Life of a Medical Librarian

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Life of a Medical Librarian

• Patti Reynolds, MLS
• Director, Bishopric Medical Library
• Sarasota Memorial Hospital

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Worlds Fair 1964 - inspiration

• The information exhibits proclaimed two broad
  themes that rapid, globalized communications
  would draw people together and breakdown barriers
  of misunderstanding, and that the products of the
  information age, including automation, would save
  much time and labor. It was the dawn of the
  information revolution and what was prophesied
  didn't necessarily come true.

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December 1977 the Apple II had been generally
available for about six months
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Computerizing a schoollibrary in 1978

• Apple II
• DOS software
• Bar codes
• Benefits
• Library became important in school futuristic
• Demonstrated great gaps in library usage among
  classes and students
• Able to quantify and measure financially

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Forces Impacting Librarians today

• The way the library acquires, stores, retrieves
  and delivers information to the user
• The way that information services need to be
  planned, operated and evaluated.

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Evaluation is part of everyday life

• Library staff need to become accustomed to the
  idea of evaluation as a part of everyday work
  life. In order to achieve this comfort level, a
  positive view of evaluation as a tool for making
  changes and improvements based on data will be
  necessary
• Joanne Gard Marshall, Using evaluation research
  methods to improve qualityHealth Libraries
  Review, 1995, 12, 159-172

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Types of library measures

• Input Measures - resources required to provide
  the end-user program
• Output Measures, e.g. number of searches
  performed
• Efficiency Measures cost effectiveness of the
  program
• Impact Measures - did user do anything
  differently as a result of using information
  provided by end-user service
• Impact Measures did user do anything
  differently as a result of the information
  retrieved

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Effects of Quality (CQI) Movement

• CQI Continuous Quality Improvement
• Dr. Edward Deming studied low quality Japanese
  production in the 50s and 60s. He developed
  quality and statistical process controls which
  turned around the Japanese economy.
• Features include customer focus, statistical
  analysis of variation, process focus, iterative
  process of design and redesign, and redefinition
  of leadership.

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CQI cont.

• CQI is an incremental process of improvement of
  the current process. Inherent in this application
  is the understanding that the process must be
  optimized.
• Failure to evaluate and develop the best possible
  process may lead to continuous improvements of a
  mediocre process. Stated differently, this leads
  to institutionalizing mediocrity, the opposite of
  the desired goal.

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Tools for TQM and CQI

• Extensive use of graphic formats and images, e.g.
  pie charts, check sheets
• Spread sheet programs such as excel, crystal
  reports make tables useful
• Database programs, e.g. Access are a must
• Presentation programs, e.g. powerpoint for group
  evaluation

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A CQI tool- the Fishbone Diagrams
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The Pillars

• The Pillars are the most important measurements
  at Sarasota Memorial Hospital
• The hospitals strategic plan, its mission, and
  yearly outcomes are all based on these five
  elements
• Each department and individual must account for
  measurements which indicate growth in these five
  areas.

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Sarasota Memorial HealthCare System Our Pillars
S E R V I C E
P E O P L E
Q U A L I T Y
F I N A N C E
G R O W T H
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How do we measure?

• National surveys
• Every patient is sent a questionaire after
  discharge. These are tabulated by Press Ganey.
• Internal Customer Service surveys
• taken quarterly on the internet by every staff
  member. These measure individual departments and
  are used for merit raises.
• Finance measures
• bi-weekly and distributes all financial
  information to all departments.
• Everyone has goals related to each of the
  pillars.

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Just a few of the facilities that comprise Press
Ganeys national database. High standards but
were in good company.

• Banner Health 9 locations
• Baptist Hospitals 6 locations
• Beth Israel Hospital
• Brigham and Womens Hospitals
• Brookhaven Memorial
• Christus 11 locations
• Columbia University Medical Center
• Duke University Hospitals
• Duke Health Raleigh Hospital
• Georgetown Health Care System
• Georgetown University Hospital
• Good Samaritan 10 locations
• Hospital of University of Pennsylvania
• JFK Medical Center
• Kettering Memorial
• Loma Linda University Medical Center
• Loyola University Medical Center
• Massachusetts General Hospital

• Saint Vincents 4 locations
• State University of New York Upstate Medical
• Stamford Hospital
• Shriners 11 locations
• Temple University Hospital
• Tufts-New England Medical Center
• University of Alabama Hospital
• University of California 4 locations
• University of Chicago Hospital
• University of Colorado Hospital
• University of Kansas Medical Center
• University of Michigan Health System
• University of New Mexico Health
• University of North Carolina Hospital
• University of Tennessee Medical Center
• University of Texas Medical Branch
• University of Virginia Medical Center
• University of Wisconsin Hospital
• Wake Forest University Baptist Medical Center

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Changes in Inpatient Satisfaction Sarasota
Memorial Hospital
As measured by Press Ganey and Associates
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Top National Percentile Ranks August
04Inpatient
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Physician Satisfaction Percentile Ranks by Survey
Section
Administrative Support
Physician Satisfaction Survey, Strategic
Planning, Feb. 2003
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Performance Indicators in Medical Libraries

• Collect statistics to know how much you do and
  where workload emphasis lies.
• Measuring all possible results may only give us
  some of the overall picture, but more
  optimistically, that having a target to reach can
  give us the impetus to aim for it.
• Hewlett, John Performance Indicators in NHS
  Libraries, Health Libraries Review, 1998 15,
  245-253

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Specific Indicators

• Relevance
• the relation of the library objectives to the
  institutional objectives
• Effectiveness, Market Share
• Outputs related to clientele
• Delivery
• The relation of library outputs to library
  objectives
• Economy
• inputs related to clientele groups
• Cost Efficiency
• Outputs related to inputs
• Staff Efficiency
• outputs related to staff and service hours

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Indicators at Bishopric Library

• Docline statistics ILLs
• Internal Customer Service Satisfaction Statistics
• Physician satisfaction survey annual
• Web page statistics from all licensed providers
• Web page statistics from web trends software from
  our own web page
• Donations from Medical Staff to Library()

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Docline

• Network of the National Library of Medicine
• All interlibrary loans flow through Docline
  electronically and statistics are maintained.
• http//docline.gov/docline/index.cfm

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Quality Pillar for QTR
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Dept Performance Report 04
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PERCENTAGES
Public
Physicians
Staff
March 2002
Nurses, Interns, Pharmacists, Hospital Staff
Local Users
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Things to remember

• Focus envision where you want to be personally
  and professionally
• Adopt a business mentality
• Dont take No for an answer when trying to reach
  a goal.
• Network, network, network
• Be Proactive
• Adopt a positive customer service attitude 100
  of the time
• Its fun and extremely rewarding