Andrew White, PhD Interim Dean and Director Director, Health Sciences Library Stony Brook University ALA 2011 June 26, 2011

About Stony Brook University

Became a member of the Association of Universities (AAU), an organization of the top 62 research universities in North America in ,000 students and 2,200 faculty Long Island’s largest single-site employer, providing more than 14,000 employees with full- or part-time jobs More than 150 majors, minors, and combined-degree programs Six interest-based Undergraduate Colleges for all freshmen Annually ranks in the top 25 universities nationwide in revenue derived from the licensing of technology developed on campus. Has technology incorporated into four FDA-approved drugs—including ReoPro, the leading drug used to reduce mortality in cardiac patients Only State University of NY campus with any FDA-approved drugs.

Campus Libraries  Melville Library  Health Sciences Center Library

First Guests – September 2009  Provost’s academic review of Melville Library  4 ARL Library Directors

Observations  Back-office from a print-based era which has been supplanted by a digital one.  Overstaffed back-office  staff needs to be switched over to serve undergraduates and other users.  Separation of electronic resources with only 2 staff makes no sense  Recommended increase in acquisitions $  Yielded extra $1 million to base

Second Guests – May 2010  First phase of Melville Library staff reorganization  4 AD-level consultants

Observations  Reconfigure Technical Services  support acquisition and metadata management of all collection formats  Administration of Resource Management  position Library with skills and structure for support of new institutional initiatives  RMS staff should be proficient in servicing and processing various formats found in the current and future library collections

Third Guests – July 2010  Overall review of campus operations  Bain & Co.

Observations  Realign the library organization to avoid filling open vacancies  Includes shifting existing library personnel into supervisory vacancies  Automate cataloging & invoicing  Question % of budget spent on digital materials vs. % of staff time devoted to processing print collections

Consequences of More Purchasing $  More digital backfiles  Changes in holdings / location codes / serials management  New encoding procedures for acq budget management  Improved tracking of one-time vs. recurring expenses

Consequences of Less Operational $  Staff in TS reduced by 8 FTE  Retirements / reassignments / resignations  Acquisitions head reassigned to new position of annual reporting  Accredition  ARL  NYS  ERM staff essentially 1 FTE

New Charge  Merge the libraries administratively  Simplify access to collections  Consolidate some IT licensing  Reduce operational redundancies  Keep collections budgets separate  Automate more processes

Merger Activities  Discovery Tool investigation  Identify areas for common metadata tagging  Comprehensive inventory in both libraries  Review of cataloging/ acquisition practices  Common format definitions  Simplification of acquisitions definitions

Q & A