Strategic Planning Goal 5 – Capitalize on Efficiencies

Goal 5: Capitalize on efficiencies to provide high-quality services and spaces

Metrics: 1) Increase the number of repurposed learning and collaboration spaces; 2) Increase the collection budget by reallocating dollars from staff lines; 3) Reallocate resources currently used for processing and managing print management

1. Create and initiate a plan to consolidate libraries
2. Leverage technologies to advance and support library services and programs

What has been accomplished

• The Libraries undertook an initiative titled Resource Management Redesign, working with staff and external library consultants to consider organizational structures and practices with respect to how we manage technical services operations following our migration to our new library services platform.
• Significant progress has been made around outsourcing certain technical services operations to develop efficiencies. This includes implementing shelf-ready processing for purchases from GOBI, outsourcing certain cataloging projects, and implementing fast-cat processing where appropriate. Additional new workflows or processes, as recommended through the RMR study, have been implemented.
• The Libraries have developed a strategic framework for application governance. Application governance seeks to optimize the effectiveness, efficiency, security, stability, sustainability, and transparency of the Libraries’ information systems and software environment, and to constrain risk within acceptable limits while fostering a culture of experimentation within a broader managed IT ecosystem.
• The Libraries have developed a long-term facilities master plan we believe offers a thoughtful and strategic approach to the Libraries’ ongoing role as a fundamental part of a successful university. With the assistance of several campus divisions, as well as a team of architectural and research consultants from brightspot strategy (New York) and Engberg Anderson (Milwaukee/Madison), the master plan was created to guide the long-term development of spaces that will support services that enhance teaching, learning, and research, while creating a cohesive campus library identity, over a 25-year time frame. The full report is accessible here.
• The Libraries made significant progress on library consolidation:
  • Completed merger and consolidation of Wendt Commons Library with the GLS
  • Consolidated the Chemistry Library
  • Consolidated the Geography Library
  • Consolidated the Social Science Reference Library
  • Launched the consolidation of Physics, Astronomy, and Math Libraries
• The Libraries partnered with the Wisconsin School of Business to develop the Business Library Learning Commons. Michael Enyart, the Director of the Business Library, received an award for his role in envisioning and developing the Learning Commons.
• The partnership with the Center for the First-Year Experience to provide SOAR advising at College Library resulted in significant campus investment at College Library, ensuring a robust space that better meets the needs of its programs.

Things we decided not to do

• No staff funds were reallocated to the collections budget due to significant cuts to the personnel line from FY 15-17.
• No processing and print management resources were reallocated.

Yet to be accomplished

• Various renovations incorporated in the Facilities Master Plan.