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OLA Superconference 2010- Information Takeout and Delivery

OLA Superconference 2010- Information Takeout and Delivery

markaaronpolger
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OLA Superconference 2010- Information Takeout and Delivery

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  1. Information Takeout & Delivery and the iTrain: Different Outreach Methods to Garner More Users Mark Aaron Polger, City University of New York Abdul Pullattayil, Humber River Regional Hospital February 25, 2010 2010 Ontario Library Association Superconference

  2. Founded in 1997, after the merger of 3 hospitals (Northwestern General, York-Finch, and Humber Memorial) • Partial teaching hospital with 625 beds and 500 physicians • 3 sites with 2 Health Sciences Libraries, and 3 Consumer Health Libraries • 1 manager, 1 professional librarian, and 3 library technicians

  3. Why is it important? • We want to promote our services • We want to garner more users • We want to provide the highest quality information to support patient care • We want to raise the profile of the library

  4. What is “Information Takeout and Delivery”? • Marketing and outreach strategy aimed to generate more library users • A different model of delivering library services to users in their work spaces (offices, clinical floors) • Pro-active way to raise the library profile • Makes library staff more visible • Pro-active model of delivering services

  5. Library Instruction • As part of “Information Takeout & Delivery”, the model of delivery for library instruction changed • Pre-scheduled classes on the Corporate Education Calendar. • Changed to flexible “on call” one-on-one library instruction classes in their work spaces • This positive change increased the number of classes and the number of participants • Challenges for library staff; customization of each class

  6. New Leader Orientation • Health Sciences Librarian met with new leaders (managers, directors, clinical practice leaders) and discussed their information needs how the library can support them.

  7. Survey • Short anonymous questionnaire was given in April 2009 to “active library users” • Active library users – identified users who access the library once per month or more • Asked 75 “active users”, garnered 50 responses • Asked how “Information Takeout and Delivery service” impacted their work

  8. Survey Results

  9. Survey Results

  10. Survey Results

  11. Survey Results

  12. Survey Results

  13. Usage Statistics Number of Information Requests, by fiscal year % of users, by communication method

  14. Number of participants and classes in Library Instruction ILL Lending and Borrowing- by fiscal year

  15. Number of Mediated Literature Searches % of Library Users, by fiscal year

  16. Organizational Impact • Library staff provided more pro-active library services • Impact: more dynamic, more visible, more appreciated, and higher usage.

  17. What is the ? • Model of information service delivery and education tool • A mobile cart equipped with a laptop and wireless internet connection

  18. Why the ? • Reduce staff time to be away from their units • Nursing workstations are shared and busy • Supports flexible learning styles • Expands library services to clinical units • iTrain can be used for patient education at their bedside.

  19. Benefits • Convenient, Fast and cost effective • Delivering information at point of care • Promote library resources and services • Lending Service • Marketing tool

  20. Equipment • 2 mobile units • Laptop computer and software • Wireless network • Basket to carry instructional materials

  21. Implementation • Team Effort • Literature review • Needs assessment • Project plan • Timelines • Budget • Launch

  22. Teaching & Assessment • List of courses offered • Lesson plans • Feedback and Course evaluation forms • Survey monkey printed forms • Other materials • Bookmarks • Promotional materials

  23. Marketing & Communications • Manager-Director meeting • New staff orientation • Mass Emails • Humber Monthly • Promotional Poster, bookmarks, and business cards • Screen savers on workstations • Corporate Education Calendar • iTrain itself

  24. Launch and Usage Launched June 2009

  25. Feedback and Evaluation • Was iTrain effective ? • 40 % Strongly Agree • 60 % Agree • Neutral • Disagree • Strongly disagree • I would take another iTrain session • 70 %Strongly Agree • 30 % Agree • Neutral • Disagree

  26. Shared Booking System

  27. Lessons Learned • iTrain is a sustainable model and is well received by its users • This service model helps raise the library’s profile • This service helps market library services and resources • Flexible learning and tailored instruction hospital-wide

  28. Conclusions • Libraries should always be experimenting with developing new service models • Hospital libraries should support flexible learning within the greater organization • Hospital libraries should collaborate with other units within the hospital to raise its profile

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