Abstract
In September 2022, Mid-Continent’s Board of Trustees approved a tax cut estimated to remove $4.3 million in revenue. As a result, the library employees and decision-makers were tasked with the difficult assignment of reducing costs in the form of decreasing programming, library open hours and also the budget for online resources.
In this paper, I will discuss my personal approach towards a budget reduction of 20% spent towards online resources. The budget reduction was made as a reaction towards the ever increasing prices that libraries face when selecting online resources and also reduced revenue in the form of the removal of the tax levy. For the purpose of this paper, online resources refer to research databases, online learning resources such as Udemy Business and Universal Class, and also some non-traditional services such as Excel Adult High school. Through collaboration, discussion, data analysis and subject review, we were able to develop a plan to meet our needs. This process required sacrifice, excellent communication, and teamwork. It involved a great deal of trial and error.
My goal is to share my personal experience and offer guidance to any other library workers who may be going through something similar in their system.
Introduction
In September 2022, Mid-Continent’s Board of Trustees approved a tax cut projected to slash $4.3 million in revenue. This set off a challenging mandate for library employees and decision-makers: trim costs by scaling back programming, reducing library hours, and tightening the budget for online resources. Faced with a pressing dilemma, our library grappled with the stark reality of inadequate funding for sustaining our online resources, forcing us to make difficult choices.
As the newly hired electronic resources librarian, I was given the difficult task of removing resources. My approach went through various phases. Beginning with research and information gathering, processing through strategic initiatives, seeking feedback and ending with the final reduction plan which included not renewing over 20 individual subscriptions.
The first step of my personal process was data gathering from external library systems of a similar size. I started by looking at the data gathered by the Institute of Museum and Library services. With this resource, I am able to analyze data across the United States using various data points including population, number of library buildings, revenue and operating expenditures. Using this data, I reached out to 11 branches and asked them to confirm the number of databases listed in the data from the institute of Museum and Library science. I also asked them how much they paid each physical year for their online resources (not including eBooks, audiobooks and streaming video resources used for entertainment such as Kanopy.
I also did an informal study comparing Mid-Continent’s online resources and checking their overall collection. This informal study helped me fill in some gaps. I noticed that many library systems that had a lower budget than we did for online resources seemed to devote a great deal of their budget to resources that offered content immediately available. Resources commonly that fit this category include Hoopla and Kanopy.
At this point, I took my research to a selection committee made of stakeholders that supported various system initiatives. It was important to me that all subject librarians were able to voice their concerns and help the library as a whole make informed decisions. Our selection committee was made up of about 10 library workers including representatives from our Business center Square One, our Genealogy and History Librarians, Children’s librarians and workers from the branch.
Throughout the process, everyone was able to learn a great deal about what other librarians were doing across the system and develop respect for their work. The discussions were sometimes tense, but always respectful.
Uniquely Valuable Resources
As a library system, it was incredibly useful to think about our systems Collection Objectives and Goals. These can be used to define what libraries need and “ managing a collection should have a specific role in fulfilling a library’s mission and vision,” (Hibner, Holly, and Mary Kelly 2013)
Discussions over what resources we would be unable to renew took place over two long meetings. There were representatives from Library Systems, Collection Development, Genealogy, Youth Services, Research librarians and Business librarians. Outside of these meetings, there were multiple phone calls and email exchanges. During all of the conversations that happened, as the decision maker, I really tried to gauge what online resources were absolutely essential. Some of the conversations included attempting to define what “uniquely valuable” meant. And what online resources could be defined as uniquely valuable or essential to our mission.
Defining and deciding what “uniquely valuable” truly means is a deceptively complicated task. It’s basically defining the bare minimum a library system needs to supply its customers in order to support its mission. At Mid-Continent Library, our mission is “Mid-Continent Public Library’s mission is to enrich our citizens and communities through expanding access to innovation, information, ideas, and inspiration.” In Hibner, Holly, and Mary Kelly’s article, they stated that “collection management policies are the foundation of a quality collection.” (2013).Personally, the roots of the library run deep. The good that it provides its community from educational opportunities to community outreach is hard to summarize in a single sentence or idea. However, like any other organization there is always a budget that needs to be respected. “All libraries have limited budgets, space, and time. An objective of collecting everything for everyone is just not possible. Essentially, this means that choices must be made,” (Hibner, Holly, and Mary Kelly 2013). Despite trends of limiting resources and reducing budgets, The library is a fundamental building block of society. It does good work.
As I sought to define what online resources were essential, I looked to ALA for guidance (American Library Association 2009). I talked to other libraries and I thought on a deeper level. What is a need? What is just nice to have?
Here’s what I came up with:
Uniquely Valuable: Essential to the library’s mission, goals, and values. These online resources connect users with essential information, technology, or services at a level of quality or in methods that are not available elsewhere. Some of these resources may fit a niche category which explains non-traditional usage statistics or cost.
Evaluation Criteria as defined by Collection Development Policy:
EVALUATIVE CRITERIA – from our Collection Management Guiding Principles and Procedures
Selectors rely on a set of criteria to guide selection decisions. Mid-Continent Public Library evaluates materials according to one or more of the following criteria. Not all criteria will be applied to each selection decision.
● Support of Library’s mission, vision, values, and goals
● Public demand and interest
● Timeliness and/or significance of the subjects
● Reviews in recognized sources
● Local or community relevance
● Contribution to diversity, depth, or breadth of collection
● Effectiveness and suitability of format, durability, and ease of use
● Cost in relation to use and/or enhancement to the collection
● Artistic presentation and/or originality
● Availability of the product for multiple, concurrent users
● Technical and support requirements needed for access to the product
● Appropriateness to the interests and skills of the intended user
● Subject matter under-represented in the general collection relative to demands
● Representation of a significant trend, genre, or culture
Market Alternatives
For market alternatives, we looked at market alternatives for 6 online resources in the areas of Test Preparation and Tutoring Services, Language Learning Resources, Demographics Analysis Resources and Car Repair Resources. The main motivation for the alternative resources that we examined was an opportunity to save money while continuing to supply resources to the general public. We didn’t only look at cost. We also compared quality and user experience among other factors. We also closely examined open access resources and tools such as YouTube.
For each market alternative, we reviewed the website and compared the functionality of the resource. We also reached out to a few libraries to learn about their experience. During the process, it was important to look at cost/ value in addition to strategic alignment with our organization and customer experience. We noticed in our review that while several alternative resources were less expensive, we worried about the customer experience while switching and also while continuing to use the new cheaper alternative.
As we talked through different alternatives, something that became evident in our talks was a desire to minimize change. Any changes we made, we wanted to be able to maintain at least 3 years. We also wanted to take into consideration any marketing campaigns or website features that might be affected by sweeping changes.
Customer Relationship Management is important in any organization. It refers to how an organization interacts with customers to ensure that they return (Gale 2019). It is important to analyze user information, usage statistics, and general trends in order to anticipate trends. Organizations gather this information from multiple avenues (Gale 2019).
Resources with High Cost Per Use
Usage plays a large part into how decisions are made regarding online resources. Usage statistics present a quantifiable number that paint a picture of how much a resource is being used. The first assumption we made when presented with a resource that had low usage was to assume that it’s not meeting the needs of customers. Or perhaps that it was superfluous and not necessary. We did have to rule out the fact that patrons weren’t aware of it. In order to rule out a lack of marketing, we also examined how often a resource had been promoted. How frequently a resource was promoted was tracked on an excel spreadsheet. We tracked whether the resource appeared in a blog, in a bookmark, in a display or whether it was being promoted on social media. There are several reasons cost studies are a useful evaluation method for library managers, as observed by Dougherty (2008).
In analyzing resources that were high cost per use, we analyzed resources that cost over $75 per person per use. In 2021, our highest cost per use online resources were Contemporary Authors, Columbia Granger’s World of Poetry, Financial Ratings, Value Line, Peterson’s Test, and Career Prep. An important part of our analysis was to determine the reason why these resources were receiving low traffic. Was it due to a lack of interest from our patrons or a lack of promotion on our end?
We looked at the promotion history done by marketing in 2021 in order to eliminate a lack of promotion. In our data for promotion, we included blog posts, bookmarks printed, social media campaigns and other promotion options such as commercial billboards. We discovered that neither Financial Ratings nor Contemporary Authors had ever been promoted. Marketing resources, programs, and library tools has become increasingly more important. “Advocacy, assessment and marketing are tools for improving and expanding the user experience, which is at the heart of patron centered libraries.” (Dee Ann 2013).
Next, we worked on discovering if there were any free or market alternatives to each resource. For Contemporary Authors, we discussed how we research authors and the suggestion was made that many authors have a professional website. We discussed this with Readers’ Services and discovered that employees prefer using the free author websites with patrons. This signified that this resource was not uniquely valuable and was not essential to our library.
Value Line was among some of the resources that have restrictions on use. Library users must be inside a physical library to use the resource. It also cost almost $100 per person to access in 2021. The closest resource alternative was Morningstar. While there were several differences between the two, Morningstar cost significantly less and was available outside of the library branches.
Online Resources with Content Overlap
We did a collection analysis to check and see if there were any overlaps or duplications of services. There are definitely times when having multiple online resources that offer similar, but not identical services is useful. A good example of this was our car repair resources. We subscribed to both Mitchell1 and Chilton’s car repair resource. Mitchell1 is only available for in-library use and Chilton’s was available outside the library. We noticed that this was a case where having both was beneficial because they catered to different customers. And both resources were being used heavily.
One category that we closely examined was language learning. We had both mango and muzzy. Mango is a language learning app that can also run in browsers that teaches users vocabulary and sentence structure in a gamified manner (Mango languages 2023). Muzzy was a language program in the form of cartoon videos produced by the BBC. We compared how unique the information was for each online resource. Was the information available elsewhere? Much of Muzzy had comparable language material available through Youtube. Mango’s closest free resource was duolingo. Duolingo is also a great language app. However, it had many paid features that we couldn’t promote or use as a library system because of our size. Duolingo is currently not set up for libraries. Looking at the two online resources, we also looked at the scope and offerings. Muzzy offered videos in German, Spanish, and German, but was somewhat limited outside of European languages. Mango had a much more extensive offering and also offered services to meet the needs of English Language Learners. We looked at the price point. Mango was more expensive, but also offered more. Muzzy was quite expensive considering that a great deal of the content was also available through YoutTube. Finally, we looked at the usage statistics. Mango received almost four times more traffic than Muzzy.
Vendor Negotiations
One of the better outcomes of the budget reduction in online resources was that it forced a close examination of what we were spending. There were definitely some resources that had increased to unsustainable prices and we needed to revisit costs. There’s no better negotiation tactic than being absolutely desperate. You have no choice. The money isn’t there.
We have over 20 vendors in total. During this process, I was still new to the position and was working on developing relations with my vendors. In Algood’s article, they advocate for the importance of marketing the library and networking in order to foster good communication and solid relationships. They state, “Marketing your library requires a combination of observation, salesmanship, kindness, and persistence,” (Allgood 2013). And indeed, establishing relationships with vendors is crucial. It is also something that builds sometimes slowly over time by being consistent and kind (Allgood 2013).
During information gathering stages, I sought out advice from librarians who were more versed in the business aspect of librarianship. The advice I received centered around keeping the conversations light with vendors, but also remaining firm when necessary. At the end of the day, we both have our goals. My goal is to provide good service by means of obtaining a high quality product. Their goal is to have a high quality product and sell it to me. We both have our goals. And in an ideal situation, we both walk away happy.
Different vendors were able to offer different discounts or freeze prices. When they weren’t able to freeze prices then they offered split payments. One vendor looked at what we had been paying and determined that we had been overpaying. Through working together, we came to the conclusion that we needed to be paying 75 percent of what we had been. This conversation saved us a great deal of money and allowed us to renew several resources that we really needed but didn’t think we’d be able to afford. In this case, this negotiation allowed us to renew a Historical Newspapers package heavily used by our Genealogy Researchers. It was a good product, but also very pricey. The end result in this case was very happy. Not all of the renewals or non-renewals were as happy.
The Hit List
We were notified in January that our budget was going to be reduced by 20%. This gave us time to come up with a plan. In February, I proposed the online resources that I personally believed were not essential to the library’s mission. The list included resources with low usage statistics, resources that didn’t offer unique information, resources that were duplicates, and resources that had become too expensive to maintain.
Most of my fellow employees were in agreement that duplicate resources could be eliminated in place of others. They agreed that we had a surplus of resources in certain areas like History and while some of the resources in this category were nice to have, they were receiving poor usage.
My original list was not the final list. In this case, it was crucial to listen to feedback and make changes when appropriate.
One change that happened as a result of our discussions was choosing to renew Small Engine Repair which is offered through EBSCO. This resource has repair information and instructions for farm tractors, motorcycles, boats, lawnmowers and more. Through the recommendations of the Research Librarian, we determined that the information offered in this resource could not be found elsewhere. It provided a service to the community who needed assistance and information on how to fix their small vehicles. Being flexible on this resource helped to maintain trust with the other librarians and ensure that all voices were heard and respected.
End Results
In the end, we came up with a list of resources that we would not renew. Everyone in the Selection Committee agreed to the resources on the list. And everyone understood that their voice had been heard and they were able to represent their area of expertise.
The list included resources that were expensive, resources that were not heavily used, and resources that were either duplicates or available elsewhere. I was able to explain and justify the reason why each resource was not renewed. The main justification that I used when explaining the decision was decision paralysis. With so many duplicate resources, we offered more options than our customers really needed. My theory was that removing unnecessary choices would provide a higher quality experience for the customer.
Now, this wasn’t exactly the outcome. Many customers were not happy. There were three resources that we didn’t renew that customers did definitely notice their absence and express their regret on no longer having. Those resources were: ValueLine, Gale Courses, and Encyclopedia Britannica. For each of these resources, we were able to offer an alternative resource for them to use.
Another good result of the reduction were the ongoing discussions of alternative resources. One resource that the Business Librarians had expressed a desire to subscribe to was statista. They enjoyed the marketing aspect of statista. They argued that it offered a valuable resource to anyone gathering information while drafting a business plan. It was presented as an alternative during discussions, but ultimately was deemed not a good fit. However, the following year when Gale announced that DemographicsNow was going to be sunset, we were ready with a market alternative that we could subscribe to with the recommendation of our experts.
In early June, I sent out a list to all staff that included the online resources that were not going to be renewed and would not be available beginning in July. I also listed an alternative resource that we subscribed to and language to share with patrons who had questions. Having alternatives ready helped prepare staff and offer support as needed.
The final list and alternatives is included below.
Future Projections and Consequences
After reducing the budget by 20% and not renewing over 25 resources, a natural consequence is that our usage statistics are significantly lower than previously. Along with multiple other data points, we track use of virtual resources. We have noticed a 30% reduction in use from years past. We haven’t noticed this decrease in physical materials and physical circulation which was not affected by the new budget constraints. There are other potential explanations for this dip in use, but the most likely candidate, in my opinion, is simply having less in this area. Changes in technology and the need for patrons to access research materials and online resources outside of the physical location of the library. Public libraries “enable any citizen to access all human knowledge anytime and anywhere, in a friendly, multimodal, efficient, and effective way,” (Baker & Evans 2013). With a decreasing budget to meet this demand, users will suffer.
There is clearly a significant role for digital libraries which, ideally, should ‘enable any citizen to access all human knowledge anytime and anywhere, in a friendly, multimodal, efficient, and effective way, by overcoming barriers of distance, language, and culture and by using multiple Internet-connected devices’.1
It is impossible to predict the future of the library’s budget, but the general trend for our library system (like many) is that the purse strings are tightening. There is an ever increasing need to defend the collection, defend the need for staff, defend the need for programming and defend efforts to improve technology. As stated by Kacy L. Allgood, “Libraries face many threats—reduced funding, rapidly changing information needs, delivery models, and low awareness from leaders,” (2013). There’s more work to do than there is money to go around. Given the current atmosphere, I predict that I will need to revisit my definitions of “uniquely valuable” online resources and continue to examine what our system can provide and what it would like to provide. I predict that this is not the last time I will have to ask myself or others: Is this something that we need? Or something that is nice to have.
Conclusion
It brings me little joy that one of my first major tasks as the Electronic Resources Librarian was to respond to and plan for a 20% reduction in budget for online resources. This reduction forced me to closely examine the essential needs of the library, the needs of the staff, and to make tough decisions about what we required and what was expendable. Being new to the system, I benefited from the fact that many of the online resources were unfamiliar to me; they were new acquaintances rather than old friends. This allowed me to view the problem impartially, free from prejudice or ulterior motives. I could identify issues with certain resources that a new user might encounter. I was the one who could question the rationale behind keeping something solely because 'we've always had it' or 'we've always done it that way'.
The good of the exercise is that ultimately our system was able to save money. And most of the money was through reducing duplicates or low usage resources. It was also good practice for me to have productive conversations when the topic is tough. No librarian likes hearing that they’re no longer able to do something. By constantly seeking opinions and seeking their expertise, I gained the respect of my colleagues. So when the answer was no, they knew I had done my due diligence. And they also knew that I would ask again.
Another great outcome was getting to practice the art of negotiation with vendors during a desperate time. I gained a great deal of respect for the vendors I worked with. I appreciated their levity and cooperation.
An obvious bad outcome is that we now have less budget and less resources. I received sad emails from staff expressing disappointment that certain resources would no longer be available. I also fielded calls, emails and other comments from patrons who were frustrated, disappointed and sometimes very angry. These conversations were frequently difficult and not always friendly. I took comfort knowing that my decisions were based on facts and supported by my colleagues. My colleagues understood that the reduction had been set in motion by people other than me. My goal was to minimize the damage. And in that, I feel confident that I succeeded.
Despite the title, this process did in fact gain me some allies in the library system. My colleagues understood my motivations and saw on a daily basis how much I loved the library.
So in a way, I did make friends.
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