Background Methods Conclusions In November 2010, the library manager position (0.6 FTE) was vacated,...

Background Methods Conclusions In November 2010, the library manager position (0.6 FTE) was vacated, and in January 2011 one librarian position (0.9 FTE) was vacated as well, decreasing the staffing level from 2.5 FTE to 1.0 FTE. To continue providing a high level of service, with the understanding that the hiring process would take time, it was important to leverage all available resources to successfully manage a period of temporary understaffing This poster reviews: •Timeline of events •Decisions made •Lessons learned from each decision •Staffing level along the way •Library service statistics during this time Library Lessons During Temporary Understaffing Marie St. Pierre, MLIS, AHIP ● Kristen DeSanto, MLS, MS, RD, AHIP Clinical and Research Library Children’s Hospital Colorado, Anschutz Medical Campus, CO The Magnet Recognition Program®, ANCC Magnet Recognition®, Magnet® names and logos are registered trademarks of the American Nurses Credentialing Center. Journey to Magnet Excellence™ and National Magnet Conference® are trademarks of the American Nurses Credentialing Center. All rights reserved. • Patron-requested services, such as information sessions, literature searches, and interlibrary loan, continued throughout this time and were given high priority. Year-end statistics: • 31 information sessions • 250 morning reports • 952 literature searches • 2264 ILL requests • Tasks related to payroll and finance were delegated to the administrative assistant of the division, freeing up librarian time until a new manager could be hired and trained. • Certain services were changed to a request-by-patron basis, such as monthly current awareness November 2010 The librarians advised upper management (non- librarians) on all aspects of library operations, including budget, collection development, and patron services. Lesson A well-trained crew can step in and provide invaluable assistance during urgent situations. January 2011 The librarian requested a temporary administrative assistant, which was approved on a short-term basis by upper management. Lesson Ask for help as soon as possible. Take advantage of temporary staffing services if available. February – August 2011 The librarian and temporary assistant kept up with patron services during the hiring and training process. Lesson Patron-requested services, such as literature searches and instructional sessions, should be given highest priority. April 2011 Goals were set for the following year, taking into consideration that the work to be done would be patron-driven. Lesson Continue to plan for the future, even if contingency plans must be included to account for various staffing scenarios. June 2011 A new manager was hired, four months after the position was posted. Lesson Despite the urgency to get help and fill a position, it is important to take the time to ensure that you are hiring the right person for the job. August 2011 Temporary administrative assistant services ended. Volunteer Services was contacted and a volunteer was assigned to the library. Lesson Seek out and use the resources available to you at your organization, including volunteers. 2.5 1.9 1.0 1.8 2.8 2.0 FTE count 31 Informatio n sessions 250 Morning reports 952 Literature searches 2264 Interlibra ry loan requests Library Lessons During Temporary Understaffing Marie St. Pierre, MLIS, AHIP ● Kristen DeSanto, MLS, MS, RD, AHIP Clinical and Research Library Children’s Hospital Colorado, Anschutz Medical Campus, CO

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Transcript of Background Methods Conclusions In November 2010, the library manager position (0.6 FTE) was vacated,...

Background

Methods

ConclusionsIn November 2010, the library manager position (0.6 FTE) was vacated, and in January 2011 one librarian position (0.9 FTE) was vacated as well, decreasing the staffing level from 2.5 FTE to 1.0 FTE. To continue providing a high level of service, with the understanding that the hiring process would take time, it was important to leverage all available resources to successfully manage a period of temporary understaffing

This poster reviews:

• Timeline of events

• Decisions made

• Lessons learned from each decision

• Staffing level along the way

• Library service statistics during this time

Library Lessons During Temporary UnderstaffingMarie St. Pierre, MLIS, AHIP ● Kristen DeSanto, MLS, MS, RD, AHIP

Clinical and Research LibraryChildren’s Hospital Colorado, Anschutz Medical Campus, CO

The Magnet Recognition Program®, ANCC Magnet Recognition®, Magnet® names and logos are registered trademarks of the American

Nurses Credentialing Center. Journey to Magnet Excellence™ and National Magnet Conference® are trademarks of the American Nurses

• Patron-requested services, such as information sessions, literature searches, and interlibrary loan, continued throughout this time and were given high priority. Year-end statistics:

• 31 information sessions

• 250 morning reports

• 952 literature searches

• 2264 ILL requests

• Tasks related to payroll and finance were delegated to the administrative assistant of the division, freeing up librarian time until a new manager could be hired and trained.

• Certain services were changed to a request-by-patron basis, such as monthly current awareness newsletters, outreach, and committee work.

• Library hours remained the same so as not to affect patron accessibility.

November 2010

The librarians advised upper management

(non-librarians) on all aspects of library

operations, including budget, collection development, and patron services.

Lesson

A well-trained crew can step in and provide

invaluable assistance during urgent situations.

January 2011

The librarian requested a temporary

administrative assistant, which was approved on