Building a knowledge enabled NHS for the future

Source:  Link to main document:

Publication format:  PDF

Date of publication: February 2016

Summary of driver:

‘The report identifies the successful characteristics of a knowledge-enabled organisation and how and why these can encourage knowledge sharing behaviours…. and concludes with recommendations on the best way for KM to support the NHS’ future success’. (p4)

• Looks at how role of KM has developed and the drivers which encouraged the development
• Identifies successful characteristics of a knowledge-enabled organisation.

It is hoped that ‘sharing learning and best practice approaches and making decisions based on accessible and , up-to-date evidence will enable the NHS to be more efficient and offer the best care.’ (p4)

Key features of driver:

• Acknowledges that following initial momentum and focus on knowledge management and the role of Chief Knowledge Officer, there is no longer national coordination or support in this area
• Good examples of KM practice – most relevant one is page 18 ‘NHS Scotland and Knowledge into Action’ which integrated LKS with knowledge translation/quality improvement/safety. Evidences the sepsis screening tool app (which won the Scottish Health Awards Innovation Award in 2014 and was shortlisted for a BMJ Award in 2015.
• Lists the characteristics of a successful KM organisation and references Hill and Darzi reports and relevant sections of LQAF
• NHS must adopt a systematic approach to knowledge and utilise power of connections via networks and social media

The following are accepted as challenges when embedding KM in the NHS

• Reorganisation
• KM and business goals
• Culture
• Introduction of change
• Technology
• Focus on explicit knowledge

The report ends with the following recommendations

• Develop knowledge sharing and learning capabilities
• Encourage leaders to support a knowledge sharing culture and behaviours
• Collect and promote examples of the value of KM to the NHS
• Develop communities to facilitate sharing of best practice and KM skills
• Utilise technology to enable widespread and accessible sharing of best practice

Primary audience: LKS staff, all healthcare staff across all areas of the healthcare sector

Impact on library policy/practice:

• Opportunity to showcase to others in organisation how LKS demonstrates effective knowledge management behaviours
• Opportunity to strengthen KM criteria in LQAF
• Promotion of current awareness
• Highlight LKS use of sharing best practice and collaboration (useful when highlighting the section about region-wide coordination and funding for resources)
• Look at the KM section on the MAP toolkit for further ideas (useful resources/Welcome to KM stories)
• Aligning LKS strategy and vision to the organisation via KM tools

Date last updated: 26^th February 2016

Due for review: 26^th February 2017

Group member responsible: LK

Mystery Shopper Exercise (Health Library – Keele University & University Hospital of North Staffordshire NHS Trust)

Title of project: Mystery Shopper Exercise 

Project team: Customer services Manager – University Campus Library; Senior Library Assistant – University Campus Library; Deputy Health Library Manager

Resources required:

• Involvement of library customers – specifically students.
• Staff time and mystery shopper’s time.
• Mystery shopper guidance packs – instructions, scenarios, guidance on expected service levels.
• Template of the previous University Campus Library’s mystery shopper exercise report and mystery shopper packs as guidance on how the method should work.
• Knowledge of the services available at the Health Library and the library’s customer mix to ensure the scenarios tested are suitable to the library.
• Vouchers as mystery shopper participation incentive.
• Technology – Microsoft Excel for results analysis.

Timeframe: January 2013 – ideal completion by Easter 2013

Description of product/service: Customer service survey using the Mystery Shopper method. The Health Library’s survey will focus on the medical, midwifery and nursing University students. Health Library’s exercise needs to be comparable with the exercise conducted at the University Campus Library in winter 2012. The report produced needs to be able to stand alone on its own as NHS Library report; but also to be able to be read conjunctively with the University Campus Library’s report as a cross-libraries survey.

Alignment to local, regional and national drivers

Local drivers: Unwritten library aims from the NHS and the University to provide good customer service to all customers.

National drivers: Library Quality and Assurance Framework – criteria that ‘Library/knowledge service development/improvement is informed by relevant information’ – which could include the results of a customer survey.

Published literature: numerous journals articles have been published demonstrating how libraries/information services in other sectors have used mystery shopper exercises successfully to test certain aspects of the library service and gain insight into how their services are really being delivered. The public sector and higher education in particular have documented using this method.

Intended outcome for customer / organisation / library: To produce a report that can be read on its own as an assessment of the Health Library’s service, and which can be read conjunctively with the University’s Library report as a cross-libraries survey.

• To identify any improvements needed to the library‘s customer service.
• To provide a benchmark which future repeat surveys can be judged against to ensure standards are being maintained or improved.

Next steps:

• Discuss and write the scenarios to be tested at the Health Library – for inclusion in the Mystery Shopper packs.
• Recruit mystery shoppers from the Health Faculty Schools.
• Brief mystery shoppers.
• Run the mystery shopper exercise.
• Results analysis and report production.
• Act on any identified improvements needed.

Copies from stock (Health Library – Keele University & University Hospital of North Staffordshire NHS Trust)

Title of project: Copies from Stock Service to on-site customers

Project team: Deputy Health Library Manager; Library Manager; NHS Library Lead;
Library Assistants – especially the Inter-Library Loans team.

Resources required:

• Journal publications
• Staff time to plan service and deal with requests
• Time for service pilot
• Office supplies for production of request forms and actual copies needed.
• Access to the library scanner and MFD device to produce copies
• Software for production of pdfs where needed
• CLA website to check copying permissions.

Finance: Payment from library customers for the copies produced at the normal in person photocopying rate. Set up of departmental library accounts for customers to charge their requests to.

Timeframe: Planning September – December 2013; Implementation anticipated for January 2014 and then ongoing.

Description of product/service: Service where the library staff will, upon request, routinely provide copies from stock to on-site hospital staff/ students on placement customers who do not want to or have not got time to come to the library to make copies themselves. This means staff and students will get the information they need for their continued education and training, at the time they need it.

This service will provide greater parity with the service provided to off-site customers who are sent copies of articles that they are not able to access because they work off-site. We feel there should be the option for on-site customers to have items sent to them, though at the cost of what they would pay if they came in and copied the items themselves.

Alignment to local, regional and national drivers

Local drivers: Trust Learning and Education policy – the trust will support the continuing education of staff and the education of students on placement in the Trust by providing appropriate resources.

Trust strategy priorities – includes several goals relating to the delivery of education and training to staff and students – this library service will support these aims.

Library aim – to provide parity of service levels between on-site customers and offsite customers. Off-site customers will have copies sent to them because they are unable to access the library. This option currently is not routinely available to on-site customers.

Regional drivers: West Midlands Workforce Skills and Development Strategy 2013 – 2018 – by West Midlands Health Education LETB . Education development will not be a limiting factor to the creation of a skilled and flexible workforce. This service would support this aim by making resources available to the Trust workforce when they need it for their learning and development.

Intended outcome for customer / organisation / library: We will have an established and publicised copies from stock service for on-site customers. Copies would be supplied at same cost which they would have to pay if they came in and copied the items themselves.

Trust staff and students on placement will get the information they need for their continued education and training, at the time they need it.

This service will provide greater parity with the service provided to off-site customers (who are sent copies of articles that they are not able to access because they work off-site) and that provided to on-site customers.

Next steps:

• Develop request form and processes for the service – in consultation with library colleagues.
• Pilot/test the service.
• Roll out of service and creation of departmental accounts as needed.
• Marketing of the service as a standard service offering.

Library Strategy (East Lancashire Hospitals NHS Trust)

Title of project : ELHT Library & Information Services Strategy 2011-2014

Project team : Graham Haldane, Library Services Manager; Clare Morton, Deputy Site Library Services Manager; Judy Richardson, Site Library Services Manager

Resources required : 

• Staff time – individual & meetings
• User Needs Assessment – feedback from individuals & groups of key stakeholders
• Also need to create a dated, documented plan for the implementation of the strategy, with review date – SMART outcomes, resources required (incl. staff & finances), timescales
• & target dates involved (LQAF 1.2a); monitor & review process (LQAF 1.2b)
• Documentary evidence of consultation with stakeholders (e.g. user needs assessment, minutes of meetings, emails)
• Documentary evidence of formal approval (e.g. Board minutes)

Timeframe : Ideally to be completed before submission of LQAF (<26/8/11) ; Executive Board meets 3/8/11
NB Strategy in development or awaiting formal approval will only achieve Partial compliance with LQAF

Description of product/ service : Formally approved strategy that meets LQAF criteria (1.1b) ; Provides vision & direction for the L/K service for 2-5 years ; Takes into account factors that may impact on delivery of service over timescale of strategy ; Is based on consultation with relevant stakeholders & reflects aims, objectives & needs of the NHS organisation(s) it serves

Includes activities outlined in ‘Review of NHS funded library and knowledge services in England’ [Hill report]:

• Clinical decision making
• Commission decision & policy making
• Life-long learning by all NHS staff
• Research.

Supported by implementation plan (LQAF 1.2a)

Alignment to local, regional & national drivers : Hill Report: http://www.library.nhs.uk/aboutnlh/review ; Darzi report ; Trust business plan/objectives ; HCLU strategy ; Cumbria & Lancs strategy

London Health Libraries – Guidance for producing a library strategy, implementation plan & annual report. http://www.londonlinks.nhs.uk/resources/files/key-documents/guidance_for_producing_library_strategy.pdf/view

HSG(97)47 – very dated, but specified that NHS library services should be fully multi-professional and meet needs of all staff groups. MAP project plan Library strategy – 8 June 2011 http://www.dh.gov.uk/en/Publicationsandstatistics/Lettersandcircular
s/Hearlthserviceguidelines/DH_4018488

Intended outcome for customer/ organisation/ library : Improved patient care and enhanced staff development, across all staff groups, through further development of library and information services.

Clear strategy for next 2-3 years, aiding internal staff working & prioritisation, raising profile & needs of library service, raising related issues (e.g. training, IT, learning & development, clinical governance, R&D)

Next steps : Produce project plan ; Draft outline of strategy ; Draft – seek feedback; Operational plan ; Marketing plan ; Final document ; Approval by HR Director; Approval by Exec Board ; Monitoring & review process ; Ongoing through 2011-14

Impact assessment : Impact to be seen through e.g. greater uptake of library membership, use of resources (incl. Athens), increase in training activity, increase in interface of library team with clinical, management & other areas. Specifically monitored through user surveys, comments, feedback. Ultimately impact acknowledged through recognition of library service as knowledge hub within organisation.