You're considering new technologies for library services. How do you determine their cost-effectiveness?

Decide whether or not to upgrade the system. Research programs to see what the best deal is and for how much. Ask yourself if the upgrade will be worth the investment, if there are maintenance or subscription fees, and decide whether there are enough users and staff to use these programs.

If you are exploring new technologies that have substantial initial and recurring costs, one of the best strategies is to talk with your peers at other institutions. Librarians are experts at networking. Talk with them about their experiences. While no two libraries or library systems are unique, and neither are their patrons, this allows you to have a baseline to consider. Also, consider how this technology or service will increase use by present patrons, as well as encourage new patrons to see the library as a valued institution. In looking at the multiple factors, do a SWOT analysis. Strengths of acquisition, Weaknesses of cost outlay/staff requirements, Opportunities to streghten/expand patrons, and Threats to budget/other services.

Surveys and collecting suggestions should occur before the acquisition of new technologies, during its implementation, and after the resources have been established. Be proactive, not reactive. Talk with your top patrons about the resources they want, see what funding options exist in-house (and through the friends group) as well as in a consortium. Some patrons will want "unlimited everything," and assume that the library has a bottomless budget. So, part of the feedback process, both in conversations and in the design of surveys, involves educating and setting realistic expectations of what the library can offer. Evaluate surveys and feedback. Respond as necessary and in a prompt manner.

After users have tried the service, we collect satisfaction data, feedback and suggestions to help us decide whether the technology is suitable for the library. Asking users directly may provide clearer information about whether it is worth investing in.

A big challenge we face is that patrons may want us to get the newest gadgets now, when budgetary limitations require that we purchase strategically and think long-term. Managers must balance present services and needs with future demand. Imagine a librarian 30 years ago who decided to spend their entire collection development budget for a year on videotapes. No books, magazines, or best-sellers. Only VHS tapes. While that would attract immediate interest for one part of the patron base, others would suffer from the decision. Today, any remaining tapes would probably be worn and useless. The same balance is required with technology, both with hardware and software. This is also true with databases, where careful decisions must be made.