ABSTRACT
PURPOSE: Faced with resource constraints, many hospital libraries have considered joint operations. This case study describes how Providence Health & Services created a single group to provide library services. METHODS: Using a holding group model, staff worked to unify more than 6,100 nonlibrary subscriptions and 14 internal library sites. RESULTS: Our library services grew by unifying 2,138 nonlibrary subscriptions and 11 library sites and hiring more library staff. We expanded access to 26,018 more patrons. CONCLUSIONS: A model with built-in flexibility allowed successful library expansion. Although challenges remain, this success points to a viable model of unified operations.
Subject(s)
Libraries, Hospital/organization & administration , Library Services/organization & administration , Systems Integration , California , Efficiency, Organizational , Humans , Models, Organizational , Montana , Oregon , Periodicals as Topic , WashingtonABSTRACT
When the four Providence Health & Services libraries in Oregon regionalized services and resources, the transition, which was originally met with apprehension from some library users, turned out to be a resounding success. Despite a loss of two-thirds of the professional staff and a decreased budget, the new regionalized library experienced an increase in business and recognition. While many factors contributed to the success, a creative marketing and outreach campaign was a key component. This column describes the steps taken to promote regionalized library reference services and online resources.
Subject(s)
Libraries, Hospital , Marketing/methods , Marketing/organization & administration , Oregon , Organizational Case StudiesABSTRACT
After a reduction in full-time equivalents, 2 libraries in large teaching hospitals and 2 libraries in small community hospitals in a western US statewide health system saw opportunity for expansion through a regional reorganization. Despite a loss of 2/3 of the professional staff and a budgetary decrease of 27% over the previous 3 years, the libraries were able to grow business, usage, awareness, and collections through organizational innovation and improved efficiency. This paper describes the experience--including process, challenges, and lessons learned--of an organizational shift to regionalized services, collections, and staffing. Insights from this process may help similar organizations going through restructuring.
