A pathway for hospital librarians: why is it vital?

Objectives:

By the mid 2000s, reports of hospital librarians losing jobs and hospital libraries closing were rife. In 2005, Vital Pathways: The Hospital Libraries Project was established by 2005/06 MLA President M.J. Tooey, AHIP, FMLA, to assess the truth of these reports and to study and develop strategies to support hospital librarians. Throughout this long-term project, opportunities were sought to understand the issues more clearly.

Methods:

A steering committee, along with three task forces, was established to carry out the work of the project. The steering committee provided oversight and had responsibility for promoting and marketing the project. The three task forces were responsible for conducting a survey on the status of hospital librarians, determining the involvement of librarians in medical education and accreditation, and researching and writing a document reviewing current and future roles for hospital librarians. Along the way, these responsibilities grew and evolved.

Results:

After a little more than three years, the Task Force on Vital Pathways for Hospital Librarians Steering Committee presented a final report regarding its accomplishments to the MLA Board of Directors. A sampling of these accomplishments includes the status of hospital librarians survey, a website, a position document with an accompanying executive summary, a short promotional brochure, and a final culminating activity, this symposium.

Conclusions:

Although these are difficult times for all libraries, hospital librarians and libraries seem particularly affected. In a competitive health care environment that is driven by the bottom line, influenced by real estate hunger, and affected by the belief of hospital administrators that access to health information comes from the Internet and is free, the hospital librarian seems doomed. However, even in these difficult times, there are hospital librarians who are not only surviving, but thriving. Is it because they are entrepreneurial? Opportunistic? Innovative? Flexible? All of the above? None of the above? There are no clear predictors of success or of failure. However, the Vital Pathways Project has shed light on some of the issues and identified opportunities and strategies for the future.

Highlights

• This introduction serves as overview of the MLA Vital Pathways Project and its accomplishments, outcomes, and recommendations.

Implications

• This symposium will lead to increased focus on hospital librarians'' issues and future.
• Increased focus will result in conversations and actions regarding new and emerging roles for hospital librarians.

     

The impact of institutional ethics on academic health sciences library leadership: a survey of academic health sciences library directors

Ethical behavior in libraries goes beyond service to users. Academic health sciences library directors may need to adhere to the ethical guidelines and rules of their institutions. Does the unique environment of an academic health center imply different ethical considerations? Do the ethical policies of institutions affect these library leaders? Do their personal ethical considerations have an impact as well? In December 2013, a survey regarding the impact of institutional ethics was sent to the director members of the Association of Academic Health Sciences Libraries. The objective was to determine the impact of institutional ethics on these leaders, whether through personal conviction or institutional imperative.     

Renovated,repurposed, and still “one sweet library”: a case study on loss of space from the Health Sciences and Human Services Library,University of Maryland,Baltimore

Setting:

The Health Sciences and Human Services Library (HS/HSL), University of Maryland, Baltimore (UMB), is located in an urban environment on the west side of downtown Baltimore. Founded in 1813, the library opened its current building in 1998 and is one of the largest health sciences libraries in the United States, with 6 floors and over 180,000 gross square and 118,000 net assignable square feet (NASF).

Project:

The initial discussions in late 2005 involved moving campus offices into the library. Almost immediately, it was recognized that a much larger renovation was needed due to the scope of the work. The vice president for academic affairs, the library executive director, and campus planners agreed that if the renovation was done thoughtfully, multiple needs could be met, including new office spaces, better user spaces, and synergy with the new campus center being built next door.

Planning:

The planning, design, and construction process was multifaceted and on a fast track. Although the final piece of the renovation was completed in June 2009, the majority of the planning, design, and construction took place between March 2006 and June 2008. All tenants were involved with office design. Library staff were involved in designing the public spaces and planning the strategy for weeding and shifting.

Outcomes:

Approximately 8,000 NASF was reallocated to new office space from shelving space, amounting to approximately 6.7% of the building NASF and approximately 10.6% of the public space in the building. The majority of new offices in the building report to the same vice president and are student focused and service oriented, with similar missions to that of the library resulting in a very harmonious cohabitation. Additional units with these missions and reporting structure are located in the new campus center, creating a synergy between the two buildings.     

The Health Sciences and Human Services Library: "this is one sweet library"

The opening of the Health Sciences and Human Services Library at the University of Maryland, Baltimore, in April, 1998, was a highly anticipated event. With its unique architecture and stunning interior features, it is a signature building for the university in downtown Baltimore. The building is equipped with state-of-the-art technology, but has a warm, inviting atmosphere making it a focal point for the campus community. Its highly functional, flexible design will serve the staff and users well into the twenty-first century.