Budget-Reduction Planning: The University of Miami Experience Sharyn J. Ladner ARL Library Assessment Forum ALA Midwinter January 23, 2009

University of Miami privately supported, non-sectarian research university located in Coral Gables, FL 11 degree granting schools and colleges 10,400 undergraduates 4,900 graduate students 13,000 total employees 3,000 faculty 7 libraries $1.8 B net assets

University of Miami Libraries M volumes – 520,295 e-books 62,621 current serial titles – 56,639 e-serials – 15,108 print 16,782 LF manuscripts & archives 110,000 items in 268 digital collections 215 professional & support staff $13.8 M materials expenditures $25.9 M total library expenditures

New University Policies – 12/08 Hiring of faculty and staff Overloads & other compensation adjustments Relocation allowances Capital projects and renovations Equipment purchases >$2,500 Non-routine expenditures >$25,000 Hiring of consultants

Budget Reduction Planning Plan for 5% and 10% reductions for FY10 How can we continue to fund strategic initiatives? – Teaching and learning – Digital library – Special collections – QEP What can we backburner or eliminate?

Guiding Principles Give priority to signature programs Provide access to content Continue to rank among top-50 ARLs Serve as vibrant intellectual center Develop partnerships and collaborations Address program gaps

Assessment Support ARL statistics (5-year trends) E-resource usage (duplicative resources) Focused circulation statistics Faculty stakeholder interviews Peer inquiry Productivity measures

Library Collections Refocus acquisitions – Analyze duplicative e-resources – Favor e over p – Focus on special collections – Tighten up approval plans Downsize offsite storage Explore cooperative programs for low-use materials Evaluate memberships for ROI

Signature Programs ARTstor partnership Music streaming through Variations3 Cuban Theater Digital Archive QEP – “Faculty Learning Communities to Enhance Undergraduate Education”

“Healthier patients recover faster” We are a lean operation and are in shape Hard times provide opportunities – May accelerate move to e-only – Conduct zero-based staffing review – Encourage staff to try new things