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Driving Change Towards Innovation at University of Utah

Explore the transformation journey under Rick Anderson's leadership at University of Utah Library. Embracing innovation, enhancing service quality, and maximizing resources for patrons through bold changes and strategic drivers.

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Driving Change Towards Innovation at University of Utah

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  1. Creating Change at the University of Utah Rick Anderson Interim Dean and University Librarian Unless otherwise noted, these slides and their contents are licensed under a Creative Commons Attribution Unported License.

  2. Ground Rules • Humility • Patrons come first • Innovation is a means, not an end • No wasting time (not ours, not our patrons’) • Death to zombie committees • Failure is okay, as long as it’s quick

  3. Changes/Drivers at the U of Utah • Patron-driven Acquisition • Visceral hatred of waste • Desire to serve patrons better • E-first • Weak demand for P, strong demand for E • Desire to serve patrons everywhere, all the time • Espresso Book Machine • Enormously expanded functional collection • New service possibilities

  4. Changes/Drivers at the U of Utah • Hathi Trust Membership • Effectively doubles the size of our collection at very low cost • Seems like the fundamentally right direction to go • USpace • Move towards a more OA publishing environment • Showcase and safeguard UU scholarship • Shared print repositories • Has to be done, but shouldn’t be unnecessarily duplicative • Frees up space

  5. Changes/Drivers at the U of Utah • Books to “Remote” Storage • No one wants the books; everyone wants the space • Seems like the fundamentally right direction to go • Café • Not to keep students here—to serve them while here • 24-hour Access During Finals • Strong student demand

  6. Future Directions • Data management • Publishing • Ejournals • Book collaborations • Self-publishing • OA underwriting • Commercial partnerships • Entrepreneurship • LaunchPad

  7. Getting Buy-in • Eh.

  8. Getting Buy-in • First of all: resign yourself to less-than-perfect happiness • Get lots of input from all levels • Make a patron-centered decision • Explain it -- publicly and often • Work with managers and individuals to get past (not necessarily resolve) concerns

  9. Discuss! Rick Anderson rick.anderson@utah.edu

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