Title:
Francis Costello Library Strategy 2013 - 2016
Unique Identifier:
SGY003
Document Type:
Strategy
Version Number:
2.0
Status:
Approved
Responsible Director:
Associate Director of Human Resources
Author:
Scott Rosenberg, Library Services Manager
Scope:
Trust wide
Replaces:
Francis Costello Library Strategy 2011 - 2014
To be Read in Conjunction with
the Following Documents:
(list related policies)
Keywords:
Library, Strategy, Knowledge, Information
Endorsed By:
Executive Team
Date Endorsed
01/10/2013
Approved By:
Information
Governance
Committee
Date Approved:
11/09/2013
Issue Date:
01/11/13
Review Date:
31/10/2016
Security Level:
Open Access
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Contents
1.0 Executive Summary ....................................................................................................................... 2
2.0 Authorisation .................................................................................................................................. 2
3.0 Purpose............................................................................................................................................ 2
4.0 Organisational Description............................................................................................................ 2
5.0 Strategic Context ........................................................................................................................... 3
6.0 Stakeholders ................................................................................................................................... 4
6.1 External stakeholders ................................................................................................................ 4
6.2 Internal stakeholders ................................................................................................................ 4
7.0 Mission, Vision and Values............................................................................................................ 5
7.1 Mission Statement ..................................................................................................................... 5
7.2 The Vision ................................................................................................................................... 5
8.0 Strategic Analysis Data ................................................................................................................. 5
9. Formulation of Strategic Aims and Objectives............................................................................. 6
9.1 Francis Costello Library Strategic Aims and Objectives: ...................................................... 6
9.1.1 Ensure the organisation remains relevant and dynamic .............................................. 6
9.1.2 Provide staff with education and resources tailored for knowledge and skills
development .................................................................................................................................. 6
9.1.3 Central to management, clinical and research communities ....................................... 7
9.1.4 Optimise efficiency in library service delivery ................................................................ 7
10.0 Implementation, Monitoring and Review ................................................................................. 7
11.0 References .................................................................................................................................... 7
Appendix One: Bibliography................................................................................................................ 9
Appendix Two: Trust Strategic Aims ................................................................................................. 9
Appendix Three: Trust Values .......................................................................................................... 10
Appendix Four: Francis Costello Library Strategy Map ................................................................. 11
Appendix Five: Equality Impact Assessment Form (Standard Screening) ................................. 12
Appendix Six: Equality Impact Assessment (Full).......................................................................... 14
Appendix Seven: Training Needs Assessment ............................................................................... 16
Appendix Eight: Policy Risk Assessment ......................................................................................... 17
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1.0 Executive Summary
The high level, strategic framework to which the Francis Costello Library will operate over the next
three years is made extant in this document. The strategic context in which we operate is considered,
including the constantly evolving healthcare landscape within the NHS generally, the strategic
direction of health libraries - particularly the SHaLL NHS Library Quality Assurance Framework, and
the strategic aims and values of the Trust. Mindful of these factors which impact on our service, the
needs of our stakeholders and with respect to a SWOT analysis, four strategic aims emerge which are
formulated to further the Francis Costello Library’s compliance with the NHS LQAF quality
management framework, whilst also meeting the needs of the Trust and its’ workforce. The library’s
vision is ‘empowering an expert organisation and workforce’. This strategy will be implemented and
monitored by annual business plans and annual reports.
2.0 Authorisation
•
•
•
•
•
•
Chief Knowledge Officer
Joint Consultation Group
Information Governance Committee
Local Negotiating Committee
Executive Team
Staffordshire University
3.0 Purpose
The purpose of this document is to express the strategic direction and development of the Francis
Costello Library Service over the next three years 2013 - 2016. It gives an overview of the challenges
facing the Francis Costello Library service along with the high level strategic solutions. Actions within
the library’s annual business plans will be based on this document, to ensure that our objectives and
deliverables are consistent with our desired strategic direction.
This strategy aims to provide enough detail to be comprehensive but also be concise for library users
and stakeholders to read, understand and provide feedback on the library service and future
development.
In formulating and publishing this strategy document, the Francis Costello Library is complying with
the NHS Library Quality Assurance Framework that there is a formally approved, dated documented
strategy for the provision of NHS funded library/knowledge services.
4.0 Organisational Description
The Francis Costello Library service is the health library service of the Robert Jones and Agnes Hunt
NHS Foundation Trust. Opening on this site in 1920, the Trust is a leading orthopaedic centre of
excellence and is a specialist hospital with a reputation for innovation, research and outstanding
patient care. The Trust provides a comprehensive range of musculoskeletal surgical, medical and
rehabilitation services - with specific additional areas of expertise including spinal disorders and
metabolic disorders affecting muscular development.
The Francis Costello Library service as we know it today opened in 1971 and is a multi-disciplinary
health library with a special emphasis on orthopaedics. Brief characteristics of the service are:
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•
•
•
•
•
a physical library space within the Institute of Orthopaedics building currently comprising one
open plan reading room and an IT Room with computers available to anyone with a Trust
network login
staffing of 3.63 whole time equivalent (wte) consisting of 2.0 wte professional, qualified
librarians, 1.0 wte senior library assistant, and 0.63 wte library assistant.
a collection of approximately 4000 books, 60 current journal subscriptions and a
comprehensive archive relating to musculoskeletal disorders and orthopaedics
user base of circa 950 people, around 94% of whom are Trust employees. Traditionally, the
occupational groups that use our services the most are consultants, registrars, allied health
professionals and student nurses
a quality library service well respected by our users, delivering a consistently high level of
service for provision of interlibrary-loans and literature searches supplied in a timely manner
The Francis Costello Library service is autonomous but does work collaboratively with other health
library services within the county, region and Specialist Orthopaedic Alliance. The majority of our
income is from the Learning Development Agreement between the Trust and the Local Education and
Training Board (LETB), with the Trust contributing the remainder.
The designated board member accountable for the strategic governance of the library within the
Trust is the Associate Director of Human Resources (also the Trust’s Chief Knowledge Officer). It is a
requirement of the LQAF that a designated board member gives the library service a strategic
presence at board level.
5.0 Strategic Context
Learning Development Agreement / NHS Library Quality Assurance Framework England
Strategic Health Library Leads Group (SHaLL) support, work, plan and campaign for the excellence of
health and social care through evidence-based practice and lifelong learning, by developing and
providing high quality knowledge, information and library services. Through our regional
representatives on SHaLL working groups, and their health library quality assessment tool the NHS
Library Quality Assurance Framework, SHaLL have a significant bearing on Francis Costello Library
activities.
The Learning Development Agreement (LDA) between the Trust and Health Education West Midlands
(HEWM) obliges the Trust to ensure the provision of high quality library and knowledge services, and
states that the SHaLL NHS Library Quality Assurance Framework (LQAF) will be used as the basis for
assessing compliance with this requirement.
Libraries are scored on 49 criteria with an overall score out of 100. Scores are arrived at by means of
an annual self-assessment which is then verified by HEWM, and three/four yearly peer review visits
undertaken by HEWM.
Percentage scores of LQAF compliance are published at national and regional levels. It is generally
accepted that achieving a percentage compliance score at or above the regional median is a
respectable standard of compliance, and the Francis Costello Library is committed to achieving this.
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There are many other strategic drivers influencing both the future direction of the library, and that of
the Trust itself. These are derived from a combination of national strategies and reports as well as
regional and local imperatives and influences.
Furthermore, at a time of unprecedented turbulence and change in the wider health economy in
England, it is recognised that such strategic influences will continue to arise beyond the writing of this
strategy. Libraries do not operate in a vacuum, and we are not immune from the current culture of
competition within the NHS. Part of Francis Costello Library’s strategic philosophy is to be a fluid,
dynamic service which is proactive and responsive to abrupt strategic changes.
6.0 Stakeholders
6.1 External stakeholders
• Health Education West Midlands
Via the LDA, HEWM are the key external stakeholder supplying around 70% of the library’s
income and undertaking the quality assurance /audit role (see above)
• Staffordshire University
A formal, written agreement stipulates the services which the Francis Costello Library
provides to Staffordshire University students (undergraduate and postgraduate) working or
on placement at the Trust
6.2 Internal stakeholders
All Trust staff are valued stakeholders, within that some key groups are:
•
•
•
•
•
•
•
•
•
Executive Team
As both funders and customers of the library service, the Trust Executives are important
stakeholders.
Education and Training staff
Anyone at the Trust involved in education, training, learning or development including the
Training Manager, Training Advisor, Clinical Placement Facilitator, Postgraduate Office,
Clinical Tutor and Director of Specialist Registrar Training Programme (Oswestry/Stoke
rotation).
Library Users
Non Library Users
Staff undertaking research
Clinical staff
Managers
Students
Researchers
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7.0 Mission, Vision and Values
Whilst recognising and respecting the external strategic context in which we operate, first and
foremost the Francis Costello Library’s primary purpose is to support the Trust in achieving its vision
“To be the leading centre for high quality, sustainable orthopaedic and related care, achieving
excellence in both experience and outcomes for our patients”.
The Trust’s strategic vision is underpinned by three strategic aims relating to sound finance,
streamlined throughput and excellent patient care. These can be seen in full in appendix two.
Also, the Francis Costello Library and all other departments operate to the Trust’s values and beliefs,
which it is expected all staff adhere to. See appendix three.
Therefore, reflecting our organisation’s strategic direction to be the orthopaedic provider of choice,
and mindful of the broader strategic context in which we operate, the Francis Costello Library’s
mission and vision are derived as follows:
7.1 Mission Statement
The Francis Costello Library provides education, information and evidence to inform
management decision-making, research, and safe, effective patient care.
7.2 The Vision
Empowering an expert organisation and workforce
8.0 Strategic Analysis Data
SWOT analysis
Strengths
• High rate of user satisfaction
• Well respected and regarded by key users
• Library staff specialist knowledge of
orthopaedic and related disciplines means an
enhanced service for users which could not
be replicated elsewhere
• Core library services continuously meet or
exceed our quality standards
• Integration with some Trust activities e.g.
Information Governance Committee
• Specialist collection of orthopaedic resources
• Offer unique skills and value-added service
within the Trust
• Formal partnership with Staffs University
• Resource sharing across regional networks
• Shared strategic influence with other
Shropshire Library Managers
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Weaknesses
• Building no longer fit for purpose
• No signage to library within the Trust
• Perception of library amongst some nonusers
• Poor layout and provision of library staff
working areas
• Technological restrictions and limitations
• Barriers in accessing nationally and locally
procured electronic resources which are
beyond local control
• Small team means capacity is significantly
reduced when a vacancy or staff absence
arises
• Reliance on other Trust departments with
limited capacity to progress issues for the
library
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Opportunities
• Improved library staffing structure
• Provision of information skills e-learning
• Reformation of Orthopaedic Librarians’
Meeting
• NHS acknowledgment that information is
core to informing decisions and safe,
effective patient care
• Development of library & information portal
• Drive on lifelong learning, CPD and
revalidation
• NHS Library Quality Assurance Framework
• Francis Report recommendations
• Established links with librarians in other
health libraries
• Outreach and development work
• Emphasis on Evidence-Based Practice across
healthcare
• Technological advances
• Library staff expertise
Threats
• Uncertainty over tariff-based funding levels
• Competition from other library and
information services
• Breakdown of SHA level strategic lead for
libraries
• Sustainability of CoreContent and NHS
Evidence
• Perception of Google society – quick and
dirty searching
• Increasing cost of journals and resources
9. Formulation of Strategic Aims and Objectives
Our strategic aims and objectives have been formulated to achieve our vision, encompassing the two
core requirements of:
•
•
Integration with Trust business and needs
NHS LQAF
9.1 Francis Costello Library Strategic Aims and Objectives:
As expressed in diagrammatical format (see appendix four) and detailed below:
9.1.1 Ensure the organisation remains relevant and dynamic
- Provision of timely, accessible information to Trust staff for informed decision making
- Horizon scanning on the NHS, orthopaedic and health library landscape
- Robust business planning / review cycle for the Francis Costello Library to ensure our deliverables
further the strategic aims in this strategy
- Proactive risk management of Francis Costello Library business activities
- Fostering innovation both within the Trust and the Francis Costello Library
9.1.2 Provide staff with education and resources tailored for knowledge and skills
development
- Provide information to our stakeholders in a tailored manner
- Assimilate the Francis Costello Library activities with broad workforce education policies
- Work in partnership and share information with other Trust education providers
- Facilitate skills of Trust staff and students on placement to enable and empower evidence-based
decision making
- Take a proactive approach in supporting lifelong learning, CPD / revalidation activities
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9.1.3 Central to management, clinical and research communities
- Proactive engagement with staff user groups to advance library impact within the Trust
- Inform research activities and clinical decision-making by provision of specialist knowledge
- Integration in management decision-making at a senior level
- Demonstrate impact of information and value-added library services on patient care and
organisational effectiveness
9.1.4 Optimise efficiency in library service delivery
- Integrate costing principles in service delivery and development
- Streamline appropriate library processes using LEAN principles to improve efficiency
- Measure library service performance via our quality standards
- Monitor library staff skills mix and roles to ensure relevancy and currency
- Strategic approach to marketing library services – concentrating on high yield activities which have a
maximum return on investment with regard to their overall impact
- Associate Director of Human Resources/CKO champion library at Executive Management level
- Address infrastructure and library environment issues
10.0 Implementation, Monitoring and Review
This is a high level strategy document intended to guide the direction of the Francis Costello Library
towards a desired outcome over a three year period.
Implementation of the strategy is via the Francis Costello Library Business Plan. The business plan is
devised annually and comprises a series of objectives with deliverables, timescales, responsible
officers and links to the LQAF and / or this strategy, as appropriate.
The Francis Costello Library Business Plan is reviewed within existing team communication
mechanisms e.g. one to one meetings and team meetings.
This strategy will be monitored by the Francis Costello Library Annual Report, which is circulated to
stakeholders and made available on the Trust website.
11.0 References
NHS Health Education West Midlands (2013) http://wm.hee.nhs.uk/ (Accessed 29.4.2013).
NHS Strategic Health Authority Library Leads (2010) NHS Library Quality Assurance Framework
(LQAF) England. Version 2.2. London: SHALL.
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust (2009) Human Resource &
Organisational Development Strategy 2009 – 2014. Oswestry: RJAH.
Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust (2013) IM&T Strategy
2013-2016. Oswestry: RJAH. http://www.rjah.nhs.uk/getattachment/AboutUs/Publications/Minutes/2013/March-2013-Trust-Board-papers/27-03-13-Combined-Board-ofDirectors-papers.pdf.aspx (Accessed 29.4.2013)
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Robert Jones and Agnes Hunt Orthopaedic Hospital NHS Foundation Trust (2012) Summary business
plan. Oswestry: RJAH. http://www.rjah.nhs.uk/getattachment/About-Us/Publications/FinancialDocuments/Summary-Business-Plan/2012-13-Summary-Business-Plan.pdf.aspx (Accessed 29.4.2013)
Specialist Orthopaedic Alliance www.specialistorthopaedicalliance.co.uk/
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Appendix One: Bibliography
Chartered Institute of Library and Information Professionals (2004) Information literacy: definition.
London: CILIP.
Department of Health (2010) Equity and excellence: Liberating the NHS. London: DH.
https://www.gov.uk/government/publications/liberating-the-nhs-white-paper (Accessed 29.4.2013)
Department of Health (2008) High quality care for all: NHS next stage review final report (Darzi
review). London: DH. http://www.official-documents.gov.uk/document/cm74/7432/7432.pdf
(Accessed 29.4.2013)
Department of Health (2012) Liberating the NHS: Developing the healthcare workforce from design to
delivery. London: DH
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/152168/dh_132087.p
df.pdf (Accessed 29.4.2013)
Department of Health (2010) Liberating the NHS: an information revolution. London: DH.
Department of Health (2013) The NHS constitution for England. London: DH.
https://www.gov.uk/government/publications/the-nhs-constitution-for-england (Accessed 29.4.2013)
Department of Health (2012) The Power of information: putting all of us in control of the health
information we need. London: DH. https://www.gov.uk/government/publications/giving-peoplecontrol-of-the-health-and-care-information-they-need (Accessed 29.4.2013)
Department of Health (2008) Report of a national review of NHS health library services in England:
from knowledge to health in the 21st century (Hill review). London: DH.
http://www.libraryservices.nhs.uk/document_uploads/NHS_Evidence/national_library_review_final_re
port_4feb_081.pdf (Accessed 29.4.2013)
Department of Health (2007) Report of the high level group on clinical effectiveness: chaired by
Professor Sir John Tooke (Tooke report).
Great Britain (2012) Health and Social Care Act.
http://www.legislation.gov.uk/ukpga/2012/7/contents/enacted (Accessed 29.4.2013)
NHS West Midlands Deanery http://www.westmidlandsdeanery.nhs.uk/ (Accessed 29.4.2013)
Appendix Two: Trust Strategic Aims
In order to deliver this vision the Trust has developed three key strategic aims as an NHS Foundation
Trust, which are designed to encompass patients, service users, staff and other community and
healthcare stakeholders and link to clear organisational objectives developed through a robust
business planning and performance management process.
The three strategic aims are as follows:
To be the provider of choice for patients through the provision of safe, effective and high
quality orthopaedic and related care
To redesign the patient pathway to facilitate improved patient outcomes and increased
productivity
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To develop a vibrant and viable organisation where people achieve their full potential and
success leads to investment in services for patients
Appendix Three: Trust Values
Put simply, the following five values were seen to be key to both patients and staff, and reflect the
behaviours which underpin existing high standards.
Friendly
- patients are always put at ease and made welcome
Excellence
- the care we deliver has great outcomes for patients
Caring
- we put the patient first and are considerate of their needs
Professional
- we apply high professional standards to our work
Respect
- for our patients and each other
Working directly with staff and their representatives, including staff governors, the trust values will be
publicised as the expected behaviours to be demonstrated by all staff, and they will be embedded
into working practices through inclusion in recruitment, appraisal and performance processes.
The five values will provide a real clarity and focus for staff over the coming years, as they will
underpin the HR&OD strategy.
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Appendix Four: Francis Costello Library Strategy Map
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Appendix Five: Equality Impact Assessment Form (Standard Screening)
EQUALITY IMPACT ASSESSMENT (EqIA) FORM
STAGE 1 – STANDARD SCREENING
Name of the proposed policy/service/function:
Proposed
Status of policy/service/function:
Author(s) of the policy/service/function:
Date created:
Francis Costello Library Strategy 2013-2016
Draft
Existing
Other
Scott Rosenberg,, Library Services Manager, Francis Costello Library.
Date for review:
2013
2016
What are the main aims of the function, service or policy or proposed function, service or policy?
The strategy aims to set out the purpose and priorities for the Francis Costello Library (FCL) service over the next
three years. The FCL service focuses on improving the use of the evidence base by RJAH staff to improve service
quality and patient care – the FCL does not provide services directly to the public.
What are the intended objectives and outcomes of the function/service/policy?
• Set out aims and objectives for the FCL within RJAH Orthopaedic Hospital Foundation Trust
• Raise awareness amongst key stakeholders and ensure FCL work supports RJAH Orthopaedic Hospital corporate
aims
Meet requirements of library service regulators (e.g. NHS Library Quality Assurance Framework (LQAF) England)
Does the function, service or policy affect any of the following groups of people?
Group
Yes /
No?
Yes
Is this a positive or
negative impact? (+ / -)
Positive
Gender
Men, Women, Transgender
Yes
Positive
Disability
Any disability e.g. Learning Difficulties
/Disability or Cognitive Impairment,
Mental Health Need, Sensory
Impairment or Physical Disability (please
specify)
Yes
Yes – Positive and Negative
Racial Group
Any race, colour, nationality, ethnic or
national backgrounds (please specify)
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Why? Please explain your reasons. (N.B.
This section must be completed)
Service includes resources on cultural
competence and diversity.
FCL provides staff with material to improve
their understanding of cultural differences
and diversity.
Services available remotely making them
more accessible from home and so
compatible with family responsibilities
outside work.
FCL aims to be accessible to all without
having to visit a physical location within
specific times.
Positive: Much material available
electronically and hence more accessible in
terms of location and use of assistive
technologies (e.g. for people with visual
impairments).
Most services available remotely e.g.
photocopies, training can be carried out in
workbase)
Negative:
(1) FCL is on the first floor of a building with
no lift. Therefore, FCL is not accessible for
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Sexuality
Gay/lesbian, Bi-sexual, Heterosexual
Yes
Positive
Age
Younger People (17-25) and children, Age
groups between 25 and 70 and / or Older
People (70+)
Yes
Positive
Religion or beliefs
Any religion / Faith Group (please
specify)
Yes
Positive
some people with physical disabilities.
(2) Some material held in hard copy format
within FCL is shelved at heights (high and
low) which will be hard to access for some
people with physical disabilities
(3) Some material available only in hard
copy. Staff with visual impairment may
have difficulty accessing material available
only in hard copy.
(4) No hearing loop available. Staff with
hearing impairment may have difficulty
communicating with library staff and vice
versa.
Service provides information about sexual
orientation and healthcare related issues.
Service provides staff with material to
improve their understanding of different
forms of sexual orientation and improve
health care provided.
No age discrimination. Material covers care
and health needs of people of a range of
ages. All ages of target audience are
catered for. Service provides staff with
material to improve their understanding of
differing health needs of different age
groups, hence educating staff to provide
better care.
Service provides information about
different religious beliefs and healthcare
related issues. Provision of material on
religious beliefs improves staff awareness
and so improves quality of care and patient
experience.
NOTE:
Positive impact – there may be a positive impact on any of the groups above in relation to promoting equal opportunities and equality. For
example, a targeted programme for black and minority ethnic women would have a positive effect on that group compared to white women
and all men. It is not, however, necessarily an adverse impact on white women and men.
Negative impact – there may be a negative impact on any of the groups (i.e. disadvantage them in any way). An example of this would be that
if an event were to be held in a building with no loop facilities a negative and adverse impact would affect attendees with a hearing
impairment
What evidence has been used to screen the function, service or policy? (e.g. monitoring data, consultation, focus groups,
local population data)
Consultation has been undertaken with stakeholders across RJAH Orthopaedic Hospital (see cover sheet for specific
committees/key people and timescales); Library user survey data; requirements of LQAF for library services, Francis Costello
Library Annual Reports including Customer Feedback
What monitoring arrangements are in place for the future?
Reviewed every year by the library’s annual report
If no negative or adverse impact has been identified please sign off and the process ends here.
Signature …………………………………………………………… Date ………………………………
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Appendix Six: Equality Impact Assessment (Full)
EQUALITY IMPACT ASSESSMENT (EqIA) FORM
STAGE 2 – FULL ASSESSMENT
Name of the proposed function, service or policy:
Proposed
Status of function/service/policy:
Author(s) of the function/service/policy:
Date created:
2013
Francis Costello Library Strategy 2013-2016
Draft
Existing
Other
Scott Rosenberg, Library Services Manager, Francis Costello Library.
Date for review:
2016
Analysis of the policy – does it meet the Trust strategic objectives, legal requirements and local needs? Does it
effectively promote equality, eliminate discrimination and achieve equity?
Step 3
•
•
•
Does the policy effectively promote equality and good relations?
Does the policy directly or indirectly discriminate and can this be justified?
Does the policy effectively achieve equity?
What negative or adverse impact(s) were identified in Stage 1 and which group(s) affected?
(1) FCL is on the first floor of a building with no lift. Therefore, FCL is not accessible for some people with physical disabilities.
(2) Some material held in hard copy format within FCL is shelved at heights (high and low) which will be hard to access for some
people with physical disabilities
(3) Some material available only in hard copy. Staff with visual impairment may have difficulty accessing material available only
in hard copy.
(4) Some material is available only in electronic format. Staffs who do not possess technical skills may have difficulty accessing
these materials.
(5) No hearing loop available. Staff with hearing impairment may have difficulty communicating with library staff and vice versa.
What changes or actions do you propose to improve, eradicate or minimise the negative impact(s) on the
group(s) identified? Is there a separate Action Plan?
(1) Raised with Estates Department as an issue. Library staff are available for users to contact and will fetch material for people
unable to access it themselves and make it accessible on the ground floor or in the user’s workplace where appropriate. There
is a statement on library guide/web pages advising that the library is on the first floor with no lift access but (as above).
(2) Individual needs are discussed at library induction; library staff will fetch material for people unable to access it themselves.
Physical reading room facilities are DDA-compliant, but placing everything within reach of wheelchair users is not feasible
within the library space.
(3) Library users encouraged to identify special needs and discuss best way of meeting them with library staff e.g. training
delivered in the users workplace where provision for disability has been made. A portable hearing loop is available from
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switchboard. There is an optional question on the library registration form to identify this.
All of these items have been discussed and communicated with the library staff through team meetings / training to raise
awareness.
How do you intend to communicate or consult with regard to above actions?
All of these items have been discussed and communicated with the library staff through team meetings / training to raise
awareness.
As mentioned above library guides and webpages have information relating to accessibility.
Summary of findings and decision on whether or not the policy should be implemented
Step 7
•
•
•
•
•
•
Direct discrimination in any of the areas – this would be unlawful and the policy should be rejected
Indirect discrimination in relation to any of the areas – this should be rejected unless it can be justified under the
legislation
It is necessary to the Trust effectively carrying out its functions.
The PCT is unable to find another way of achieving the aims and objectives that had a less discriminatory effect.
The PCT considers that the means it employed to achieve its aims and objectives were proportionate, necessary and
appropriate.
Are there any alternatives measures that could be taken which would achieve the desired aim without the adverse
impact identified?
Arrange to publish the EqIA and its findings (give details)
Step 8
NOTE: you should also publish the EqIA whether or not a full assessment has been undertaken
What monitoring arrangements are in place for the future?
Customer Feedback, Complaints received, the Francis Costello Library Business Plan and Annual Report will be used to monitor
impact.
Signature ………………………………………………..… Date ………………………………..
A copy of the Impact Assessment(s) should be attached to the back of each policy/process and an
electronic copy forwarded to the Human Resources Department for logging on the EQIA
spreadsheet.
Please address any queries in relation to Patients Services to the Clinical Governance Department
in the first instance and any queries in relation to Employment Issues to the HR Department
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Appendix Seven: Training Needs Assessment
Training Needs Assessment
Consider
What is changing in the guidance and what
will the impact of that change be on the
Trust? What training will be driven by this
change?
Who are the people who will implement the
guidance? Do they have all the skills
necessary?
Who are the groups of staff affected by the
guidance? Do they have all the skills
necessary in order to comply with the
requirements?
Does the Trust currently provide the required
training?
If funding is required to deliver the training
requirements, has a case been made for
funding stipulating all the required
resources?
If funding for training is not available, what
part of the guidance will break down?
What business output will be curtailed if the
training does not occur?
What is the priority spend if there is a limited
training budget for the required training?
Would lack of training put the Trust in legal
or financial jeopardy?1
Comment
The strategy will have a positive impact on
the Trust and will be undertaken by
deliverables in the library’s business plan.
Library Team will be responsible for
implementing the strategy. Some new skills
may be required by librarians.
Trust staff and students on placement are
affected. However they do not require any
skills in order to comply.
Core skills for library staff are specific and
usually sourced from other health libraries or
externally.
No, at this stage it is not possible to judge
what the specific requirements will be as
these will come out of the library business
plan.
The library will be curtailed from being as
effective as it could be in supporting the
Trust business and its staff.
Activities such as developing current
awareness alerts, synthesis of information
and areas of the Library Quality Assurance
Framework could be effected.
Unknown
Unknown – the Trust is under an obligation
to conform with the NHS LQAF in the LDA
agreement. It is not known what the
sanctions are for non-compliance.
Responsible Officer’s signature …………………………………………………………………..
The responsible officer is to retain a copy of this assessment with the master document. A copy is to be sent to
the responsible director.
1
If the answer is yes and no funding is available for training, the responsible officer must ensure that a risk
assessment is completed and the risk entered on the directorate risk register
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Appendix Eight: Policy Risk Assessment
Policy Risk/Impact Assessment Form
Title of Policy: Francis Costello Library Strategy
1. What clinical/corporate safety and effectiveness issues does this policy address?
What Trust-wide assurance issues does this policy address?
(include a reference to the appropriate NHSLA and/or CQC Regulations)
The corporate requirement for the Trust to comply with the terms of the Learning
Development Agreement between the LETB (Health Education West Midlands) and the
Trust, which includes provision of high standard library services quality assessed against
the NHS Library Quality Assurance Framework.
2. What are the risks if this policy is not endorsed?
• Francis Costello Library will not be able to reach full compliance with the NHS
Library Quality and Assurance Framework.
• Library will develop by osmosis in a reactive way rather than a more focussed,
proactive way.
• The library’s activities within the Trust will not have the profile or support needed
or gain recognition of the contribution made to the Trust’s business
• Trust risks loss of LDA funding or sanctions from HEWM
3. What are the operational requirements for this policy to be implemented?
Requires the production of an annual library business plan to feed down from the
strategy. Staff time is needed to produce, monitor, achieve and evaluate the business
plan.
4. What are the financial requirements (if any) to support implementation
• Provision of resources which support all staff – point of care decision-making tools
are required and these can be around £50000
• Significant adjustments to the library building/environment are essential if we are
to create the right kind of library environment for our users
5. What are the training requirements to support the implementation and is this training
programme currently in place?
No particular training needs have been identified although there is an ongoing need to
keep up with the latest issues in health libraries, the NHS environment, advances in IT as
well as professional librarian skills such as the synthesis of information.
6. Has the equality impact assessment form been completed and considered?
Yes
7. What are the systems/processes that are required to implement this policy (action plan
to be attached)?
See library annual business plans
8. Has an audit proposal been agreed to monitor the implementation of the policy (audit
proposal to be attached)
The Strategy is for three years and will be reviewed on an annual basis.
9. What are the Governance monitoring measures/data that provide corporate/clinical
feedback/assurance relating to the effectiveness/outcomes expected?
Library Quality Assurance Framework annual assessment
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Development and monitoring of annual business plan
Shropshire Health Libraries workplan
Any further comments:
Delegated Committee approval:
Comments:
Signature:
Chair of the Committee
Version number and date:
Review required by:
Original copy to be retained by Board Secretary
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