Operational Efficiencies

Since FY02 the UM Libraries have major operating budget losses totaling about $1,500,000. The Libraries have about forty fewer positions filled than in FY02, by loss of state lines, contract-to-permanent conversions, or vacant lines held because of insufficient funds to fill.

Released two leased vans (kept two owned vans).*
Reduced June summer library hours.*

Reduced positions.
Tightened procurement guidelines.
Reduced administrative travel.
Approved minimal work by consultants.

Reduced contract for temporary workers to reshelve books in McKeldin at ends of semesters.*
Reduced July-August 2003 library hours.*
Switch from paper, mailed notices to e-mail for Circulation.
OCLC Telecommunications reductions and reallocations.*

*These changes netted the Libraries cost reductions of over $75,000. The switch to e-mail notices from Circulation, plus the efforts outlined below, haven’t been undertaken yet or are still so new it is difficult to project the reallocations that may be achieved by cost reductions. Roughly, it is expected all operational efficiencies will yield a minimum of $100,000 yearly that may be reallocated to the Libraries strategic initiatives.

Increase scrutiny to verify that charges posted to Libraries’ operating budget are for costs incurred by the Libraries and that expenditures are posted to the appropriate accounts. Implement mechanisms to verify that the Libraries receive revenue as intended (e.g., summer school, DRIF).

This initiative will include the following in FY04:

• Verify that all Facilities Management and Public Safety charges against the Libraries’ budget resulted from library work orders.
• Examine telecommunications charges for reductions and reallocations – instruments, long-distance, cell phones, data lines.
• Establish separate account for interlibrary loan (ILL) receipts and expenditures to determine actual cost to UM Libraries of ILL operation and to discern USPS, UPS and FedEx charges for all other library operations.
• Remove all unneeded or invalid open encumbrances from the budget.
• Standardize methods of dealing with deposits to Libraries’ accounts and with earned income.

Fill vacant or new positions only under the following conditions and assurances:

• that the costs can be covered;
• that the position is ranked (evaluated and prioritized) along with all other vacant or proposed positions in the Libraries;
• that the proposed position is a top priority because of its immediate effects on external or internal customers and/or on co-workers;
• that the work cannot be accomplished by reassignment to current staff.

Implement recommendations from a library task force on gifts in kind to

• increase percentage of donated material that is added to the Libraries’ general collections;
• reduce costs and resources for cataloging and preserving items selected for the collections;
• assure that values of gifts are properly reported to University Relations;
• alter book sales as needed to maximize their utility.

Increase and standardize oversight of foundation and other gift accounts to assure accounts are properly managed and expended, for maximum impact of funds. This shift will relieve development staff to focus on fund-raising externally.

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