Category Archives: Drivers

HEE Quality Strategy 2016-2020

Title of driver:  HEE Quality Strategy 2016-2020

Source:  Health Education England (HEE)

Publication format:  PDF

Date of publication:

Link to main document

Impact on library policy/practice:

  • Work with relevant education departments to ensure that LKS is supporting the needs of all healthcare learners.
  • Offer support and raise awareness of LKS to those healthcare leaners and those responsible for providing and delivering learning.
  • Both of the above should lead to increased awareness in library resources and services.
  • Possibility of collaborative purchasing opportunities with other LKS in order to deliver financial savings and fitting in with the theme of de-duplication and silo working.

Summary of driver:

The HEE Quality Strategy 2016-2020 together with the multi-professional HEE quality framework, set out how HEE will measure, recognise and improve quality in the education and training environment. Together, these are intended to be dynamic documents that will evolve over time to reflect transformation of the healthcare learning environment.

This strategy sets out HEE’s vision of continuously improving the learning environment whilst supporting the ambitions of the Five Year Forward View.

Key features of driver

  • HEE is one organisation with local teams- this strategy attempts to pull everything together into one shared vision and remove duplication and silo working and demonstrate commitment to an education infrastructure.
  • This shared vision with its standards and measures for quality and improvement in education and training will ensure a comparable view between local and national enablement.
  • Improvement in the quality of training will deliver a workforce with the right skillset, values and behaviours to deliver high quality care to patients
  • Ensure value for money, innovation and continuous improvement in the quality of education and training.
  • Demonstration of investment supporting delivery of quality of patient care
  • HEE will align educational infrastructure and leadership with educational investments with local teams offering support to Higher Education Institutions.
  • Promote a culture that maximises learning opportunities across all sectors. This will ensure that all learners will have access to equitable and high quality support during learning which will prepare them for future healthcare careers.

Primary audience: All health and social care providers in England with training and educational responsibilities

Date last updated: May 2017

Due for review:  May 2018

Group member responsible: LK

Long-Term Sustainability of the NHS: Policy Briefing

A Policy Briefing  aimed at health care professionals is available for LKS staff to share in their own organisations.  This has been produced and shared by the JET Library, Mid Cheshire Hospitals NHS Foundation Trust. Please feel free to reproduce it (with acknowledgement to JET Library) for your own purposes.

Impact on library policy/practice:

  • With a longer term strategic plan for the transformation of the NHS LKS teams may be asked to deliver evidence and knowledge to managers, commissioners and transformation teams as health care services undergo this change.
  • Any longer term plans for the NHS may impact on the actual delivery of LKS regionally and nationally and therefore, LKS will need to consider whether existing models of service delivery meet the requirements of a transformed NHS.
  • LKS need to consider developing a longer term strategic plan for the next 15-20 years for NHS library services which maps to the recommendations outlined in this report.

Source: House of Lords Select Committee

Link to main web site

Link to report

Publication format: Web site and pdf

Date of publication: 5th April 2017

Summary of driver: The House of Lords appointed a Select Committee on the Long-Term Sustainability of the NHS on 25 May 2016 to consider the long-term sustainability of the National Health Service. The report was published in April 2017 and found that there was no short term solution to sustainability recommending that an Office for Health and Care Sustainability should be set up to look 15-20 years ahead and focus on:

  • Demographic Change
  • Service Demand
  • Workforce and Skill Mix
  • The balance of funding between health and social care

Key features of driver:

  • The fragmentation and regulatory burden that stops integration between health and social care should be tackled
  • NHS England and NHS Improvement should merge and then include strong representation from local government
  • The NHS should remain funded from taxation and free at the point of use and health spending beyond 2020 needs to increase in line with GDP growth
  • Beyond 2020 funding for social care should reflect increased need or, at least, rise by the same amount as NHS spending
  • Responsibility for the social-care budget should be transferred to the Department of Health which should be renamed the Department of Health and Care
  • Those who can afford care should pay for it subject to the funding caps recommended by the Dilnot Commission
  • The Government should implement new mechanisms to help people to pay for their own care – this could be an insurance-based system starting in middle age
  • There is an absence of long-term skills planning
  • Health Education England should be “substantially strengthened” and transformed into a new, single, integrated strategic workforce-planning body – looking 10 years ahead. Its independence should be guaranteed with a protected budget
  • The Government should identify parts of the NHS which are falling behind in innovation and technology and make it clear that there will be funding and service-delivery consequences for those who “repeatedly fail to engage.”
  • The Government should require NHS England/NHS Improvement to achieve greater levels of consistency in efficiency and performance at a local level. Greater levels of investment and service-responsibility should be given to those who improve the most.
  • The Government should restore the public-health budget and maintain a ring-fenced budget for the next 10 years. It should remind the public that access to the NHS involves rights as well as responsibilities

Primary audience: All trust staff

Date last updated: 11th May 2017

Due for review: 11th May 2019

Group member responsible: TP

Making IT work

Title of driver: Making IT work: harnessing the power of health information technology to improve care in England (Wachter review)

Impact on library policy/practice:

Whilst the report focuses on electronic health records (EHRs), there are still areas that may impact on library services.

One of these may be in integration between point-of-care systems such as UpToDate, DynaMed, ClinicalKey or CEBIS, and the electronic patient record, so clinicians have easier access to healthcare library and knowledge resources. It may be necessary to share knowledge about what point-of-care systems work with which EHRs, and how to make it work successfully. Library staff may need to work with the proposed Chief Clinical Information Officers in their Trusts to push for embedding or visibility of library services in the EHR. As well as integration with commercial point-of-care systems, library and knowledge services may want to try to make their literature search or clinical question answering service or similar, easily accessible through the EHR.

Another area may in supporting the digital literacy education of students or staff, something that HEE have been asked to look at developing. Depending on what the plan developed by HEE entails, there might be areas that library and knowledge services can get involved, but this may require library staff to have the necessary training and support themselves.

Source: National Advisory Group on Health Information Technology in England, chaired by clinician and digital expert Professor Robert Wachter

Link to main document
Link to summary version

Publication format: PDF (HTML version also available)

Date of publication: September 2016

Summary of driver:

Making IT Work is concerned with the digitisation of secondary care in England (focusing on the electronic health record). The report lists 10 principles of how to do this effectively, and makes 10 recommendations on how to achieve successful digitisation, along with timescales.

In late 2015, the Secretary of State for Health and the leadership of NHS England asked for the creation of a broadly representative external body: The National Advisory Group on Health Information Technology in England, to advise the Department of Health and the NHS on its efforts to digitise the secondary care system.

In 2016, £4.2 billion was allocated to support the work of digitisation.

A specific action for Health Education England, in collaboration with the Royal Colleges and other relevant bodies, is to develop and begin to implement a plan to raise the level of digital education in all health professional educational settings, including medical, nursing and pharmacy schools, and in continuing education settings for practicing healthcare professionals.

Key features of driver:

There is a useful history of the NPfIT programme, and some history of the US experience in digitising its healthcare system.

The 10 overall finding and principles are:

  1. Digitise for the correct reasons
  2. It is better to get digitisation right than to do it quickly
  3. ‘Return on investment’ from digitisation is not just financial
  4. When it comes to centralisation, the NHS should learn, but not over-learn, the lessons of NPfIT
  5. Interoperability should be built in from the start
  6. While privacy is very important, so too is data sharing
  7. Health IT Systems must embrace user-centered design
  8. Going live with a health IT system is the beginning, not the end
  9. A successful digital strategy must be multifaceted, and requires workforce development
  10. Health IT entails both technical and adaptive change

The 10 recommendations made are:

  1. Carry out a thoughtful long-term national engagement strategy
  2. Appoint and give appropriate authority to a national chief clinical information officer
  3. Develop a workforce of trained clinician-informaticists at the trusts, and give them appropriate resources and authority
  4. Strengthen and grow the CCIO field, others trained in clinical care and informatics, and health IT professionals more generally
  5. Allocate the new national funding to help trusts go digital and achieve maximum benefit from digitisation
  6. While some trusts may need time to prepare to go digital, all trusts should be largely digitised by 2023
  7. Link national funding to a viable local implementation/improvement plan
  8. Organise local/regional learning networks to support implementation and improvement
  9. Ensure interoperability as a core characteristic of the NHS digital ecosystem – to promote clinical care, innovation, and research
  10. A robust independent evaluation of the programme should be supported and acted upon

Primary audience: NHS England, NHS Digital, Care Quality Commission, Senior management of NHS Trusts, senior IT staff.

Date last updated: May 2017

Due for review: May 2018

Group member responsible: JC

State of Care Report 2015/16

Title of driver: The state of health and adult social care in England 2015/16

Impact on library policy/practice:

Libraries are a knowledge hub providing services such as evidence summaries, literature searching and current awareness which can be linked to challenges faced by the specific organisation (CQC inspection reports for individual organisations can be searched for on the CQC website and can be a good way to identify local priority areas).

We can ensure that the best clinical and management knowledge is available to decision-makers in the organisation, in order to tackle the challenges identified in this report. Libraries are ideally placed to identify and disseminate best practice to assist health care organisations in providing quality care with limited resources.

Collaboration across organisational boundaries is identified as a means to improve services, and this may have implications for libraries as users move between organisations or work jointly between organisations that may have different resources or library access arrangements.

Source: Care Quality Commission (CQC)

Link to main page
Link to 2015/2016 State of Care Report

Publication format: PDF (149 pages)

Date of publication: October 2016

Summary of driver:

Many health and care services were providing good quality care, despite a challenging environment,
but there was substantial variation remaining. Some health and care services were improving, but some were also failing to improve or deteriorating in quality.

People’s views of services broadly remain positive, but this masked significant variation in experiences of care

There were indications that the sustainability of adult social care was approaching a tipping point, and hospitals are under increasing pressure. The CQC was concerned about the sustainability of quality

Key features of driver:

  • 71% of the adult social care services inspected, 83% of GP practices, and 51% of core services provided by hospitals were rated good
  • By the end of 2015/16, NHS providers had overspent their budgets by £2.45 billion. Local authorities were reported to have spent £168 million more than they budgeted for
  • More than eight out of 10 NHS acute trusts were in financial deficit at the end of 2015/16
  • Strong, visible leadership continues to be a major factor in delivering and sustaining high quality services, and in making improvements
  • The difficulties in adult social care were already affecting hospitals. Bed occupancy rates exceeded 91% in January to March 2016, the highest quarterly rate for at least six years. And in 2015/16, there was an increase in the number of people having to wait to be discharged from hospital, in part due to a lack of suitable care options
  • All parts of local health and care systems – commissioners, providers, regulators and local people – need to work together to help transform local areas.

The document looks at the state of care in the period 2015-16, as well as looking at the future resilience of health and social care services in the context of an ageing population.

Throughout the document, there are examples from services rated as outstanding as to how these ratings were achieved.

After the initial review, the report gives more details for each of sectors it regulates.

A summary and infographic of the report findings are also available.

Primary audience: All health and social care providers in England, members of the public and other stakeholders.

Date last updated: May 2017
Due for review: May 2018
Group member responsible: JC

44 Regional Sustainability and Transformation Plans (STPs)

Impact on library policy/practice: 

  • The opportunity to link with senior management and find out what information they need to progress their STP.
  • Ideal opportunity to promote time saving services such as current awareness and LKS evidence searches.
  • Possibility of collaborative purchasing opportunities with other LKS both within and outside relevant STP footprint for resources purchasing to deliver financial savings and fitting in with Knowledge for Healthcare.
  • Opportunities to showcase how LKS can support  innovation and change, such as knowledge management skills and running simple KM events to encourage knowledge sharing, e.g randomised coffee trials and knowledge cafes
  • LKS can be an information hub on STPs for patients/carers on site, as well as connecting with public library colleagues.
  • Possible provision of LKS for the Local Workforce Action Boards.

Source: NHS England

Link to main document 

Publication format: Website, 44 STPs as pdf

Date of publication: All STPs were published in Oct/Nov 2016

Summary of driver:

NHS organisations and local councils are developing shared proposals to improve health and care. Working in 44 geographical areas covering all of England (called ‘footprints’), the plans are led by senior figures from different parts of the local health and care system.

The proposals are designed around the needs of whole areas, not just individual organisations, following discussion with staff, patients and others in the communities they serve.

The latest thinking is set out in 44 Sustainability and Transformation Plans (STPs). These can be viewed below, alongside details of who is leading work in each footprint area.

Primary audience: All

Date last updated: 23rd March 2017

Due for review: 23rd March 2018

Group member responsible: TP

Developing People – Improving Care: A national framework for action on improvement and leadership development in NHS-funded services.

Title of driver: Developing People – Improving Care: A national framework for action on improvement and leadership development in NHS-funded services.

Source: National Improvement and Leadership Development Board

Impact on library policy/practice:

  • Library staff should take up the opportunity to attend training which their organisations provide, to develop leadership and talent management skills for the benefit of themselves, their library services and for when working with other libraries and services in wider projects.
  • There may be increased interest in the resources the library can provide to support the in-house development of leadership, talent management, systems leadership skills and training courses. Some libraries may wish to expand their collections in these areas.
  • Libraries may be able to highlight how their provision of literature searching skills training, literature search services and inter-library loan services can ease access to leadership and improvement resources; which the framework indicates can be difficult to access.

Link to main document:


Publication format: PDF

Date of publication: 1 December 2016

Summary of driver: This is the framework developed by 10 organisations that form the National Leadership and Improvement Board, to guide the development of compassionate leadership, systems leadership, quality improvement and talent management skills amongst NHS staff.

This is the first version of the framework – further regular updates are envisioned.

Key features of driver:

  • This is a framework for developing the skills of NHS funded staff at all levels, in clinical and non-clinical roles; and will in future include social care staff.
  • The focus is on developing leadership and improvement skills and knowledge to close gaps identified in the NHS Five Year Forward View:
    • Systems leadership, for cross boundary working and joining up healthcare systems,
    • Quality improvement methods knowledge
    • Compassionate and inclusive leadership
    • Talent management
  • The ultimate aim is that these capabilities will later be represented in senior leadership and management teams.


  • These skills should result in continuous improvement of the healthcare system, patient care, improve population health and value for money, and will develop future leaders.
  • Local organisations are tasked with reviewing their people development strategies, priorities and budgets so that these capabilities can be developed; primarily by: using their existing funding, developing training in-house and sharing knowledge and experience amongst themselves.
  • National oversight bodies see their role as providing to support, supporting structures and schemes, and guidance for the development of these skills.
  • The framework lays out a series of actions for the next 12 months and for 1 – 3 years’ time for national oversight bodies to provide this support, build networks and develop national leadership and management schemes. These actions are mainly for: NHS England, Health Education England, NHS Leadership Academy, NHS Equality and Diversity Council, NHS Improvement, Care Quality Commission, Department of Health and the National Improvement and Leadership Development Board.

Primary audience: Senior managers in NHS organisations and partners, and the organisations making up the National Leadership and Improvement Board.

Date last updated: February 2017

Due for review: February 2018

Group member responsible: FG

NHS Library and Knowledge Services in England

Health Education England (HEE) has published a new policy on NHS Library and Knowledge Services in England.

Impact on library policy/practice: The policy urges NHS organisations to capitalise on the specialist skills of librarians not only in education and research, but also as ‘knowledge brokers’, a role in which librarians share their expertise with teams in the workplace, enabling staff to find, evaluate and use evidence.  There are many examples from across the country where library and knowledge services are embedded in health care teams and enhancing service delivery, enabling transformation and driving innovation.

The policy also signals a move towards developing a “coherent national service”, highlighting a desire to work more collaboratively and across health care systems to reduce duplication and ensure that library and knowledge services are freely accessible to all NHS staff.

Library and knowledge service staff may wish to highlight this new policy to executive teams and senior managers in their organisations.

Source: Health Education England (HEE)

Link to main document 

Publication format: PDF

Date of publication: January 2017

Summary of driver: Applying and embedding knowledge into action is the currency of successful organisations.  HEE recognises the value of NHS librarians to act as knowledge brokers, enabling staff to find, evaluate and use evidence.

Key features of driver:

·         The policy asserts the duty under Health and Social Care Act 2012 to ensure “the use in the health service of evidence obtained from research”. It acknowledges the role of NHS libraries in supplying the evidence base to enhance decision-making relating to treatment options, patient care and safety, commissioning and policy, as well as to support lifelong learning, undertake research and drive innovation.

·         The policy statement sets out key points to ensure the use in health care of evidence gained from research and HEE commitment to:

o   Enable all NHS staff to freely access library and knowledge services so that they can use the right knowledge and evidence to achieve excellent healthcare and health improvement;

o   Invest in NHS librarians and knowledge specialists to use their expertise to mobilise evidence obtained from research and organisational knowledge to underpin decision-making in the NHS in England;

o   Develop NHS library and knowledge services into a coherent national service that is proactive and focussed on the knowledge needs of the NHS and its workforce.

Primary audience: All NHS England organisations, particularly Executives and senior managers

Date last updated:  January 2017

Due for review: 11.1.18

Group member responsible: VT