Update and Implementation Plan for OHFT Libraries Strategy 2021-22

OHFT Libraries Strategy Update & Implementation Plan 2021-22 v4 May 2021 1

Contents Introduction 1.0 Key strategic objectives 2.0 Key guidance 3.1 Achievements 31 December 2020: 6 KPIs & updated activity targets 2021-22 3.2 Activity targets 2021-22 further information 4.0 Priorities 2021-2022 5.0 Further actions Appendix 1 Key Library Activity Statistics April 2020-March 2021 Appendix 2 OHFT Strategy final draft April 2021 Appendix 3 HEE strategy Appendix 4 L&D Strategy/plans References 2

Introduction The COVID 19 pandemic continues to have a wide-ranging impact on NHS libraries, and so it has been decided to extend the current library strategy for another year. We will continue to be guided by the 5 stated objectives updating our implementation plan, considering local, regional and national documents where relevant; modifying targets where appropriate, taking into account different ways of working amongst colleagues, partners and our user community whilst continuing to monitor progress. We plan to consult on a new strategy from December 2021. 3

1.0 Key strategic objectives 1. Maintaining access to the knowledge base of evidence; providing a high quality library and knowledge service. 2. Enable effective use of the knowledge base; mobilise knowledge to deliver on NHS priorities, supporting lifelong learning and wellbeing of NHS staff and facilitating the dissemination of research and innovation. 3. Deliver a cost-effective service; collaborating with other providers, improve the patient experience. 4. Develop the knowledge and skills of library staff. 5. Improve the user experience. 4

2.0 Key guidance HEE Knowledge for Healthcare 2021-26 (Appendix3) OHFT Draft Strategy 2021 2026 November 2020 Draft for Board update (Appendix 2) OHFT Learning and Development plans (Appendix 4) 5

3.0 Achievements December 2020: 6 KPIs & updated activity targets 21-22 Performance indicator Mapped to Objective December 2020 compared with Dec 2019 * Overall strategic target met/not met Targets from April 2021- March 2022 Not met (inc 60% Trust staff) Actual= 48% Registrations 1 Decreased 100% new staff registered/informed Met (inc to 35% Trust staff) Actual = 38% OpenAthens registrations 1 Increased 40% Trust staff registered Met (70% members receive KShare alerts) Actual = 87% Current Awareness signed up 2 Increased 75% members received KShare alerts Met (5/10 day turnaround) Literature Searching 2,3 Met 10 day turnaround (5 day normal working) Not met (target 8293 items supplied) Actual=4492 Items supplied 1,2,3 Decreased 4942 = total items: loans, docs (2021+10%) Not met (target 108 sessions) Actual = 61 Information skills training 1,2 Decreased 96 Sessions (85 total 2021-2 + 10%) 6

3.2 Activity targets 21-22 further information Performance indicator Mapped to Objective Targets from April 2021-March 2022 Notes Registrations 1 100% new staff registered/informed Depends on automatic membership being implemented OpenAthens registrations 1 40% Trust staff registered If existing trend continues. Current Awareness signed up 2 75% members received KShare alerts If existing trend continues. Literature Searching 2,3 10 day turnaround (5 day normal working) This may change depending on progress of pandemic Items supplied 1,2,3 4942 = total items: loans, docs (2021+10%) This may change depending on the progress of the pandemic Information skills training 1,2 96 Sessions (85 total 2021-2 + 10%) This may change depending on the progress of the pandemic 7

4.0 Priorities 2021-2022 Objective 1 Maintaining access to the knowledge base of evidence; providing a high quality library and knowledge service Quality/NHS Libraries Quality Improvement outcomes (ref). Work to achieve compliance with new Quality Standards by September 2021. 8

4.0 Priorities 2021-2022 1. Support Knowledge Management. Support Trust teams at all levels including Board level, to manage knowledge and deliver the highest quality of care through evidence-based practice. Objective 2 Enable effective use of the knowledge base; mobilise knowledge to deliver on NHS priorities, supporting lifelong learning and wellbeing of NHS staff and facilitating the dissemination of research and innovation. Use Knowledge Management tools where appropriate, including the Evidence & Knowledge Assessment Tool, facilitating communities of practice, providing literature searches. ORKA: work with: R&D to support Trust research; L&D to include local students work/projects; OHI to support quality improvement initiatives; Medical Education to promote Trainees involvement in published research. 9

4.0 Priorities 2021-2022 2. Develop content and increase quality of current awareness Services Objective 2 Increase sign up to KnowledgeShare. Promote in house and shared current awareness alerts, offer additional alerts via KnowledgeShare Transfer TOCs alerts to KnowledgeShare where possible to decrease our team workload. Refine Primary Care Bulletin processes Enable effective use of the knowledge base; mobilise knowledge to deliver on NHS priorities, supporting lifelong learning and wellbeing of NHS staff and facilitating the dissemination of research and innovation. 10

4.0 Priorities 2021-2022 3. Information skills training: support Trust staff to access high quality current evidence by efficiently offering effective information skills training. Objective 2 Enable effective use of the knowledge base; mobilise knowledge to deliver on NHS priorities, supporting lifelong learning and wellbeing of NHS staff and facilitating the dissemination of research and innovation. Update all training to include training on native interfaces (loss of access to HDAS in March 2022) Improve support for all L&D courses at all levels. Adapt training for delivery via online and face to face formats. 11

4.0 Priorities 2021-2022 1. Review library policies and procedures to reflect new ways of working, with focus on: Objective 3 Collection management: develop online services and resources with focus on e resources and collaborative procurement where appropriate; support Trust educational initiatives using expertise to manage & procure appropriate resources and ensure supply/access; sourcing, checking/updating reading lists, liaising with course leaders & Trust experts to maintain up to date relevant stock. Marketing and promotion: Identify and support resource provision for key Trust initiatives and national events, working in partnership with appropriate organisations and teams taking advantage of opportunities for promotional activities. Deliver a cost-effective service; collaborating with other providers, improve the patient experience. 12

4.0 Priorities 2021-2022 2. Support Patientsand Staff wellbeing & informal learning, working with public library/other external partners to expand library services for patients. Objective 3 Reading Groups support existing and establish new groups. Dementia patients increase awareness and supply of reminiscence collections, audio tapes, the Weekly Sparkle. Reading Well lists of Books on Prescription - promote and expand awareness/usage. World Book Night apply to participate and increase books procured to support growing interest from Trust teams to aid mental health recovery. Educational Board Games - extend use, supporting improved well-being and learning for staff and patients. Deliver a cost-effective service; collaborating with other providers, improve the patient experience. promote and 13

4.0 Priorities 2021-2022 3. Improve Health Literacy awareness Objective 3 Offer support, raise awareness and highlight the important issues. Deliver a cost-effective service; collaborating with other providers, improve the patient experience. Embed Health Literacy sessions within Trust courses to facilitate knowledge of health literacy issues for patient services. 14

4.0 Priorities 2021-2022 4. Maintain existing external SLAs with existing customers, and consider opportunities for further partnership working/SLAs where appropriate. Objective 3 Deliver a cost-effective service; collaborating with other providers, improve the patient experience. SLAs 2021-2022 Clinical Effectiveness Team, South Central and West Commissioning Support Unit. Oxfordshire Clinical Commissioning Group Public Health Staff in Aylesbury Public Health staff in Oxford HEE (Primary Care Bulletins) 15

4.0 Priorities 2021-2022 1. Library staffing: development, roles & skill mix Objective 4 Develop the knowledge and skills of library staff. develop consideration for current and future service needs. staffing structure/skills plan with consider a bid for HEE funded Primary Care librarian. support staff to take advantage of training opportunities to develop skills and knowledge required for services development. 16

4.0 Priorities 2021-2022 2. Library Staffing Levels/organisation Objective 4 plan current and future library staffing requirements, considering on-site, outreach services and home working in light of COVID-19 and Green Trust/NHS strategy. Develop the knowledge and skills of library staff. 17

4.0 Priorities 2021-2022 Manage the Library space in line with COVID-19 requirements whilst improving facilities where possible at all locations. Objective 5 Improve the user experience. Littlemore Library: provide adequate space to support existing and future usage. Warneford Library: reduce journal holdings to improve environment in line with archive subscriptions purchased. opportunities to improve environment. Whiteleaf Library. Update all IT equipment. Pursue the any library 18

5.0 Further actions Progress against KPIs will be reported through monthly KPI dashboards and discussed at Library Team Meetings. Progress against priorities will be reported and discussed at library team meetings 19

Appendix 1 Key Library Activity Statistics April 2020-March 2021 20

Appendix 2 OHFT Strategy final draft April 2021 Key Headlines: The Trust s updated vision is Delivering outstanding care by an outstanding team The Trust s values remain as Safe, Caring and Excellent For the strategic period 2021 2026, the Board of Directors has set out four key strategic objectives: Delivering the best possible care and health outcomes Be a great place to work Make the best use of our resources and protect the environment Become a leader in healthcare research and education The Trust has adopted a new way of managing and reporting on progress against its strategic aims. Each strategic objective has a set of Objective Key Results (OKRs) that enable the Board of Directors to track performance. These will be regularly reported using a new Integrated Performance Report (IPR) Once the Strategy has been formally approved by the Board of Directors, this document will form the basis of a revised Programme Delivery approach that will be overseen by the Trust s Executive Management Committee 21

Appendix 3 HEE Strategy Knowledge for Healthcare 2021-26. A strategic framework for NHS Knowledge and Library Services in England 2021-2026. HEE NHS knowledge and library services are crucial to unlocking the value of information in health services There is renewed focus on: getting the right team, resources and services in place mobilising evidence and knowledge enabling resource discovery assuring the quality of knowledge services improving health literacy developing the knowledge and library services workforce Key messages: Suggested target ratios of librarians to health service staff, might deliver a net economic benefit of 106m pa saving critical time for clinicians. The NHS requires proactive knowledge services with a blend of expertise, nurturing a learning culture and enabling health care staff to access and use high quality evidence. The Quality and Improvement Outcomes Framework integrated within the Health Education England Quality Framework will be a requirement of the Education Contract with providers. Raising awareness and supporting improvements to tackle issue around health literacy Health literacy levels in England are very low. 43% adults aged 16-65 cannot understand word-based health information sufficiently well to make health decisions. Aims to provide quick and easy access to online resources through: a national discovery system, regionally shared Library management systems, more nationally co-ordinated procurement/management of digital resources, promoting BMJ best practice, technologies to assist expert searchers, interface to access specialist bulletins, personalised alerting services. 22

Appendix 4 L&D Strategic Objectives 2021-2022 Supervision rates focus on increasing rates to 70% by March 2022 (80% by March 2023) Mandatory Training increase to 90% Care Certificate completions increase by 50% Functional skills increase successful completions by 50% Focus on lower level apprenticeships; increase business administration apprenticeships Nursing apprenticeships increase to 40 students by March 2022 Promote all learning opportunities Masters pathway aim to enrol 20 students in one year New IT systems Ark and OTR in place. 23

References Economics by Design. NHS funded Library and Knowledge Services in England Value Proposition: The Gift of Time A Report to Health Education England. 2020 https://www.hee.nhs.uk/our-work/library-knowledge- services/value-proposition-gift-time Green Alert Oxford Health s sustainability. OHFT. 2020. https://ohft365.sharepoint.com/sites/GreenAlert/SitePages/Welcome.aspx Health Education England. Knowledge for Healthcare Evaluation Framework 2021-2026. 2020. https://www.hee.nhs.uk/sites/default/files/documents/HEE%20Knowledge%20for%20Healthcare%202 021-26%20FINAL.pdf Health Education England. Quality and Improvement Outcomes Framework for NHS Funded Library and Knowledge Services in England. 2019. https://kfh.libraryservices.nhs.uk/wp-content/uploads/2019/07/Quality-and-Improvement-Framework- 2019.pdf NHS England Greener NHS campaign to tackle climate health emergency . 2020. Weblog. https://www.england.nhs.uk/2020/01/greener-nhs-campaign-to-tackle-climate-health-emergency/ Greener NHS (england.nhs.uk) OHFT Strategy final draft April 2021 L&D Strategy/plans 24