NHS Wales Library Service Partnership Conference 2019

October 9, 2019 Comments Off on NHS Wales Library Service Partnership Conference 2019

My name is Leanne and I have a bad case of Imposter Syndrome.

Way back when (October 2017) I was having a brilliant time learning about “Demonstrating Impact in 5 Easy Steps” at one of the workshops run by Tracey and Victoria. I was already part of the MAP Community of Practice but I wanted to know more about impact.

Fast forward to January 2019 and due to Victoria having other commitments, Tracey asked if any other MAPpers would be interested in co-delivering the Impact workshop at the NHS Wales Library Service Partnership Conference. I was in the middle of a very supportive and fabulous mentoring contract and my mentor was making me believe  I could do anything…….  So I said “ yes of course, that sounds an amazing opportunity” . I couldn’t even blame the heat as it was winter. Jason, a fellow MAPper for whom this was also their first impact workshop to facilitate at, also got on board.

At our annual MAP face to face meeting, the NHS Wales Library Service Partnership Conference was one of the items on our agenda and we discussed how to edit the session to fit into our session slot. Tracey and Victoria have delivered the workshop in various formats over the years so together we were able to have an outline for the presentation by the end of the meeting. Sadly, one of the best changes ended up being left out as we couldn’t fit in any references to The Smiths based around the workshop ethos of “What difference does it make” However, I hope that reading it now gives you the earworm to move forward with your impact thoughts. As an aside, this also led to us having an 80’s music interlude.

Tracey, Jason and I pulled the session together over various conference calls and allocated sections of the presentation to each of us,. By this time, I was feeling a bit apprehensive as I really didn’t want to let any of the MAP team down nor ruin Tracey and Victoria’s, fabulous work and reputations. What had I done? What was I thinking to volunteer for this???

Tracey and I met up the night before the conference and had a run though and I started to look forward to the workshop and feel more positive about presenting. That I could do it and that it would be ok. I’d like to thank Tracey and Jason for making it the whole experience so fabulous.

On arriving at the conference Meg (conference organiser) had a “thank you” card and chocolates for us and we were made very welcome. Our session was in the afternoon so we had the morning to enjoy sessions from Tina Donnelly, RCN Wales Director and David Stewart, CILIP President.

And then, after a lovely dinner it was time to deliver “How to demonstrate impact in 5 easy steps”.  Tracey opened the session and off we went.  It was such a fantastic experience and I really, really enjoyed it. Everyone was super engaged and the room was buzzing with enthusiasm. The appetite for impact was demonstrated (see what I did there?) in the feedback that Meg circulated afterwards, it looked like everyone else enjoyed it as much as we did. Thank you.

So yes…. Revalidation this year has certainly become a lot easier thanks to this experience and the learning and reflection that went with it..

I’d also like to add that being a MAPper has certainly helped my networking and opened up lots of opportunities for me so please do get in touch if you’d like to join the Merry band of MAPpers!

 

Advancing our health: prevention in the 2020s – consultation document

October 4, 2019 Comments Off on Advancing our health: prevention in the 2020s – consultation document

What does this mean for libraries?

  • Libraries already support access to the evidence base, and this will be of vital importance if prevention is to be underpinned by research findings and best practice.
  • Library and Knowledge Services (LKS) could also offer support for researchers to get findings published, and this could be around selecting suitable journals to publish in, help with writing, or subscriptions to open access journals to allow publication without article processing charges.
  • Ideally, local public health teams would have full access to local NHS LKS to compliment those services provided by Public Health England. Currently only 60% of local authority public health teams have arrangements in place with their local NHS LKS.

Source: Department of Health and Social Care

 Link to main document

Date of publication: July 2019

Summary of driver: This consultation looks ahead to the 2020s and outlines a range of possible measures to promote health. Some of these involve technologies such as genomics and wearable devices for health tracking, but it also involves more traditional measures such as extending the fluoridation of water, improving access to smoking cessation services, and clearer nutritional labelling of food. It also considers threats such as antimicrobial resistant and decreased immunisation rates.

It refers back to the Long Term Plan and its emphasis on prevention. One of the initiatives mentioned in the Long Term Plan was social prescribing, and this consultation recommends that there are 1,000 link workers recruited by 2021 to allow 900,000 people to benefit from social prescribing by 2024.

The consultation does note that all this change in prevention needs to be underpinned by high-quality research, and the aim is to make the UK the world leader in public health and prevention research.

Protected: Meeting Agenda 25th October 10-11am

October 2, 2019 Comments Off on Protected: Meeting Agenda 25th October 10-11am

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Library Strategies and Reports

October 2, 2019 Comments Off on Library Strategies and Reports

 

Over the years, a number of library staff asked for examples of library strategy documents, annual reports and action plans to be brought together and shared on the toolkit.

We are happy to add links to any examples from any library and knowledge teams with an interest in health. If you would like a copy of one of your documents to be shared on this page, please email tracey.pratchett@lthtr.nhs.uk

 

National Strategies

Knowledge for Healthcare: Development Framework for NHS library and knowledge services in England 2015-2020

Libraries Connected Universal Offer for Health

 

Library Strategy Documents

Christie Library strategy 2017-2022

Hampshire Strategy 2017-2020

Brighton & Sussex LKS Strategy 2014 – 2019

 

Library Strategy on  a page

Worcestershire Health Libraries 2019-2024

North West Boroughs Healthcare NHS Foundation Trust 2019 – 2022

Lancashire Teaching Hospitals NHS Foundation Trust 2018-2021

Basildon Healthcare Library 2016-2020

Illingworth Library Strategy 2016 – 2020

 

Examples of Library Annual Reports

Lancashire Teaching Hospitals NHS Foundation Trust 2018-2019

Hampshire Annual Report 2016-17

Bolton Annual review 16-17

 

Examples of Library Action Plans

Shrewsbury and Telford Shared Library Service Workplan 2016-17

Background paper – The “MAP CoP” (“Making Alignment a Priority Community of Practice”)

August 14, 2019 Comments Off on Background paper – The “MAP CoP” (“Making Alignment a Priority Community of Practice”)

“MAP” is a group of library professionals who created a community of practice (CoP) and a toolkit to enable libraries in the NHS in England to demonstrate the value and impact of library services on their host organizations. The idea there are numerous local and national priorities simultaneously influencing NHS organizations is a key focus for the group; in order to demonstrate impact effectively, they assert that it is vital that library professionals have a clear understanding of the priorities that are driving NHS organizations and their implications for library services.

Established initially in the North West in 2008, the original aim of the group was twofold: to help NHS librarians to understand local, regional, and national NHS priorities and thus enable them to showcase examples of library impact aligned with these priorities. The CoP created an online toolkit to host the resources that it intended to produce: summaries of significant NHS policies and case studies of instances where NHS libraries had aligned their services successfully with NHS priorities. As the landscape of the NHS has changed and become ever more complex over the last few years, including the development of the Knowledge for Healthcare Development framework and the campaign “A Million decisions”, the MAP CoP has evolved and developed to work alongside these national programmes with the same aim.

Integral to any community of practice is the learning taking place. Learning occurs when members share their experiences, discuss problems, and use their expertise to learn from one another. The MAP CoP is no different; members meet regularly to reflect on experiences, share progress, and agree on future directions. Library professionals from the wider health sciences library community interact with the CoP by suggesting new drivers, contributing completed project plans, and case studies which are then made available online via the MAP toolkit. In this way, the MAP CoP captures the tacit knowledge of its members and the wider health sciences library community and repackages it for the benefit of a wider library audience.

The MAP CoP is not driven by an external organizational or policy agenda, but is influenced by the interests and desires of the CoP members. The MAP CoP supports its members, and while members have informal roles according to specializations or areas of interest, there is no defined hierarchy. The group has evolved; membership has broadened to include library professionals from outside the NHS, with a library professional from the public library sector (Andy Wright) joining the membership.

Being fair

August 14, 2019 Comments Off on Being fair

Full title: Being fair Supporting a just and learning culture for staff and patients following incidents in the NHS

What does this mean for libraries? In their roles as knowledge mobilisation specialists and involvement in sharing learning from incidents, LKS staff often have close relationships with staff working in Governance roles. This driver will be of particular interest to those groups who are interested in patient safety and developing a learning organisation.

Source: NHS Resolution

Link to main document https://resolution.nhs.uk/wp-content/uploads/2019/07/NHS-Resolution-Being-Fair-Report-2.pdf

Date of publication: July 2019

Summary of driver: This guidance includes examples of just and learning culture best practice from within the NHS. It outlines an example Just and learning culture charter for organisations to adopt, Mersey Care’s restorative approach to investigations and Barts Health NHS Trusts’ pre-disciplinary checklist. It also reviews the current context, relevant theories, impact on staff, cost of claims, suspension, exclusion and professional registration.

The NHS Patient Safety Strategy: Safer culture, safer systems, safer patients

August 9, 2019 Comments Off on The NHS Patient Safety Strategy: Safer culture, safer systems, safer patients

What does this mean for libraries? 

LKS provide access to resources to support safe and effective care, such as point of care tools, evidence searches and current awareness alerts. We support staff to innovate and make changes to their work, and this can help increase staff engagement which is shown to reduce the number of safety incidents.

LKS also provide a place for staff to undertake e-learning courses, and this can support the roll out of the proposed universal patient safety syllabus and training programme for the whole NHS (p. 37).

LKS can support the mobilisation of knowledge through a variety of means (see the Knowledge for Healthcare Knowledge Management Toolkit for examples) and this can help spread learning through the organisation.

The proposed role of Patient Safety Specialist that is to be created in each organisation is one that could be supported by LKS.

Source: NHS England and NHS Improvement

Link to main document

See also the briefing by the NHS Confederation

Date of publication: July 2019

Summary of driver:

This strategy aims to move the NHS towards safer systems that provide the right care every time and learning from what works, not just what doesn’t. Too often individuals have not felt safe to admit errors and learn from them or act to prevent recurrence so the strategy aims to enable a culture transition from blame to learning.

Patient Safety is to be seen as a‘golden thread’ running through healthcare, and more can be done to share safety insight and empower people – patients and staff – with the skills, confidence and mechanisms to improve safety.

To do this the NHS will build on two foundations: a patient safety culture and a patient safety system. Three strategic aims will support the development of both:

  • improving understanding of safety by drawing intelligence from multiple sources of patient safety information (Insight)
  • equipping patients, staff and partners with the skills and opportunities to improve patient safety throughout the whole system (Involvement)
  • designing and supporting programmes that deliver effective and sustainable change in the most important areas (Improvement).

To improve insight, the NHS will:

  • adopt and promote key safety measurement principles and use culture metrics to better understand how safe care is
  • use new digital technologies to support learning from what does and does not go well, by replacing the National Reporting and Learning System with a new safety learning system
  • introduce the Patient Safety Incident Response Framework to improve the response to and investigation of incidents
  •  implement a new medical examiner system to scrutinise deaths
  • improve the response to new and emerging risks, supported by the new National Patient Safety Alerts Committee
  • share insight from litigation to prevent harm.

To improve involvement, the NHS will:

  • establish principles and expectations for the involvement of patients, families, carers and other lay people in providing safer care
  • create the first system-wide and consistent patient safety syllabus, training and education framework for the NHS
  • establish patient safety specialists to lead safety improvement across the system
  • ensure people are equipped to learn from what goes well as well as to respond appropriately to things going wrong
  • ensure the whole healthcare system is involved in the safety agenda.

To support improvement, the NHS will:

  • deliver the National Patient Safety Improvement Programme, building on the existing focus on preventing avoidable deterioration and adopting and spreading safety interventions
  • deliver the Maternity and Neonatal Safety Improvement Programme to support reduction in stillbirth, neonatal and maternal death and neonatal asphyxial brain injury by 50% by 2025
  • develop the Medicines Safety Improvement Programme to increase the safety of those areas of medication use currently considered highest risk
  • deliver a Mental Health Safety Improvement Programme to tackle priority areas, including restrictive practice and sexual safety
  • work with partners across the NHS to support safety improvement in priority areas such as the safety of older people, the safety of those with learning disabilities and the continuing threat of antimicrobial resistance
  • work to ensure research and innovation support safety improvement

Walking Tours at the Kings Fund

August 2, 2019 Comments Off on Walking Tours at the Kings Fund

In April 2019 I interviewed Lynsey Hawker from the King’s Fund using the Knowledge for Healthcare case study template. Lynsey attended an Impact Training session that I ran with Victoria Treadway at CILIP Headquarters in June 2017. I asked her about how she had used the learning from our training course, and what difference it had made to her work.Screenshot of the Pills, skills and toothaches walking tour on theKings Fund web site

Summary of problem or reason for enquiry

“We introduced free walking tours to members of the public to tell the story of how the King Fund had changed since it was established 120 years ago. We wanted to tell the story of the medical profession, show how the health service has changed and promote the historical collection. The tours start in the library and are circular tours, taking in the medical history of the area, including various royal colleges and other historical places.

We wanted to report the impact of the walking tours to senior stakeholders within the King’s Fund in a way that would have meaning for them. We used what we had learnt from the impact training session to show the difference that the walking tours made to participants”

Brief description of the information found / service provided

“I attended an impact training session in June 2017 at CILIP headquarters which was run by Tracey and Victoria. During the session I learnt about the resources available to help demonstrate impact, telling stories and using Canva.

Following on from the session, I had a think about how we could tell better stories about what we were doing. The walking tour was a bit different to our usual activities and their impact was not really shown in the numbers. We ran 8 walks and had 15 people per walk with 107 attendees in total.

I used Canva to create a poster bringing together the different work that we’d done. Although the total numbers looked quite small, by using Canva I was able to show the meaningful relationships that we had built with people for example a New Zealand holiday maker and a researcher who subsequently used Kings Fund resources. ”

Summary of outcome and impact

“My main takeaways from the impact training where how to use storytelling to make a compelling narrative. The numbers on their own don’t tell you very much, but when you look at who came along … we got more in touch with academics and members of the public who were interested in the Kings Fund.

I had heard of Canva before, but hadn’t used it. After the session I explored it more and found that it was a really easy way to make something that looks really professional. The final document went in our annual report and we have used it on social media to engage people.”

Immediate Impact

“The training helped me to think about how we can show impact. We are now more aware of this when we start something, that we think about how we can show the impact we are having in a more embedded way. We are able to use the resources to showcase our work to stakeholders.

The walking tours are something out of the ordinary, and being able to show the people that we reach is really important.

It has made people within the organisation more aware of library services. It’s really got people talking about the library and we have a new tour in the pipeline for this summer. As well as our normal walks we have also been able to work with other teams across the organisation to deliver walks to support things like team awaydays and provide walks for visitors to the Fund as part of wider events.

Doing something completely different like the walking tours, and then sharing the story in an impactful way has placed the library in the consciousness of more colleagues.”

Probable future Impact

“Having the MAP toolkit and workbook means that you’ve developed an approach that we can use to measure ongoing success. We will monitor the impact of the next round of walking tours in the summer.

We will also use the resources highlighted to run some interviews in the future for Berties Book Group and to assess impact of that.”

You can see the infographic that Lynsey produced in Canva by following this link.

Hot Topic: Effective Networks

August 2, 2019 Comments Off on Hot Topic: Effective Networks

What does this mean for libraries? 

  • Networks enable people to share knowledge, LKS staff are ideally placed to support healthcare networks through the sharing of knowledge.
  • LKS staff often have extensive experience of being involved in and setting up networks, either across library sectors and within organisations and would support healthcare colleagues when establishing new networks.
  • LKS staff bring knowledge of technologies and online platforms which could enhance the effectiveness of healthcare networks.
  • Knowledge management and mobilisation of resources are defined as key functions of networks p.4 and LKS staff are well placed to support these functions as key members of networks.

Source: eWIN, Health Education England

Link to main document http://www.ewin.nhs.uk/tools_and_resources/effective-networks

Date of publication: May 2018

Summary of driver: This Hot Topic reviews the evidence around effective networks in a healthcare environment. It considers how networks (informal) are different to communities of practice (formally structured) and what to think about when establishing one. It also looks at leadership and the role of technology.

Protected: Actions Face to Face Meeting 22nd February 2019

August 2, 2019 Comments Off on Protected: Actions Face to Face Meeting 22nd February 2019

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