Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Save the Cheerleader! Save the Library..? LIS Resource & efficiency savings ideas


Published on

These are slides based on a small bit of research I conducted to crowdsource ideas on ways to make savings in terms of time and money for library and information services. Presented at the JISC Information Environment 2011 workshop (7th April 2011). Further details on this work will be blogged about in due course.

Published in: Business
  • Be the first to like this

Save the Cheerleader! Save the Library..? LIS Resource & efficiency savings ideas

  1. 1. Save the Cheerleader! Save the Library..? LIS Resource & efficiency savings ideas Gaz J Johnson Document Supply & Repository Manager David Wilson Library University of Leicester 7th April 2011
  2. 2. The Challenge• Source ideas from the cloud – On LIS service efficiency savings and cost – Aimed for ideas not obstacles• Gathered through a range of sources – Social media (twitter, Facebook etc) – Online survey – Email exchanges and discussions• Concepts presented as is, and may not represent personal or organisationally held POVs! – Tabula rasa approach
  3. 3. Survey Respondants by Sector Governmental 5% NHS 6%Public Libraries 14% Academic (HE) 45%Academic (FE) 31% N = 64
  4. 4. Time Frame of Anticipated Savings 2011 (in progress) 70.0% 60.0% 50.0% 40.0% 30.0%Unlikely 20.0% 2011 (anticipated) 10.0% 0.0% By Dec 2016 By Dec 2012
  5. 5. Most effective resource saving measures you have encountered?Image generated by
  6. 6. Resource Saving Experiences• Staff redundancies/Voluntary severance/Staff cuts/Non replacement of vacant posts• Flexibility of staff in the roles and tasks they can partake in/Change in staff attitude• Cancelling expensive (and poor cost per download) resource subscriptions/Spend less on printed materials/standing orders• Outsourcing aspects of acquisitions/automating & reducing in-house book processing• More energy efficiency to save on running costs
  7. 7. The most effective staff time saving measures you have encountered?Image generated by
  8. 8. Time Saving Experiences• Outsourcing, changing processes (ie shelving workflow) /Making procedures more straightforward• Removing the cataloguer post(s) and buying in shelf-ready books/simplify cataloguing procedure• Team work, flexibility, multi-tasking/Reducing professional demarcations/Concerns over stress from change• Minimising static service points so that time isnt spent sitting waiting for work to do/Self-service issue, return etc.• Moving as many systems and processes as possible online
  9. 9. The single most effective & least disruptive cost-saving improvement that you would make?Image generated by
  10. 10. Effective but Least Disruptive?• Staff talent is overlooked and under-used/New ways of working-more working from home/More efficient use of librarians time• Reducing the senior management team/Cut down on in house bureaucracy• Review staffing (evenings/weekends) by senior staff/substitute non- professional staff or student volunteers• Reviewing the processes of all services and areas of the library/Close smaller branch libraries/Cut non-core services that have little impact/value/• Monitoring with a view to cutting what is not used enough to justify costs/Cut e-resources budget/Cancelling high journal subs.• Stop providing staplers, pens, paper etc etc to students when they never bring their own• Use the technology that we have to its full potential
  11. 11. Impact of “Traditional” Approaches Approach Modal Perception• Reduce non professional staffing levels Extremely disruptive (52.5%) (front of house)• Reduce non professional staffing levels Moderately disruptive (30.0%) (back office)• Reduce professional staffing levels Moderately disruptive (41.7%)• Reduce opening hours Extremely disruptive (57.4%)• Decrease new stock acquisitions Moderately disruptive (47.5%)• Decrease reliance on physical collections Slightly disruptive (33.33%)• Outsource acquisition related activities Negligible disruption(28.3%)• Outsource technical support Negligible disruption (25.0%)
  12. 12. General Comments & Thoughts Image generated by
  13. 13. Comments: Final Quotes• Evaluating services and thinking about which are absolutely essential, and which are only desirable (dont hold onto anything that can be done by others)• Trying to resist any further large scale savings, as they would have a negative impact on students success rates.• Need to take a more commercial approach to generating income without endangering access to services. (sell stationery, withdrawn stock etc)• Reducing both staff and resources will cut costs but means you end up doing less with less…
  14. 14. Contacts• Gareth J Johnson – Document Supply & Repository Manager – 0116-252-2039 – Twitter: llordllamaSlides: