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What do STPs mean for NHS/health libraries?

At the NW Library Manager’s meeting on 14th March Tracy Bullock, Chief Executive, Mid Cheshire Hospitals NHS FT delivered a talk about the Sustainability Transformation Plan for Cheshire and Merseyside. As my service delivered a number of evidence summaries for our local STP I have spent a lot of time thinking about how we can support our STP team to deliver their plans; also a key message at the HLG Conference in September 2016.

Talking with library colleagues about STPs at the meeting made me start to think about what the plans might mean for library services. At the heart of most STPs is the transformation of health services to deliver the 5 year forward view, so big change within a short timescale. There are lots of drivers out there such as the Carter Review and Knowledge for Healthcare which are looking at economies of scale and how services can be more efficient.

If you wanted to transform library services for your region or STP area, what would you need to consider? Here are some questions to get you started:

  • If you were to start from scratch, what kind of library service would you design?
  • What would library services look like in your region or STP area?
  • Are there any functions which could be shared or centralised?
  • What are the key services which need to be delivered locally?

With all of this in mind, we have decided to add some new pages to the MAP toolkit to pull together some useful resources around some of the key themes that seem to be coming out of the plans, so watch this space!

  • Accountable Care Organisations
  • Transformation
  • Cross system working/Integrated care
  • Reducing emergency admissions

Please let us know if you have anything to add to this list.

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

Evidence summaries to inform the Lancashire & South Cumbria STP

Project team: Lancashire Teaching Hospitals NHS Foundation Trust

  • Knowledge & Library Services Manager
  • Operational Librarian (Public Health lead)
  • Clinical Librarians
  • Public Health staff

Resources required:

  • Staff time

Timeframe:

  • 4 Week timeframe from request to submission.

“The story”

As part of a collaborative working group, the Lancashire Public Health team were involved in finalising the STP which was due for submission in October 2016. In August 2016 a request was made to the library service for a literature search and evidence review to identify interventions which will deliver health benefits, contribute to quality and release efficiency savings by reducing emergency admissions, A&E attendances and GP consultations.

The library service completed 11 literature searches and carried out a mini-literature review and synthesis on each of the 11 topics including a detailed reference list at the end. The evidence summaries were shared amongst the team and delivered within the agreed 3 week timeframe. The Lancashire Public Health team were asked to prioritise the 11 searches and a strict schedule was agreed. The Library developed a process and sources for searching which was signed off by Lancashire Public Health with a view to streamlining delivery and standardising our approach.

Alignment to local, regional and national drivers:

Sustainability Transformation Plan Lancashire & South Cumbria http://www.lancashiresouthcumbria.org.uk/sustainability-and-transformation-plan Regional Transformation of Healthcare Delivery

Our Health Our Care https://www.ourhealthourcarecl.nhs.uk/ Local Transformation of healthcare delivery.

Impact for the Library

This case study was shared as best practice with other health library teams at a national level. It also raised the profile of the type of work that we do and provided a basis for us to become involved in the local Our Health, Our Care plan as our Clinical Librarian has attended the regional Solution Design Events to support redesign.

Impact for the organisation/customer

This work impacted on a number of areas, the STP was published and the Public Health team perceived that there was more informed decision making. The project also facilitated collaborative working and new ways of learning.

Crucially this project saved 80 hours of Public Health Staff time. “Myself and two other analysts would have ended up doing the searches and a couple of the other specialists. We’ve all been trained on searching, but time we would have spent on searching, which we could have been spending on something else” Kate Hardman, Information, Intelligence, Quality & Performance Manager.

Future impacts

Many of the following impacts will be realised after the STP has been published and changes begun to be implemented:

  • Improve patient care
  • Developing policies, audit and evaluation,
  • Organisation/service development/planning,
  • Commissioning or contracting,
  • Saving money or contributing to financial effectiveness

Lessons learned

Being really clear about what is achievable within existing timescales and having a clearly structured approach meant that the Library team could work together to turn around this work in a short timescale.

Sustainability/next steps?

The Library team have been able to adapt the content of our current awareness for the Public Health team to reflect the priorities outlined in the STP.

The Library team may be involved in future searches to review specific interventions in more detail.

Contact:

Tracey Pratchett, Knowledge and Library Services Manager

Protected: Meeting 22nd March 2017

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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:

https://improvement.nhs.uk/uploads/documents/Developing_People-Improving_Care-010216.pdf

Summary: https://improvement.nhs.uk/uploads/documents/10591-NHS_-Improving_Care-Summary.pdf

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

Meeting 8th February 2017

Agenda

Teleconference instructions:

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1.Meeting Notes 21st December 2016

2. Standing Item: Marketing Plan review MAP Toolkit marketing plan v2

3. Standing Item: Driver Allocation

4. Standing Item: Usage Statistics

5. Standing Item: Knowledge for Healthcare Update

6. AOB

-Evaluation, polling and surveys

-Recruitment

-Awareness

-Health Information Study Day 10th July Leeds – Proposal: Using the MAP Toolkit as a structure for PPI –  40 minute workshop.