Objective: Annual reports are a required element for most Library Services yet these documents are
frequently uninspiring and largely unread. Why not maximise them as an opportunity for engagement?
Methods / Description: This presentation will discuss how we drew on the model of departmental action
plans used by some academic libraries to create a more engaging annual report for our work with
hospital Trusts.
We will consider the core elements that have proved useful along with some of the difficulties
encountered in pulling it together.
We will explore how the selection of content is underpinned by the principles for good metrics
developed for the NHS in England.
Results: Drawing on three years of experience we will consider the difference that the use of this format
has made locally. The more engaging style has prompted interest from other libraries and we will look at
how it has been received elsewhere.
8. Principles for good metrics
• Meaningful
– Relates to goals of
organisation
– Relates to needs of stake
holders
– Re-examined over time to
ensure still valid
9. 0
10
20
30
40
50
60
70
80
90
2012 2013 2014 2015
Access to Library Services Positive - Negative
GSTT KCH Imperial Royal Free St George's UCLH
GMC
Survey
GMC Survey results for satisfaction with Library Services (% rating
Very Good or Good minus Poor or Very Poor). The Trust has
maintained consistent strong performance.
11. Trends
1468 staff registered up nearly 30% - some impact from changes to building access
2482 staff accessed resources via OpenAthens this year up 8%
Staff participating in a skills session rose to 272 with more people using “request a workshop”
Over 30,000 ejournal article downloads in 2017 – big increase in use of Nursing titles
OpenAthens consistent with over 4000 having an account for
anywhere access to resources
Book loans steady at over 19,000
12. Principles for good metrics
• Actionable
– Measures what matters
– Measures something you can
influence
– Drives changes to behaviour /
services
– Investigate not assume
13. Principles for good metrics
• Reproducible
– Clearly defined in advance
– Transparent
– Can be replicated
– Best available data
– Non burdensome (to allow
repetition)
14. Principles for good metrics
• Comparable
– Valid over time for internal use
– Valid externally for
benchmarking
– Respect diversity of services
http://kfh.libraryservices.nhs.uk/metrics/ for more of this sort of thing
15. Nearly 400 responses to our user survey
Biggest improvements since 2013
Opening hours 61% positive up 44%
much greater 24/7 access available
Ebooks 50% positive up 25%
investment made in this area (OxfordMedicine.com)
Ejournals 70% positive up 13%
remains a priority area for users
Top scores
Customer service 75% excellent or good
reflected by Customer Service Excellence award
Databases showed rising satisfaction now
at 77% for these key resources
Overall Satisfaction consistent at 75%
16. Resources
NHS Library Guide – gateway to evidence
10% growth in use
30,000+ uses of our searching for systematic review guide
New Keep up-to-date guide created
Ebooks
Tailored collection via eBook Central
Focus on support for coaching and leadership
OxfordMedicine.com added 92 new titles
Ejournals / point of care tools
Ejournal collections maintained bar small changes to Elsevier titles
BMJ Clinical Evidence ceased publication
DynamedPlus released a new point of care app – growing usage (1000+ users)
BMJ Case Reports
Institutional membership allows fee free publication
A supported route to publication
At least 4 case reports successfully published by Trust
authors in 2017-18
17. Making a difference
By looking at the literature behind spinal interventions we have
changed practice and reduced repeated injections.
This has led to us being able to reduce one whole theatre list and
save over £100,000 per annum.
I used the journal article provided with
support of library staff to contribute to a
chapter I was
writing for a new book
Helped me in my training to be
an anaesthetic nurse
This gave me confidence to critically appraise
studies related to my field of practice and I have
recently done my
first peer review
84% felt Library Services use helped them acquire new knowledge
60% reported an impact on patient care
The team at the library are
very approachable
18. Progress
with plans
User needs
The Library user survey has helped us identify areas for further improvement to be addressed in our operational plans
Library Services achieved the Customer Service Excellence standard reflecting how we listen and respond to you
Quality & Impact
National Library Quality Assurance Framework compliance above required 90% level
Impact examined with over two hundred positive responses to the national impact survey
Current Awareness
New Keep up-to-date guide to created to support self service option
Examination of mailing list system for update bulletins
Marketing
Joint marketing plan delivered with Site Library team
New promotional video created to support Trust induction
Skills training
New E-learning materials in place for ejournals via KHP Learning Hub
Close liaison with Site Library team around training development
19. Getting better with evidence
At any time
We offer online resources to allow people to build their skills at a time
that suits them. The Library guides offer immediate answers to
commonly asked questions plus deeper information on systematic
review, referencing and resources
Our growing e-learning offer includes modules on where and how to
search. There are tips on ejournal access and details of effective
search techniques
Group learning
We offer a regular programme of hands-on group sessions on
literature searching, critical appraisal (quantitative and qualitative) and
rapid access to evidence
An online form allows any of our sessions to be requested for your
team or department
We also deliver tailored introductory sessions / updates for inclusion in
team meetings or education days
Access to evidence is not straightforward. Library Services are working to help NHS staff develop the
knowledge and skills to research faster and more effectively
Individual support
The enquiry team are there to help people to
develop their understanding of what we offer and
build skills. This can be carried out in person,
online or through our new single phone number –
020 7848 4440
20. Plans for 2018-19
Proactive customer focussed service
Creation of a cohesive e-learning offer combining locally and nationally produced modules on finding evidence
Support health and wellbeing agenda through building connections with local patient facing information services
Pilot reflective reading course working across the Trust library and knowledge services
Quick and easy access to relevant evidence
Implement linking to ejournals via PubMed - easing access for users of this popular site
Improve the currency of book collections - removing old editions and adding new titles
Develop bid and roadmap for KnowledgeShare to support current awareness
Effective leadership, planning and development of services
Review Service Level Agreement to support long term partnership working
Review uptake and usage of electronic resources consulting on suitability
Complete annual quality assurance process and plan for new system expected in 2019
21. Contact
Head of NHS Partnership & Liaison
Alan.Fricker@kcl.ac.uk
For details of NHS Library Services see
libguides.kcl.ac.uk/nhs
Alan Fricker
22. Just 9 slides
• But tricky!
– Picking your focus
– Watching the jargon
– Getting the numbers (right)
– Lining up the timings
– Setting objectives
23. Seeking engagement – the Trust
• Appointments with key
contacts
• Targeted, tailored emails to
individuals
• Taken to relevant committees
• Shared via general channels
24. Results?
• Interaction with key
stakeholders
• Peer to peer sharing
• New contacts
• Invitations for follow up
25. Seeking engagement – the Library
• Senior team targeted
• Used in team meetings
• All staff (with bonus knowledge update)
27. "It's really amazing to see the impact of the service
in very easy to understand and nicely designed
statistics, and with direct student feedback. It's
awesome to see how a good service actually affects
those using it, and for me that is a huge motivator to
continue and make it even better. Seeing the impact
(the WHY) is so inspiring. Thanks so much for sharing
it. It makes me feel really proud of our service and
my colleagues. "
29. What next?
• What are York up to?
• Locally
– Follow up leads and strengthen links
– Target earlier engagement
– Keep evaluating and improving
• Won’t change your life but might make it
better!
Hinweis der Redaktion
Mandatory
Dull for me – dull for them
Read by no one – not even me
A waste of time and energy (all be it little of either)
Inspiration from York University
Blog post? Presentation?
They encouraged people to give it a try
Image from Pixabay https://pixabay.com/en/york-minster-yorkshire-york-uk-3430147/
But still potentially pretty dull
The core elements of the action plan – but how we build it and what we do with it is what makes the difference
I am going to illustrate with one of this years reports!
Use Powerpoint as accessible and easy to muck with but got some help to make it look better
Others have used their institutional design house to get something slick
All about places they know – sparks their interest and makes them look on
People lucky enough to be in Dublin might recall I spoke about principles for good metrics and these are at the heart of better use of numbers
Here we are in the beautiful Berkeley Library
Meaning means people should care.
Stakeholders can be internal as well as external – and no reason not to use different things for different audiences
Drawn from an annual report in an unnamed organisation.
Triple page fold out!
We want to tell stories! I don’t need to tell the whole story – I don’t want lots of words
These are important factors when picking things to include. Who cares? Can we change it? Have we done something to change it over the last year?
We want good enough data – if we don’t trust it then don’t use it – even if it looks good. And transparent is important – are we picking up and dropping measures? Or only talking one year. Lets be honest!
We are mostly looking at the internal but that external GMC survey was a good example of one where we can look for comparators
Work is underway across North East London to define a set of common metrics they can use together to support service development
Put that all together and we get our biennial user survey results
Focus on the important things and the big changes.
Keep it brief – what major things have changed. Tweaked to the audience
People like to hear stories
We want to spark their imagination
We made some commitments last time around – how have we got on with those?
This is an important part of the story…
We know people need to better understand how we link our enquiry service and our skills development – so something we can talk to but also leave behind outlining the service offer
Based on strategic priority headings signed off with the Trust.
This can be where it gets tricky – I’ll return to this
Hopefully this document is going to get sent places and you want people to know how to get in touch about matters arising
Final total 9 slides
Picking your focus (what to talk about? What will be interesting? How do we deal with the tender spots?)
Watching the jargon (getting out of our professional heads)
Getting the numbers (right) – How quickly can you get hold of data (competing prioritires? Do you have the right stuff? Are they reliable? Remember – someone needs to care – not looking for any figure you can find)
Lining up the timings – In my case issue is NHS year and academic year makes for issues? How do you fit around business planning (your department and the people you are engaging with)
Setting objectives – never an easy job. You will have things you want to get done. They may have some ideas of what you should be doing. Or they may not! Setting out with a clear idea of a plan is helpful and then you can adjust after. Ideally there should be work to define these as shared objectives
You did the work so now make the most of it! If you just send it out nothing much is going to happen,
Varying levels of effort reflecting varying levels of importance (and likely impact)
Interaction with key stakeholders – tells them things they do not know, gets them into the habit of looking ahead.
Peer to peer sharing – a number of people replied passing it on to other people and indicating they are going to use it at other meetings
New contacts (Head of Pharmacy)
Invitations for follow up (CNS forum)
- Large service with varied levels of engagement and understanding around this agenda
- editions work & enquiries model - both to be followed up
A time of pressure so great for staff to see we are doing good work
Different parts of the team come back about different things – useful to understand priorities and pinch points
NHS facing site Library Assistant
NHS SLA !” It’s great to see the impact of what we do – seeing that we are saving the NHS staff time and money is a great motivator!
And good to know we are having a real positive effect when things are so hard for them.”
All found it useful for sparking their thinking and seeing it as something they could use better
Brighton – got more positive feedback than from previous format but needed to engage more actively
Imperial – was being taken to the board
NELFT –Useful for business development – approached by Public Health teams and gives an idea about who they are
Useful for staff engagement – got her team to review last years and suggest content for this year – brought up loads of great projects, quotes and stats not all of which she might have thought of
A mixed bag! Mileage varies according to what you do with it
York - continuing to review your use of them and looking to ensure that they make maximum impact at a strategic level reflecting the drive to make them as powerful as possible in driving action and engagement