New Service Model Ideas and a Spring Break Pilot Debora Cheney Loanne Snavely

West Pattee Services---Rethinking the “Obvious” What we learned (Summer ‘08 data): Reserves Room has highest room use in P/P But, 0-12 people in Reserves Room at any one time Duplication of services (08/09 data): MMC and Reserves both provide reserved collections services--one open 24/5; other closes at midnight But, circulation of these collections declines after 9 p.m.; less than 8% of all reserves and MMC circulation occurs after 9 p.m. Leisure Studies collection is popular during day But, no circulation after 7 p.m. (2008)

Laptop Lending Popular service But, time consuming to prep for next loan Laptops with two different lending: 7 day and 24 hour But, 24-hour laptops lend more frequently; therefore more time overall on these computers preparing them for next loan But, less than 250 laptops (mostly 24 hour loans) circulated after midnight (250/8500 loans)

Lightening Fast: Consolidate “Reserve” Services Merge Reserves Services into one location Consider changing last charge out for Reserves to midnight (with an overnight loan) Move reserve functions to one location: in MMC

Lightening Fast: Streamline Laptop Lending Consider whether laptop lending should be separate from Reserves or Lending Services—consolidate with like-services Consider changing last lends to midnight Consider making a single shorter laptop lending period (2-3 day loans); reduces overall prep for machines

Lightening Fast: Reconsider Extended Hours “Services” What is NOT used: Leisure Reading (few circulation or people after 7:00 p.m.) Lap Top computers Reserve collections What the data says is being used: Free Coffee Group Study Rooms Library Computers Do we have “services/collections” in the right location?

Think of the P/P complex as having space that can be expanded and contracted as needed Position services to allow flexibility ◦Expand/contract North-South ◦Expand/contract West-East “Lightening” Fast: How to Think About our Buildings

Lightening Fast: The Slinky Model Position services so that core services are strategically placed and consolidated This allows us to: ◦Expand/contract how much of the building is open during peak and non-peak days/weeks ◦Place services and spaces within the Slinky Provide fewer staff to provide basic services (coffee, group study rooms, library computers) Advertise, market, and promote spaces, services and their use more effectively to see which “stick” and grow