerted to request via cron job or other online

mechanism. From point of alert, through download, printing and binding, estimated time of process is 15

minutes, overseen by 1 full time IS staff member from start to finish. The cost that the libraries would offer

this service to user would be $30. Cost to library would be estimated at $10 presenting a markup of 200% to

cover materials, equipment and staff. Profit margin is yet to be determined as it would depend on the

number of requests received. Profit margin would increase over time provided equipment functioned

correctly. Equipment includes purchase of Fastback binding machine for $5,345, Foilfast printer @$2,045,

hardcover guide @$450. Cost of start up binding consumables would be 1 Carton (25) Composition A

Hardcover@ $132, 1 Carton (25) Composition B Hardcover@ $132, 1 Carton (25) Composition C

Hardcover@ $149, 1 Carton (25) Composition Foilfast title sheets@ $100 IS has gotten assurances from

the vendor that a binding machine and printer could be loaned to RUL for a pilot project to being in spring of

2010.

Narrative (Include

recommendation)

6



Technical

New x


Existing

Planned

In process

Cost

Revenue enhancement x

Effort x

Time x

Other x

Idea Offer fee based technical service functions to small colleges and

possibly corporations in NJ that have a need for outsourcing.

Relation to mission


Department(s) or group(s) affected TAS

Narrative (Include recommendation) It is well known that smaller colleges, other institutions and

corporations are finding it difficult to sustain the technical services

activities needed for library operations. RUL can offer fee based

services to these organizations. The volume can be small enough so

as not to impair our ability to complete our own work. With a

portion of the income from this revenue, it is possible to hire part time

staff to assist with the processes and help with other work as well.

Task Force comment: Suggest begin with pilot.


7



Technical

New X


Existing X

Planned

In process X

Cost

Desktop Productivity Software: Currently, no cost to upgrade.

ILS: Annual maintenance costs for system wide ILS software is

approximately $145,000.

Revenue enhancement N/A

Effort

The conversion to any open source solution requires substantial

expertise and effort. Due diligence must be performed upfront to

understand how the software interacts with other components in

the system and how it functionally addresses normal library

workflow requirements. Additionally, implementation and switch-

over requires significant testing and expertise (already in-house).

Idea Ditch all paid software programs in lieu of Open Source alternatives (even if some might be slightly inferior)

This could be a painful step for some, but in the end we may be forced this route anyway. Antivirus/OS/

Office suites/ Image Editing /Sound Editing/ Developmental Environments (This is most practical when it

will save us money, for example if we cannot save anything by switching now then waiting is fine, but when

it starts costing us for any of these programs we should switch)

Relation to mission




Time

Depends on the aggressiveness the Library wishes to convert. Each

open source component to be converted will have a timeline

attached to it. If multiple components are to be converted

simultaneously, the time needed can be condensed , but the

number of people-hours dedicated to ensuring this occurs

seamlessly would increase proportionally.

Other Training on new software would need to be provided to end-users



Technical and Automated Services for the identification, acquisition, installation and maintenance of the

software. All units using the software would need training.

Desktop Productivity Software: Currently the libraries do not pay exorbant prices for workstation software

and, in most cases, take advantage of either educational and/or bulk purchasing discounts for all software

packages widely used or used across the board in all departments. The move to open source software is

always tempting, however it does not come without it's own costs. Future support of features, drivers and

product end of life are among the biggest concerns with open source software implementations, especially

for those on the scale and size of RUL. With regard to staff, faculty and public workstations, the highest

volume of software licenses in use at the libraries (to date) are the MS operating systems, Office suite of

products, and Visio. Similarly, depending on their workload, certain faculty and staff members require the

components of the Abobe product line for their daily work. Because these vendors, as well as others

representing widely used products within RUL and the university as a whole, currently have site licensing

contracts with the University the group feels that such a move would not represent a wise choice at this

time. As suggested by the person who submitted the recommendation, we acknowlege it is a wise strategy

to periodically review this approach, particularly as we near the end or termination of current licensing

agreements.



ILS Software: Rutgers is playing a key role in the planning stages for OLE (Open Library Environment), a

Mellon funded initiative to develop an open source ILS alternative. However, OLE is probably at least 2

years away from being released. Additionally, similar to destop productivity software, an open source ILS is

not cost-free. To gain maximum benefits on-site technical expertise is required to modify modules,

troubleshoot problems, implement updates, etc. This has an associated staff cost. It is anticipated that staff

resources can be more effectively utilized to ensure an open source ILS is doing what needs to be done to

meet the libraries needs.

8



Technical

Relation to mission

New

Upgrade/change to existing activity x

Existing x

Planned

In process

Cost

Revenue enhancement

Effort

Time

Other

Department(s) or group(s) affected All Library Patrons

Narrative (Include recommendation) The workstations in the library are typically purchased through equipment

leasing funds granted by the state or by individual departments when that

scenario allows. Currently there is no schedule to replace the public

machines in the libraries and, wherever possible machines that are not

frequently used in one library have been moved to libraries that lack the

numbers they need to accomodate patrons. Along these same lines,

designated "laptop areas" have been made available in areas that

computers once occupied and electrical outlets have been installed to

provide users with locations to recharge draining batteries.

Being a government depository it is the responsibility of Rutgers Libraries

to allow for public access to collections and information therefore, as

much information is now made available in online format, in keeping with

our mission and vision to serve as an essential information resource for the

state and beyond it is the decision of the group that this recommendation

not be followed through at this time. No real cost savings would be

achieved.

Idea Reduce the number of public computers. Many people have laptops which

they bring to the libraries to use. Most of the people who I see using

public terminals are reading email, surfing the net, and don't appear to be

college students or faculty.



Narrative (Include recommendation) The workstations in the library are typically purchased through equipment

leasing funds granted by the state or by individual departments when that

scenario allows. Currently there is no schedule to replace the public

machines in the libraries and, wherever possible machines that are not

frequently used in one library have been moved to libraries that lack the

numbers they need to accomodate patrons. Along these same lines,

designated "laptop areas" have been made available in areas that

computers once occupied and electrical outlets have been installed to

provide users with locations to recharge draining batteries.

Being a government depository it is the responsibility of Rutgers Libraries

to allow for public access to collections and information therefore, as

much information is now made available in online format, in keeping with

our mission and vision to serve as an essential information resource for the

state and beyond it is the decision of the group that this recommendation

not be followed through at this time. No real cost savings would be

achieved.

9



Technical

Idea

New

Upgrade/change to existing activityx

Existing

Planned

In process

Cost

Revenue enhancement

Effort

Time

Other x


I know the Libraries are looking at ways to save money. One area I think should be explored is the

replacing/updating of computers. I don't see any reason why monitors and hard drives are replaced every xx

years system wide. I think they should only be replaced if and when they no longer function. Often when staff

computers are replaced, a lot of time and energy is spent on updating or recovering lost files and settings,

especially in TAS with IRIS and OCLC. Maybe something could be worked out to update software or networked

servers instead of individual machines.

Relation to mission




Department(s) or group(s) affected All

The regular replacement of machines is, in fact, a cost saving measure. By consistently upgrading equipment

library facutly and staff are assured that they will have machines that can fulfill the expectations of their

workload. Doing this also ensures that the highest number of machines are on warranty at all times thus

allowing for the procurement of replacement parts when necessary as expeditiously as possible, for an

extended period of time than would be the case with an average warranty and at a fraction of the cost of a

regular warranty. With regard to saving settings online for OCLC and IRIS, users have the option of pointing

their toolbar and other files to common drives on their local servers however with such a setup the onus

would be on the user to let the person performing the swap know where the files point for a proper

reinstallation. Similarly during periods when the network is not available the user would not have access to

any files stored on the network.

Task Force comment: Current trickle down plan for staff machines needs to consider required processing

power.

Narrative (Include recommendation) The regular replacement of machines is, in fact, a cost saving measure. By consistently upgrading equipment

library facutly and staff are assured that they will have machines that can fulfill the expectations of their

workload. Doing this also ensures that the highest number of machines are on warranty at all times thus

allowing for the procurement of replacement parts when necessary as expeditiously as possible, for an

extended period of time than would be the case with an average warranty and at a fraction of the cost of a

regular warranty. With regard to saving settings online for OCLC and IRIS, users have the option of pointing

their toolbar and other files to common drives on their local servers however with such a setup the onus

would be on the user to let the person performing the swap know where the files point for a proper

reinstallation. Similarly during periods when the network is not available the user would not have access to

any files stored on the network.

Task Force comment: Current trickle down plan for staff machines needs to consider required processing

power.

10



Technical

New x

Upgrade/change to existing activity partial -- as some training has been

internal that could be external as well.

Existing

Planned

In process

Cost x staff time, some administrative costs,

software costs e.g. Go To Meetings

Revenue enhancement x

Effort x

Time x

Other

Narrative (include reccommendation)

Idea Develop technology-focused webinars, workshops, and conferences on a fee-

basis.

Relation to mission from the library's vision statement: "serve as an essential information resource

for the state and beyond."


Department(s) or group(s) affected Technology skilled individuals throughout RUL, many of which are extrmeley

knowledgeable and enthusiastic.

Examples are webinars for external libraries and businesses on topics such as

blogs and web2.0 technologies, open source software, content management

systems, repositories, metadata, software as a service, etc.

Can also develop workshops targeted for individuals possibly as a way of beefing

up benefits for RUL friends group on topics such as digital photogrpahy,

digitizing your documents, effective web searching, etc.

Informal discussions with some technology experts in RUL elicited quite a bit of

interest and excitement about this possibility.


11



internal Personnel

New X


Existing

Planned

In process

Cost

Cost savings would be relative to the duration of the hiatus taken, in

proportion to the salary that would be earned by that employee.

Revenue enhancement

Effort

Time

Other

Idea Permit employees to volunteer for time off (Time off without pay).

Relation to mission


Department(s) or group(s) affected All Salaried Employees

Narrative (Include recommendation) For reasons similar to the disadvantages inherent in offering 10-month appointments, we do not recommend

this course of action. Again, the net effect of voluntary paid time off would also include a significant periodic

reduction in staff resources in a time where staffing is already limited and being reduced. Furthermore,

faculty/staff considering this option should be made aware that issues regarding the discontinuation of

benefits will be encountered if the hiatus taken is longer 1 month in duration.



12



Internal Personnel

New

Upgrade/change to existing activity X

Existing

Planned X

In process

Cost There may a short-term increase in cost for employee training

Revenue enhancement

There may be opportunities for bartering with University

Departments to allow for a swap of services and/or products

Effort

This will increase our dedication and commitment to training

opportunities

Time

Other



Idea Stop the use of "outside" companies and people to help with studies and to act as consultants

Relation to mission In our goal to become a top public AAU institution and to provide essential information resources

and services to our users, library staff should be the first and most valuable resource used to achieve

these goals.


All departments and/or groups for the University Libraries may be affected

While at times it is necessary to hire companies and consultants from outside of the library system,

the group recommends three options to reduce this practice that may lead to long-term decreases in

costs through increased efficiencies:

1) Create an in-house "Knowledge" database, consisting of library staff that have specialized

skills to offer the libraries. These skills can be a fluency in languages, expertise with different

software packages, previous work experience that may help with projects and studies, etc. The

database could be accessed whenever a need arises to identify library staff that can assist with

projects.



2) Build up the skill set of our existing library staff to allow them to offer their expertise for

projects and studies. Library staff could be sent for training through workshops, symposium, and

conferences. While there might be an additional cost for training in the short-term, there will be

definite long-term savings in costs through increased efficiencies.

3) If library staff do not have the specific skills to assist with a project/study or cannot make the

time committment to contribute to a project/study, look for assistance from within the University

before going to an outside company. While there might still be a cost associated with this help, the

funds would go to the University.

13



Internal Personnel

New


Existing

Planned

In process

Cost None

Revenue enhancement None

Effort Effort on behalf of all employees who write reports or give

presentations.

Time Short amount of time on behalf of employees writing reports or

giving presentations, time spent creating and updating blog.

Presentations could be done as brown bag lunches, to reduce

the amount of devoted work time.

Other Time and money saved on sending multiple employees to

training sessions and conferences, if one employee or a small

group can report back on what they have learned.

Department(s) or group(s) affected All departments and groups.


Idea Encourage employees that are funded for travel to training sessions, conferences, etc. to submit written

reports or to give presentations on what was learned. Establish a blog where employees can post reports.

Relation to mission Sharing of information between employees strengthens our skill set overall, and strengthens our ability to

carry out the libraries' mission.




The Training and Learning Committee does already organize brown bag lunches for employees to present

on conferences they have attended. One example would be the ALA debriefings. However, this program

can be expanded to a more regular forum where employees can share information they have acquired at

any conference or training session. It is also recommended that a blog be created where employees can

post written reports of sessions they have attended. This would allow a larger number of employees to

benefit from a session to which only a minimum number of employees could travel.

14



Technical

Idea part 2

New X


Existing X

Planned X

In process X - stalled

Cost

RUL owns needed software for credit card payments. Setting up and

maintaining a Pay Pal business account will cost money, but the

website did not state costs. RU Express readers cost approx $1200.

Revenue enhancement

Fine collections may rise with the availability of credit card/pay pal

payments. We could also accept online donations.

Effort

There will be some effort involved by administration staff to inquire

about the details of setting up a Pay Pal account and systems staff

setting up the account with Pay Pal.

Time

In addition to the time needed to inquire about and set up the

account, there will be the need to train staff to promote the service

and to process the payments.

Other


Idea part 1 Credit Card payment should be prioritized if it can be set up at a manageable cost. I believe that this is an

expectation of library users when it comes to a payment option, whether it is for fines or services. New and

existing revenue generating services would be far more attractive and versatile if this option is enabled.

Accept Pay Pal and Rutgers Express payments

Relation to mission





Narrative (Include recommendation)Online payment of bills is an industry standard. Our library users have inquired abut online payments and

credit card payments for years. Currently the only option we can offer our users is the Rutgers Express

payment option and the only reader available is at Alexander Access Services. While this is a somewhat

viable alternative for credit card payments (RU users can set up an account online with RU Express at no

cost), it does not allow for remote online payments to be made.

RUL owns the software needed to accept credit cards payments. In conversations between the vendor, RUL,

and RU OIT it was determined that there were two stop points encountered:

- The vendor and software needs access to RU OIT servers that OIT was not going to allow.

- Sensitive user information (names & credit card numbers) would need to be stored on library servers and

RUL will not allow this.

So this project is at a standstill.

Pay Pal seems to be a viable option. From their website it seems no user credit card information will need to

be kept on library or RU servers. Payments made instantly appear in the account. While many people do

have Pay Pal accounts, anyone using a credit card can use the service without an account. There is a cost

involved to set up an account, but they do state Pay Pal can save a business ~15% over other services. Pay

Pal is used by NJLA, so it must be an option for non-profits.

RU Express may not be the best alternative to invest money for readers. In the time that Alexander Access

Services has had the option, we have had a minimal numbers of users take up on this option. It may be

possible this is due to the fact it is not heavily advertised (staff even forget about it), but with an investment

of $1200+ per reader, it is probably not worth the investment.

Therefore it is recommended that RUL pursue the viability of opening a Pay Pal account and advertising this

as a fine/fee payment option and an option for making monetary donations to RUL. Perhaps this can be

linked to a ‘wish list’ of items that people can choose to purchase for the libraries.

15



Technical

New


Existing

Planned

In process New system currently being considered by OIT

Cost Individual Phone Line: $17.20

Within RUL individual units have different phone systmes therefore

the per call cost varies based on destination and phone system

being used. Earbuds $20, microphone $10, webcam $30-$50

Revenue enhancement

Effort Installation of software on idividual machines

Time Roughly speaking 10 minutes/workstation

Other

Idea Cancel phone lines - no longer needed - can use Skype or online services instead.

Relation to mission


Department(s) or group(s) affected All

Narrative (Include recommendation) Software applications that allow for voice services over the internet telephony protocol (VoIP), such as

skype and other networked phone systems, are free to other users of the same service and toll free

numbers however there is a charge for calls out of service numbers, IM, and FTP services. Therefore there is

no real guarantee of cost savings by moving to such a solution at this time. Pursuit of an alternative phone

system, to be made available throughout the University, is currently underway. Because of these reasons, it

is the opinion of the group that waiting for the university wide offering is in the best interest of the libraries.

Moreover the committee recommends that individual departments make serious considerations regarding

the number of phone lines they currently have and, where ever possible, reduce those lines by eliminating

or sharing wherever possible. Each unnecessary line comes with a yearly cost of $206.40.

Possibilities where implementing a VoIP solution could prove beneificial, albeit on a smaller scale, might be

as an alternative to the loss of the tie lines between the Newark, New Brunswick and Camden campuses.

Implementation of such a solution would require each user having the software application on their

computer which is free of charge, a headset or earbuds and a microphone. This solution would futher afford

workstations with webcams the ability to interface via video at no extra charge, a technology that would

allow for inter-departmental or inter-campus meeting, etc. on a wider scale than is currently available. The

average cost of a webcam is roughly $50 and earbuds and microphones would range in price from $10-$30

on average.



Narrative (Include recommendation) Software applications that allow for voice services over the internet telephony protocol (VoIP), such as

skype and other networked phone systems, are free to other users of the same service and toll free

numbers however there is a charge for calls out of service numbers, IM, and FTP services. Therefore there is

no real guarantee of cost savings by moving to such a solution at this time. Pursuit of an alternative phone

system, to be made available throughout the University, is currently underway. Because of these reasons, it

is the opinion of the group that waiting for the university wide offering is in the best interest of the libraries.

Moreover the committee recommends that individual departments make serious considerations regarding

the number of phone lines they currently have and, where ever possible, reduce those lines by eliminating

or sharing wherever possible. Each unnecessary line comes with a yearly cost of $206.40.

Possibilities where implementing a VoIP solution could prove beneificial, albeit on a smaller scale, might be

as an alternative to the loss of the tie lines between the Newark, New Brunswick and Camden campuses.

Implementation of such a solution would require each user having the software application on their

computer which is free of charge, a headset or earbuds and a microphone. This solution would futher afford

workstations with webcams the ability to interface via video at no extra charge, a technology that would

allow for inter-departmental or inter-campus meeting, etc. on a wider scale than is currently available. The

average cost of a webcam is roughly $50 and earbuds and microphones would range in price from $10-$30

on average.

16



Marketing and Outreach

Idea

Relation to mission

New

Upgrade/change to existing activityx

Existing x

Planned

In process

Cost

In 07-08 spent approximately $864 and this year to date

$368

Revenue enhancement

Effort

Time

Other

Narrative (Include recommendation) Instead of using expensive flowers we can use potted plants in the building.

Unfortunately we are not able to purchase flowers from the grocery store or Costco

because of purchasing regulations.

Cut Back on Flowers

To make receptions and donor

events more attractive.


Estimates (give amounts in dollars, staffing,

equipment, etc.)


17




New x


Existing

Planned

In process

Cost Depends on the kind of event. See detailed budget

below, estimated at $775

Revenue enhancement

Effort

Would entail considerable time of the University

Librarian, the Advancement Officer, the Director of

Development, the Communications and Marketing

person, as well as inumerable staff.

Time

Other

Based on previous programs this would cost approximately $775, including postage ($300),

invitations $75, food $300, perhaps donor gifts, if wine then an extra $100. This is based on

sending out 300 invitations to have 30 people attend. This would be a wonderful way to continue

contact with our donors. Research shows that contacting donors in many ways makes them more

appreciative of the organization and willing to donate more. We should try. This, though, is very

labor intensive.

Wrap up group comment: Save wine costs by having wine shop do wine tasting.


Identify largest donors and invite to open house to show how their money is being used.Idea

Relation to Mission

The University Libraries need to raise funds to support all our iniaitives as outlined in our strategic

goals.





18




New


Existing

Planned

In process

Cost Depending on the type of donor recognition this could be

modest or expensive. Donor recognition plaques can be

small brass plates attached to a wooden board, or can be

expensive glass plaques, ceramic tiles, etc.

Revenue enhancement

Effort

Time

Other

Idea Develop a donor wall where a list/plaques of donors is seen when you walk in the building.

Relation to Mission

The University Libraries need to raise funds to support all our iniaitives as outlined in our strategic plan.



Narrative (Include recommendation) This can be an excellent way to recognized donors who give at a more modest level where it is difficult

to honor them. It could be even at the $1000 level.


equipment, etc.)

19




New X


Existing

Planned

In process

Cost

Revenue enhancement

Effort Staff would have to provide this service

Time Minimal

Other

Idea Charge patrons for fax services

Relation to mission

Provide a needed service to patrons while enhancing revenue



Narrative (Include recommendation) Could charge $2 for the first page, $0.50 for each additional page for outgoing faxes. Charge $1 per page

for incoming faxes.

Task Force comment: Can limit to major libraries; do pilot.



20




New


Existing

Planned

In process

Cost $25 fee per notary public every 5 years

Revenue enhancement Minimal

Effort Currently provide the service for free

Time Minimal

Other

Idea Charge patrons/faculty/staff for notary services

Relation to mission

enhancing revenue


Department(s) or group(s) affected Administration staff who are notary publics

Narrative (Include recommendation) According to research, we can charge $2.50 for an acknowledgement, $1 for jurats including oaths, $2.50

for oaths and affirmations. Area banks were contacted, and they do not charge fees to members for

notary services.



21




New √


Existing

Planned

In process

Cost Staffing for the SCC during showtimes

Revenue enhancement

Effort

Time

Other

Idea Movie night: show a movie in the SCC with a fee of $3 or so. Would have to check on copyright laws

Relation to mission

This would enhance revenue and serve as a useful PR measure in the RU community


Department(s) or group(s) affected The SCC

Narrative (Include recommendation) The SCC is well equiped for showing movies and has more comfortable seating than the NJ Film festival

in Scott Hall. If properly marketed it could become popular with the Rutgers community, serve as a

successful PR effort and bring in samll ammounts of revenue.

Task Force comment: Possibly collaborate with NJ Film Festival.


equipment, etc.)

22




Explore grant opportunities

New

Upgrade/change to existing activity √

Existing

Planned

In process

Cost There are free workshops available at the University level.

Liasons to departments may be able to gather ideas through

information sharing with departments . All of this is time

consuming, but otherwise free.

Revenue enhancement Yes, but specific ammounts of grants varies greatly.

Effort This would require a concerted effort on the part of

libriarians to identify sources. Library staff and faculty would

need to work on grant writing skills and confer about

opportunities as they become available.

Time

Other

Narrative (Include recommendation) The expansion of grant funding has great potential to further supplement the library's current budget.

Librarians may be aware of grant availability that could be useful if they were more widely known. Other

areas of the university may also have expereince with grant opportunities that the libraries do not. By

increasing communication about these opportunities, both internally and to other departmetns in the

university, RUL may be able to significantly expand grnat related income.

Idea

Relation to Mission RUL should explore the availabilty of sources of funding that can supplement the diminishing support from

the state budget.




Department(s) or group(s) affected Liasons to departments, all staff involved in grant elligible areas.

23




Idea

New


Existing

Planned

In process

Cost No additional costs

Revenue enhancement

Revenue generated will help reduce the overall cost of Artist's

exhibit/event

Effort Minimal; effort would involve staff time to conduct the Auction

Time Minimal

Other

Department(s) or group(s) affected Administrative Staff; Faculty member curating the exhibit/event

Narrative (Include recommendation) The Libraries can provide the University community with a variety of cultural offerings while contributing to

the University's mission of creating social spaces and community-building. The Libraries should continue to

offer exhibits, programs and events that enhance the cultural experience of its community.

Recommendation: In addition to reducing the overall costs of programs (e.g. publication production, food

service, inivitation mailings), the Libraries should investigate cost sharing initiatives with Artists. For

example, as a pilot project, the faculty curator could ask the Artist to donate a piece for auction to help

offset the cost of the Artist's exhibit/event. Given the global fiscal crisis, the request would be

understandable and justifiable. And as not to undercut the value of the Artist's piece, the Libraries could

require bidding to start at a minimum dollar amount, and if the minimum bid is not met, the piece can be

returned to the Artist. A possible corollary benefit of an art auction is that it may generate more interest.

Another alternative is to market as a donor event to help support the Libary exhibit/event. In consideration

for a cash donation of $50 for students and $100 for all others (exact dollar amount dependant upon value

of Artist's donated piece) the individual's name would be entered into the drawing for a chance to win the

artwork. Winner to be announced after artist speech which may generate more attendees to the event.

NOTE: Although library accounts and staff effort are expended in these library exhibits and events, in some

instances, the Libraries have University and outside partners who also provide financial support. In those

instances, it will be necessary to develop a deal that is favorable to all parties.

Task Force comment: Need to Check gambling and tax implications.

Art Auction of an Artist's donated piece to help support the Artist's exhibit/event

Relation to mission Library events and programs are related to the Environment Strategic Goal - "There is an increased

emphasis on facilities and environment on all campuses, especially on classroom space, to help create a

sense of community and re-engage faculty into campus life."




Narrative (Include recommendation) The Libraries can provide the University community with a variety of cultural offerings while contributing to

the University's mission of creating social spaces and community-building. The Libraries should continue to

offer exhibits, programs and events that enhance the cultural experience of its community.

Recommendation: In addition to reducing the overall costs of programs (e.g. publication production, food

service, inivitation mailings), the Libraries should investigate cost sharing initiatives with Artists. For

example, as a pilot project, the faculty curator could ask the Artist to donate a piece for auction to help

offset the cost of the Artist's exhibit/event. Given the global fiscal crisis, the request would be

understandable and justifiable. And as not to undercut the value of the Artist's piece, the Libraries could

require bidding to start at a minimum dollar amount, and if the minimum bid is not met, the piece can be

returned to the Artist. A possible corollary benefit of an art auction is that it may generate more interest.

Another alternative is to market as a donor event to help support the Libary exhibit/event. In consideration

for a cash donation of $50 for students and $100 for all others (exact dollar amount dependant upon value

of Artist's donated piece) the individual's name would be entered into the drawing for a chance to win the

artwork. Winner to be announced after artist speech which may generate more attendees to the event.

NOTE: Although library accounts and staff effort are expended in these library exhibits and events, in some

instances, the Libraries have University and outside partners who also provide financial support. In those

instances, it will be necessary to develop a deal that is favorable to all parties.

Task Force comment: Need to Check gambling and tax implications.

24




New


Existing x

Planned

In process

Cost

Revenue enhancement

Effort

Time

Other

Idea Donate button on our home page

Relation to mission

Revenue enhancement



Narrative (Include recommendation) Option 1: There is a way for users to donate online to the libraries. The Rutgers Foundation

page has a "Give Online" button on their page. They have a drop down menu that includes the

libraries. We would need to add additional funds for the libraries. We would need a button on

our page to link to their page. Option 2: is to have a button on our page that goes to a library

page that has an introduction from Marianne and we could offer choices that users to pick for

their donations.


equipment, etc.)

25




New


Existing

Planned

In process

Cost minimal

Revenue enhancement unknown

Effort minimal

Time minimal

Other

Idea Community borrowing cards

Relation to Mission

Revenue enhancement



Narrative (Include recommendation) Idea to add additional services to people that have community borrowers cards. Sample suggestions

are a limited fax service to people that are community borrowers and the ability to reserve rooms in

the library.



26



Public Services Group

New

Upgrade/change to existing activity √ X

Existing

Planned

In process

Cost None

Revenue enhancement Dependent on volume sold in a given quarter

Effort Minimal

Time Minimal

Other

Idea Sell whatever we can from materials that would be discarded: books, MF and so on.

Relation to mission Enable Libraries to acquire additional scholarly resources through the sale of deaccessioned

materials.


Department(s) or group(s) affected TAS, DTS, Selectors, Access Services

The Libraries already sell weeded materials and duplicate gifts through Better World Books. It is

recommended that this process be expanded to include newly acquired duplicate materials that

cannot be returned to the vendor. Right now these duplicates are added to the collection, which

in some cases may be the desired outcome, but selectors might choose to sell such materials

were this possible. Such might also be the case for textbooks purchased for reserves. Selling

directly through Amazon or elsewhere would require staff to price materials and perhaps even

monitor sales. Enhancing our use of Better World Books would require very minimal increase in

staff time (packing up more books) and a slight change in workflow for newly acquired duplicate

materials and for textbooks. It is recommended that whenever possible materials should be sold

via Better World Books and that Better World Book's criteria be reviewed periodically to ensure

that we are selling all possible categories of materials.

Task Force comment: Keep Amazon in mind for any overage.



equipment, etc.)

27




New (Reinstate) √


Existing

Planned

In process

Cost Negligible

Revenue enhancement Modest

Effort Significant

Time 1 or 2 days plus 2 for set up and break down, plus time for

sorting and pricing

Other

Idea Restore the annual book sale of weeded material. It brings in some revenue and enhances

community involvement/outreach

Relation to mission Helps strengthen the University's connection to the statewide community.


Department(s) or group(s) affected Potentially all as volunteers

Reinstating the annual book sale is not a particularly high priority, but it remains a possibility as a

source of modest revenue and as a way of engaging the libraries with our local communities.

Donations could be solicited from faculty and staff so that not all items to be sold would be materials

weeded from our collections. Book sales could be held simultaneously on all three campuses or as

separate events. The downside of holding one or more book sales is the need for a significant

amount of staff time, preferably volunteer time, to sort and price items and set up and break down

the sales venues. Reinstating the book sale should be something to consider, but is not an activity

that needs to implemented in the near future given the expectation of modest revenue

enhancement in return for a significant expenditure in staff time.



equipment, etc.)

28




Idea

Relation to mission

Status (check all that apply) New

Upgrade/change to existing

activity

x

Existing

Planned

In process


equipment, etc.)

Cost Minimal because the fee structure is already in place.

Revenue enhancement

Effort

Time

Other



Access Services staff and members of Access Services Billing Group and Library Administration

accounting

Lost Book Fees - Increase the replacement cost to $100.00 and processing fees $60.00 for lost

books. Charging $160.00 which would be a $58.00 increase.

Consistent collection of increased fees would expedite replacement of scholarly resources

that support the educational mission of the Libraries.

Currently the cost to replace a book is $102.00 ($60/title plus $42 processing). There has not

been an increase in this fine for 5 years. Similarly there has not been an increase in the

processing fee when users replace the copy themselves.

29



Internal Personnel

New X


Existing

Planned

In process

Cost

Full-time lines could be moved to other sites to assist with services. Part-

time employees (work-study and voucher) could be reduced or moved to

another site. These staff lines have already been reduced over the last

few years, to maximize resources. There would be large costs, in money,

time, and resources, to move the collections from the NBL Branch sites to

another site. We would lose the benefits of having these spaces and the

"goodwill" from patrons of having a library space close to their

departments.

Revenue enhancement Closure of the sites would not enhance revenues

Effort

There would be a large effort, in money, time, and resources, to

incorporate any of the NBL Branch collections into another site.

Time Closure of the sites would not be a short-term project

Other

Department(s) or group(s)

affected Access Services, DTS, Collection Selectors, users of the libraries

Idea 1) Close the Branch Libraries and merge collections into existing main unit on campus. 2) Close the Branch

Libraries on the weekends.

Relation to MissionThe closure of the Branch Libraries in the short-term would not support the mission of the libraries, as it would

cause a hardship to our patrons by removing services without a viable alternative. Long-term closure of the Branch

Libraries under the auspices of a new Science Library would support the mission. Targeted reduction in library

hours would support the mission, allowing us to maximize our resources to offer services to the largest number of

our users.




Narrative (Include

recommendation) The group recommends a systematic review of library hours for RUL sites to allow for a reduction in library hours

that will have the least detrimental impact on our users. This review of library hours can include trends in exit

counts, circulation statistics, and shelving statistics to make the best case that a reduction in library hours is

warranted.

The group does not recommend 1) closing the Branch Libraries as a short-term solution or 2) indiscriminately

reducing hours at site to address our budget problems:

1) While the closure of some of the NBL Branch sites (dealing with the sciences) has been considered as a long-

term goal/project, these closures were scheduled to be done in conjunction with the construction of a new, large

main Science Library on the Busch Campus. The New Science Library would incorporate the collections of these

libraries and LSM into one site, but this new building is estimated to be about 10 years away.

Even short-term, closure of these sites would have unintended costs in funds and time, some of which (such as

the installation of new shelving units) would be high. The main unit on each campus would not be able to

incorporate the collections from each NBL Branch sites without heaving weeding at each site’s collection, entailing

project work by selectors, Access staff and DTS staff. For instance, closing the Chemistry and Physics Library would

entail incorporating approximately 45,000 items into the LSM collections. Estimating an inch an item would be

45,000 inches of space, or 1,267 shelves of space, necessary to hold the collection. Even with removing duplicates

items before transfer, it would be difficult to find the empty space for these collections. This illustration only uses 2

of the smallest of the Branch Libraries, where the remaining three libraries have at least double the amount of

items in their collections.

2) Full-time staff for the NBL Branch Libraries has been reduced from a high of 11 (2005-2006) to 8 at this time.

This reduction has allowed us to shift staff to other sites/responsibilities to compensate for a change in the services

we offer. Remaining full-time staff have increased their workflows and streamlined site operations to provide

services to our users with less support. Many of the open hours for the NBL Branch sites are covered by part-time

staff, either work study or voucher. The group recommends reviewing statistics for these hours covered by part-

time employees, to allow for a reduction in the voucher funds necessary to operate the sites.

30




New X


Existing

Planned

In process

Cost Although staff time would have to be allotted to this task, the

process can be done in phases. Shelving may need to be

purchased, but there also may be available resources.

Revenue enhancement None

Effort DTS has successful models for this type of effort.

Time

Other

Idea Initate the process of decommissioning the branch libraries, Chemistry and Physics, consolidate

collections/services at LSM.

Relation to mission

Consolidation of collections/services supports the efficient delivery of information services.


Department(s) or group(s) affected Access Services, DTS, departmental faculty, selectors

Narrative (Include recommendation) The closure and consolidation of these two libraries (and possibly Math) are part of the concept plan for

the new science library. In preliminary discussions, affected departments have indicated that they want

to reclaim the space (F. Puniello). The traditional departmental library model is outdated in light of

changes to the nature of collections (increasingly digital). Services such as outreach by liaisons would

continue and staffing could be consolidated at one location. Although the actual groundbreaking for a

science building is in the future, this consolidation also reflects the current move in many disciplines,

including the sciences toward inter- and multi-disciplinarity. Beginning this project may have initial start-

up costs, but will result in longer term efficiences and reflects where the scholarly disciplines and libraries

are going in the future.


equipment, etc.)

31




New


The voucher budget has been already

reduced however to save more money;

(see narrative)

Existing

Planned

In process

Cost

Revenue enhancement

Effort

Time

Other

Exam periods the libraries will still have extended hours.

Summer hours keep as only day hours- no voucher will be needed


equipment, etc.)

Idea Library Hours-Reduction

Relation to mission Identify and review ideas for cost savings.


We suggest cutting back library hours from midnight to 10:00pm and this will save on voucher

budget for night hours. Another suggestion of the cutting of night hours entirely is not

something that will be accepted. Use vouchers for evening hours only, cut the amount of

vouchers that the larger units use during day hours.

Or keep libraries open full hours for only study areas late night. This will eliminate need for

voucher night owls.

Department(s) or group(s) affected The departments in the libraries that utilize vouchers will be affected.

Even though we are speaking of library hours, the voucher budget is involved with the cut of

library hours.

Cut branch hours to a 9 to 5 operation, closing for lunch. No vouchers will be needed. During

school year keep the same hours for the branches utilizing workstudy.


32




New X


Existing

Planned

In process

Cost

Revenue enhancement

Effort

Time

Other

Re. prices for our spaces, I figured Bill has Alex & environs covered so I thought I'd

check on this campus. A similar space venue to our 5th floor media space is the

Center Hall in the Busch Student Center and I was amazed at what they charge (and

our space is nicer as we have reception space outside and theirs opens out into the

hallway. They charge for their space if RU depts. are charging $475.00 dollars for half

day (anything under 8 hours and after 8 hours it goes up to $490. Outside vendors are

charges $650 for anything under 8 hours and $900 after that. They charge an

additional $65.00 for an event starting before their usual opening time. She also said

they've learned it's better not to book more than a year in advance.


Advertising room rentalsIdea

Relation to mission


Estimates (give amounts in dollars, staffing, equipment,

etc.)


33




New


Existing

Being done in some of the library spaces already. Not all events are

charged.

Planned

In process

Cost It will be no cost to the libraries.

Revenue enhancement a fee will be collected for the rooms not being charge

Effort

The administrative assistants are already involved with these

events so no extra effort is needed

Time

Other

Idea Consistenly Charge for use of Facilities across all campuses.

Relation to mission Identify and review ideas for revenue enhancement.


Department(s) or group(s) affected No other library group will be affected except for the Administration offices that handle room events already.

Narrative (Include recommendation) Consistenly charge for use of rooms in all libraries. All departments within the University should be charged

the same fee for use of any rooms within the libraries. Alexander Library charges a fee, even to other

departments in the University and for outside groups. The Douglass library does not charge for other

departments using the facility. LSM charges for some events, but not all. There have been departments

wanting to use the facility at the Alexander library, finding out there is a fee and then calling faculty

members at the Douglass library, and using that facility for free.



34



Internal/Other Group

New Institute fax service as part of Imaging

Services


Existing

Planned

In process

Cost

Expense of fax machines (1 for each of the

main libraries?) and phone lines

Revenue enhancement

Effort

Time

Other

Idea Fax Service for Students

Relation to mission


Department(s) or group(s) affected Primary user group

Narrative (Include recommendation) While revenue might not be realized immediately due to expense of machines and hookups,

fax service is requested by students. In Newark, the service is available some blocks from

campus. Payment for faxes might be handled via Copy Card to save staff from collecting

funds.



35




New


Change model for electronic resource pricing to cost per

use

Existing

Planned

In process

Cost Reduction in subscription costs

Revenue enhancement

Effort

Time

Other

Department(s) or Group(s) Affected

Narrative (Include recommendation) Recommendation suggested by Cathy Peccoraro.

Impact on library users who may continue to have access to the same or similar number of

electronic resources in the face of collection budget reductions.

Idea Cost-per-use pricing structure instead of unlimited or concurrent user models for electronic

resources

Relation to mission



equipment, etc.)

36




New


Eliminate reimbursement from the Libraries for

entertainment of speaker

Existing

Planned

In process

Cost

Revenue enhancement

Estimated savings of $100/dinner. Anticipated yearly

savings of $400.

Effort

Time

Other

Idea Stop taking speakers to dinner

Relation to Mission



Narrative (Include recommendation) Application to any other library unit except University Archives/Special Collections??


equipment, etc.)

37




New


Existing already part of budget reduction?

Planned

In process

Cost

Revenue enhancement Possible savings of $360/year

Effort

Time

Other

Idea Eliminate all food and drink at internal meetings

Relation to Mission





equipment, etc.)

38




New


Existing

Planned

In process

Cost

No additional costs; cost savings projected from change in work

effort and limiting costs

Revenue enhancement

Effort Minimal; effort involves change in staff work process. Instead of

mass mailing invitations by US mail, Admin staff sends e-invitations

to most invitees. May also reduce work effort required of Shipping

and Receiving Staff.

Time Minimal

Other

Idea Reduce Costs Associated with Library Events and Programs

Relation to mission Library events and programs are related to the Environment Strategic Goal - "There is an increased

emphasis on facilities and environment on all campuses, especially on classroom space, to help create a

sense of community and re-engage faculty into campus life."


Department(s) or group(s) affected Administrative Staff; Imaging Services Staff; and Faculty/AULs who give library events and programs

Narrative (Include recommendation) The Libraries are positioned to add to the University's social spaces and community-building mission. The

Libraries should continue to offer programs and events relevant to research, instruction, art, collection

development & technology and advertise those events more broadly. Cost Reducing Recommendations:

1. Reduce Publication Costs for designing and printing programs, catalogs and invitations. Use in-house

expertise (e.g. Imaging Services). 2. Mail invitations, programs and catalogs via U.S. mail only to select

invitees such as known donors. Email to all others (e.g. faculty, student, staff, interested outside parties

such as faculty/staff from other institutions, museums, associations, etc). 3. Eliminate or reduce food

service. However, free food attacts attendees. Alternative: instead of higher end food service for appys,

sandwiches, sides and dessert, the Libraries should offer beverage and dessert only or beverage and appy

only to minimize costs. Note: Elimination of Food for internal library events has been implemented.

Internal library events are those attended by library faculty and staff only.



39




New


Eliminate use of individual printers and accompanying

supplies

Existing

Planned

In process

Cost Reduction in cost of $8,000 to $10,000/year

Revenue enhancement

Effort

Time

Other

Idea Networked Printers Only

Relation to Mission


Department(s) or group(s) affected All University Libraries departments

Narrative (Include recommendation) Recommendation: Proposal that all supply purchases and support for personal printers will end.

Estimate of savings from Joe Abraham and Darryl Voorhees.


equipment, etc.)

libby hart penny weniger - rutgers university · vending machine -rul owned ... (a possible venture...

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