Protected: Meeting 14th July 2014

July 14, 2014 Comments Off on Protected: Meeting 14th July 2014

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Knowledge strategy: Harnessing the power of information to improve the public’s health

July 1, 2014 Comments Off on Knowledge strategy: Harnessing the power of information to improve the public’s health

Title of driver: Knowledge Strategy: Harnessing the power of information to improve the public’s health

Source: Public Health England

Link to main document: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/248820/PHE_Knowledge_strategy_October_2013.pdf

Publication format: PDF. Other formats available on request; email james.freed@phe.gov.uk

Date of publication: October 2013

Summary of driver:

The document is a response from whole public health system under PHE, to the Department of Health information strategy, The Power of Information: Putting all of us in control of the health and care information we need.
The PHE strategy outlines the strategic approach that the public health system will take around information and knowledge, in order to improve and protect public health and reduce inequalities. It is an illustration of how PHE will meet the knowledge and information requirements of public health practitioners across the public health system via a framework to support change across the public health system resulting in PHE becoming ‘an information-led knowledge-driven organisation’.

Key features of driver: Eight priorities for public health knowledge were identified by PHE which in turn led to the creation of 12 commitments which will be used to support business planning cycles over the next five years. Those eight priorities are:
Understand and meet the needs of users, particularly local government and local NHS
Assess priorities for the support, conduct and translation of public health research
Work with others to build and manage linked datasets that are safe and available for use
Bridge the current gap in translation of knowledge into action
Build and develop health intelligence networks
Extend the use of surveillance to inform health responses
Connect people to share experience
Develop a web portal to report and provide access and evidence
Each of the eight priorities has an example of the priority in practice and the metrics used to evaluate it.
This document is to be used by PHE as a tool to inform of immediate needs and to close the gaps where the way forward is less clear.

The 12 commitments
Support openness and innovation
Provide the tools to let public health professionals do their jobs
Understand and meet public health requirements for knowledge
Develop a strategy for research
Make data more useful and more accessible
Work with others efficiently
Work with knowledge and data safely and securely
Ensure everything we do has a positive impact and provides value for money
Develop cross-system networks to share intelligence and expertise
PHE to deliver the national health surveillance strategy for England
Share and learn from experience
Development of a digital strategy

Primary audience: Public health workers/local authorities/other stakeholders

Impact on library policy/practice: With the push towards evidence based practice this highlights the possibility of targeting the public health workforce with detailed current awareness bulletins if not doing so already. Some public health organisations might not have specialised library information professionals available to them-so there is an opportunity here for other NHS LKS staff to close the gap. There is the possibility of collating more general public health current awareness information for other health organisations-to alert them to changes/drivers in public health. Priority 4- Bridge the current gap in the transition of knowledge into action- is more or less what we do every day as PHE move to develop a
‘minimum standard’ of knowledge services and the skills required to deliver them.
The knowledge services required include evidence synthesis, mediated literature searching and filtering, information skills training and training in knowledge management tools. Involvement in journals clubs is listed in priority 7 (connecting people to share experience).

Date last updated: June 2014 (Consultation responses published)

Due for review:

Group member responsible: LK

Transforming Primary Care: Safe, Proactive, Personalised Care for Those Who Need it Most

June 20, 2014 Comments Off on Transforming Primary Care: Safe, Proactive, Personalised Care for Those Who Need it Most

Title of driver: Transforming Primary Care: Safe, Proactive, Personalised Care for Those Who Need it Most

Source: Department of Health and NHS England

Link to main document 

Publication format: PDF

Date of publication: April 2014

Summary of driver: 

‘Transforming Primary Care’ sets out plans to improve primary care services for older people and those with long-term conditions, providing personalised and pro-active care.

All people aged 75 and over will have a named GP, and services will be coordinated around the patient by improved communication with different teams e.g. A&E, care homes, mental health etc.

From September 2014, the Proactive Care Programme plans to offer 800,000 people with the most complex needs a personalised programme of care and support by their GP. Patients will also be supported to take control of their own care through technology. The Better Care Fund will support the integration of health and care services.

By 2020 an additional 10,000 primary and community health and care professionals will be in place to support the shift in care, and some of this be through return to practice programmes.

There will be better recognition of the role of carers, and the Care Bill will make it mandatory for local authorities to assess their needs for support.

There will be a revised training programme for GPs, to include an emphasis on working in teams, and care of older people. Post-graduate training for nurses working will older people will be developed, and Care Certificates will be introduced for health care assistants and social care support workers.

Key features of driver:

  • More focus on out-of-hospital care
  • Better integration of primary and community health services, acute care, mental health and social care
  • Increased training and education to support the needs of the elderly and those with complex health needs

Primary audience: Commissioners, primary and community practitioners, Health Education England

Impact on library policy/practice: 

As staff move across traditional boundaries, there needs to be recognition of the need to fund libraries to support staff working in or across all the relevant organisations, including social care.

There could be impacts on funding from the acute sector if there is a major shift to primary and community care.

There may be opportunities to market ourselves as being able to support primary and community staff undergoing training to support older people and those with complex needs, and also to support healthcare assistants and support workers undertaking the Care Certificate.

If we are to increase the level of service we provide to staff working off-site, we may need to look at how these services are delivered, such as using the changes in copyright law to make requesting articles easier. We also to consider whether technology can help us deliver services remotely, for example using screen sharing software to provide assistance accessing online resources, or increasing the availability of ebooks that can be downloaded to mobile devices.

Date last updated: June 2014

Due for review: June 2015

Group member responsible: JC

The Mid Staffordshire NHS Foundation Trust Public Inquiry

June 9, 2014 Comments Off on The Mid Staffordshire NHS Foundation Trust Public Inquiry

Title of driver: The Mid Staffordshire NHS Foundation Trust Public Inquiry

Source: Chaired by Robert Francis QC

Link to main document

Publication format: Web page with links to each volume

Date of publication: February 2013

Summary of driver:
The Mid Staffordshire NHS Foundation Trust Public Inquiry was launched in 2010 and was a full public inquiry into the role of the commissioning, supervisory and regulatory bodies in the monitoring of Mid Staffordshire Foundation NHS Trust. It builds on the Independent Inquiry into care provided by Mid Staffordshire NHS Foundation Trust January 2005 to March 2009, and provided a detailed analysis of what contributed to serious failures in care.

It concluded that what happened was the result of a system failure, as well as a failure of the organisation and called for a fundamental change in culture across the NHS.

In February 2014, NHS England published a progress report called ‘The Francis Report: One Year On‘ detailing some of the changes that have taken place as a results of the public enquiry.

  • Launching the Friends and Family Test
  • Rolling out a the Compassion in Practice strategy
  • Review of the quality of care and treatment provided by 14 hospital trusts that are persistent outliers on mortality indicators
  • Network of Patient Safety Collaboratives
  • Every Trust in England has been directed to publish actual versus expected nurse, midwifery and care staffing levels and to clearly explain how they have decided on their staffing numbers in each ward and clinical area.
  • New National Patient Safety Alerting System (NPSAS)
  • Quality Surveillance Groups have been put in place
  • Begun publication of outcome data from consultants in 12 surgical specialties
  • Plans for a new national safety website

Key features of driver:

  • The report contains 290 separate recommendations.
  • The Government published a response in November 2013, covering each these, though not all of which were accepted in full
  • The Government response addresses 5 thematic areas (‘Compassion and care’, ‘Leadership’, ‘Values and standards’, ‘Information’ and ‘Openness and transparency’)

Primary audience: Policy-makers, managers and leaders, education providers, CCGs, NHS Trusts and professional bodies.

Impact on library policy/practice:

Among the recommendations accepted by the Government are several that could have a direct impact on libraries, including:

  • Recommendation 187 is that aspiring nurses have one year’s practical experience as a health care assistant before entering an undergraduate nurse education course and this could have implications for the numbers of health care assistants needing to access library services
  • Recommendation 194 suggests that in time nurses will be required to undergo revalidation
  • Recommendation 197 that nurses have access to leadership training and this could be a driver to support the development of leadership resources in libraries

Date last updated: June 2014

Due for review: June 2015

Group member responsible: JC

Protected: Meeting 4th June 2014 (Teleconference)

June 4, 2014 Comments Off on Protected: Meeting 4th June 2014 (Teleconference)

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Morecambe Bay Investigation

April 11, 2014 Comments Off on Morecambe Bay Investigation

Title of driver: Morecambe Bay Investigation

Source: Department of Health

Link to main document: https://www.gov.uk/government/organisations/morecambe-bay-investigation

Publication format: Web page

Date of publication: 12 September 2013

Summary of driver: Between January 2004 and June 2013 there were a series of deaths of mothers and newborn babies in the maternity and neonatal services unit at Furness General Hospital. The Morecambe Bay Investigation looks independently at the maternity and neonatal services in Morecambe Bay NHS Foundation Trust.

Key features of driver:
– The investigation will focus on the actions, systems and processes of the Morecambe Bay NHS Foundation Trust.
– The investigation will also consider the actions of regulators and commissioners where those actions affected the safety of maternity and neonatal services provided by the Trust.
– A report to the Secretary of State for Health will be published by summer 2014.

***Amendment anounced March 2014 – the publication of the report has been extended tothe autumn of 2014

Primary audience: As with any investigation, the lessons from this investigation will be of interest to all healthcare providers.

Impact on library policy/practice: Library staff are collating and managing the information flows with the investigation team

Date last updated: 11.4.2014

Due for review: Autumn 2014

Group member responsible: TP

Cavendish Review

March 24, 2014 Comments Off on Cavendish Review

Title of driver: The Cavendish review: an independent review into healthcare assistants and support workers in the NHS and social care settings

Source: Department of Health

Link to main document

Publication format: PDF

Date of publication: July 2013

Summary of driver:

This independent review makes a number of recommendations on how the training and support of both healthcare assistants who work in hospitals, and social care support workers who are employed in care homes and people’s own homes, can be improved to ensure they provide care to the highest standard.

The review proposes that all healthcare assistants and social care support workers should undergo the same basic training, and get a ‘certificate of fundamental care’ before they can care for people unsupervised.

The review was carried out in the wake of the Francis Inquiry into Mid-Staffordshire NHS Trust.

Key features of driver: 

The review makes 18 recommendations for under the headings ‘Recruitment, Training and Education’, ‘Making Caring a Career’, ‘Leadership, Supervision and Support’ and ‘Time To Care’

Primary audience: NHS Trusts and Social Care employers, Health Education England

Impact on library policy/practice:

Libraries may need to look at providing more resources to support HCAs undertaking the proposed certificate of fundamental care. There may also be an increased use of e-learning and libraries may need to look at e-learning facilities, and how learners are supported.

Libraries could provide information skills training aimed specifically at HCAs, such as is being done at Shrewsbury and Telford Hospitals NHS Trust with a good takeup.

Libraries may be involved in induction processes, recruitment fairs and the like.

Date last updated: March 2014

Due for review: March 2015

Group member responsible: JC

Leadership Zone (Shrewsbury and Telford Hospital NHS Trust)

March 7, 2014 Comments Off on Leadership Zone (Shrewsbury and Telford Hospital NHS Trust)

Project Team

Library Services Manager, Shrewsbury and Telford Hospital NHS Trust,  and both Site Librarians in collaboration with the Trust’s Leadership Academy manager.

Resources Required

Funding and space for additional bookstock, technical expertise in developing a website for leadership, staff time in developing collections and promoting them.

Timeframe

April 2012 onwards

“The Story”

In April 2012 we reconfigured some of the shelving in the Shrewsbury Health Library to create an area devoted to leadership and management books that included comfortable seating and chairs to encourage discussion and group working.

Over 170 new print books have been purchased for the collection, many based on reading lists provided by the Trust’s Leadership Academy manager, to support courses being undertaken by staff in the Trust.

More recently, over 200 e-books have been made available on a ‘patron-driven acquisition’ basis so we only buy the titles that are used, and we have begun a corporate subscription to the Health Service Journal.

In addition, we have also developed a Leadership Knowledge Centre to bring together our leadership resources.

Alignment to local, regional and national drivers

The Trust produced a leadership academy strategy (1), and employed a Leadership Development Manager in 2011, making this a high-priority.

The Leadership Development Manager in turn has promoted leadership education, and organised conferences that has increased leadership education uptake, and the need for library services to support the leadership agenda.

Several reports have stressed the link between leadership skills and better patient care, such as the Francis report about the clinical leadership failings at Mid-Staffordshire Hospital.

Partly as a consequence of this, the NHS Leadership Academy is actively promoting leadership learning for NHS staff.

1. Shrewsbury and Telford Hospital NHS Trust (2011). The Leadership Academy.

Impact of this project/service

During the period April – Septemeber 2012, issues from management books increased by 50% over the previous six months (from 747 to 1,118) and remained high with 1,064 issues in the six months to Apr 2013.

We’ve taken part in two of the Trust’s Leadership Conferences where we had a stall with management books and articles, resulting in much higher visibility for the leadership and management collections.

The Leadership Academy Manager has provided us with reading lists, and has also asked us to provide her with lists of books on leadership and coaching, along with QR codes so she can promote the lists to course attendees in the Trust.

Lessons Learned

One of our concerns was the breaking up of the standard classification sequence, and whether this would cause confusion. So far it doesn’t appear to have been a problem, but we made sure we had signposting in place, and the leadership collection books are identified with a coloured label protector.

The soft seating area has proved popular, but not with our target audience! Nursing students tend to be the biggest users of the seating area.

We would probably attract a lot more users likely to use the management collections if we could offer NHS WiFi and they could access their emails or hot-desk in the library, but this is something we have not been able to do so far.

Sustainability / next steps?

We have continued to build the physical and virtual collections of stock from our usual book budget, so it has proved sustainable.

We are gradually moving into e-books, but are offering these via patron-driven acquisition, so we only pay for what is used, but these will all be available via the catalogue so increasing the range of books available without taking up more shelf space (something we are beginning to run out of).

Contact details

Jason Curtis, Site Librarian, Royal Shrewsbury Hospital
jason.curtis@sath.nhs.uk, 01743 492507

Date case study completed:  March 2014

The King’s Fund Map to the NHS

March 6, 2014 Comments Off on The King’s Fund Map to the NHS

An Alternative Guide to the New NHS in England

Source: The King’s Fund

Link to main document https://www.kingsfund.org.uk/projects/nhs-65/alternative-guide-new-nhs-england-2013

Publication format: Animation video.

Date of publication: April 2013

Summary of driver: Overview of the new structure of the NHS – how the new organisations work and fit together.

Key features of driver:

  • The Health and Social Care Act 2012 has resulted in the reorganisation of the NHS and creation of new NHS organisations and authorities.
  • Identifies the new national organisations and regional bodies that exist.
  • Shows the hierarchical relationships between these organisations.
  • Explains the initial ideas behind the reorganisation of the NHS and what these have actually resulted in.

Complimentary document:

NHS England have also released a guide to the new NHS structure explaining the aims of the changes made to the NHS, and what the responsibilities of the various new organisations are Understanding the new NHS – A guide for everyone working and training within the NHS

Primary audience: All NHS Trusts and staff, organisations working with the NHS and the public.

Impact on library policy/practice:

Library services need to understand how the new NHS structure works so:

  • so they know which organisations may fall within their customer base/ could be potential new customers.
  • they can develop service level agreements with the new organisations.
  • they can tailor their service offering towards their potential users’ specific roles and remits.

Libraries may:

  • need to re-procure resources or obtain new licences to accommodate their changing customer base.
  • re-write policies, plans or strategies to align to the objectives and priorities of these organisations.
  • identify gaps in their service provision and build up new services and resources to address them.

Date last updated:  August 2019

Due for review: July 2020

Group member responsible: FG

The Keogh Mortality Review

March 6, 2014 Comments Off on The Keogh Mortality Review

Title: Review into the quality of care and treatment provided by 14 hospital trusts in England: overview report

Source: Professor Sir Bruce Keogh KBE 

Link to main document: http://www.nhs.uk/NHSEngland/bruce-keogh-review/Documents/outcomes/keogh-review-final-report.pdf

Link to additional information: http://www.nhs.uk/NHSEngland/bruce-keogh-review/Pages/published-reports.aspx

Publication format: pdf

Date of publication: 16th July 2013

Summary of driver: On February 6 2013, the Prime Minister announced that he had asked Professor Sir Bruce Keogh, NHS Medical Director for England, to review the quality of care and treatment provided by those NHS trusts and NHS foundation trusts that were persistent outliers on mortality indicators. A total of 14 hospital trusts were investigated as part of this review.

Key features of driver: The review considered the performance of the hospitals across six key areas:

  • mortality
  • patient experience
  • safety
  • workforce
  • clinical and operational effectiveness
  • leadership and governance

Primary audience: Everyone

Impact on library policy/practice: Provide literature as to how healthcare profesionals can reduce harm to patients.

Date last updated: 6th March 2014

Due for review: March 2015

Group member responsible: TO and JR

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