Taking the Field

Management All-StarsThe Committee to propose emergency cuts for the upcoming fiscal year.

Brought to you by:

Matthew Carroll

Heather McCullough

Keith Muse

Brian O’Connor

The Competition

The Budget Cut Problem

The library needs to cut 10% of its operating budget.

As well, 10% of its payroll.

Done by July 1st – Nine months

We need to analyze the current situation and devise

a plan to meet these conditions.

Our Game Plan

Our Initial Plans and Objectives

We need to meet targeted budgets.

We need to keep within the library’s mission statement.

We want to streamline the library and prepare for the future.

Our Play Book

The Library Mission Statement

The OOU library remains committed to serving the vital needs of faculty and students in the changing information age.

We will continue to make print, audio visual, electronic, and online sources of information available to the OOU community.

Sources immediately unavailable to us are obtainable through interlibrary loan and our regional consortium partners.

The Franchise’s Future

What we looked at:

What is a Library? What is our library?

What are other institutions doing?

What are our external resources?

The decisions ahead: What do we want?

Long-term strategy: Where and what do we want to be?

Plan A - Free Agents

Our initial Ideas, and why they fell short

Main thrust was to lay-off more expensive career positions and replace people with less expensive student employees.

Advantages

– Significant savings in salaries and wages.

Disadvantages

– Hidden costs in training transient employees.

– Loss of knowledge and morale among staff.

Plan B - Power Hitter

Our secondary Ideas, and why they too fell short

Main thrust was an across-the-board 20% cut in operating expenses.

Advantages

– Cutting O.E. left staff largely unscathed, and its easy!

– Cuts left large margin for monetary reallocation.

Disadvantages

– Huge loss of operating potential and knowledge resources.

– Potential that services will not be replenished in the future.

– Library mission becomes untenable.

Plan C - Finesse Player

Getting into details, and reformulating

Main thrust was surgical cuts and carte blanche item evaluation.

Advantages

– Allowed budget cutting to specifically target obsolete elements.

– Critical elements remained untouched.

– Allowed for targeted reallocations to desired growth areas.

Disadvantages

– Does not allow for significant restructuring.

– Loss of staff experience and knowledge base.

Plan D - The M.V.P.

Getting into details, and reformulating

Main thrust was articulation of plan C, plus the best of Plans A & B.

Advantages

– Targeted obsolete elements to a greater degree.

– Critical elements expanded for future growth.

– Outsourcing used to cut costs and keep services.

– Most professional services retained!

Disadvantages

– Staff still cut, immediate material access decreases.

Plan D - The Stats

O. Expenses Old Budget Plan A Plan B Plan C Plan DBooks $643,102 -10% -20% -20% -10%

L.C. Cards $9,114 -0% -20% -5% -100%

AV Materials $11,252 -0% -20% -5% -0%

Microforms $97,272 -20% -20% -20% -35%

I.L.L $1,366 -5% -20% -0% +300%

Staff Population - - - -

Clerks 53 total -26 -3 -10 -10

Students 4 total +26 -4 +8 +12

Next Season

Future Change Opportunities and Ideas

How can the Library go forward from here?

Remaining staff – increase pay and benefits.

– Boost morale after cuts.

– Increase quality of life for employees.

Continue to push for a “new age” library.

– Increase technological focus.

– Outsource for greater ability set.

– Focus library content on college-relevant materials.