Coy C. Carpenter Medical Library Needs Assessment Paper

8/7/2019 Coy C. Carpenter Medical Library Needs Assessment Paper

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Assignment 3 - Needs Assessment of Coy C. Carpenter Library

Team 4 - Krishawna Brown, Amanda Goodman, Stephanie Jobe, Rebecca PetersenLIS 650 - Library Administration and Management - Spring 2010

May 2, 2010


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Table of Contents

I. Executive Summary......................................................................................................................1II. Introduction.................................................................................................................................3

About the Library.................................................................................................................3Users....................................................................................................................................5

The Ideal Vision...................................................................................................................6Library Services...................................................................................................................6III. Methods......................................................................................................................................7IV. Results........................................................................................................................................8

Staff Results.........................................................................................................................8Job Preparedness and Training................................................................................9Opportunities for Personal Growth........................................................................12Sense of Value.......................................................................................................14Interpersonal Relations..........................................................................................16Employee Benefits.................................................................................................20

User Results.......................................................................................................................21

Importance of Technologies..................................................................................22Importance of Services..........................................................................................26Social Media..........................................................................................................30User Opinions of Staff...........................................................................................32User Opinions of Facility.......................................................................................33Other......................................................................................................................35

V. Conclusion & Recommendations..............................................................................................37VI. Strengths and Weaknesses of Your Needs Assessment Experience.......................................38VII. Appendices.............................................................................................................................41

Appendix A: Coy C. Carpenter Library Staff Satisfaction Survey....................................41Appendix B: Coy C. Carpenter Library User Satisfaction Survey....................................44

Table of Tables

Table 1 - When I visit Carpenter Library, I come to.....................................................................21Table 2 - What online library resources do you regularly use?.....................................................22

Table of Figures

Figure 1 - I feel like I know what is expected of me in my position.............................................10Figure 2 - I feel I have adequate knowledge and training to do my job effectively......................10Figure 3 - I have the materials and equipment I need to do my work well...................................11Figure 4 - At work, I have the opportunity to do what I do best every day...................................13Figure 5 - There is someone at work who encourages my development.......................................13Figure 6 - In the last six months, someone at work has given me feedback about myperformance...................................................................................................................................14Figure 7 - In the last year, I have had opportunities at work to learn and grow............................14Figure 8 - The mission of the library makes me feel my job is important.....................................15Figure 9 - I feel that my experience and education is both utilized and appreciated.....................15Figure 10 - At work, my opinions seem to count..........................................................................16Figure 11 - I feel that I am appreciated/valued on a regular basis by............................................16Figure 12 - I feel comfortable........................................................................................................18


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Figure 13 - My co-workers are committed to doing quality work.................................................18Figure 14 - I am comfortable making suggestions on issues affecting my job or the function ofthe library.......................................................................................................................................19Figure 15 - I am satisfied with communication within the library................................................19Figure 16 - My supervisor, or someone at work, seems to care about me as a person..................20

Figure 17 - I am satisfied with my.................................................................................................20Figure 18 - Apple computers.........................................................................................................23Figure 19 - Kindle ebook readers (or similar devices)..................................................................23Figure 20 - Laptop.........................................................................................................................24Figure 21 - Portable projectors......................................................................................................24Figure 22 Scanners......................................................................................................................25Figure 23 - SMART Boards...........................................................................................................25Figure 24 - Videoconferencing capabilities...................................................................................26Figure 25 Wireless......................................................................................................................26Figure 26 - Computer support person............................................................................................27Figure 27 Lockers.......................................................................................................................27

Figure 28 Lounge........................................................................................................................28Figure 29 - Personal Librarian.......................................................................................................28Figure 30 - Refreshment Center.....................................................................................................29Figure 31 - Study Carrels (more than at present)...........................................................................29Figure 32 - Study Rooms (more than at present)...........................................................................30Figure 33 - Would you be interested in following the Library Facebook page?...........................30Figure 34 - Would you be interested in following the Library Tumblr blog?...............................31Figure 35 - Would you be interested in following the Library Twitter profile?............................31Figure 36 - Please rate our staff as to the occurrence of the attribute listed: Friendliness............32Figure 37 - Please rate our staff as to the occurrence of the attribute listed: Knowledgeable.......32Figure 38 - Please rate our staff as to the occurrence of the attribute listed: Willingness to help.33Figure 39 - Please rate our staff as to the occurrence of the attribute listed: Attractive................34Figure 40 - Please rate our staff as to the occurrence of the attribute listed: Functionality...........34Figure 41 - Please rate our staff as to the occurrence of the attribute listed: Location..................35Figure 42 - Please rate our staff as to the occurrence of the attribute listed: Comfort..................35Figure 43 - I feel that the library materials and services are integrated with the curriculum........36Figure 44 - I consider the library as a resource for grant writing..................................................37Figure 45 - I feel encouraged to use the librarys resources..........................................................37


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I. Executive Summary

The Coy C. Carpenter Library supports the research community of the Wake Forest

University School of Medicine located in Winston-Salem, North Carolina. This needs

assessment was in part structured after prior assessments that the library had done. However, the

goals of Team Four's assessment was to determine not only how the library's resources were

being used by members of the community but also to determine how the library staff feel about

their work and their overall impact on the library. Prior assessments had been built solely

focused on how the user community felt about library services and resources.

This assessment was created after an interview with Parks Welch, the Director of the

library and David Stewart, the Associate Director for Public Services to find out the ideal state of

the library: to support Wake Forest as a member of the international medical community. All

other communication was facilitated by email between the directors and the needs assessment

team to fine tune the questionnaires. The two surveys, library staff and users, were done online

with the help of Surveygizmo.com. In all, 28 staff members answered 27 questions while 116

community users answered their 16 question survey. Surveys were a mix of open and closed

answered questions.

In our findings, both the library staff and the users were generally positive about their

experiences with the library. The staff felt that they knew what was expected of them in their

work and feeling supported by other staff members. They also felt they were being fairly

compensated in their vacation, sick days, and holiday pay even as they felt uncertain about their

job security in the current economy. On the other hand, staff felt that they were unable to find

gratification in their work as their skills were not being fully utilized in their job positions. They

also reported that they lack all the materials needed for their work. While staff felt supported in


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their work, they indicated that they feel that communication between employees and higher ups

is poor. Staff frequently asked for further assistance in technical training which is an example of

a need that we hope will be met and this assessment will be the start of increased communication

between staff and their bosses.

The major game changer in the user answers is that they are not interested in hardware

resources the library offers. Users are uninterested in technologies like e-book readers or

computers. However, users do report that they feel favorable about the resources they can access

from the library. Resources most often used include databases, books, journals, and audiovisuals.

Users also appreciate having designated areas where they can do solitary or group work. The

answers from this group also indicates that there is room for improvement in the library meeting

the needs of the curriculum as well as informing students, faculty, and other members of the

community about their grant writing resources. However, the users' survey ends on a positive

note as patrons report feeling welcomed to use the library's resources.

The disparity between the questionnaires and the directors' stated vision is that there was

no clear way of measuring the overall impact the library has on achieving their stated mission of

supporting the international efforts of Wake Forest University School of Medicine. The best that

can be achieved is through the questionnaires is discovering how the staff feels about their jobs

which effects how they are able to serve the library's users. Next, user satisfaction is only an

indicator of whether the library is turning away people who have far reaching impact on the

medical community. The library directors express interest in being the support and center of all

this research, but it is impossible to see direct cause and effect due to the nature of library use in

general. This assessment's weakness is then that we did not identify respondents to discover if

their library usage leads to increased advancements in their own work.


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II. Introduction

About The Library

The Coy C. Carpenter Library is located in Winston-Salem, North Carolina as part of the

Wake Forest University School of Medicine as well as the Baptist Medical Center. The

Carpenter Library is primarily used by students and faculty of the Wake Forest University

School of Medicine as well as residents, doctors, and staff of the Wake Forest University Baptist

Medical Center. Affiliated programs including Forsyth Technical Community College nursing

program and the Winston Salem State physical therapy program have access to library materials.

The Coy C. Carpenter Library is an integral part of the community it serves and is open to public

inquiries or other researchers. The mission statement of the library directly supports the Medical

Center stating the the mission is "to provide health information in support of the goals of the core

mission set forth by the Medical Center."

Located within the physical space of the Baptist Medical Center, the Coy C. Carpenter

Library provides services including reference services, six meeting/study rooms, two interactive

classrooms, the School of Medicine bookstore, quiet study areas, wireless access, and thirty

computer terminals for patron use. The hours of the library are Monday-Thursday 7am until

midnight, Friday 7am-7pm, Saturday 10am-7pm, and Sunday 1pm-midnight. The library

website links to databases, e-journals, electronic textbooks, a virtual reference desk, and online

archives exhibits. Students and residents benefit from a lounge, lockers, a refreshment center,

and study carrels. Free classes for faculty, staff, and students encourage continual learning and

community spaces. Computer support staff allows for ease of use and trouble shooting on all

computers. The library staff consists of eight librarians and approximately twenty six support

staff members to assist patrons and keep the Carpenter Library running smoothly.


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The Carpenter Library is committed to education and this commitment is echoed in the

statement of the library's philosophy. "We work to cultivate an innovative, forward-thinking

approach in getting information in all it forms to our patrons. The latest technology combined

with traditional attentive service helps us to distribute information as quickly and efficiently as

possible. We strive to meet all the needs of our patrons and have as our motivating philosophy

that of the late Dr. Carpenter, 'There is no alternative but success'." The goals of the library are

clear, yet ways to keep up with changing curriculum, technology, and research are in flux. As

stated in a discussion with Parks Welch, the Library Director, and David Stewart, the Associate

Director of Public Services, the ideal vision of the future of the library focuses on more

electronic resources and better integration with curriculum and the medical records department.

Having a broader world vision, and increasing the role that the Carpenter Library will play in

that vision, focuses improving the relationship between the library and faculty, researchers, and

grant writers. Establishing the Coy C. Carpenter Library as an essential resource when

researching and grant writing will allow this center of education to contribute to the improved

health of people around the world.

This same goal of establishing the Carpenter Library as a vital part of learning is mirrored

on a more local and physical level. The library is constantly trying to be a center for educational

growth, not just a study and meeting space. An effort to make the space more appealing to

researchers is a priority for the powers that be. Online resources are paramount in today's

educational environment and Coy C. Carpenter Library is no exception. Ease of use for website

access is a necessity because the majority of library services utilized are from online resources.

Both the physical and online space are areas of room for improvement in the effort to reach the

library's "ideal vision."


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Users

Wake Forest University's 11,000 person user population, which includes undergraduate

students, faculty, staff, graduate students, medical center faculty and staff, to name a few, all

have access to the Coy C. Carpenter Library. The majority of the patrons of the Carpenter

Library, however, have a direct relationship with the Wake Forest University School of Medicine

or the Baptist Medical Center. According to the Student Services Department, approximately

four hundred and sixty medical students are currently enrolled in the Medical School. The

Physician's Assistant program website states that a class of fifty six physician's assistant students

begin the 24-month program every June. The Residency Program has a much broader base of

people. Obtaining a residency in one of the over thirty areas of specialty, residents are another

piece of the Library user base. According the the Coordinator of Physician Services at the Wake

Forest University Baptist Medical Center, there are approximately 600 house staff at any given

time and around 750 faculty in this "house-staff" residency program. Carpenter Library is also

open to community users. To utilize print materials, non-Wake Forest University users must pay

a $100 fee for a yearly library card. These privileges are limited to print materials. Other

"Medical Center students" include Allied Health students. The Northwest AHEC Allied Health

Continuing Education Program joins up with medical centers and universities to provide

continued education, networking, and collaboration. These include but are not limited to:

Medical Technology, Registered Nurse Anesthesia, Cardiovascular Interventional Technology,

Computerized Tomography, Magnetic Resource Imaging, Medical Laboratory Technology,

Medical Sonography, Nuclear Medicine Technology, Radiation Therapy Technology, and

Respiratory Care Technology. To say that the patron population of the Coy C. Carpenter Library

is varied is an understatement. It is clear that the primary users are the medical students, faculty,


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and staff that are located at the Medical Center, but that is not to say that many other people are

not effected by policies and materials at the Coy C. Carpenter Library.

The Ideal Vision

The ideal vision according to David Stewart and Parks Welch would be to be more

electronic, have a more integrated curriculum with the school, and also have better integration

with the medical records department. The goal of the Wake Forest School of Medicine is to

improve the health of people around the world. In order to meet this goal, the library provides

support through teaching, researching, and grants. Also the library wants to make their website

more usable. Many resources are now available exclusively online, but the challenge is making

the website user-friendly so that materials can be found with ease. Therefore, the ideal state of

the library is to become an interactive place that supports the mission of Wake Forest to improve

people's health.

Library Services

Since the library's user population has changed in the last five years so that most users

never physically come into the library itself. Instead, they interact with the resources via the

website and databases. In order to meet these changing demands, the library website offers free

classes and tutorials on software, web technologies like RSS feeders, inter-library loan, as well

as computer technical support and virtual reference. Historical interest stories are also posted on

the website with interesting materials from the digital archives.

For students who enter the physical library, there are many accommodates to assist in the

research and study process. These services include computer labs, a copy center, wireless access,

lockers, lounge, a refreshment center, study carrels and study rooms. By embracing the changing

needs of their users, the library is able to remain competitive in providing the services and


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resources which contributes to both the library's mission and the School's goal to improve lives

everywhere.

III. Methods

The staff survey was distributed via email to 34 library staff and 28 responded. The staff

survey was modeled after Gallup's 12 questions fromFirst, Break All The Rules, however

questions were modified using library administration input and previous surveys from the library

and the survey team. The survey included 27 total questions. 18 questions were statements,

requiring a rate of agreement on a 5-point Likert scale. The remaining 9 questions were short

answer response questions that staff. The staff satisfaction survey can be found in Appendix A.

The user survey was distributed via email and web link to approximately 11,000 possible

users within the medical librarys user community. Demographics for a portion of the potential

users include approximately 480 medical students, 108 physician assistants, and 200 graduate

students. The survey was completed by 124 users of the library: 30 faculty, 7 graduate students,

29 year one med students, 5 year two med students, 15 year three med students, 4 year four med

students, 18 physician assistant students, 1 resident, 10 staff, 2 staff/nursing students, 1 year five

med student and 1 unidentified. It consisted of 16 total questions. The questions included 5

Likert scale questions with addressing multiple criteria each, 2 short answer, 2 choose all that

apply, a yes or no, and a multiple choice. The user satisfaction survey can be found in Appendix

B.

Overall Likert questions were scaled with the most positive responses (ex: Strongly

Agree) being assigned a 5 or 4 depending on the number of options and the least positive

responses (ex: Strongly Disagree) being assigned 1. Whenever "No Opinion" was given as an

option it was not assigned a value.


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IV. Results

Of the 11,000 potential library users, only 116 responded to our survey which means less

than 1% of users responded. However, this does not discredit the information gathered from our

questionnaire. The 116 people who responded will have a powerful impact on the strategic

planning for the Carpenter Library for the next few years. Therefore, even if their numbers are

small, they exert a higher rate of impact since these 116 will influence the services the

other10,884 will receive. These respondents have shown that they value the library's information

resources and study space while they have little interest in social media or technology toys that

the library has spent money on. Knowing this information, the library can begin to move in a

direction where they can narrower their focus on serving the specific needs of their community

instead of wasting resources on gadgets that will lie around and collect dust.

There are 34 staff members at the library and from them, 28 answered our survey. This

means that 83% of the staff answered the questionnaire despite it being 59% longer than the user

survey. With this high rate of participation, we can be more certain that responses will more

accurately reflect the needs of the staff.

Staff Results

The majority of "Strongly Agree" responses in the questions represented by Figure 1 and

2 establishes a "Base camp" as described inFirst Break All the Rules. Having this strong

foundation within the employee structure provides the staff with the opportunity to grow in the

position and the organization. However, there is room for improvement in the

library. Contributing on a greater level and feeling like the each individual is valuable to the

team seems to be an area of potential improvement. Communication of goals and expectations

can have a great effect on the ability to answer "Strongly Agree" on many more of the questions.


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While employees are generally happy with their jobs, several people feel that they are not

getting to put their skills fully to use in a meaningful way. There may also be a correlation

between this and having the materials necessary in order to do their jobs well. The other major

issue is that some staff members feel that they lack the ability to communicate their opinions

about their jobs and the library not only with each other but also with their bosses.

On the positive side, employees feel secure in knowing what their job duties entail. They

also report feeling supported by someone on the staff. In addition, employees feel confident that

they have great benefits in the forms of vacation, sick days and holidays. Satisfaction with their

current salary is not expressed as strongly as it is with benefits, but most employees believe they

are being fairly compensated in their position.

In the section provided for general comments most people simply praised the library and

spoke of their love for their job. The critiques included needing more guidance on priorities,

coworkers who are territorial about jobs and job security, the library seeming reactionary and

rudderless and the need for new photocopier account equipment because the card reader doesn't

work well. There was mention of hoping for a new library/student center to be built.

Job Preparedness and Training

For the most part staff seem to feel prepared for their work both mentally and physically

with an overall average result of 4.39. The average response to knowing what is expected of

them in their position was 4.36, Figure 1. The statement, I feel I have adequate knowledge and

training to do my job effectively, elicited an average response of 4.39, Figure 2. In regards to

having the necessary materials and equipment to do work well the average response was 4.46,

Figure 3. Across the board no more than 4 people responded neutrally or negatively to each

question in this section.


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Figure 1

Figure 2


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Figure 3

When asked if there is anything which interferes with doing their job to the best of their

ability approximately half replied there was nothing interfering while the other responses

included system structure, staff communication, supervisor expectations, personal skill needs,

issues prioritizing, unproductive down time, unexpected additional tasks, privacy,

micromanagement from above and specific coworkers. When asked what (if any) area they feel

they need further training in responses included web development skills, electronic books, RDA,

general computer skills, Microsoft Excel, the library's electronic resources, interpersonal skills,

budgeting, research skills, Microsoft PowerPoint, circulation functions, professional networking,

and Evidence-Based Medicine. If money were no object opportunities for staff development

they would find helpful include attending international conferences, attending outside classes and

meetings, customer service training, CE in mobile tools, poster presentations at meetings, grant

applications to interact with other institutions, time to take advantage of the Microsoft Office

courses already offered, leadership training, team building off-site for all staff, cross-training,

marketing classes, hands-on workshops, upgraded technology classes, interpersonal relationship

training, book binding techniques training, training for communication with customers and


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coworkers, linux and web development training, and pot luck luncheons or outings to boost

morale. Reasons besides money preventing them from taking advantage of staff development

workshops, conferences and training events include travel due to family, expectation for them to

be in the office, getting job covered, getting behind in responsibilities, uncomfortable flying,

time away from work and family, feeling like the course material is covered too quickly, and

prefer learning from books. The most mentioned issue with taking advantage of opportunities

was definitely scheduling and time.

Opportunities for Personal Growth

While staff sentiments about being prepared averaged midway between somewhat and

strongly agreeing, their reactions to opportunities to personal growth averaged much closer to

somewhat agreeing with a 4.14. Responses to the statement that staff have the opportunity to do

what they do best every day averaged at 4.07, Figure 4. Slightly lower with an average of 4.04

was the response to having someone at work who encourages their development, Figure 5. In the

last, six months, someone at work has given me feedback about my performance had the highest

average of 4.36, Figure 6. Average response in regards to opportunities at work to learn and

grow averaged at 4.11, Figure 7. Though staff seem confident of their current level of

preparation they are less sure of movement towards the future.


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Figure 4

Figure 5


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Figure 6

Figure 7

Sense of Value

The mission of the library seems to be the main reason staff have any sense of value, with

an average 4.25 response into the mission making them feel their job is important, Figure 8. We

drop down to an average of 3.78 when asking staff if they feel their experience and education is

utilized and appreciated, Figure 9. The average drops to 3.61 when asked if their opinion seems

to count at work, Figure 10. The total average for their feeling of appreciation/value on a regular


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basis comes to 3.85, Figure 11. They were asked about their feeling in regards to three groups.

The average in regards to the university community (faculty and students) was 3.93, but in

regards to university administration it dropped to 3.50 and went up to 4.11 with colleagues in the

library. It seems that if the library truly wants to be part of something larger than an effort

should be made to better relations with the university administration and the university as a

whole.

Figure 8

Figure 9


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Figure 10

Figure 11Interpersonal Relations

When surveyed about their comfort level assisting others the staff had a total average of

4.56, Figure 12. The average in regards to offering coworkers assistance was 4.43. Staff on

average feel more comfortable when assisting patrons when approached with an average of 4.75

versus 4.50 when approaching patrons to offer assistance. Asked if there are any staff or patron

policies that they find difficult to enforce about half did not have any but the other responses


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included circulation policies that don't make sense and are irregularly enforced, staff policies that

are not applied equally, difficulty if approaching a patron who is being difficult or disruptive,

employee time cards and not being able to make up time due to doctor appointments, kitchen

needs a written policy posted about duties requirements, and visitor policies are mentioned

several times. Staff were also asked if there were any policies they would like to see revised

and/or reviewed and they mentioned the desk having a professional after 4pm, lunch times, either

charge more or nothing for photocopying, faxing should be free, visitor policy, calling in sick,

and hours of operation. The resulting average was 4.25 in regards to coworkers being committed

to doing quality work, Figure 13. Comfort with making suggestions on issues affecting their job

or the function of the library averaged at 4.00. When asked if anything would make them more

comfortable responses included respect from superiors, more utilization of skills, to have their

opinion heard, job security, to see support expressed and to have follow through, more

leadership, and less lines of reporting.

Satisfaction with communication within the library dropped down to 3.43. When asked if

there is any way they feel communication could be improved responses included making sure

everyone is in the loop, need for more understanding of other positions, more communication

between different shifts, better email notifications, more discussion in meetings and followup

afterwards, monthly meetings with supervisor to develop new ideas and work towards goals,

more open honesty with less simply smoothing things over, more discussion before major

decisions, weekly update emails, regular meetings for non faculty/management members,

manager-staff meetings, better interdepartmental communication, and speeding up the movement

of information down the chain. The statement: my supervisor, or someone at work, seems to

care about me as a person resulted in an average of 4.29.


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Figure 12

Figure 13


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Figure 14

Figure 15


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Figure 16Employee Benefits

Overall employee satisfaction with benefits averages at 4.29, Figure 17. Satisfaction with

salary averages at 3.64. Responses regarding sick days and vacation both have an average of

4.79. Holidays have an average response of 4.75. Job security has the lowest average of 3.46.

In the current economic climate it is not surprising that salary and job security are of high

concern and not much can be done though a boost in morale would probably help.

Figure 17


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User Results

The users' responses are generally favorable concerning overall satisfaction of the library

with most users feeling encouraged to use the library's resources. Based on the survey results,

people who visit the library mostly use it as a space to study or to access books, journal and

audiovisuals. When visitors go to the library online, they primarily use the Databases and electric

textbooks. By providing online access to the materials that students, faculty, and staff deem

necessary in their work (medical databases and journals), the library is a resource that users can

use no matter where they are in the world.

When I visit Carpenter Library, I come to:Service Count

Study 71

Access books, journals or audiovisuals 70

Use a small group room 52

Photocopy 44

Use the Bookstore 40

Use a computer 33

I don't physically come to the Library but I do use your services 28

Get help with a question 17

Take a class 11

Scan 8

Other (please specify): Printing 6

Other (please specify): Remote help 1

Other (please specify): Taking candy from the desk 1

Table 1


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What online library resources do you regularly use?

Resource Count

PubMed 98

Electronic Journals 95

UpToDate 86

Electronic Textbooks 83

MD Consultant 40

Catalog 34

DynaMed 30

Ovid Medline 21

Journal Citation Reports (Impact Factors) 17

Web of Science 17

Exam Master 13

Other (please specify): Access Medicine 8

CINAHL 7

Medical Letter 4

Other (please specify): Micromedex 1

Other (please specify): Psychology Journals 1

Other (please specify): suggest new book acquisitions 1

Table 2

Importance of Technologies

The question was asked: How important is it for the library to make available to you the

technologies listed below. Users for the most part did not place much importance on the

availability of the technologies listed with the exception of wireless than an overwhelming


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majority found very important. Scanners were the next most important but their priority was

definitely much lower. The comments in regard to this question included that scanners, printers

and wireless are vital to medical students, that more color printers would be useful and a

statement that the technology might come from somwhere else but the support is expected from

the library.

Figure 18

Figure 19


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Figure 20

Figure 21


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Figure 22

Figure 23


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Figure 24

Figure 25Importance of Services

Users were asked the importance of the services listed being made available by the

library. The most important service based on the user responses is the computer support person

followed by more study rooms and study carrels. The least important to these users was lockers.

Comments regarding the topic ranged from statements about there being plenty of study carrels

to the fact that the new group rooms eliminated some carrels making it hard to find room to study


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alone. Also mentioned were the small size of study carrels, not enough study rooms to go

around, the disturbance of socializing med students, and that the book store should cary school

supplies and school of medicine paraphenalia.

Figure 26

Figure 27


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Figure 28

Figure 29


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Figure 30

Figure 31


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Figure 32Social Media

Users showed almost no interest in connecting to the library through social media sites.

Approximately 16% showed in an interest in the library's Facebook page. Interest in Twitter and

Tumblr was even lower. Comments included those who do not wish to comprimise their privacy

by even using the sites, those who do not follow non-person entities on the sites and those who

think it is unnecessary to jump into every Web 2.0 social media site.

Figure 33


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Figure 34

Figure 35


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User Opinions of Staff

The staff are very clearly highly rated by the users for friendliness, knowledgability and

willingness to help. The comments in regards to this question included expresssions of love for

the staff, accolades for specific staff and comments on even if an answer is not known it can be

found and the fact that some staff are not as knowledgeable but most are friendly.

Figure 36

Figure 37


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Figure 38User Opinions of Facility

The majority of users ranked the space as good in regards to attractiveness, functionality,

location and comfort. The next largest group ranked it as outstanding. Comments included

liking the printers, liking location, location depressing with so few windows, air system creating

loud background noise, uncomfortable chairs in the study carrels, having to interrupt people to

get a book in the area of the carrels, the printers especially the color being slow, computers in the

middle being distracting to studiers, needing large tables for group study, desire for a 24 hour

library, hours being inconvenient in particular not opening until 1 on Sunday, lack of natural

light, hoping the library doesn't move, dislike of the wood having been painted over making it

look industrial and stark, sometimes it is too cold, desire for less wooden chairs and furniture that

can accomodate taller people.

Users were asked if they could plan a new building for Carpenter Library, what would

they want it to contain. Some users expressed their desire for the library to stay the way it is.

Prominently mentioned were more single study carrels, more study rooms, more quiet zone

areas, more natural light, more comfortable seating, coffee shop, multimedia education rooms,

24/7 hours, wi-fi, more accessible stacks, tables with outlets for laptops, and more printers.


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Figure 39

Figure 40


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Figure 41

Figure 42Other

The questions included in Figures 43-45 were asked in an effort to understand how the

patrons felt about what was considered a priority to achieve the "ideal state' of the library by the

administrators in the original interview. Figure 43 and 45 take into consideration the role the

library plays within the Wake Forest University Medical School. If the library is supported by

the teaching staff and the curriculum, it can be said that the role the library plays in the lives of


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the students is supported. The question of integrating library materials with curriculum has

much room for improvement, leaving a window of opportunity for the library to reach out to

Professors to work with the library. As for Figure 45, the responses were more positive, showing

that students were encouraged to use the library. There is a definite disconnect between being

encouraged to use the library and the curriculum requiring use of the library. Grant writing has a

broader target than solely medical students, but is another area that the library has the

opportunity to make changes. Proving itself as a vital part of the "world health community" is an

ideal state for the Carpenter Library, and grant writing is a clear path to this. The low positive

response to the question in Figure 44 shows that the Carpenter Library has a long way to go in

terms of being a source for grant writing. The general comments section provided responses

including several topics brought up previously including the need to open before 1pm on

Sunday, also the issue of talking in the library in particular people on cellphones, and desire for

additional subscriptions.

Figure 43


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Figure 44

Figure 45

V. Conclusion & Recommendations

The Coy C. Carpenter Library is not only an academic library but more importantly, a

special library. They do not cater to a wide range of academia aside from medical materials, so

they are much more focused in their collection and look for a specific but directly unobservable

influence in the medical field. Due to the anonymous nature of our survey, we were unable to

gather information to find out what studies and global involvement activities the users participate

in and how the library assists them in their ventures. However, we were able to determine the


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overall usefulness of the library for the respondents. Their answers gives evidence that the

library should continue to expand its' online presence and offer more materials. As for the

physical library itself, it has evolved to be a forum for solitary study and group meetings as well

as the central holding location of physical materials that are currently not offered online.

Staff have indicated that they feel appreciated to be an employee based upon the sick

leave, vacation, and holiday benefits they receive. However, they worry about their job security

which while unasked about, may indicate a reflection on the current economic troubles that not

only the education sector is experiencing but all aspects of American society. Staff would feel

more confident about their work if they were given more opportunities to be trained in new

technologies, had a closer relationship with their supervisors, and if open communication was

more encouraged between all employees including superiors.

Based on the results efforts should be made to increase staff relations with university

administration. If the library truly wants to be a part of something larger then they must learn to

relate to the institution as a whole. Users mostly seem to wish that the library were a more

comfortable and physically welcoming place with only a few desires for resources.

VI. Strengths and Weaknesses of Your Needs Assessment Experience

Overall, the experience has been a positive one for the team. The enthusiasm we met

with when conducting our first interview was very encouraging. Parks Welch and David Stewart

have been supportive of our work and eager to hear the results and suggestions we will conclude

the project with. Starting the Needs Assessment project knowing that our surveys could

potentially be posted on the website and results used as statistical information for the

organization, the team, as well as the library administrators, took the revision of the survey

questions very seriously. It was important to have a set of questions that the Library felt


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comfortable with and that also produced the results that our team project was looking for. The

editing and revision process took some time, but in the end both parties were happy with the

results.

One obstacle that our team encountered was the distribution of the survey. Unfortunately

neither our team nor any member of the library staff was able to send out the user surveys.

Everything relating to distribution was handled by the dean's office. This proved to be a

challenge both on our time line as well as a definite number of surveys distributed. Our ideal was

that the user surveys would be sent out earlier than they were, allowing our team more time to

analyze the results. The user survey was delayed approximately a week longer than we had

anticipated, adding unneeded stress to both the team and the library administrators assisting us.

Although we know that the user surveys were "open" at least a week, we are not sure of the exact

number of days the user survey was available because that information is unavailable from the

Dean's office. Another significant unknown factor of out survey is the number of people that the

user survey was sent to. Possible numbers range from 600-11,000. This does not give us a very

accurate response rate.

It is obvious to this team that we are still very unclear of who the "users" are. Looking at

the web-site's description of the possible library patrons adds to any confusion of understanding

the user population. The responses to this survey are distributed over all of the given categories,

although some groups had a more responses. Not knowing who the survey was sent to in

addition to only having a vague understanding of who the user base is leads to weakened results.

It is clear that if our team were to conduct another needs assessment of this institution, more

research of the user population would benefit our analysis. Comparing response rates and general

ease of distribution of the staff survey versus the user survey, our team learned a very valuable


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lesson. Having more control over distribution, or working closer with the Dean's office, would

have strengthened the results of this needs assessment.

In contrast to the unknown factors of the user survey, the staff survey had an excellent

response rate and can be considered a strength to this needs assessment. 28 out of 34 surveys

distributed garnered a response. Knowing the exact number of members of staff to whom the

survey was distributed adds to the strength of our return rate. The staff survey was distributed

directly by David Stewart, one of the library administrators, allowing much more control over

when the survey went out and to whom.

The outcome of the needs assessment may have some flaws, but as a team we are better

equipped with the experience of having worked on this project. In the future, we may consider

having more on-site interactions and time spent observing and talking to the users rather than

relying solely on e-mail surveys. Knowing that third parties may handle survey distribution, it

would be wise to have more direct contact with that department for any questions or possible

problems. This library and the administrators we have worked with have been encouraging and

knowledgeable, allowing a team of first time needs assessors to learn valuable lessons. Thanks to

them for the opportunity to learn about their institution, its staff and patrons.


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VII. Appendices

Appendix A: Coy C. Carpenter Library Staff Satisfaction Survey

1. I feel like I know what is expected of me in my position.

Strongly Agree Agree Somewhat Neutral Disagree Somewhat Strongly Disagree

2. The mission of the library makes me feel my job is important.


3. At work, I have the opportunity to do what I do best every day.


4. Is there anything which interferes with doing your job to the best of your ability?

5. I have the materials and equipment I need to do my work well.


6. I feel I have adequate knowledge and training to do my job effectively.


7. What (if any) area do you feel you need further training in?

8. If money were no object, what opportunities for staff development would you find helpful?

9. What reasons, besides money, would there be which would prevent you from taking advantageof staff development workshops, conferences and training events? Please explain.

10. There are opportunities provided for education and training in order for me to keep up withchanging technology in the library.


11. I feel that my experience and education is both utilized and appreciated.


12. I am satisfied with communication within the library.



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13. Is there any way you feel communication could be improved?

14. My supervisor, or someone at work, seems to care about me as a person.


15. In the last six months, someone at work has given me feedback about my performance.


16. In the last year, I have had opportunities at work to learn and grow.


17. There is someone at work who encourages my development.


18. At work, my opinions seem to count.


19. I am comfortable making suggestions on issues affecting my job or the function of thelibrary.


20. Is there anything which would make you more comfortable?

21. My co-workers are committed to doing quality work.


22. I feel comfortable...

StronglyAgree

AgreeSomewhat

NeutralDisagree

SomewhatStronglyDisagree

...offering my coworkers

assistance....assisting patrons when theyapproach me.

...approaching patrons to offerassistance.


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23. I feel that I am appreciated/valued on a regular basis by...

StronglyAgree

AgreeSomewhat

NeutralDisagree


...the university community(faculty and students).

...the university administration.

...colleagues in the library.

24. I am satisfied with my...

StronglyAgree

AgreeSomewhat

NeutralDisagree


...salary.

...vacation.

...sick days.

...holidays.

...job security.

25. Are there any staff or patron library policies that you find difficult to enforce? Please explain.

26. Are there any staff or patron library policies that you would like to see revised and/orreviewed? Please explain.

27. Please use this space to provide any additional comments you have regarding your job andthe library.


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Appendix B: Coy C. Carpenter Library User Satisfaction Survey

1. When I visit Carpenter Library, I come to (choose all that apply):

Access books, journals oraudiovisuals

Get help with a question

Photocopy

Scan

Study

Take a class

Use a computer

Use a small group room

Use the Bookstore

I don't physically come tothe Library but I do useyour services

Other (please specify)

2. What online library resources do you regularly use (choose all that apply)?

Catalog

CINAHL

DynaMed

Electronic Journals

Electronic Textbooks

Exam Master

Journal Citation Reports(Impact Factors)

MD Consultant

Medical Letter

Ovid Medline

PubMedUpToDate

Web of Science



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3. How important is it for the library to make available to you the technologies listed below:

VeryImportant

ImportantSomewhatImportant

UnimportantNo

Opinion

Apple computers

Kindle ebook readers (orsimilar devices)

Laptop

Portable projectors

Scanners

SMART Boards

Videoconferencing capabilities

Wireless

Comments:

4. How important is it for the Library to make available to you the services listed below:

VeryImportant

ImportantSomewhatImportant

UnimportantNo

Opinion

Computer support person

Lockers

Lounge

Personal Librarian

Refreshment Center

Study Carrels (more than atpresent)

Study Rooms (more than atpresent)

Comments:

5. We would like to ask you about various social media we use:

Yes No

Would you be interested in following the Library Facebook page?

Would you be interested in following the Library Tumblr blog?

Would you be interested in following the Library Twitter profile?

Comments:


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6. Please rate our staff as to the occurrence of the attributes listed:

Always Usually Occasionally Never No Opinion

Friendliness

Knowledgeable

Willingness tohelp

Comments:

7. Please rate our space based on the attributes listed:

Outstanding Good Fair Poor No Opinion

Attractiveness

Comfort

FunctionalityLocation

Comments:

8. If you could plan a new building for Carpenter Library, what would you want it to contain(please list)?

9. Please rate your level of agreement with the following statements.

StronglyAgree

AgreeSomewhat

NeutralDisagree


NoOpinion

I feel that thelibrary materialsand services areintegrated withthe curriculum.

I consider thelibrary as aresource forgrant writing.

I feelencouraged touse the library'sresources.

10. Please use this space to provide any additional comments you have regarding the library.


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11. Please indicate your status:

Faculty

Graduate Student

Med Student-I

Med Student-II

Med Student-III

Med Student-IV

Physician Assistant Student

Resident

Staff


Coy C. Carpenter Medical Library Needs Assessment Paper

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Transcript of Coy C. Carpenter Medical Library Needs Assessment Paper