Welcome to the MAP Community

MAP is a community to help frontline NHS library staff to demonstrate the impact of their services.  MAP keeps you informed about current NHS drivers, hot topics and policies and offers a forum to share good (and bad) ideas. Engaging in the MAP community supports you to be informed, inspired and innovative!

On MAP you will find the following resources which can be repurposed for dissemination in your own organisation or just used to expand your own personal knowledge!

  • Drivers for Change: Summaries of newly emerging health publications highlighting the implications for libraries
  • Hot Topics: Summaries of newly emerging health policy or topics
  • Templates to enable you to create an Ideas Capture or a MAP Stories case study
  • Evidence Summaries: What is the evidence in key health areas

Meet the MAP community

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NHS Constitution

What does this mean for libraries?

  1. Library & Knowledge Services are clearly aligned with principle 3: “The NHS aspires to the highest standards of excellence and professionalism” as we continue to train and support staff to deliver high-quality, evidence-based healthcare.  Identifying and appraising evidence to inform service development means that good practice and learning are incorporated into the planning and delivery of NHS services. LKS are committed to developing people; we support academic endeavours, enable NHS staff to employ effective knowledge management behaviours and promote critical thinking.  LKS work closely with research practitioners and departments to assess and grow the evidence base to improve health care for the future.
  2. That the NHS is patient-centric is a key theme of the Constitution.  There are opportunities for LKS to ensure patient information is communicated plainly, accurately and in an accessible way, whether through supporting the development of patient information leaflets, or helping healthcare staff to translate evidence in a meaningful way.
  3. LKS professionals are skilled in building relationships, harnessing technology and networking to enable effective knowledge transfer across healthcare systems. This expertise clearly supports principle 5: “The NHS works across organisational boundaries and in partnership with other organisations in the interest of patients, local communities and the wider population”.
  4. Ensuring that effective, evidence based decision-making is employed across the NHS is crucial to achieving principle 6: “The NHS is committed to providing best value for taxpayers’ money and the most effective, fair and sustainable use of finite resources”. LKS can accelerate effective decision-making by harnessing evidence, learning and knowledge for health care systems to apply.
  5. The values of equity, openness and partnership working described in the Constitution are echoed in the principles that underpin the delivery of Library and Knowledge Services, as outlined in Knowledge for Healthcare.

Source: Department of Health and Social Care

Link to main document

Date of publication: Published March 2012, updated October 2015

Summary of driver:

The NHS Constitution establishes the principles and values of the NHS in England.

Seven key principles guide the NHS in all it does:

  1. The NHS provides a comprehensive service, available to all
  2. Access to NHS services is based on clinical need, not an individual’s ability to pay.
  3. The NHS aspires to the highest standards of excellence and professionalism
  4. NHS services must reflect the needs and preferences of patients, their families and their carers.
  5. The NHS works across organisational boundaries and in partnership with other organisations in the interest of patients, local communities and the wider population
  6. The NHS is committed to providing best value for taxpayers’ money and the most effective, fair and sustainable use of finite resources
  7. The NHS is accountable to the public, communities and patients that it serves.

Protected: Meeting 1st April 2019

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GP Partnership Review: Final Report

Optional wording for policy briefings ONLY: A policy briefing is available for LKS staff to share in their organisations.  Produced by the JET Library at Mid Cheshire Hospitals NHS Foundation Trust.  Feel free to reproduce it (with acknowledgement).

What does this mean for libraries? This report outlines the challenges that GPs are facing with increasing workloads and the rising complexity of patients resulting in clinical risk challenges.

  • LKS could support GP partnerships with the evidence base and current awareness services to support complex care.
  • LKS could approach local CCGs / GPs to make them aware of the services available or see if they wish to take up the offer where provision doesn’t exist.
  • Libraries serving GPs or organisations in partnership with GPs may wish to review resources and collections to offer leadership resources for staff looking to develop leadership skills.

Source: Department of Health and Social Care

Link to main document https://www.gov.uk/government/publications/gp-partnership-review-final-report

Date of publication: January 2019

Summary of driver: This review considers the challenges that currently face GP partnerships and makes the following recommendations to revitalise and transform the partnership model:

  • There are significant opportunities that should be taken forward to reduce the personal risk and unlimited liability currently associated with GP partnerships.
  • The number of General Practitioners who work in practices, and in roles that support the delivery of direct patient care, should be increased and funded.
  • The capacity and range of healthcare professionals available to support patients in the community should be increased, through services embedded in partnership with general practice.
  • Medical training should be refocused to increase the time spent in general practice, to develop a better understanding of the strengths and opportunities of primary care partnerships and how they fit into the wider health system.
  • Primary Care Networks should be established and operate in a way that makes constituent practices more sustainable and enables partners to address workload and safe working capacity, while continuing to support continuity of high quality, personalised, holistic care.
  • General practice must have a strong, consistent and fully representative voice at system level.
  • There are opportunities that should be taken to enable practices to use resources more efficiently by ensuring access to both essential IT equipment and innovative digital services.

The Topol Review: Preparing the healthcare workforce to deliver the digital future.

Impact on library policy/practice: 

  • The review makes a strong assertion that effective knowledge management is essential for a digitally ready NHS, with a specific recommendation (OD5 p.70) that “NHS Boards take responsibility for effective knowledge management to enable staff to learn from experience (both success and failures) and accelerate the adoption of proven innovations.”
  • It makes clear that the adoption of digital healthcare technologies should be based on evidence, of both clinical and cost-effectiveness, and knowledge of new technologies needs to be spread throughout the NHS (p.20). Librarians are well-placed to help access the evidence-base, to encourage the development of the knowledge base (for example through support for research and writing for publication) and to help ensure knowledge is disseminated (OD6, p.68)
  • LKS staff are ideally placed to train, support and engage healthcare professionals in engaging with the technology (OD3, p.66, E6 and E8, p.78)
  • Knowledge management opportunities are abundant – the review specifies that an increase in knowledge specialist posts to support healthcare professionals is required (DM4/AIR5, p.49 and 57)
  • LKS can provide support via digital and healthliteracy/needs based targeted education and support upskilling of current workforce (OD3, p.66 and E6 and E8, p.78)
  • LKS are well positioned to link up with local community via GP surgeries and community events/local libraries/education to support both patient/public and healthcare professional education (P2, p.25 and HI1, p.25)
  • There’s an opportunity for LKS staff to be the champions and create the collaborative networks required to support workforce with lifelong learning/continuing professional development
  • A culture of learning is recommended as an educational recommendation to support a digitally enabled health system, something that LKS enhance in multiple ways across NHS Trusts (E1, p.74)
  • As training and educational programmes evolve to address digital technologies; to adequately support these programmes LKS may need to review and / or expand on their provision of resources covering the areas of genomics, artificial intelligence, robotics, and digital technologies. Or should see how they can facilitate access to such resources e.g. via inter library loans.

Source:  An independent report on behalf of the Secretary of State for health and Social Care

Link to review

Publication format:  PDF

Date of publication: February 2019

Summary of driver:

The Topol Review, is based around the following three principles which support the implementation of digital healthcare technologies across the NHS.

  • Patients should be suitably informed about health technologies, with particular  focus on vulnerable groups to ensure fair access
  • The healthcare workforce needs knowledge and guidance to evaluate new technologies
  • The adoption of technology should be used to give healthcare staff more time to care and interact directly with patients

Key features of driver: 

  • Patients need to be included as partners and informed about healthcare technologies, with a particular focus on vulnerable/marginalised groups to ensure equitable access
  • NHS is to invest and upskill existing workforce  
  • The healthcare workforce needs expertise and guidance to evaluate new technologies
  • The gift of time, adoption of new technologies should enable staff to spend more time to care
  • The review covers the implications of these changes for both healthcare professionals and patients. New technologies will bring stronger patient-clinical relationships as well as improved accuracy of diagnoses and treatment and the efficiency of care and workflows for the healthcare professional.
  • Although the workforce is changing, automation should improve efficiency but not replace human interaction
  • Emphasis on that to deliver this change, investment in people is as important as the investment in technology. NHS organisations are expected to develop learning environments in which the workforce is encouraged to learn continuously.
  • NHS Boards to take responsibility for effective knowledge management to support innovation and change
  • Core training and lifelong training
  • NHS IT will have to be updated to support the training resources and educational opportunities in digital healthcare technologies
  • Apps and wearables – patient becoming more involved with self-management

Primary audience: Healthcare workforce, national and local government, educational institutions

Related document: CILIP response to the Topol Review of Technology in the Healthcare Sector https://www.cilip.org.uk/page/TopolReview

Date last updated: February 2019

Due for review:  February 2020

Group member responsible: LK

 NHS Long Term Plan

What does this mean for libraries?

Increases in demand from students, such as nursing students on placement in NHS organisations, and increases in medical student numbers will have an impact on the workload of LKS, and may require the introduction of new services to support them, such as having access to good WiFi or lockers, and more collaboration with university library services.

A move towards more Integrated Care Systems, and potentially more collaborative working under the auspices of Sustainability and Transformation Partnerships (STPs) could have implications for LKS that have SLAs with only some local organisations, and more work may need to be done to encourage organisations that currently don’t contribute to LKS to do so, so that all staff in an area have equitable funded access.

LKS are ideally placed to help get better value for the NHS and get the most out of the investment in it by making the evidence base accessible and encouraging its use and application. It could be a good opportunity to promote time saving services such as current awareness and mediated evidence searches. LKS can also support innovation and change through encouraging and supporting knowledge management.

There may be a need to help NHS staff become more familiar with digital systems, particularly to help retain staff that are less confident with IT. While some areas are more difficult for LKS to provide training in (such as patient records) there may be areas that we can help with, such as helping staff become familiar with mobile devices and the use of apps.

With the focus on preventing illness, LKS will have a role to play in supporting the provision of good-quality health information for patient and carers.

Katie Nicholas of Health Education England has prepared a useful summary of references to evidence, knowledge, innovation and Topol in the NHS Long Term Plan.

Source: NHS England

Link to main document

Date of publication: January 2019

Summary of driver:

This is the first stage in planning for the next ten years of the NHS in England. Sustainability and Transformation Partnerships (STPs) and Integrated Care Systems (ICSs) will have until the autumn to say how they are going to implement the plan locally.

It is said to be ambitious but realistic.

There are three main areas of health and care this plan aims to tackle:

  1. Making sure everyone gets the best start in life

This includes taking further action on childhood obesity, increasing funding for children and young people’s mental health, reducing stillbirths and mother and child deaths during birth by 50% and delivering the best treatments available for children with cancer, including CAR-T and proton beam therapy.

  1. Delivering world-class care for major health problems (both physical and mental)

This includes preventing 150,000 heart attacks, strokes and dementia cases, spending at least £2.3bn more a year on mental health care, delivering community-based physical and mental care for 370,000 people with severe mental illness a year by 2023/24, and saving 55,000 more lives a year by diagnosing more cancers early.

  1. Supporting people to age well

This includes increasing funding for primary and community care by at least £4.5bn, bringing together different professionals to coordinate care better, developing more rapid community response teams to prevent unnecessary hospital spells, and speed up discharges home and upgrading NHS staff support to people living in care homes.

The planned means to do this include:

  1. Doing things differently

This includes encouraging more collaboration between GPs, their teams and community services, as ‘primary care networks’, to increase the services they can provide jointly, and increase the focus on NHS organisations working with their local partners, as ‘Integrated Care Systems’, to plan and deliver services which meet the needs of their communities.

  1. Preventing illness and tackling health inequalities

This will include action on helping people stop smoking, overcome drinking problems and avoid Type 2 diabetes.

  1. Backing our workforce

There are planned thousands more clinical placements for undergraduate nurses, hundreds more medical school places, and more routes into the NHS such as apprenticeships. There will also be work to improve staff retention.

  1. Making better use of data and digital technology

Among other plans, there will be a new NHS App, better access to digital tools and patient records for staff.

  1. Getting the most out of taxpayers’ investment in the NHS

Identifying ways to reduce duplication in how clinical services are delivered, and make better use of the NHS’ combined buying power to get commonly-used products for cheaper, and reduce spend on administration.

Making the most of the money: efficiency and the long-term plan.

What does this mean for libraries? 

This piece of research is intended to feed into the NHS long-term plan, and was an opportunity for local NHS leaders to say where they think efficiency savings can be made in practice.

As such, it reflects some of the initiatives already happening and some possible future ones, but it is not policy as yet and we will need to see which of these ideas makes it into any future NHS plans.

Source: NHS Providers

Link to main document

Date of publication: October 2018

Summary of driver:

Using feedback from Trust leaders, this reports looks at areas where efficiency savings could be made, to contribute to long-term planning for the NHS.

The three main areas looked at are cost reductions, productivity improvements, and system efficiencies.

Areas of possible cost reductions identified included reducing transactional costs, agency spends, procurement, and collaborative IT purchasing. Rising staff costs due to pay awards was identified as a cost pressure.

Productivity improvements included the Getting It Right First Time (GIRFT) programme and use of lean methodologies.

System efficiencies were seen as a potentially big contributor to savings, and this might include collaborative or integrated working, admissions reduction, use of technology to redesign pathways, Trust mergers, and new workforce roles.

A vision for population health: Towards a healthier future

A policy briefing is available for LKS staff to share in their organisations.  Produced by the JET Library at Mid Cheshire Hospitals NHS Foundation Trust.  Feel free to reproduce it (with acknowledgement).

What does this mean for libraries? 

  • Monitor where accountability lies and new roles in managing population health so that library services can be directed appropriately.
  • Library staff may need to work with various health and care services to provide evidence.
  • Capture and share information from other countries e.g. Scotland and Wales who have successfully tackled health inequalities.

Source: The King’s Fund

Link to main document

Date of publication: November 2018

Summary of driver: England lags behind many other countries on key health outcomes, life expectancy improvements have stalled and health inequalities widen. Population health aims to improve physical and mental health outcomes, promote wellbeing and reduce health inequalities across an entire population. This report outlines The King’s Fund’s vision for population health, their reasoning and the steps to achieve it.