Annual Report

Transcription

1 Annual Report has been a year of development, growth and change, as we have sought to reassess and improve the way we deliver Library and Knowledge Services (LKS) to our users. Inspection and Ratings: The LKS here at Princess Alexandra Hospital NHS Trust (PAH) was granted an 87% compliance rating against the Library Quality and Assurance Framework (LQAF) in 2015; this is carried forward until the new submission in In order to improve services, resources and ratings going forward, we became part of a new pilot programme, the Essex Libraries Project. The library merger pilot led by Basildon Healthcare Library at Basildon and Thurrock University Hospitals Foundation Trust (BTUH) includes ourselves and the LKS at Colchester Hospitals University Foundation Trust (CHUFT). Our aim this year was to achieve an LQAF rating of >95%. Essex Libraries Project The merger programme has been essential for the LKS at PAH to be able to deliver on the vision of Knowledge for Healthcare: A development Framework for Library and Knowledge Services set by Health Education England. Equally as important has been the need to increase impact on better delivery of high quality, safe patient care. This together with our objective of improving our services, resources, and ratings requires that we continue to work towards a regional LKS, with the economies of scale and the more efficient, effective use of funding that it brings. Past difficulties in recruiting managers and staff across the region; the need to update processes, stock and the environment, plus the requirement to continue to align our services with the Trust objectives, and improve staff access to the evidence base at the point of care; has created a valuable basis for looking at the benefits the Essex Libraries Project brings to our service provision. Objectives and Priorities- what we have achieved this year Over the past year our service delivery and improvements have been guided by the key priorities set out within the Project proposal. This report will demonstrate how the LKS has fared over the year according to these priorities. Ensure LKS strategies are aligned with the overarching aims and objectives of each Trust and the vision of KfH, enabling libraries to deliver the best possible services (for each organisation in the most effective and efficient manner possible). In meeting this objective, our Library and Knowledge Services (LKS) vision and mission statements have been re-examined and aligned according to Trust priorities. Our new LKS Strategic Plan (See Appendix 1) has been formally approved. This firmly aligns LKS objectives and values to those of the Trust. Annual plans and all individual and team objectives will be aligned to this in future. Lead Managers and the rest of the library team have further developed relationships with key departments such as Finance, Communications, HR and IT, in order to ensure and facilitate an efficient and

2 smoother delivery of service (to staff, students and the wider Trust). Additionally team members now attend key to attend key meetings within the Trust to ensure they keep current with Trust developments. Existing procedures have been investigated and new ones developed, thus streamlining our processes, and aligning all three libraries to the same way of working. Standard Quality Measures have been introduced based on those at BHL ensuring that we all meet the same service delivery standards. Develop existing staff structures enabling separation of the day to day core activity of the library from the tailored clinical and professional work thus enabling professional staff to become truly embedded in educational, clinical and management activities in each Trust It was important to get the right staffing into place at the beginning of this project as past limitations on local recruitment had affected the ability to deliver a fully robust LKS to our users and staff. A new staff structure was developed following years of retirements from band 5 & band 4 staff, and more recently ill health retirement from our band 4 library assistant. The Lead Library Managers (Liz Hunwick and Sarah Lanney) have been given honorary contracts here at PAHand at CHUFT. Under their guidance we recruited a new Band 3 library assistant in September 2016 and Band 6 Clinical/Outreach librarian in February to begin work on implementing a clinical librarian service. Regular team and one to one meetings with between staff and lead managers have been introduced. The development of a new staff structure has included the upskilling of staff to aid the delivery of an improved service. This has included: All staff undertaking basic acquisition and cataloguing training; All staff having knowledge of NHS Athens administration system to support users; All staff spending time at the library desk so they are used to undertaking core daily work; Staff with a specific area of knowledge can be deployed to other sites to share information or train; All staff have objectives in place aligned with those of LKS and Trust which include development needs; All staff are involved with marketing and promotion activities, the creation of documentation and engaging Trust staff in and out of the library; Our Clinical Librarian benefiting from new regional Clinical Librarian Support Group. Consequently the library team has been able to move on from silo working with each team member having sole ownership of a specific task, to being able to work across, or be aware of all areas, thus providing a more robust, continuous service to users. A staff away day in November 2016 brought the staff from the three libraries together to build relationships, enabling us to exchange knowledge and expertise and work together more effectively. Introduce the concept of clinical librarianship and bringing evidence to the point of care to key people/influencers in each Trust. Trial service in at least one area. We recruited a clinical librarian to a permanent post at the end of February We had had interest in the service expressed by O&G and our initial aim was to make contact with at least two departments within the Trust, with the intention of discussing the roll out of the service. Additionally, we sought to investigate relevant high-level meetings in which to present the benefits the service could bring to clinicians.

3 To date, our Clinical Librarian (CL) has been able to attend and present the service at the Medical Education Committee (MEC), the Allied Health Professionals (AHPs) group meeting; the Undergraduate Education Committee (UEC); and the main Trust level inductions. Valuable contacts have been made with requests for presentations to Diabetes & Endocrinology, Pathology, Dieticians, Nursing, Surgery and the Grand Round for Department of Medicine and Elderly Care. The CL will be spending a full week with Surgery in July with the aim of developing relationships with staff and becoming embedded in the team. The librarian was interested in what I was studying. Also helped me with academic referencing and guided me with managing workload. I have nothing but praise for the library at Harlow. Improve and enhance the physical space to provide suitable learning and studying environments, creating relaxing area away from clinical environment. The library space had not been updated for many years and was clearly a barrier for both users and also library staff, who were working in a less than ideal environment due to the age and condition of Parndon Hall. To improve this our first step was to clear the library of materials, papers, and old equipment that had accumulated over the years. The library team liaised with Estates and Health and Safety respectively for this. A deep clean was undertaken following the recommendation of the lead managers of all the library areas and the public corridors. The health and hygiene impact for our staff and users was immediately noticeable. Heating issues were tackled by ensuring that the boilers were serviced and a monitoring the system was put in place. This continues to be a work in progress due to the cost but it has led to improvement compared to what has historically been the case. Blinds/curtains in all areas as were replaces, as were all chairs according to our new branding colours thus improving the light, functionality, and ambience of the learning environment. Before After A further significant step has been the much needed re-carpeting of the main library, offices, computer rooms and study areas. Asbestos was discovered during this process and again liaison with Estates and Health and Safety resulted in a safer working environment for all. The main library itself is more welcoming as furniture and shelving has been rearranged to create a sense of space. A new OPAC terminal stand has also been added.

4 Facilitate the improvement of library collections both physical and electronic ensuring items are current and relevant to staff and student needs on each site. Our extensive but underused journal archive was significantly reduced and streamlined in accordance with the journal holdings in all three libraries and those across the region. The Library Management system also had to be updated with these huge changes. A large backlog of new books was catalogued and made available to users. The entire book stock has been weeded getting rid of old, out of date information, a huge task. Our nursing and midwifery core content book collection has been updated, and new books for our foundation nursing programme have been purchased. The updating of the book stock is currently on-going, according to the availability of funds. I am studying at Kings College in London. I had trouble getting an article on line for my management module. I ed the library and they had it for me 2 days later! The following improvements have been made to our e-resources collection: All E-Resources are now available via the website The purchase of two core mental health e-journals (British Journal of Psychiatry & BJPsych Advances); The purchase of Oxford Handbooks e-book package which has now been made available via our website The investigation, collation, and updating of our catalogue of all current subscriptions, both electronic and hard copy Collaborative purchasing means economies of scale and cost avoidance therefore, led by the Lead Resources Manager a number of resources have been purchased across all the libraries in Essex, including the Health Service Journal and Clinical Key Increase access and usage by investigating the installation of self-issue systems and 24/7 access. Responsibility for managing the security access system which provides limited 24/7 access to Parndon Hall for users with key fobs only has historically been managed by the library. A new system which uses Trust ID cards has been purchased jointly by the departments in the building and going forward this will now be Security s responsibility. In the past we used a pen and paper system for borrowing books out of hours. This had severe limitations so we investigated acquiring the same self-issue system used at the Basildon, and Colchester LKS. This was not feasible due the layout of the building so we are using MobileCirc, a self-issue version of the library catalogue on an ipad.

5 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Enhance virtual provision of resources and services using the existing BHL external website to reach more PAH and CHUFT staff. In order to enhance the provision of virtual resources and services, and make them available to users at home and work the Basildon library website at was rebranded and adapted to include information and resources for all the three LKS. All our resources and services are now easily accessible on one site. Use of the website by PAH users has grown significantly in the last few months. Users can also now request books and articles online via the catalogue, replacing the need to come into the library with a paper request form. Chart A below shows the number of hits on the PAH membership page of the website for the first year of the project. Chart B shows hits for E-Resources demonstrating that PAH users are availing themselves of the ease of virtual access that the website provides. The website has existed for a number of years so it is expected that in time PAH and CHUFT hits will achieve similar numbers to those of BTUH Chart A Chart B BTUH CHUFT PAH Eresources BTUH Eresources CHUFT Eresources PAH 0 0 The key to providing this service is ensuring people are aware of it, consequently, the library liaised with IT and Communications to update library information on the Intranet is accurate and ensure their support in promoting our services. As part of this service provision and its on-going promotion, all library users are given information about the website and virtual resources on joining and all inductions highlight the website as the one stop shop for all our services. I started using the online resources last year and it has been helpful to me as a student. Library Users - Perceptions and Activity User surveys were conducted in April 2016 and May 2017 to ascertain user s perceptions of services and changes and to see if these had improved alongside the improvements that had been made throughout the year. The response rate for 2017 was much higher than 2016 (129 respondents out of 284 (45% of total) compared to 43/159, 27% of total in 2016) thus indicating some success in promotion and improvement. In 2016 s survey there was a huge dissonance between importance and satisfaction with services in the questions Please indicate on the following table how SATISFIED you are with the library services that you use and Thinking about the services you have ALREADY USED, how IMPORTANT are they to you? This difference was greatly reduced in this year s survey, providing evidence that users are noticing, and benefitting, from the changes we have put in place. Question charts are on the next page, green indicates very important/very satisfied.

6 2016 charts 2017 charts

7 Usage statistics are not yet showing great changes, except for evidence searching where the impact of having a new Clinical Librarian can clearly be seen. This is because although there have been so many changes up till now there has not been enough staff or time available to concentrate focus on marketing services. This is to be a main priority for the coming year. Jan-May 2016 Jan-May 2017 Loans Evidence Searches 5 19 New members New Athens accounts I have used the library for many years since I joined the trust and I can see that all the changes made over the years have made it a great library and an asset to the trust and its staff. The Future The work, dedication, and effort of the library team have been vital in effecting the huge amount of change, development, and growth we have seen in the past year. These three words are also likely to be the watchwords of the coming year. The library has a new four year strategy (Appendix 1), the objectives of which are:- The annual plan for the coming year prioritizes marketing of the library and its services to gain even more visibility and further increase usage. As the new team settles we need to ensure that new procedures and activities like quality measures and statistics become the norm and that staff analyse and use them to improve services. We will start an embedded Clinical Librarian service in at least one department before Christmas. Autumn 2017 will see the implementation of a new resource KnowledgeShare which will enable Trust staff to receive regular personalized current awareness and horizon scanning reports. Collaborative purchasing options for resources like this have given us economies of scale and value for money, and we will continue to investigate this model for other purchases, for example, UpToDate, a point of care product for clinical staff. A new training strategy will be devised, its contents being derived from the training needs analysis included in the May 2017 survey. We will also be looking at how we can use our skills and resources to support knowledge management activities in the Trust as well as patient and public information. Alongside these activities we will continue to work with Basildon and Colchester libraries to lay the groundwork for a fully merged LKS, looking ahead to a single service across Essex and eventually the East of England region. Ayo Ogundipe Acting Site Manager Liz Hunwick Lead Manager- Essex Libraries project Sarah Lanney Lead Manager- Essex Libraries project The staffs are very helpful, competent and efficient in delivering a high standard service.

8 Appendix 1