From annual report bore chore to action and engagement
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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.
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From annual report bore chore to action and engagement
- 1. From annual report bore chore to action and engagement Alan Fricker Head of NHS Partnership & Liaison Alan.Fricker@kcl.ac.uk
- 3. So what to do? For more Google - York Library Annual Action Plan
- 5. 2017-18 Library Annual Update King’s College Hospital
- 6. Always a camera in my pocket
- 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.
- 10. Words and numbers Is this a good news story or a bad news story?
- 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)
- 26. Results? • Awareness boost to SMT • Actions to follow up • Positive vibes
- 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. "
- 28. Work elsewhere
- 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!
Notas del editor
- 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