Information Takeout and Delivery: A Case Study Exploring Different Library Service Delivery Models

This article explores the transformation from the traditional service delivery model of a hospital library (patrons come to the library to request materials and information) to a more dynamic service delivery model where library staff deliver all services on clinical floors, participate in clinical rounds, and teach in staff and physician offices. This model is similar to the “informationist role.” The article discusses the “Information Takeout and Delivery Service” model and includes usage statistics comparing 2005 to 2008. It also shows that data from a questionnaire of 50 library users who were identified as “active library users” illustrate that this change in service had a positive effect on staff, physicians, and on patient care

The Informationist: Ten Years Later

The article explores the last 10 years of literature relating to Davidoff and Florance’s informationist concept. An informationist provides many of the same services as a medical librarian, is a permanent member of the clinical team, and resides on the clinical floors. The author explores the job functions of the informationist and examines whether this service has come to fruition. The author argues that the informationist service can only be fully realized in large academic health sciences libraries, large teaching hospitals, and medical research organizations such as the National Institutes of Health. To facilitate this argument, a questionnaire was distributed to Health Sciences Library listservs; CANMEDLIB and MEDLIB-L. Three hundred ninety respondents completed the questionnaire. The author concludes that there is an inconsistency in the job functions of the informationist service and their academic background. Lastly, the author argues that informationists provide many of the same duties of the medical librarian

Student Preferences in Library Website Vocabulary

This study explores student preferences to library website vocabulary and compares the data with what librarians report on their library\u27s website. Two questionnaires were distributed in the fall of 2009 to students (N=300) and librarians (N=527). Students were asked to identify the terms they prefer from a larger list of library website vocabulary. Librarians were asked to report the terms that were used on their library\u27s website. Twenty-seven terms were selected for both the student and librarian questionnaires. The 27 terms were culled from library literature, library instruction classes, and reference desk interactions. Of the 300 students, 54% were freshmen, 16.3% sophomore, 10% junior, and 15.3% senior. Librarians from all types of libraries in Canada and the United States responded to the questionnaire. The data suggests that, for some terms, there is a significant difference in what students prefer and what librarians report on their library\u27s website. The author suggests that librarians create focus groups to determine student preferences, especially on top-level pages of the library website

Blending, Mixing, and Processing: Strategies Used to Engage Students in the Classroom

Two of the biggest challenges in the provision of library instruction are memory retention and student engagement. How can students retain all of the information they receive in a “one shot” library instruction class and how do librarians engage them in a memorable way? A Library instruction class provides a unique opportunity to not only educate students (and even teaching faculty) but promote valuable services and resources. Librarians must be creative and must use a variety of teaching strategies that will help promote critical thinking, memory retention, and student engagement. Our presentation will provide numerous teaching examples from our library instruction classes

Who\u27s spinning the library? Responsibilities of academic librarians who promote

Purpose – The purpose of this paper is to explore the responsibilities and challenges faced by academic librarians whose major responsibilities include the overall promotion of the library. Design/methodology/approach – A questionnaire was sent to seven library listservs asking respondents to describe their work duties, promotional activities, academic background, and professional challenges and concerns. Findings – This study garnered 215 responses. Respondents who completed the questionnaire identified as academic librarians whose major responsibilities include the overall promotion of the library. Librarians who promote face a plethora of challenges, including time restraints, lack of funding and limited support for their promotional efforts. These barriers place a strain on promotional work in academic libraries. Practical implications – The paper illustrates the roles and responsibilities of librarians who promote and the challenges and obstacles they deal with on an institutional and departmental level. Originality/value – This study provides a unique snapshot of marketing initiatives across various academic libraries, in the midst of a global economic recession

Off to Market We Go: A Content Analysis of Marketing and Promotion Skills in Academic Librarian Job Ads

This exploratory study analyzed the presence of marketing and promotional responsibilities and qualifications listed in selected job advertisements for academic librarians. A content analysis was employed to analyze job advertisements for academic librarians who possessed marketing,promotion, public relations, outreach, and liaison skills. Job advertisements were selected from January 2000 to December 2010. A total of 149 advertisements were analyzed. The authors found that promotional responsibilities were advertised across the 10-year period, but marketing responsibilities were not. Prior promotional and marketing experience was not widely required. Some libraries advertised marketing librarian positions with responsibilities such as branding and social networking. The findings from this study may be useful for librarians and those in management positions who are interested in creating positions with promotion and marketing duties as this study outlines job responsibilities and required qualifications

Do You See the Signs? Evaluating Language, Branding, and Design in a Library Signage Audit

Signage represents more than directions or policies; it is informational, promotional, and sets the tone of the environment. To be effective, signage must be consistent, concise, and free of jargon and punitive language. An efficient assessment of signage should include a complete inventory of existing signage, including an analysis of the types of signs, its location, language, and its design. This article outlines the steps involved in a comprehensive signage audit, which along with a literature review, provides the foundation for creating a signage policy, best practices guidelines, and a branding strategy for future signage

Out with the Old, In with the New: Best Practices for Replacing Library Signage

Signage is an essential way of communicating with users and is a vital way to alert patrons to important information, news, upcoming events, policies, and directions. Literature on library signage has emphasized the importance of consistency and clarity, to avoid clutter and contradictory messaging, and the need for buy-in from library staff, faculty and patrons. However, few scholarly studies address user preferences in signage. This article fills the void between theory and practice, and offers step-by-step details for revamping signage, specifically in an academic library. At the heart of the authors’ thesis is that library signs are living documents. Libraries are always in the process of reinventing themselves, and library signage must adapt to the constant movement of a library ‘‘in motion.’’ If properly designed and well placed, library signage should help create a meaningful experience for its patrons. This study is a follow-up to the article, ‘‘Do You See the Signs?: Evaluating Language, Branding, and Design in a Library Signage Audit,’’ which outlined the first stage of the authors’ signage redesign project. This article addresses the implementation of new signage, which includes developing best practices, a signage policy, gaining departmental buy-in, developing a signage map, and creating new signs