Knowledge Network Subscriptions Challenges and Opportunities NHSS Librarians WebEx 22 nd October 2013

Purpose 1. 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 Knowl edge Haynes, 2006

E-Learning: Making Knowledge Actionable Edgar Dale’s “Cone of Learning”. Passive Active

Where are we now? Current Knowledge Network Subscriptions

Pressures Price increases Content increases Collaborative purchasing User needs No-Copy Policy

Economics £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

Use of Knowledge Network for Patient Care/Clinical Practice N=1664

Use of Knowledge Network for CPD 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 N=1664

Options for Change

Proportionate change Very worst case scenario Of 43 suppliers/collections – Loss of 8 (2 journal collections) % 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 reality Some 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 22 nd October 2013