Category Archives: News

Protected: Meeting 31st October 2017

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Integrating care: contracting for accountable models by NHS England

Policy Briefing aimed at healthcare 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: 

Possible knowledge management opportunities whilst working with managers, commissioners, transformation teams and other healthcare leaders to support organisations and staff whilst undergoing these changes.

Current awareness / linking into other organisations and disseminating that information- condensing the amount of information available/ do once and share.

Source: NHS England

Link to main document

Publication format: PDF

Date of publication: August 2017

Summary of driver: 

The Five-Year Forward View and the Next Steps update published in March 2017 described a movement towards integrated care delivered through collaboration across health and care systems. It also introduced the concept of Multispecialty Community Providers (MCP) and Primary and Acute Care System (PACS) vanguards.

Key features of driver

  • Sustainability and Transformation Programmes (STPs) are a way of facilitating this collaboration among local leaders and clinicians
  • Eight areas are ready to go further and become Accountable Care Systems (ACSs) – they will have greater freedom and control over the operation of their local health system and how funding is deployed More ACSs will be added later as STPs mature
  • Some areas also want to establish Accountable Care Organisations (ACOs). ACOs are where the commissioners in that area have a contract with a single organisation for the great majority of health and social-care services. This is a long and complex process and most places are looking to become ACSs first
  • A few areas – particularly some of the Multispecialty Community Providers (MCP) and Primary and Acute Care System (PACS) vanguards – are on the road to establishing an ACO. An ACO model simplifies governance and decision making, brings together funding streams and allows a single provider organisation to make most decisions about how to allocate resources and design care for its local population.
  • ACOs will need to demonstrate a number of features viz:
    • A focus on delivering concrete service improvements
    • A compelling vision of the benefits to be delivered
    • A robust and sustainable financial model
    • Consistency with STP/ACS plans for the future
    • High levels of engagement and support among health-and-social-care leaders
    • Sufficient commitment from primary-care providers
    • Robust system plans to commission, procure, fund, establish and oversee the ACO
    • Clear plans to identify, mitigate and manage risk
  • Three main contractual approaches through with accountable models can be established in practice:
    • Virtual. Practices, local community service providers and commissioners enter into an “alliance agreement,” which would overlay existing commissioning contracts
    • Partially-integrated. Commissioners re-procure, under a single contract, all services that would be within the scope of a fully-integrated model except for core General Practice
    • Fully-integrated. Commissioners re-procure, under a single contract, all of the ‘in scope,’ services including core General Practice

Primary audience: Clinical commissioning groups, local community service providers and other commissioners, health and social care staff.

Date last updated: September 2017

Due for review: September 2018

Group member responsible: LK

MAP on tour: Supporting NHS South librarians to demonstrate impact

Last week MAP Toolkit (Tracey and Victoria) went on tour in the NHS South region, hosting workshops in Taunton and Winchester.  Participants explored ‘How to demonstrate impact in 5 easy steps’ and enjoyed an animated discussion on the ways that LKS in the health sector can demonstrate value to stakeholders.  We loved it!  Meeting other LKS professionals to share ideas and learning is always a fascinating opportunity for us; thank you everyone who joined us.  We thought it would be useful to share some of the actions that our workshop participants identified for their return to the workplace – see below.  And if you’d like us to deliver this workshop at your regional meeting, please get in touch 🙂

“When I get back to work, I’m going to…”

  • “Look at ways to “shout about it” within the Trust”
  • “Write up a detailed SMART impact plan”
  • “Increase use of Twitter /Facebook / Instagram accounts for impact of service”
  • “Arrange to meet the Health & Wellbeing committee to discuss a health and wellbeing fair / information event”
  • “Follow more people on Twitter so that we know what’s going on, look at creating some social media cards, and explore using Twitter polls to demonstrate impact on Trust values”
  • “Try to find a customer who is willing to contribute to a case study – I like the idea of sharing these on social media or corporate blog”
  • “I am going to think about my project (replacing print journal archives with electronic) in terms of impact on stakeholders (who are the stakeholders and how to measure impact)”
  • “Consider ways in which we can use the feedback we already receive to shout about it!”
  • “Choose a project to use the five steps with”
  • “Activate a Twitter account. Love the ideas!”
  • “Re-jig my next presentation to include impact”
  • “Take a long hard look at what I can reasonably expect from survey i.e. focus on individual groups rather than organisations”
  • “Encourage my team to collect feedback which highlights the difference and/or change LKS has made”
  • “Create a post-it literature search feedback board”
  • “Talk to head of transformation re: impact of LKS support”
  • “Launch a library competition: tell us your library story”
  • “Work out what ‘shout about it’ ideas are feasible”

Shining a light: the future of public libraries across the UK and Ireland

Impact on library policy/practice: NHS libraries are being encouraged to partner with local library services; this report will give NHS librarians an understanding of the current public library landscape.  Central to the report is the theme of wellbeing (see page 9) which may be a useful way for NHS libraries to open a conversation with their local public library colleagues.  The report also encourages partnership working and clearly there is an opportunity for NHS and local authority libraries to work together to work towards the five recommendations laid out in the report.

An accompanying data booklet summarises ‘how people in the UK and Ireland use public libraries and what they think of them’ which could be of use for business cases, impact reports or understanding how to target local services.

Source: Carnegie UK Trust

Link to main document

Publication format: PDF

Date of publication: April 2017

Summary of driver: This report outlines how public libraries can continue to contribute to government policy goals and improve people’s wellbeing for many years in the future. The report presents recommendations drawn from research conducted by Carnegie into library use and attitudes towards library across the UK and Ireland.

Public libraries have the ability to contribute to individual and community wellbeing and to many of the priorities of local and national government.  Moving forward, library services and their advocates need to be future focused and outward looking, and resist the temptation to embrace a backwards-looking ethos.

Key features of driver: This report seeks to contribute to the debate by sharing the ‘state of play’ for public libraries in the UK and Ireland revealed by our research.  The reports sets our five recommendations (‘lessons’) for how libraries can continue to improve people’s wellbeing both in today’s political, economic and social context and into the future.

These lessons are as follows:

  1. Demonstrate value to policy makers, decision makers and funders to maximise public and other investment
  2. Increase focus on tailored, personalised services whilst maintaining a focus on delivering a universal service
  3. Accelerate the development of a user-centred, data rich service with a strong online presence
  4. Invest in innovation, leadership and outcomes-based partnerships (one point is ‘Local and national governments and voluntary organisations to explore the value of partnering with public libraries to deliver services and outcomes’)
  5. Enhance learning between libraries and across jurisdictions

Primary audience: Members of the public and public library stakeholders.

Date last updated: August 2017

Due for review: August 2018

Group member responsible: VT

 

Protected: Meeting 15th August 2017 10-11am

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Dismantling the silos: Poster Exhibition to share and celebrate good practice

Project team:

  • Lis Edwards, Library Services Manager
  • Library Services Team
  • Medical Illustration Team

Resources required: Poster template, Library staff time, Medical Illustration team time

Timeframe: Two months

The story: In September 2016 The Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust began a culture change programme throughout the organisation.  This was in response to reports from Deloitte and the CQC which found that there were issues within the Trust around leadership and culture.  As part of the culture change programme two ‘big conversations’ have taken place where members of the executive team and Non-executive directors have visited every department in the hospital  to talk and listen to staff about their concerns.  One of the overwhelming issues raised by staff throughout the Trust was that they wanted other staff to recognise the work that was going on within their departments, and also to know more about what other wards and departments were doing.

Within this setting the Library Services Manager was asked to look at how a culture of innovation could be created within the Trust, by facilitating an event to celebrate and share good practice.  All staff were invited to submit a poster which would go on display as part of a poster exhibition to take place in the main entrance of the hospital, giving both staff and patients an opportunity to see the diversity of work which goes on within the organisation.  The Medical Illustration team based in the hospital agreed to create a template for the posters, and issued guidance for designing a poster.  The library team offered help to all staff in the design and layout of the poster.

The Library Services Manager met with managers and team leaders across the Trust, both clinical and non-clinical to ask for their support for this event.  An Invitation was sent to all staff, and the template and guidance was made available on the Trust intranet.  A deadline of two weeks prior to the event was set for the submission of posters, and regular reminders to staff were communicated via the Trust electronic noticeboard and Facebook and Twitter.  The Chief Executive Officer also lent his support to the event at his monthly staff forum.

Our expectation for support for this event had been around 30 to 40 posters at the most.  The response that we had was totally overwhelming; as the deadline approached it was becoming clear that we had really struck a chord with staff.  The final number of posters submitted was over 100, way beyond our most optimistic expectations.  Because of the number of submissions it was decided to reduce the size of the posters when printed to enable us to make better use of the display space we had available.  This worked well as some departments had submitted several posters in order to tell their ‘story’ and we were able to group them together on the display.

Prior to the day, all senior managers in the Trust were asked to ensure as many staff as possible were given time to view the posters, and be able to be part of the event.

Colleagues from other departments within the hospital helped the library team to display the posters the day before, also affording more staff the opportunity to view the posters.  Initially we had planned for the posters to be on display for one day only, but because of the enthusiasm for the event and the huge amount of information on display it was decided to extend the display over the weekend.

We also supplied all departments throughout the Trust with stickers (small dots) to put on the posters which they found of most interest.  The 3 teams whose posters had the largest number of dots were presented with chocolates by the Chief Executive Officer.

Support and interest from both staff and patients for the event was immense, and the energy and enthusiasm as people viewed the posters was amazing.  The event was organised in response to a view expressed by many staff that no-one knew or valued what they did, and what their contribution was to the organisation.   This exhibition, by showcasing the huge variety of work which goes on, gave us a chance to share what we do; to break out of our individual silos and engage in meaningful and thought-provoking conversations with our colleagues.

Staff from across the Trust really embraced the concept of this event, and have shared learning and good practice from their area of work.  It offered a unique opportunity for us all to learn from each other and about the work which goes on.  By learning from each other and finding out if others have a better way of doing things; we can find the ‘how’ and not just the ‘what’ of bringing about change.
Alignment to local, regional and national drivers: 

Organisational Drivers:

Caring for patients:

·         By sharing good practice and learning from each other

·         Patients given the opportunity to see and understand the work that goes on within the Trust.

Caring for Staff:

·         Giving staff the opportunity to share learning and good practice from their area of work

·         Breaking down silos and giving staff the opportunity to network and learn about what other teams do, and how they may be able to work together.

·         Enabling change in practice.

Caring for Finances:

·         Sharing good practice, enabling other teams to use more efficient ways of carrying out their work.

 

Impact of this project/service: This event was symbolic of what the library service brings to the organisation:

·         Bringing people together

·         Sharing knowledge

It also raised the profile of the library service and our accessibility to staff.
Lessons learned: The response to this project far outweighed our expectations.  The amount of posters submitted made it difficult to keep track of numbers.  In addition several iterations of the same poster were submitted which again made it difficult to ensure the final version was displayed.

Sustainability / next steps? 

  • We will be displaying the posters again as part of the information fair which will be held prior to the Trust AGM.  The posters will be on display as before in the main entrance, and also in the conference suite, giving us another opportunity to showcase our work.
  • We are creating a PDF booklet of all the posters which will be available on the Trust Intranet, enabling all staff to view or revisit the posters.
  • We are exploring how we can use the posters to showcase the work of the Trust going forward.
  • We are planning to make this an annual event

Contact details: Lis Edwards, Library Services Manager, Robert Jones & Agnes Hunt Orthopaedic Hospital NHS Trust, Lis.edwards@rjah.nhs.uk, 01691 404287

Date case study completed: 2nd June 2017

Protected: MAP Meeting 3rd July 3-4pm

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