NHS East Dorset Library & Knowledge Service Strategic Plan

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1 NHS East Dorset Library & Knowledge Service Strategic Plan Author: Alison Day, Lead Librarian Approved by: Di Halliwell, Associate Director Education Version control and consultation Current version v /09/15

2 Purpose: This document outlines our strategy for the years It is informed by a wide range of national, regional and local drivers discussed in a variety of documents (see related documents). It is a living document that will be reviewed annually and re-shaped to take account of changing directions and in particular will be influenced by the host-trust strategy and National Library & Knowledge Service Strategy which are currently under review. The document describes how the NHS East Dorset Library & Knowledge Service intends to support the core corporate vision of each main stakeholder which focus upon patient-centred care - friendly, professional patient-centred care (PHNHSFT), excellent care for every patient, every day, everywhere (RBCHNHSFT) and providing care you would recommend to friends and family (DHUNHSFT) extracts from Trust Vision statements Contents: Vision and values Strategic Aims 1. Maintain access to the knowledge base of evidence 2. Enabling effective use of the knowledge base 3. Supporting lifelong learning and wellbeing of NHS staff whatever their role 4. Delivering a cost effective service 5. Collaborating with other providers 6. Facilitating dissemination of research and innovation 7. Improving the patient experience 8. Developing the knowledge and skills of library staff 9. Improving the user experience Appendices: References & Context About us and what we do SWOT and PESTLE analysis Information Technology Update Implementation Version control and consultation

3 Vision & Values We support high quality, evidenced based patient centred care through the provision of a professional library and knowledge service ensuring, NHS bodies, their staff, learners, patients and the public use the right knowledge and evidence, at the right time, in the right place, enabling high quality decision-making, learning, research and innovation to achieve excellent healthcare and health improvement HEE Knowledge for Healthcare 2014 Our Values:

4 AIM 1: Maintaining access to the knowledge base of evidence Outcome Well informed staff able to make informed decisions leading to improved outcomes for the public Context Equipping workforce with the knowledge to deliver excellent patient care Health Education Wessex (2013) adaptable skills responsive to evidence and innovation Our staff will need excellent information and IT skills to enable them to work across domestic and professional settings HEE Framework 15 (2014) a 21st century system of integrated care, where clinicians work closely together in flexible teams, formed around the needs of patients and not driven by professional convenience or historic location RCGP (2013) Actions (How?) Provide a high quality library & knowledge service Increase number of qualified library staff to deliver the service Increase the percentage of available budget to be spent on resources Broaden range of electronic resources available from any location digital by default Improve collection of local printed materials. Provision of point of care tools Regular consultation with users about resource provision Purchase resources to be accessed on mobile devices Enable seamless access to resources and services for all NHS bodies Promotion and proactive support to make good use of the knowledge base Measures: Increase in registration to use electronic resources Increase in use of electronic resources No more than 15% of titles in collection to be published before Year on year improvement in survey results Increase in membership records Risks: Rising cost of electronic resources and issue of VAT on e-resources versus static budget Changes to regional and national provision may put pressure on local budget Complexity of authorisation controls to use electronic resources Local IT restrictions preventing access to latest versions of electronic resources Requires sustained funding to deliver

5 AIM 2: Enabling effective use of the knowledge base Outcome Staff and students who can utilise evidence to support their decisions for delivering high quality care Context have the tools, training and support to deliver compassionate care, and opportunities to develop and progress. Care professionals should be supported to maximise the time they spend directly contributing to the care of patients DoH. NHS Constitution (2013) a workforce fit for the future, able to meet the needs of patients of today and tomorrow. Individuals supported to be more flexible throughout their career, open to innovation and change, broadening rather than just deepening knowledge Will have adaptable skills responsive to evidence and innovation to enable wholeperson care HEE Framework 15 (2014) Actions (How?) Providing relevant, up-to-date resources Promoting resources and services Offer training in effective use of resources Bite-sized training sessions on information literacy topics Building a portfolio of information-skills courses and linking these to other education and training opportunities i Providing regular sessions on finding the evidence Facilitating sessions on critical appraisal of research information Maintaining website as single-point of entry to resources Investigate discovery platforms to facilitate access to content Investigate integration of resources with other Trust systems such as EPR Measures: Regular evaluation and impact assessment of training provided via surveys and case studies Feedback from training sessions indicating 90% satisfaction Increase number of training and awareness sessions provided to at least one session a month Increase in sign-up for NHSOpenATHENS and library membership Improving survey responses Risks: Cost of producing high quality promotional materials Maintaining training skills and knowledge of library staff Investment required for integrated and/or discovery systems Time made available for NHS staff to access information skills training and practice what they have learnt IT facilities (mobile and static) across the geography for staff to access the electronic knowledge base

6 AIM 3: Supporting lifelong learning and wellbeing of NHS staff whatever their role Outcome Attract and retain a motivated, well trained and valued workforce to deliver excellent care Context to provide support and opportunities for staff to maintain their health, wellbeing and safety DoH. NHS Constitution (2013) Foster whole-heartedly the growth and development of all staff, including their ability and support to improve the processes in which they work a system devoted to continual learning and improvement of patient care, top to bottom and end to end. embracing wholeheartedly an ethic of learning 2013 Berwick Review CPD as integrally linked not only to providing high quality care but also to retaining staff Willis Commission on Nursing Education (2012) Actions (How?) Providing resources and study support to enable all staff to develop in line with Trust strategic objectives Devise study skills support and information literacy training programmes Saving staff time but keeping them updated by delivering current awareness services Tailored summarised literature search results Blended and E-learning support, help and advice Maintaining a collection of resources on professional development and leadership Assisting with wellbeing initiatives by maintaining a collection of self-help books, fiction and using the library spaces for wellbeing activities Maintaining study space and facilities Signposting career development options including sources of funding and linking with local education and training department initiatives Measures: Improved survey responses Circulation statistics for key stock areas Activity statistics Rise in membership particularly in Bands 1-4 roles Qualitative feedback stories and case studies Risks: Library staff may require up-skilling to deliver effective study support New roles in supporting e-learning may require additional staffing Additional cost of non-clinical resources Additional cost of system to enable effective current awareness provision Service may come under criticism for delivering sessions outside of service immediate control (e.g. E- learning systems)

7 AIM 4: Delivering a cost effective service Outcome NHS staff and students able to access high quality, value for money library and knowledge services Context Working together we can make the biggest difference, ensuring great outcomes for everyone delivered through convenient services, under strong financial discipline, with enthusiastic and committed staff Maximising quality, effectiveness and efficiency means working at volume and connecting actively to research and teaching DoH Everybody Counts (2013 ) Our ambitious vision can only be realised by making our finite resources go further and make more impact, and improve quality by reducing inappropriate levels of variation HEE Knowledge for Healthcare (2014) Actions (How?) Supporting local Trust initiatives to service improvement and productivity Ensure balanced budget is maintained and identify areas to deliver cost improvement plans Monitoring e-resource use Maintaining compliance with standards, LDA and SLAs Exploring costs of delivering tailored service to wider user base - GPs, CCG, private sector Developing service KPIs to improve quality Monitoring current staff mix Use cost framework matrix to review services and reduce costs where possible and to ascertain cost of introducing new services Investigating centralisation of administrative functions Measures: KPI outcomes LQAF return maintain above 95% compliance and adoption of innovations Survey and analysis of need Cost framework output Qualitative feedback stories, case studies Risks: Uncertain and static funding streams Being unable to fund new developmental services Unsuitable KPIs leading to collapse of SLAs Trust financial restraints affecting service delivery

8 AIM 5: Collaborating with other providers Outcome Working with others to minimise duplication, implement improvements and reduce costs Context libraries could develop closer working relationships with clinical practice and support evidence based practice and decision making Health Education Wessex (2013) system of integrated care, where clinicians work closely together in flexible teams, formed around the needs of patients RCGP (2013) Better patient care will only be delivered by co-operation and partnership across the system HEE Framework 15 (2014) fresh perspectives or partnerships, bringing in different types of expertise DoH Everybody Counts (2013) Better partnerships and more joint working are required Report of the Willis Commission on Nursing Education (2012) Actions (How?) Internal Integrate services more closely with corporate and clinical teams by attending team meetings and conducting ward visits Investigate feasibility of clinical librarian model of delivery Work in partnership with key departments Communications, Research, PMO, PALS External Other NHS libraries sharing best practice, resource sharing Joint training and current awareness delivery initiatives Partnership working with the Public Library system in Poole, Bournemouth and Dorset Maintain links with BU and investigate joint initiatives for resource and knowledge sharing Establish local network for library staff CPD Measures: Activity statistics Visit and meeting reports Qualitative feedback stories Survey results Risks: Risk of being unable to fund longterm new developmental services

9 AIM 6: Facilitating dissemination of research and innovation Outcome Staff aware of the range of research and innovation taking place which in turns generates further innovation and improvement Context knowledge about best practice, research and innovation, promotes the adoption and dissemination of better quality service delivery to reduce variability and poor practice Health Education Wessex (2013) A marker of quality within NHS organisations is those with research activity able to demonstrate evidence of improved patient outcomes and health service delivery DoH Everybody Counts (2013) accelerating the quicker adoption of cost-effective innovation - both medicines and medtech DoH The NHS Five Year Forward View (2014) Innovation is as much about designing new ways of doing things, as it is about taking up new technologies. DoH Putting Patients First (2014) Actions (How?) Establish web-based database to record all innovation and service development activities Attend research and innovation meetings to offer research support Investigate research support tools e.g. referencing software Facilitate sharing information about innovation activities Devise a toolkit of helpful resources for researchers Facilitate regular critical appraisal and getting published workshops Create a knowledge marketplace or people directory Assist with production of after action reviews to inform future business practice Measures: Activity statistics Qualitative feedback stories % Increase in recorded innovation and research activity Visit and meeting reports Usage statistics for databases Risks: Risk of being unable to fund longterm new developmental services Cost of additional staffing if uptake good Investment in appropriate software Cost of training library staff to deliver

10 AIM 7: Improving the patient experience Outcome Library enhances the patient experience by signposting reliable information and locating evidence to inform service improvements Context easily accessible, reliable and relevant information in a form you can understand, and support to use it DoH. NHS Constitution (2013) as patients become more informed, professional advice may be just one of many inputs into their decision-making There is a growing consensus that more engaged patients lead to better outcomes and lower costs HEE Framework 15 (2014) We will give citizens the knowledge, skills and confidence to manage their own DoH Putting Patients First 2014 improve the information to which people have access not only clinical advice, but also information about their condition and history DoH NHS Five Year Forward Plan (2014) Actions (How?) Attendance at relevant forum to ascertain role library services can play Assist PALS team to re-develop resources available at the HIC, PHT Supporting production of in-house patient information Literature searches and alerts to inform HIC resources and local production of patient information Maintenance of database of local support services Monitoring regional and national developments Supporting local, regional and national patient safety initiatives Measures: Activity statistics Visit and meeting reports Qualitative feedback stories Risks: Risk of being unable to fund longterm new developmental services Requires a clearly defined role that meets the needs of the Trust and supports the PALS teams Purchase of appropriate software and skills to use effectively

11 AIM 8: Developing the knowledge and skills of library staff Outcome All NHS staff will receive a proactive service from a knowledgeable expert librarian and support from well trained para-professional staff Context provide all staff with personal development, access to appropriate education and training for their jobs We cherish excellence and professionalism wherever we find it DoH. NHS Constitution (2013) Individuals supported to be more flexible throughout their career, open to innovation and change All NHS leaders and managers should actively address poor teamwork and poor practices of individuals, using approaches founded on learning, support, listening and continual improvement, as well as effective appraisals, retraining and, where appropriate, revalidation Berwick Review 2013 Actions (How?) Developing and maintaining core competencies for various roles Training needs analysis for local library staff Develop CPD opportunities with local partners other NHS, BU, Public Library Investigate opportunities to develop technical skills courses, shadowing IT, purchasing associated technology Participation in regional network groups Encouraging and recording research prior to developing new services Encouraging innovative solutions to service delivery Supporting chartered membership of the Chartered Institute of Library and Information Professionals (CILIP) for qualified staff and diploma level qualifications for paraprofessional staff Measures CPD Logs and PDPs Changes in practice Training feedback forms Improvement in quality and efficiency KPI measures Risks Cost of training courses and travel Not investing could lead to poor retention and associated recruitment costs Times when service will not be fully staffed due to staff training requirements

12 AIM 9: Improving the user experience Outcome Well used library spaces and take-up of services by a wide range of NHS staff Context Our staff will need excellent information and IT skills HEE Framework 15 (2014) The most successful learning experiences take place in positive practice environments, where high standards and good outcomes are achieved because organizational and individual learning are valued and encouraged The NMC requires students to acquire experience, knowledge and skills to deliver safe and effective care in a range of settings, including the community and non-nhs services Willis Commission on Nursing Education (2012) Care professionals should be supported to maximise the time they spend directly contributing to the care of patients. DoH NHS Constitution 2013 Actions (How?) Maintaining and improving the study environment including upgrade of IT resources and access to Wi-Fi Developing the blog website as a main portal to all services and resources Maintaining links on local intranets Promoting services within the workplace the pop-up library concept Publishing bulletins and toolkits of useful resources Investigating resource discovery tools Ensuring seamless access to resources in-line with developments at other NHS libraries Creating online request forms linked to bibliographic databases Investigating real-time online chat enquiry services Supporting staff to make best use of resources Measures Activity statistics Qualitative feedback - stories Survey results Risks: Cost of enhancing physical environment Investment in new technologies Support from other Trust teams Estates, IT to deliver appropriate facilities

13 References / Context Reference Department of Health (2013) Everybody Counts: Planning for patients 2014/15 to 2018/19 Department of Health (2013). NHS Constitution. London, DoH Department of Health (2014) Putting Patients First: The NHS Business Plan 2014/ /17 (refreshed version Department of Health (2014) The NHS Five Year Forward View Department of Health(2013) An Independent Review into Healthcare Assistants and Support Workers in the NHS and social care settings (the Cavendish Report) Health Education England (2014) Framework 15: Health Education England Strategic Framework Health Education England (2014) Knowledge for Healthcare: a development framework for NHS library and knowledge services in England Health Education Wessex (2013) People for patients: a workforce development strategy for the NHS across Wessex Winchester, HEW. HM Treasury / Department for Business Information and Skills (2011) The Plan for Growth Section on: Healthcare and Life Sciences. RCGP (2013) The 2022 GP: A Vision for General Practice in the future. The National Advisory Group in the safety of Patients in England (2013) Report: A promise to learn a commitment to act Improving the Safety of Patients in England (Berwick Review into Patient Safety) Willis Commission on Nursing Education (2012) Quality with Compassion: the Future of Nursing Education.

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18 SWOT ANALYSIS Strengths: Expert at locating and appraising evidence based information Good understanding of potential of technological solutions Organising information Sourcing good quality information Co-operation to ensure value for money Summarising and synthesising knowledge Great customer service can do attitude Saving time and reducing risks Ensuring quality of information used (critical appraisal) Patience staff who are good at providing help and support Taking a broader, region-wide view Well qualified expert staff Opportunities: Integration with clinical and corporate teams Support QIPP/transformation/innovation initiatives Patient information signposting and support Exploring a new user base CCG, communities supporting care, patients Up-skill library staff make job more interesting better retention Provide study support for lifelong learning/e-learning Change of line management at PHT E&T group at RBCH Establish regular users as champions Attendance at induction and info on new starters Be regarded as Trust experts on open access Develop a repository for local research information Assisting with e-learning Co-ordinating research and innovation projects Using organising, synthesising and summarising skills to develop a KM role Weaknesses: Poor engagement with stakeholders Drop in membership and use of document supply services Skills to deliver document management and other knowledge management solutions Relevance to stakeholders Limited number of regular users Limited ability to promote services Only known to a few researchers Not seen as linked to patient care Limited experience and knowledge of open access or research repositories Unaware of Trust developments with e-learning Threats: Alternative providers other NHS libraries, HE, Public Staff who don t have time to use the service Decrease in demand for document supply Insecurity of budget Increase in resource prices and VAT on e-resources Maintaining library staff skills Keeping ahead with IT developments when constrained by Trust policies Removal of regionally and nationally purchased content No control over e-learning and can be seen as delivering poor service if we can t assist or experience is poor No longer regarded as relevant as everything is on the Internet

19 Minimise Weaknesses Poor engagement Aligned too much with education Poor representation with stakeholders Lack of technical skills to undertake new activities SWOT ANALYSIS Ctd ACTIONS Get reputation as experts in the field of technological solutions, open access, KM. Data mining, research and getting published can do attitude. Will require training for library staff Enabling access and signposting to good quality resources and summaries of information to avoid overload Simplify messages about what we can do use story telling and national examples Build on existing skill set and develop new skills Improve reporting to stakeholders, use of KPIs demonstrating value on their terms Create local research repositories and record local innovations Improve access to resources by considering integration with patient information systems Avoid Threats Other providers Internet It is all on Google Increase in open access Insecurity of budget and SLAs

20 PESTLE ANALYSIS Political: Dorset reconfiguration of services Host Trust sill formulating strategy National LKS strategic review Election change in NHS Policy Pressures on NHS ED crisis point Upsurge in private health providers where do they go to get their info Social: Increased number of staff with English not as first language Integrated care models move away from acute community of care (HEE Strategy) Development of co-productive models of care patients and carers informed partnerships (HEE Strategy) Changing face of education online learners and growth of e-learning don t see the relevance of library in same way if library is equated just with printed books Time pressures making it difficult to integrate with clinical teams Perception that library is books and education only many don t understand our wider role with research, innovation, KM, information handling, e-learning/tech solutions 24/7 demand met with internet website messaging and chat help?/ flexible staff in outreach roles New BU Librarian Links with Librarians in HE, other NHS, Public collaboration opportunities Legal: Copyright restrictions making it harder to obtain information Non-NHS users contractual arrangements with licences Ownership of research creating own repository - legal aspects Economic: Increased price print materials VAT on e resources Exchange rates for non UK products UTD Fluctuating budgets Cost exercise HEE Restrictions of host Trust cash flow issues Open access publisher fees Technological: Trust restrictions prevent use of web 2.0 and social media Lack of WiFi can t help people on BYOD as have no Wi Fi Outdated PCs/software especially at D02 Maintain LMS outmoded catalogue Integrated systems required to reduce time and errors Improve intranet facilities for Trust badly organised indexed library role organising knowledge Maintaining budget to support acquisition of wide range of e-resources Improved discovery systems integrated with care systems to encourage use of expensive resources and easier access to good quality information Environment: Paper free organisation implications for forms, impact on staff processes investment in portable readers? D02 study environment poor light, ventilation, study areas. D01 water fountain air con in training room Lack of WiFi Poor transport links in Dorset make CPD event attendance challenging do something local?

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24 Implementation Production of annual operational plan Monthly monitoring at regular library staff meetings Regular performance review meetings with stakeholders/partners

25 Version Control and Consultation This document has been produced following several meetings with library staff, the Associate Director for Education, Director of HR and other partners. Version Date Consultation and Modification Draft v1.1 13/8/14 First draft Draft v1.2 13/9/14 Updated following discussion with ADO for Education PHT Draft v1.3 22/10/14 Updated following consultation with local library team Draft v /11/14 (published online 20/11/14) Incorporating concepts from pre-publication of Knowledge for Healthcare LKS national strategy 2014 Draft v1.5 13/12/14 Incorporating changes suggested by users, education lead at RBCH and following final publication of national LKS development framework Final and approved v1.6 13/01/15 Final approved version V1.7 annual update 27/9/15 Updated pages and to reflect service changes in 2015