Royal Orthopaedic Hospital NHS Foundation Trust Library Strategy April 2016 – March 2021
Strategic intent:
This Royal Orthopaedic Hospital Library Service strategy is designed to support the Trusts vision to be first choice for orthopaedic care. It has been developed in consultation with Trust staff through a user survey and staff forum. Workstream 7 of the Trusts strategy, Knowledge Leader, aims for the ROH to be at the cutting edge of knowledge, education, research and innovation. This workstream brings together the significant skills and attributes of the organisation around education and training, research and innovation, outcomes and audit. The library service provides a fundamental foundation for these 3 pillars of activity, and needs to continually evolve to enable the achievement of these aims.
All NHS Health Library services fall under the stewardship of Health Education England (HEE). HEE sets out their vision for the provision of library and knowledge services (LKS) nationally through their Knowledge for Healthcare (KfH) framework. The strategic aims of KfH are;
· service transformation,
· quality and impact,
· resources discovery and
· workforce development.
These aims complement the strategic direction of the Trust, therefore this strategy supports the delivery of the trusts ambitions, and satisfies the needs of the KfH framework.
Working practices:
The Royal Orthopaedic Hospital Library falls within the Birmingham and Black Country Patch which collaborates to deliver library services under the Base-library banner. This confers the benefits of both economies of scale and the sharing of a far greater catalogue of resources and services than any one library could deliver alone. The stated purpose of the group is “to provide leadership and strategic direction to deliver efficient, innovative and quality Library and Knowledge services.” The strategy for the Base patch (Appendix 1) is driven by the strategic themes in Knowledge for Healthcare.
The Royal Orthopaedic Hospital library gives all staff free online access 24 hours a day to;
· An extensive journal collection,
· A range of searchable medical databases.
· An online library catalogue which can be used to reserve books or renew existing book loans.
· An online ordering system for journal articles and literature searches.
· Members can also return books to the returned book box 24 hours a day.
The library building is open seven days per week between 8:00 am and 9:30 pm giving access to a study area with computing, printing, photocopying and access to our print journal collection and books.
A recent library satisfaction survey highlighted that the library has; excellent service standards, knowledgeable staff, quick response to requests, the facilities and environment are conducive to study, efficient document supply system and easy access to journals.
Opportunities that were identified for the service included; promotion and advertising of library services including opening hours, journal collection and access to Basedoc, promotion of services to non-medical staff, development of multi professional resources and resources to support Bands 1-4. There were also requests for more reliable access to wi-fi.
The performance of our library service is annually monitored by Heath Education England and we are measured using the Library Quality Assurance Framework (LQAF). The LQAF defines the key performance indicators for library services. In 2015, the ROH library services scored 70.45% of the required KPI’s. The library aims to deliver a 95% score within 2 years.
Strategic objectives:
Short term objectives (24 months):
The priority objective for the first 24 months of the strategy will be to increase multi-professional membership of the library and uptake of its services, to deliver on the outcomes and feedback from the annual library survey, to actively participate in delivering the strategy of Base-library, and achieve 95% within the annual LQAF.
Long term objectives (5 years):
To develop the facilities by reconfiguring and opening the space in conjunction with the development of the Knowledge Hub, providing an environment conducive to learning with break out areas, self-study areas, quiet reflection space and interactive spaces.
To invest in resources to support the development of a multi professional workforce and ensure that education and staff development are embedded in the work of the Trust. We will update and renew the book collection providing core texts in a selection of formats making them accessible to all staff. The journal collection will be maintained and enhanced to reflect the Trust’s strategic intention.
To develop a dedicated internet and wi-fi network for the centre, enabling access and participation in social media (vlogs / youtube/ blogs /skype etc.) Offering access via laptops and ipads and encouraging the use of personal devices with access to wireless printers or large screens for group online meetings and discussions. Information technology provision will be enhanced with access to reference managing software and interactive modelling.
References: https://hee.nhs.uk/sites/default/files/documents/Knowledge%20for%20healthcare%20-%20a%20development%20framework.pdf
Strategic Action Plan April 2016 – March 2021
Phase one – 24 months (April 2016 - March 2018) Increase membership and update of services and engage with base-library strategy
Activity / Measure / Outcome / DeadlinePromotion of library services (Service Transformation)
Develop a suite of information leaflets and posters.
Collaborate with the communications team to highlight news, events and services. / Physical existence of these products
on the library counter, on noticeboards, and in a library information pack
Library membership figures / Increased uptake of services by 10% year on year.
Increased library membership, book loans, document supply. / March 2018
To create a social media presence for the library – twitter, facebook, website / Link to Base-library website from the ROH internet/intranet. Twitter and facebook feeds promoting library services and events / Clear web presence on both the intranet and intranet, where hits can be monitored. / March 2017
Embed library services information in handbooks and information/induction literature provided by the Trust / Identification of and inclusion in handbooks and literature for multi-professional staff / Visible increase in working relationships with colleagues across the Trust, and visits to the library. / March 2017
Improve multi professional offering (Resource Discovery)
Develop links with other professionals, identifying champions. / Inclusion in departmental meetings/events.
Requests for literature searches, Stock suggestions / Increased take up of library services measured by general usage figures / March 2018
Review library stock and run journal survey / Weeding / replacement of stock older than 10 years, Purchase of requested items.
Response to journal survey. / More relevant stock evidenced by loan figures / Annually – March 2017
LQAF (Quality and Impact)
Develop a robust system to evidence for communication and consultation in delivery of library services. / Documentary evidence of meetings, communications and decision making processes. / Full compliance with the evidence requirements of LQAF
Increased LQAF score to 95% / September 2018
Conduct an annual Library survey / Survey conducted, response rates / Action plan, and improvements noted / March 2017
Workforce development
Improve the skill mix of library staff / Restructure of the roles of library staff
Allocation of appropriate tasks / More cost effective and appropriate staffing
Reduced staff costs for routine library task / March 2017
Evidence a development plan for staff / Compliance with the Trust appraisal system.
Attendance at training events / Annual appraisal and PDP for all library staff. / Annually from March 2017.
Phase two: Long term objectives (April 2018 to March 2021)
Ambition / Risks for achievement / Deadline
Development of facilities / To develop the facilities by reconfiguring and opening the space in conjunction with the development of the Knowledge Hub. Providing an environment conducive to learning with break out areas, self-study areas, quiet reflection space and interactive spaces. / Trusts strategic direction
Knowledge Hub Strategy
Financial constraints
Economic climate / March 2021
Investment in resources / To invest in resources to support the development of a multi professional workforce and ensure that education and staff development are embedded in the work of the Trust. We will update and renew the book collection providing core texts in a selection of formats making them accessible to all staff. The journal collection will be maintained and enhanced to reflect the Trust’s strategic intention. / Technology infrastructure
Financial constraints / March 2021
Enhancements in technology / To develop a dedicated internet and wi-fi network for the centre, enabling access and participation in social media (vlogs / youtube/ blogs /skype etc.) Offering access via laptops and ipads and encouraging the use of personal devices with access to wireless printers or large screens for group online meetings and discussions. Information technology provision will be enhanced with access to reference managing software and interactive modelling. / Technology infrastructure
Financial constraints / March 2021
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BASE 2020 vision:
Our vision will endeavour to meet the information needs of all users, current and potential by providing high quality knowledge resources and access to all staff in order to support evidence based clinical and policy decision making, lifelong learning and continuing professional development leading to the continuous improvement of patient care. This vision will be delivered through partnership working and co-operation.
Our primary driver is “Knowledge for Healthcare: a development framework for NHS library and knowledge services in England” (2015)
Four strategic themes are crucial to the Knowledge for Healthcare (K4H) framework:
1. Service Transformation
2. Quality and Impact
3. Resources Discovery
4. Workforce Development
In order to move towards our 2020 vision BASE Libraries will focus its activities along these 4 work streams.
Scenarios illustrating our 2020 vision are as follows:
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Scenario 1: (Service transformation)
Fernanda has worked for the library at Sandwell for 15 years. Whilst opening up the Library, she reminiscences about all the changes she has witnessed during this time and how IT has revolutionised her role. Fernanda receives a delivery of new stock this morning, Sandwell library have a mixture of electronic and print items. As Fernanda unpacks Oxford handbooks for use by the new medical students she appreciates the changes made by the introduction of the Knowledge for Health Framework. A major change is the ordering and processing of stock. Stock is ordered via a central electronic database (all approved suppliers are listed). Across NHS England, cataloguing, classification and processing protocols have been agreed. Approved NHS book suppliers provide all book stock processed and catalogued to approved standards so that they are “shelf ready” or “portable device” ready. She welcomes a decision to create a SMART overarching NHS England Athens account which can automatically select available resources as staff move from Trust to Trust. It means staff and students no longer have to change organisations but can access electronic resources at whichever Trust they are based. As Fernanda scans the library barcode into the Library Management System, the bibliographic record appears and Sandwell’s details are added. Just in time as the medical students come through the door. A new initiative that Fernanda fully supports is that medical publishers now routinely add up to date electronic versions of their print books. A user now can scan the book cover with their smart phone and receive a copy of the item on their smart phone, no need to borrow a print copy. Once the loan period is reached the electronic copy automatically disappears from the smart phone, but leaves bibliographic details in case needed by the user later. Fernanda marvels at the ease of this and is secretly pleased that she no longer has to have too many of those awkward situations concerning overdue charges. Fernanda would much rather concentrate on helping users locate evidence rather than chasing charges.
Scenario 2: (Quality and Impact)
Isabella is a FY2 doctor at Birmingham Women’s and has been asked by her consultant Jim to locate an article and supporting material for the department’s journal club. Jim is keen to improve the induction of labour local guideline and wants his trainees to consider how to do this. Isabella is unsure of how locate a relevant article but remembers from her induction the mention of an e learning module detailing the process of assessing quality articles at journal clubs. Isabella has 10 minute break from her ward responsibilities and using her own smart phone is able to access this E learning module. After finishing this module, the programme suggests a further module about advanced critical appraisal that may be of interest. Isabella saves this module to her phone to watch later on her way home from work on the train. Whilst on the train, Isabella receives a pop up message reminding her that the Trust has Sue a clinical librarian, who has supported journal clubs for a number of years. Using her smart phone Isabella is able to see that Sue has some availability in her timetable so sends a provisional meeting request.
Scenario 3: (Resources Discovery)
Thomas, a BCU nursing student on placement at the Queen Elizabeth Hospital uses his Trust ID badge to swipe into the QE Library at 9pm on a Saturday evening. He wants to return some items from other BASE libraries and does so via the self-service machine. Thomas checks his library account using his ID badge which doubles as his BASE library card. His ID badge gives him physical access to his home hospital and virtual access to all NHS England library resources. Thomas notices that one of his returned items has an overdue charge which he decides to pay at the self-service machine using his smart phone. Thomas also wants to locate some material on wound care for an essay he has to do, so browses the QE library shelves for inspiration. He locates 3 books this way. He returns to the self-service machine and using his Trust ID badge issues them to his library account. Using the latest SMART technology the terminal suggests other resources it thinks might be relevant, including journal articles and books available through the NHS England library catalogue. Thomas then reserves a number of book items from other NHS England libraries and for relevant journal articles he is able to ask the self-service to email HTML links to his NHS email account. When he checks his email account later, the email has already been received and as he is logged into his Trust’s network remotely, he is able to access the full text of these articles. Thomas is relieved as he has always found it difficult to remember his passwords – luckily his Trust ID badge does all the remembering