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 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.

Impact of the Care Quality Commission on provider performance. Room for Improvement?

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? An increased focus on the need for systemic transformation and improvement following CQC inspections  may provide further opportunities to support organisations. Libraries should understand the areas in which their organisations require improvement and develop services to support these.

Source: The King’s Fund

Link to main document 

Date of publication: September 2018

Summary of driver: This report summarises the findings of the first major evaluation of the CQC’s approach to inspecting and rating healthcare providers. The King’s Fund and Alliance Manchester Business School developed framework outlining 8 ways that regulation can affect provider performance, which was used to evaluate the first cycle of CQC inspections in acute, mental health, general practice and adult social care in 6 areas of England.

Budget 2018: What it means for health and social care

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?  The budget applies directly to NHS funded services but not education and training tariffs where a large proportion of library funding is derived from. It is useful for library staff to understand the priorities and pressures in order to support the organisations they serve.

Source: The Health Foundation, The King’s Fund, The Nuffield Trust

Link to main document

Date of publication: November 2018

Summary of driver: The budget outlined an increase to the NHS England budget (not capital, public health or education and training) of £20.5bn at estimated 3.4% increase per year by 2023/24. However, higher inflation will mean the increase is less than 3.4%; the real terms increase will be confirmed by the 2019 spending review. A long term plan about how the money will be spent is expected by the end of the year. Funds will be allocated to mental health, social care, disabilities grant and staff salary rises. The document considers where the funds will come from and what this means for NHS funding.

Sustainability and transformation partnerships in London: An independent review

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? 

  • Understanding the challenges for STPs in London may provide opportunities to work collaboratively across the patch and link with senior management to provide evidence to progress STPs.
  • Consideration of bigger footprints for specialist services could have implications for library services in London.
  • Identifying leaders to promote services such as current awareness and LKS evidence searches and showcase LKS support for innovation and change, through running simple KM events to encourage knowledge sharing, e.g.  randomised coffee trials and knowledge cafes.

Source: Kings Fund

Link to main document 

Date of publication: October 2018

Summary of driver: This report was commissioned by the Mayor of London to report on the progress of the 5 STPs in London. It identifies key developments, highlights examples of integrated working and barriers to progress and makes practical suggestions for dealing with these challenges.

General Practice Forward View

What does this mean for libraries?

  • Opportunities to provide evidence to support redesign of services
  • Delivery of training for staff based in practices
  • Developing SLAs / Contracts with CCGs to deliver services to GP practices
  • Assisting with the spread of good ideas through current awareness and KM activities

Source: NHS England

Link to main document

Date of publication: 21 April 2016 (Updated: 19 May 2017)

Summary of driver: An extra £2.4 billion a year will support general practice services to 2020/21, enabling improved patient care, access, and innovation. £500 million is invested support GP practices to aid struggling practices, reduce workload, expand the workforce, investment in technology and transform services. The plan was developed with the Royal College of General Practitioners (RCGP) and Health Education England (HEE) and outlines steps to:

  • Channel investment
  • Grow and develop the workforce
  • Streamline the workload
  • Improve infrastructure
  • Support practices to redesign services