Supporting health and well-being at work (University Hospital of South Manchester NHS Foundation Trust)
Title of project : Library Services supporting health and wellbeing at work Project
Team Project Lead: Library Manager (1wte)
Project team: Library Team (2.71wte)
Resources Required : Staff time for e.g. selection, acquisition, and processing of resources, trust meetings, marketing, and promotion. (estimate one day per month) Funding via external and/or internal bidding processes Occupational Health Department – recommendations resources, fitness DVDs etc
Timeframe : April 2011 – March 2012 initially but expect it to be ongoing
Description of product/service:
- Build a collection of books and DVDs to support the wellbeing of hospital staff and students
- Broaden collection e.g. Wii Fitness loan (through trust Health & Wellbeing Group)
- Refurbish a section of the library to be a relaxed environment for people to sit in away
- from their workplace e.g. “comfort zone” or “library breakout” etc.
Alignment to local, regional and national drivers:
- Trust Health & Wellbeing strategy
- Healthy lives, healthy people: our strategy for public health in England – provision of reading for leisure supports the health of staff
- Investors in People – health and well-being is a large component of the IiP gold standard for which this trust is required to provide evidence by March 2012
- London Olympics – the trust is involved in bringing the Olympics to the Wythenshawe community – fitness DVDs and books and the trust “Fit for Life” initiative support this
- Working for a healthier tomorrow – Dame Carol Black’s Review of the health of Britain’s working age population
Intended outcome for customer / organisation / library :
- increase library usage
- improve the health of workers through reading for leisure
- improve the health of workers through loan of health books aimed at non-clinicians create an environment conducive to relaxation away from the work place
- library service to be an essential player within the trust health and wellbeing strategy
Next steps :
- Utilise bid opportunities and investigate trust lottery funding – ongoing
- Continue to engage with the designers regarding refurbishment of the “breakout” room
- Organise additional library space for the collections
- Add to marketing plan
- Train staff on new policies and procedures relating to the collection
- Measure library usage increase, reflect on loan of Wii Fitness and DVDs
Aim is to implemented above by March 2012
Library Strategy (East Lancashire Hospitals NHS Trust)
Title of project : ELHT Library & Information Services Strategy 2011-2014
Project team : Graham Haldane, Library Services Manager; Clare Morton, Deputy Site Library Services Manager; Judy Richardson, Site Library Services Manager
Resources required :
- Staff time – individual & meetings
- User Needs Assessment – feedback from individuals & groups of key stakeholders
- Also need to create a dated, documented plan for the implementation of the strategy, with review date – SMART outcomes, resources required (incl. staff & finances), timescales
- & target dates involved (LQAF 1.2a); monitor & review process (LQAF 1.2b)
- Documentary evidence of consultation with stakeholders (e.g. user needs assessment, minutes of meetings, emails)
- Documentary evidence of formal approval (e.g. Board minutes)
Timeframe : Ideally to be completed before submission of LQAF (<26/8/11) ; Executive Board meets 3/8/11
NB Strategy in development or awaiting formal approval will only achieve Partial compliance with LQAF
Description of product/ service : Formally approved strategy that meets LQAF criteria (1.1b) ; Provides vision & direction for the L/K service for 2-5 years ; Takes into account factors that may impact on delivery of service over timescale of strategy ; Is based on consultation with relevant stakeholders & reflects aims, objectives & needs of the NHS organisation(s) it serves
Includes activities outlined in ‘Review of NHS funded library and knowledge services in England’ [Hill report]:
- Clinical decision making
- Commission decision & policy making
- Life-long learning by all NHS staff
- Research.
Supported by implementation plan (LQAF 1.2a)
Alignment to local, regional & national drivers : Hill Report: www.library.nhs.uk/aboutnlh/review ; Darzi report ; Trust business plan/objectives ; HCLU strategy ; Cumbria & Lancs strategy
London Health Libraries – Guidance for producing a library strategy, implementation plan & annual report. http://www.londonlinks.nhs.uk/resources/files/key-documents/guidance_for_producing_library_strategy.pdf/view
HSG(97)47 – very dated, but specified that NHS library services should be fully multi-professional and meet needs of all staff groups. MAP project plan Library strategy – 8 June 2011 http://www.dh.gov.uk/en/Publicationsandstatistics/Lettersandcircular
s/Hearlthserviceguidelines/DH_4018488
Intended outcome for customer/ organisation/ library : Improved patient care and enhanced staff development, across all staff groups, through further development of library and information services.
Clear strategy for next 2-3 years, aiding internal staff working & prioritisation, raising profile & needs of library service, raising related issues (e.g. training, IT, learning & development, clinical governance, R&D)
Next steps : Produce project plan ; Draft outline of strategy ; Draft – seek feedback; Operational plan ; Marketing plan ; Final document ; Approval by HR Director; Approval by Exec Board ; Monitoring & review process ; Ongoing through 2011-14
Impact assessment : Impact to be seen through e.g. greater uptake of library membership, use of resources (incl. Athens), increase in training activity, increase in interface of library team with clinical, management & other areas. Specifically monitored through user surveys, comments, feedback. Ultimately impact acknowledged through recognition of library service as knowledge hub within organisation.
Academic health science networks
Title: Academic health science networks: request for expressions of interest to create AHSNs
Source: Department of Health
Links to DH policy Increasing research and innovation in health and social care
Publication format: PDF
Date of publication: June 2012
Summary of driver: This document sets out the draft designation and establishment process and seeks expressions of interest to create Academic Health Science Networks. These will provide a systematic delivery mechanism for the local NHS, universities, public health and social care to work with industry to transform the identification, adoption and spread of proven innovations and best practice.
Key features of driver: The AHSN will build on existing collaborations to deliver the following:
- Ensuring and supporting the adoption and spread of the nationally designated innovations (the high impact innovations and the designated “push” technologies); and identifying other innovations that the AHSN decides to prioritise for rapid diffusion;
- Leading local work in the NHS on innovation and its role in supporting the delivery of high quality cost-effective health care, thus enabling partners in the AHSN to help each other to improve and account for their adoption and implementation of innovation and best practice to their partners and peers;
- Supporting knowledge exchange networks to provide for rapid evaluation and early adoption of new innovations under tight surveillance and monitoring;
- Delivering research together, through the NIHR clinical research networks, to time and target;
- Supporting industry research using NIHR model agreements and processes
- Pump priming innovation projects, similar to the Regional Innovation Fund;
- Running Small Business Research Initiative (SBRI) and similar competitions for innovations from industry, especially small and medium enterprises;
- Applying improvement science and the change model1 being developed by the NHS Commissioning Board to raise the standards and quality of NHS services across the network;
- Providing consistent advice on intellectual property management to the local NHS and universities together;
- Identifying and supporting the development, testing and commercialisation of ideas that have the potential to become best practice;
- Work with procurement teams to support systematic adoption and spread across the AHSN partners;
Six core functions and levers (page 10):
- Research participation
- Translating research and learning into practice
- Education and training
- Service improvement
- Information
- Wealth creation
Primary audience: All NHS Trusts; Higher Education; Industry;
Impact on library policy/practice: Providing CPD (literature searching, training, current awareness) for staff in the the sector; Signposting opportunities for research and funding from outside the organisation; Supporting staff with research projects and writing for publication; Libraries in the NHS should contact their local AHSNs to provide support and highlight services available.
“Education must ensure that our future practitioners know how to access evidence, use evidence and contribute to the national research enterprise.” page 12
Case studies / Local service profile examples mapping to this driver: None as of 21.8.12
Date last updated: 5.10.2103
Due for review: Apri 2014
Group member responsible: Updated by TP
Introducing Health Education England
Source: Department of Health
Publication format: PDF
Date of publication: June 2012
Summary of driver: Introducing Health Education England (HEE) Builds on the information provided in Liberating the NHS: Developing the Healthcare Workforce – From design to delivery. It describes HEE’s vision and purpose, values and culture and the proposed organisational and advisory structure.
Key features of driver:
- To develop a world class workforce capable of supporting a world class health service – meeting the needs of patients and communities
- To ensure excellence and continuous improvement in the education and training of the health workforce
- To deliver our objectives through a partnership approach that is underpinned by strong governance and accountability. It is only through a wide partnership – with employers, higher education, professional bodies and Royal Colleges, service commissioners, regulators, Local Authorities and patients – that we can ensure a strategic approach that meets changing needs.
The key functions of HEE are:
- Providing national leadership for planning and developing the workforce
- Authorising and supporting development of Local Education and Training Boards and holding them to account
- Promoting high quality education and training which is responsive to the changing needs of patients and local communities
- Allocating and accounting for NHS education and training resources and the outcomes achieved
- Ensuring security of supply of the professionally qualified clinical workforce
- Supporting development of the whole healthcare workforce, within a multi-professional and UK-wide context.
- Assisting the spread of innovation across the NHS in order to improve quality of care
- Delivering against the national Education Outcomes Framework to ensure the allocation of education and training resources is linked to quantifiable improvements
- Annually publishing and updating a Strategic Education Operating Framework for the whole health-related education and training system in England, setting out national priorities
Primary audience: All NHS Trusts.
Impact on library policy/practice: HEE will be responsible for managing the Multi-Professional Education and Training (MPET) levy via its 13 Local Education and Training Boards (LETBs). This levy provides approximately 50% of the funding received by NHS library and knowledge services. Chris Welsh – Director of Education and Quality – is expected to lead on library and knowledge services for HEE.
Case studies / Local service profile examples mapping to this driver: None as of 21.8.12
Date last updated: 01.2.13
Due for review: 01.2.14
Group member responsible: linda.ferguson@nhs.net
Health policy under the coalition government: A mid-term assessment
Source: King’s Fund
Publication format: PDF
Date of publication: November 2012
Summary of driver: This review was writtend half way through the 2010-14 parliament and considers how the NHS is performing under the new coalition government. It examines the policies introduced by the coalition government, assesses how far these will address current and emerging performance issues, and identifies further action needed. The report focuses its findings on eight key aspects of health care: access, patient safety, promoting health, managing long-term conditions, clinical effectiveness, patient experience, equity, and efficiency.
Key findings of this report:
- The performance of the NHS is generally holding up despite financial pressures and disruption from reforms, but cracks are emerging with longer A & E waiting times and the exposure of financial difficulties.
- There have been improvements in transactional aspects of care (access and waiting times) but concerns remain about relational aspects of care (emotional support, dignity and empathy), particularly in acute hospitals.
- Levels of public satisfaction with the NHS have fallen, although the reasons for this are not clear.
- Smoking rates continue to fall and obesity among children is stabilising, but excess alcohol consumption continues to rise, as does adult obesity.
- Mortality from cancer and cardiovascular disease has fallen but the United Kingdom still has higher levels of avoidable mortality than other countries, and health inequalities persist.
Policy implications:
- The reforms are underpinned by the government’s approach to driving NHS performance – moving away from targets and performance management towards a focus on outcomes, transparency of data, greater control for local clinicians, and increased choice and competition. How these are applied in practice will determine the future performance of the NHS.
- There are several threats to NHS performance, including the continuation of a tight financial situation for the NHS, further cuts in local government budgets, new organisations taking time to get established, and the potential failure to maintain financial control.
- To rise to the financial challenges facing the NHS and local government, we need to see innovation in models of care at an unprecedented scale and pace.
Impact on library policy/practice: This report provides a useful overview to library staff about the wide ranging impact of recent proposals on the whole of the NHS.
Case studies / Local service profile examples mapping to this driver: None currently
Date last updated: 4.10.2013
Due for review: April 2014
Group member responsible: TP
NHS White Paper “Equity and Excellence: Liberating the NHS”
Title of driver: “Equity and excellence: liberating the NHS” White Paper
Source: Department of Health
The Department of Health Business Plan 2013-2015 (July 2013) outlines the structural reform priorities of the coalition government:
1. Create a patient-led NHS
2. Promote better healthcare outcomes
3. Revolutionise NHS accountability
4. Promote public health
5. Reform social care
Publication format: PDF
Date of publication: 12th July 2010
Summary of driver:
The NHS White Paper sets out the Government’s long-term vision for the future of the NHS. The vision builds on the core values and principles of the NHS – a comprehensive service, available to all, free at the point of use, based on need, not ability to pay. It sets out how we will: put patients at the heart of everything the NHS does; focus on continuously improving those things that really matter to patients – the outcome of their healthcare; and empower and liberate clinicians to innovate, with the freedom to focus on improving healthcare services.
Key features extracted from the Executive Summary:
- Putting patients and public first: We will put patients at the heart of the NHS, through an information revolution and greater choice and control
- Improving healthcare outcomes: To achieve our ambition for world-class healthcare outcomes, the service must be focused on outcomes and the quality standards that deliver them. The Government’s objectives are to reduce mortality and morbidity, increase safety, and improve patient experience and outcomes for all.
- Autonomy, accountability and democratic legitimacy: The Government’s reforms will empower professionals and providers, giving them more autonomy and, in return, making them more accountable for the results they achieve, accountable to patients through choice and accountable to the public at local level (GP Commissioning)
- Cutting bureaucracy and improving efficiency: The NHS will need to achieve unprecedented efficiency gains, with savings reinvested in front-line services, to meet the current financial challenge and the future costs of demographic and technological change . (Removal of PCTs and SHAs)
Primary audience: Everyone working in the NHS
Impact on library policy/practice: The White Paper provides a challenge to Libraries and librarians, as the changes in structure (e.g. removal of PCT/SHA and introduction of new stakeholder groups CCGs/CSUs) have a continuing impact on the way services are delivered.
Some ideas about how the driver could be linked to library services are summarised below:
- Focus on ‘information’ and ‘evidence’ Link here for discussion Lansley leads information revolution
- The White Paper mentions ‘evidence’ on the following pages 4, 8, 11, 13, 14, 16, 18, 21, 22, 23, 30, 31, 49 and 55.
- “Information, combined with the right support, is the key to better care, better outcomes and reduced costs.” Equity and Excellence: Liberating the NHS. Department of Health, July 2010. 2.5 p.13.
- The white paper highlights the need for patient care quality standards to be based on the ‘best available evidence’ (p.23).
Case studies / Local service profile examples mapping to this driver: None @ 4.10.2013
Date last updated: 4.10.2013
Due for review: April 2014
Group member responsible: TP
Public Health White Paper
Title of driver: Healthy lives, healthy people: our strategy for public health in England
Source: Department of Health
Publication format: Pdf
Date of publication: 30th Nov 2010
Summary of driver: This White Paper sets out the Government’s long-term vision for the future of public health in England. The aim is to create a ‘wellness’ service (Public Health England) and to strengthen both national and local leadership. Consultation closed on 27th July 2011.
Key features of driver: The following proposals are the key headings of this public health strategy:
- Seizing opportunities for better health
- A radical new approach
- Health & well-being through life
- A new public helath system with strong local and national leadership
The Strategy also outlines how they will make this happen.
Primary audience: Public Health Staff, key players in other partner department and organisations i.e. Local Authority.
Impact on library policy/practice: Some libraries are embedded within Public Health, a good example is Bolton Health Matters Informationist. There is no direct mention of library and information services in the white paper. ‘Knowledge’ and ‘evidence’ are referred to on the following pages:
Knowledge:
4.78
4.83
Evidence:
p 6, para 9, 10
p 8 12f
p23 – summary, 1st para
p 27 2.15 and 2.16
p 28 2.23 and 2.24
p32 3.6
p35 3.21
p49 3.65
p 51 – summary, last para
p 52 4.3
p 53 4.5
p 56 4.20
p 65 4.64
p67 4.76
p68-69 4.78 – 4.83 whole section
p 69 4.85
p 70-71 4.88
p 71 4.89
p 83 para 4
Case studies / Local service profile examples mapping to this driver: None as of 4/10/2013
Date last updated: 4/10/2013
Due for review: April 2014
Group member responsible: Not allocated (content added by Michael Cook)