Category Archives: News

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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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

Date last updated: February 2019

Due for review:  February 2020

Group member responsible: LK

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

Protected: Meeting 10-11am 19th October 2018

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Protected: Meeting 3rd August 2018 2-3pm

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Leadership in today’s NHS: delivering the impossible

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? 

Opportunity to support the increasing demand for knowledge resources related to sustainable leadership.

Source: King’s Fund

Link to main document 

Date of publication: July 2018

Summary of driver:

This report is based on a survey of NHS trusts and foundation trusts carried out by NHS Providers in 2017. Consisting of qualitative interviews and a roundtable event with frontline leaders and national stakeholders, the survey showed that leadership vacancies are widespread and that a culture of blaming individuals for failure is making leadership roles less attractive. The report also highlights the widespread challenges in meeting financial and performance targets as demands on services continue to increase. The challenges facing leaders of NHS trusts have changed and there is now a greater emphasis placed on working collaboratively as part of more integrated health and care systems.