Francis Costello Library Strategy 2017 2020
Executive Summary This strategy seeks to provide the Francis Costello Library (FCL) with the vision and direction required for the next three years (2017-2020), enabling FCL to support all staff, students and patients at Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust (RJAH) to access best evidence and knowledge; supporting education, clinical and management decisionmaking and contributing to the delivery of world class patient care. Our strategy reflects the focus of the organisational strategy of RJAH, with the overarching themes of: Caring for Patients Caring for Staff Caring for Finances We also reflect the national context in which we work, in particular Health Education England s (HEE) Knowledge for healthcare: a developmental framework (Kf). The Framework articulates a vision through which the expertise of healthcare library staff underpin improvements in patient care and safety, experience and outcomes through informed decision-making. Healthcare library and knowledge services are a powerhouse for education, lifelong learning, research and evidence-based practice. Our ambition is to extend this role so that healthcare knowledge services become business-critical instruments of informed decision making and innovation. Professor Ian Cumming, Chief Executive, Health Education England The main principle behind our objectives is to make it as easy as possible for all RJAH staff and students to draw on relevant evidence and knowledge within their day-to-day practice. We also have an increased emphasis on supporting the provision of information to patients and carers. Ultimately we will continue to deliver a high quality, evidence based library service providing access to the best available knowledge and evidence enabling the delivery of outstanding patient care. Aspiring to deliver world class patient care Page 2
Introduction Healthcare library and knowledge services underpin all aspects of the NHS supplying the evidence base for decision-making for treatment options, patient care and safety, commissioning and policy, and to support lifelong learning, undertake research and drive innovation. The Francis Costello Library (FCL) is a multi-disciplinary health library located within the Institute of Orthopaedics building, and is the library service of the Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust (RJAH). The Trust s vision is to be the leading centre for high quality sustainable orthopaedic and related care achieving excellence in both experience and outcomes for our patients. Our aim is to deliver world class patient care. Francis Costello Library Service works with teams across the Trust to deliver these objectives and forms an integral part of RJAH. Our strategy articulates our vision for the library service going forward, and supports the strategic aims of the Trust. Consultation on our strategy has taken place with a wide range of stakeholders; it will be implemented through annual implementation plans. Knowledge for Healthcare: a development framework for NHS library and knowledge services in England 2015-2020 outlines the purpose of healthcare library and knowledge services as: To provide knowledge and evidence to enable excellent healthcare and health improvement. Using the expertise of their staff to ensure that NHS bodies, staff, learners, patients and the public have the right knowledge and evidence, when and where they need it. Our library service strategy is not an abstract or marginal issue, but is a strategy right at the heart of delivering great care, in great teams as part of a great organisation. Context The national context in which NHS libraries in England currently work is underpinned by Knowledge for Healthcare: a development framework for NHS library and knowledge services in England 2015-2020 ; a vision for Library and Knowledge Services (LKS) published by Health Education England (HEE) in December 2014. This framework is a key driver for NHS library services; the vision of the framework describes library services which provide: Right knowledge and evidence used at the right time in the right place Proactive customer focussed knowledge services Staff, learners and patients who benefit from quick and easy access to relevant information at the point of need. The framework directs Library and Knowledge Services to pursue initiatives such as providing quality information tailored to specific users and for services to be digital by default. It indicates that the outreach model of service should be expanded and the skills of the LKS workforce should be developed, having a greater role as knowledge brokers, sharing their expertise in all aspects of the knowledge cycle to support NHS staff to find and evaluate the information they need. It outlines a Aspiring to deliver world class patient care Page 3
commitment to partnership working to produce knowledge solutions that can be embedded into practice to ensure that staff adopt best evidence, doing the right things right, first time. The Five Year Forward View expects that the NHS will take steps to ensure that we build the capacity of all citizens to access information, and train our staff so that they are able to support those who are unable or unwilling to use new technologies (NHS England, 2014). Library services are in an excellent position to ensure that healthcare staff have the right skills to enable patients to have access to information, whether by ensuring information is available for patients; or working directly with NHS staff to help interpret information for the benefit of our patients. Regionally FCL works collaboratively across the county and West Midlands region, and will continue to explore collaborative purchasing arrangements to ensure best value for our service. We have a formal, written agreement with Staffordshire University to provide library services for Staffordshire University undergraduate and post-graduate students working or on placement at the Trust. We currently support students on placement from Keele and Birmingham Universities, and are working to expand these links. Challenges Increasingly, potential users of our service work not only within the hospital, but are delivering services in the community in geographically dispersed locations. Although our service is valued by many, for others, increasing workload pressures make it difficult if not impossible to visit a physical library. Despite regular service promotion, it is likely that many are unaware of how we can support their work, and the resources available to them. There is often a perception that the library is only for those who are studying or undertaking a course. Many non-clinical staff feel that the library has no relevance for them, and that our service is only for clinical colleagues. Financial constraints mean that in common with other departments and services, library services must do more with less, despite above-inflation increase in the cost of resources, particularly electronic resources. Frequently staff struggle with finding local practice information, and other work-related knowledge quickly and easily, and are unaware that library staff can source documents that are not readily available. Staff often rely on general internet searches and colleagues for specialised information, and are unaware of healthcare library services and the benefits for patient care *Knowledge for Healthcare: a development framework, Aspiring to deliver world class patient care Page 4
Our Goals Considerable work is being undertaken at RJAH to enhance the Trust s services and to improve patient care and experience. A culture change programme is ongoing throughout the organisation, a major piece of transformation work to spark different behaviours that deliver results both during the transformation and sustain them beyond it. The vision for the organisation identifies three main areas of focus: Operational Excellence developing a culture of continuous improvement. Local Musculoskeletal Services establishing RJAH as a central part of our local health system. Specialist work a national voice in our area of expertise, working in partnership with our specialist neighbours. Running across all three areas is the fourth area of focus: Culture and Leadership a patient-led clinically-focussed organisation. Overarching all of these areas are the three key strategic themes of the Trust Caring for patients Caring for Staff Caring for Finances Our vision is aligned with that of RJAH to be a leading organisation for orthopaedic and related care, and to deliver world class patient care. To be the leading library service for orthopaedic information and to provide the evidence behind outstanding patient care By closely aligning our goals to those of RJAH we will ensure our contribution to the key strategic themes of the organisation and to the delivery of outstanding patient care. Over the next three years we will: Develop partnerships Develop our outreach model Work with teams to mobilise knowledge and break down silos Aspiring to deliver world class patient care Page 5
Our Vision To deliver a service with a culture of continuous improvement, adding value to the organisation and scoring highly both in our performance and our expertise. Our team will continue to be engaged and motivated, on board with the aims of the organisation and our service. To be part of the decision making process within the organisation, providing a business critical role providing the best available evidence for informed decision making for all staff across the Trust. Understand the focus of individual teams and use our expertise to connect people better and more often. Work on our outreach model, acknowledging that teams have time limitations which mean that our service needs to go to them, providing information at the point of need. Well informed patients and carers are an important factor in improving compliance with treatment and patient outcomes. We will work in partnership with clinical staff to enrich the information offered to patients and carers. Libraries have a long history of successful collaboration in sharing resources and expertise. We will build on this and work to develop our internal and external networks. Aspiring to deliver world class patient care Page 6
Our Objectives Develop partnerships Work in partnership with clinical staff to enrich the information offered to patients and carers. Establish stronger working links and explore partnership working with the research department in RJAH. Expand partnership working with public and academic libraries. Take part in national and regional initiatives to streamline systems and processes and reduce duplication. Develop existing partnerships and collaborative arrangements with library colleagues across the West Midlands region. Develop our outreach model Develop relationships with departmental managers; embed our service into departmental work. Develop a system for notifying staff of best resources for them and automatically send them key information for their role and areas of interest. Work towards librarians regularly attending meetings and clinics in order to provide a rapid response when required. Work with nursing teams to support the STAR process, ensuring their evidence requirements are available at the point of need, and freeing up clinical time. As the service develops we will review staffing levels and skills and if required develop existing staff to meet the growing need and changing roles. Work with teams to mobilise knowledge and break down silos Provide the evidence base, discussion and challenge to the suggested new models of working e.g. Local MSK services. Participate in the local health economy STP development, particularly the development of MSK services Work to establish literature searches and evidence reviews as a key component of service development across the Trust. Embed our service within the learning processes in the organisation providing the evidence base and improve learning from incidents. Mobile working with smart phones and tablets is increasing and many knowledge resources are available at the point of care. We will maximise the use of technologies by delivering mobile services that are digital by default. Aspiring to deliver world class patient care Page 7
Evaluation/Implementation Measure Progress and performance against this Strategy will be evaluated and measured in the Library Annual Review. This will be measured using a variety of methods, including impact questionnaires and regular meetings with divisional managers and teams. This will Allow us to assess the impact of our services in supporting the evidence needs of the Trust Our business plan will implement the strategy, using measures against our objectives to gauge our progress. Facilitate monitoring and review of strategic objectives We will be measured annually against the National Library Quality Assurance Framework (LQAF) standards. Enable us to identify any gaps in service management and provision, enabling us to build any requirements into future business and service planning Monthly staff meetings will review our business plan, and measure our performance against our stated objectives. Allow regular review of our business plan and ensure team involvement. User feedback will be sought using impact questionnaires on services including training and literature searching. We will seek to further demonstrate our positive impact on the work of RJAH by increasing our impact survey response rate. Enable evaluation of user satisfaction with services and analysis of user needs. We will publish our performance against our quality standards every month. We will regularly review our quality standards and ensure they are meeting the needs of RJAH. Enable us to evaluate our service delivery, and ensure we provide a consistent service to our users, and add value to the organisation with a reliable and prompt response enabling timely decision making. Aspiring to deliver world class patient care Page 8
What will success look like? Delivering the Trust s key strategic themes is at the heart of what Francis Costello Library does, we will achieve this by strengthening relationships throughout the organisation, developing new partnerships and mobilising knowledge and contributing to the breaking down of silos. Access to all services is as easy and convenient as possible Services will be highly visible, pushing quality assured information, tailored to specific user needs Services will be embedded in the learning processes of the Trust Synthesised evidence services will be the norm Information skills training programmes and support will be continuously developed Services will be digital by default and delivery to mobile devices will be standard practice It will be standard practice for services to be embedded in clinical teams and departments There will be a greater emphasis on partnership working Evidence based information will be accessible to patients pre and postsurgery. Information leaflets will be evidence-based and reflect current best practice. Connecting people to people, helping colleagues share ideas and learning will be a core part of our service. Aspiring to deliver world class patient care Page 9
Bibliography Five Year Forward View NHS England (2014) [online] Available from: https://www.england.nhs.uk/wp-content/uploads/2014/10/5yfv-web.pdf (accessed 18 th July 2017) Is Knowledge Power? Using information and support to empower patients. Patient Information Forum (2015) [online] Available from: https://www.pifonline.org.uk/wpcontent/uploads/2015/03/is-knowledge-power.-using-information-and-support-to-empowerpatients..pdf Knowledge for Healthcare: a development framework for NHS library and knowledge services in England 2015 2020 Health Education England (2014) [online] Available from: https://hee.nhs.uk/sites/default/files/documents/knowledge%20for%20healthcare%20- %20a%20development%20framework.pdf (accessed 18 th July 2017) Leading Change Adding Value: a framework for nursing, midwifery and care staff. NHS England (2016) [online] Available from: https://www.england.nhs.uk/wp-content/uploads/2016/05/nursingframework.pdf (accessed 18th July 2017) Making the case for Information Patient Information Forum (2013) [online] Available from: https://www.pifonline.org.uk/wp-content/uploads/2013/05/pif-full-report-final-new.pdf NHS Library Quality Assurance Framework (LQAF) England. Version 2.3a Health Education England Library and Knowledge Services Leads (2016) [online] Available from: http://www.libraryservices.nhs.uk/document_uploads/lqaf/lqaf_version_2.3a_april_2016.pdf (accessed 18 th July 2017) Aspiring to deliver world class patient care Page 10
Francis Costello Library Strategy Overview on a Page 2017 2020 Our Vision To be the leading library service for MSK and orthopaedic information and to provide the evidence behind world class patient care Our Goals To deliver a service with a culture of continuous improvement Enable the mobilisation & diffusion of knowledge and best practice across RJAH & To ensure information is available for patients and carers that is evidence-based and reflects current To ensure that best evidence is embedded into decision-making processes the wider health community best practice Our Priorities To ensure that staff have the specialist evidence they need to provide world class patient care To have a positive impact on patient outcomes by providing services which support clinical and management decisionmaking To actively contribute towards a culture of excellence and work towards the dismantling of silo working To develop a system which sends key information to staff tailored to their role and interests To work in partnership with clinical staff to enrich the information offered to patients We will achieve this by... Aligning our services to the core business functions of RJAH by building relationships and working in partnership to provide the best evidence for clinical and management decision-making, business improvements and policy making Providing a digital by default service which ensures easy 24/7 access to specialist orthopaedic, clinical and management resources Ensuring library service input into teams and divisions across RJAH Delivering our services and support in the most convenient location to staff Tailoring the delivery of our services to the unique needs of individuals or teams. Developing partnerships with public libraries ensuring availability of resources and information for the wider health community Embedding services into the learning processes of the Trust providing the evidence base and learning from incidents. Caring for patients Caring for staff Caring for finances