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After the Crash

After the Crash. Summer, 2000. Ranganathan 3. Rob Darrow Evelyn Escatiola Nancy Hunt-Coffey Enid Irwin Linda Karlinsky Taeock Kim Monique le Conge Lisa Moske. After the Crash - Our Focus. Elements of the Strategy The Strategy Differences for an academic or special library.

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After the Crash

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  1. After the Crash Summer, 2000 Ranganathan 3 • Rob Darrow • Evelyn Escatiola • Nancy Hunt-Coffey • Enid Irwin • Linda Karlinsky • Taeock Kim • Monique le Conge • Lisa Moske

  2. After the Crash - Our Focus • Elements of the Strategy • The Strategy • Differences for an academic or special library

  3. Elements of the Strategy • 1. Communication is key • 2. Reexamine mission and core needs • 3. Funding options • 4. Ongoing process

  4. 1. Communication is key - at each step • communicate with public • collaboration and partnership with other City departments • collaboration and partnership with other library systems

  5. 2. Reexamine mission and core needs • not across the board • overlapping revenue strategies

  6. 3. Funding options • results • identify alternative sources of funds • charging vs cutting services

  7. 4. Ongoing process • data collection, communication, and evaluation cycle • build political support for maintaining services

  8. External Information survey the public and other target markets examine use patterns - anticipating data analysis need Internal Information use staff resources for information and build buy in examine operating budgets for cuts The Strategy

  9. Develop impact statements Determine costs: include buildings, collections, people, technology Develop alternative scenarios Build support Decide and implement Strategies

  10. Differences for an academic or special library • Communication also key • partners different • method different in limited environment • Reexamine mission and core needs • external environment different eg. Periodical cost • Funding Options • different funding sources and structures • Building political support for maintaining services

  11. Internal Services External Needs Reallocation Model • Overlapping revenue strategies

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