Knowledge Network Subscriptions

Challenges and Opportunities

NHSS Librarians WebEx 22nd October 2013

Purpose1. Where we are now.

– Strategic direction and priorities.

2. Reality of change– What is fixed and what we can influence.

3. Focusing on solutions– How we can work together to get the best

outcome for staff and patients.

Strategic Context

• Workforce 2020 Vision:– Access to learning opportunities for ALL

health and social services staff.– Support staff to use technology to deliver new

models of care.

• Scotland’s Digital Future– Digital by Default

Knowledge into Action 1. Develop NHSS librarians as proactive

knowledge brokers, supporting practitioners to embed knowledge in frontline practice.

2. Deliver knowledge in actionable formats for frontline decisions.

3. Integrate knowledge management and ehealth systems.

4. e-knowledge and e-learning systems should work together to embed knowledge in delivery of care.

5. Support sharing of knowledge to influence change in practice.

6S Evidence Pyramid Frontline Practice

Decision Support, Checklists, Pathways

UptoDate, Dynamed, Evidence Briefings, Evidence-Based Handbooks

CRD overviews

Cochrane Library, Campbell Collaboration.

BMJ Evidence-Based Journals

Primary Research – journals, MEDLINE etc

Point of

Care Knowledge

Haynes, 2006

E-Learning:Making Knowledge Actionable

Edgar Dale’s “Cone of Learning”.

Passive

Active

Databases7%

Journals

Point of Care8%

820,151 journal articles downloaded each year

Where are we now?Current Knowledge Network Subscriptions

PressuresPrice increases

Content increases

Collaborative purchasing

User needs

No-Copy Policy

Economics

2009 2013 2017

£1.9 m £2.5 m £3.1 m

NES Knowledge Services subscription funding

Protect from efficiencies but no additional funding.

Voice of the User

Use of Knowledge Network

Patient Care/Clin-ical Practice

Improving people's health

Improving services CPD Teaching Research0

200

400

600

800

1000

1200

1400

948

683

995

1312

9511012

182

397332

173

286253

9 7 10 11 8 12

525577

327

168

419387

Positive impactNeutral impactNegative impactNot applicable

Coun

t

Use of Knowledge Network forPatient Care/Clinical Practice

Very important

Quite important

Not important

Not applicable

0% 1000% 2000% 3000% 4000% 5000% 6000% 7000% 8000% 9000% 10000%

7350.0%

1310.0%

50.0%

1300.0%

3380.0%

930.0%

50.0%

5640.0%

non-clinical groupclinical group

Percent

N=1664

Use of Knowledge Network for CPD

Very important

Quite important

Not important

Not applicable

0% 1000% 2000% 3000% 4000% 5000% 6000% 7000% 8000% 9000% 10000%

8260.0%

910.0%

40.0%

790.0%

7280.0%

1270.0%

100.0%

1350.0%

non-clinical groupclinical group

Percent

N=1664

Future of Knowledge Network

Important Very Important

Online library 90% 56%

eLearning/Multimedia

Platform 80% 37%

Point of Care 76% 32%

Knowledge

(evidence summaries, clinical systems, mobile)

N=1664

Users making choices

Point of care and elearn-ing

Point of care eLearning No change Not sure0%

1000%

2000%

3000%

4000%

5000%

6000%

7000%

8000%

9000%

10000%

2180.0%

440.0% 390.0%

5930.0%

1060.0%

If in future we have to make choices between these types of resource, how would you advise us to prioritise?

Perc

ent

------30%-------

N=1664

Options for Change

Proportionate change

Very worst case scenario

Of 43 suppliers/collections

– Loss of 8 (2 journal collections)

- 20-25% reduction in 3 journal collections

2 main options

1.) Gradual diminution of journal content to keep in line with budget

2.) Lose more research journals; strengthen other services in line with Knowledge into Action and user needs – e.g. point of care resources/ knowledge manager tailored services.

• Extent and specifics can vary

Facing realitySome losses

•Concern and change

•Ongoing issues: IT infrastructure, time etc.

Mitigations:

HEI partnership – SHEDL (Karger)

eHealth sponsorship and communication with eHealth Leads for technology strand of K2A.

Business case for document requesting budget increase

“Difficulties mastered are opportunities won.”Winston Churchill

Unpack challenges – each of us has a role that requires us to change and share in the responsibility for creating a new future:

• Meeting new user needs

•Modernising librarian role – evidence search and synthesis, training etc.

Consultation

• Shaping the future• Finding the best solution

• Responses– Voice of the user– Not just the concerns and problems of things

we cannot change– Rationale, use of data, solutions

Alexander Graham Bell

Questions

1. How will you as librarians define and put forward the best options for future Knowledge Network subscriptions?

2. What are the opportunities for growing your roles and services in new areas aligned with Knowledge into Action in response to these subscription changes?

3. How will you engage users positively in shaping the new approach ? e.g. identifying benefits of growth in new areas;  alternative approaches to meet needs; getting them to identify titles to protect and rationale

4. Points of clarification on subscription changes.

Knowledge Network Subscriptions

Challenges and Opportunities

NHSS Librarians WebEx 22nd October 2013