About the Workforce Planning and Development workstream

0:07

Hello, my name is Dominic Gillroy,

0:09

and I'm the deputy head of

0:11

knowledge and library services

0:13

for health education England.

0:15

For the northwest,

0:17

northeast and Yorkshire regions.

0:19

I'm also the lead for the

0:22

workforce development workstream

0:23

of knowledge for health care.

0:25

Today's session is looking at the

0:28

workforce development elements of the

0:31

knowledge for health care strategy.

0:33

So let's move on now and

0:36

begin the presentation.

0:40

If you've joined previous

0:41

presentations in this series,

0:43

then the first few slides

0:45

may be familiar to you.

0:47

Set in the context of the knowledge

0:49

for health care strategy in

0:51

relation to our EMS and objectives.

0:54

This first slide provides a quote

0:56

from Novina Evans Health Education,

0:58

England's chief executive.

1:01

Navina became aware of the work

1:03

of knowledge and library services

1:05

fairly early in her work for HEE.

1:08

Let's read the quote.

1:11

Applying knowledge into action

1:12

is the currency of a successful

1:15

healthcare organization.

1:17

Taking the heavy lifting out of

1:20

getting evidence into practice

1:21

to improve the quality of care.

1:23

NHS Knowledge and library service

1:25

teams offer the gift of time to

1:28

busy health care professionals.

1:34

Thinking then about the ambition for

1:36

the knowledge for health care strategy.

1:40

You may recall the premise of the hash.

1:43

A million decisions campaign.

1:45

Every day across England,

1:47

more than a million decisions are

1:49

made across the healthcare sector,

1:51

which have a profound and

1:53

lasting impact on people's lives.

1:55

Influence in both the quality

1:58

and cost of health services.

2:00

Knowledge is business critical

2:02

because excellent health care and

2:04

health improvement are underpinned

2:06

by informed decision making.

2:12

Let's look at the quote on this slide.

2:15

Our ambition is that NHS bodies,

2:18

their staff, learners,

2:20

patients and the public use the

2:23

right knowledge and evidence at

2:25

the right time in the right place,

2:28

enabling high quality, decision making,

2:30

learning research and innovation

2:33

to achieve excellent health

2:35

care and health improvement.

2:38

This ambition should hopefully be familiar,

2:40

as it follows unchanged from

2:42

the original knowledge for

2:43

healthcare strategic framework.

2:50

One important development since the

2:53

launch of the original knowledge

2:55

for health care framework is the

2:58

launch and development of STPS

3:00

and integrated care systems.

3:02

In many areas of the country,

3:04

local knowledge and library

3:06

services have been able to begin

3:08

to work across boundaries.

3:10

Delivering services into these

3:11

developing organizations.

3:14

Rob Webster, lead chief executive

3:16

at the West Yorkshire and

3:18

Harrogate Integrated Care System,

3:20

has access to the knowledge and library

3:23

services of his own organization,

3:25

Southwest Yorkshire NHS Foundation Trust.

3:29

He provides us with a quote on this slide.

3:33

Our Librarian Knowledge Service enables

3:35

us to be a learning organization,

3:38

ensuring that our staff are well

3:40

supported to make informed decisions,

3:43

and to continue to drive innovation.

3:54

Many of the listeners will be themselves

3:57

knowledge and library specialists,

3:58

and in that sense I'm sure I'm preaching

4:01

to the converted in this session.

4:05

The strategy emphasizes the

4:07

importance of knowledge and library

4:10

specialists in so many areas of work.

4:12

18 decision-making strategy,

4:14

planning and performance,

4:16

and thereby improving patient care.

4:20

Shaping policy and guidance.

4:24

Underpinning education?

4:25

And facilitating research and

4:27

the spread of innovation.

4:39

Some colleagues have commented on the

4:41

slight change in emphasis in the strategy.

4:44

In the sense that we are now referring

4:46

to our services as knowledge

4:48

and library services rather than

4:51

library and knowledge services.

4:53

This change in emphasis is a deliberate

4:55

attempt to move the mindset at senior

4:58

managers and decision makers away

5:00

from rooms full of books to them,

5:02

any value added activities which are

5:05

specialist workforce are involved in.

5:08

This includes knowledge,

5:09

mobilization activities,

5:10

and health literacy training.

5:13

But also evidence, searching,

5:15

synthesis and summaries and many

5:18

other important areas of work.

5:22

By delivering expert searchers,

5:25

knowledge specialists,

5:26

save staff time and improve outcomes.

5:30

Knowledge services offer a range

5:33

of other services to equip health

5:36

care workforce to deliver evidence

5:38

based practice and innovation.

5:41

You see the many different

5:42

areas we've identified in

5:44

the bullocks on these slides.

5:50

The recent value proposition

5:52

gift of time report,

5:54

applied research evidence,

5:55

and case studies from our own NHS

5:58

knowledge and library services to

6:00

promote the time saving contributions

6:02

of NHS knowledge and library

6:04

specialists to the NHS in England.

6:09

We see growing demand for embedded

6:12

knowledge broker roles responsible for

6:15

searching and presenting evidence in

6:17

a synthesize and summarized format.

6:20

Today's NHS requires proactive

6:22

knowledge services with a blend of

6:24

expertise encompassing posts and bedded

6:27

in clinical and management teams,

6:29

delivering decision ready information.

6:32

And knowledge managers who mobilized both

6:35

organizational knowledge and staff know

6:37

how to underpin strategy and operations.

6:43

To enable the NHS to fully realize

6:45

the value of our specialist workforce.

6:48

Health Education England recommends

6:50

that all NHS organizations aspire

6:53

to improve staffing ratios for

6:56

knowledge specialists per member

6:59

of the NHS overall workforce.

7:02

This can be achieved through

7:04

incremental steps,

7:05

redesigning services in roles as well

7:08

as expanding the specialist workforce.

7:16

Thinking again of the gift of time

7:18

report this study performed the

7:20

rapid review and three hyper farming

7:23

knowledge and library services

7:24

which were also hosted in trusts.

7:27

Rated outstanding by the

7:29

Care Quality Commission.

7:31

This suggested some key roles for

7:35

knowledge and library specialists

7:37

in high performing services.

7:39

And these included.

7:41

Roles in relation to clinical

7:44

practice guidelines committees.

7:46

Taking leading roles in the governance

7:48

and management of knowledge,

7:50

resources and knowledge assets.

7:55

Taking up embedded or clinical

7:59

librarian style roles.

8:01

And engagement and involvement

8:03

with quality improvement teams.

8:12

A large number of impact vignettes

8:15

appear in the new strategy.

8:17

Many of which emphasize the

8:18

skills and expertise of our

8:20

knowledge and library specialists.

8:24

That best heavily on impact work

8:26

shared by NHS knowledge and library

8:29

colleagues over the past years.

8:31

And the skills of our workforce

8:33

feature in most of them.

8:35

In this example of knowledge,

8:38

mobilization techniques used at

8:40

Lancashire teaching hospitals

8:42

by the library management team.

8:45

A living library model is used with

8:47

the support of the head of Diversity,

8:50

inclusion and blended learning.

8:53

Instead of books,

8:54

individuals are loaned out to

8:56

colleagues for a conversation

8:57

about their lived experiences.

8:59

In order to promote conversation

9:02

and awareness.

9:04

As well as being valued by staff,

9:06

the event was flagged as good practice

9:08

by the Care Quality Commission.

9:16

We know that the most important

9:19

element of our knowledge and

9:21

library services are our staff.

9:23

And therefore it's not surprising

9:24

that we flag the critical importance

9:26

of knowledge and library specialists

9:28

and their skills in delivering the

9:30

knowledge for health care strategy.

9:33

Health education England has a role

9:36

in providing an element of leadership

9:38

at both national and regional level.

9:40

But there is also important work

9:42

to be done that local level.

9:47

Focused on the changing landscape

9:49

and priorities of the NHS.

9:51

We anticipate knowledge services

9:53

work in across larger footprints.

9:55

This will call for flexible models of

9:58

service delivery with multi skilled

10:01

knowledge specialists confident

10:02

to work with senior stakeholders.

10:05

And this will be a focus in

10:07

our work to develop both the

10:09

current and future workforce.

10:15

An example of this is the work H

10:17

years leading to look at piloting

10:19

knowledge and library posts across the

10:21

primary care training hope footprints.

10:30

So as we sat off with the second part of

10:32

the knowledge for health care strategy.

10:35

We have a few figures to

10:37

benchmark at this point in time.

10:42

We currently have around 1.3

10:44

million staff in the NHS in England.

10:48

And 184 NHS funded knowledge

10:50

and library services.

10:55

At the point of launching the

10:58

staff ratio policy, there was an

11:00

average of 1 qualified knowledge and

11:03

library specialists for every 1730

11:06

whole time equivalent NHS staff.

11:09

And we also know that 59% of our

11:13

workforce have less orcam degree

11:15

level qualifications or above.

11:24

We've mentioned already the staff

11:27

ratio policy recommendation.

11:29

You probably be aware that

11:31

this recommends a ratio of 1

11:34

qualified knowledge and library

11:36

specialist for every 1250 staff.

11:40

The strategy itself states.

11:41

A capable and confident knowledge

11:44

and library services workforce

11:45

is needed in the right roles.

11:48

With the right numbers to

11:50

deliver knowledge and evidence

11:52

to the Bard at the bedside and

11:54

in community and primary care.

11:58

Library and knowledge services with

12:00

better staff ratios are more able

12:03

to work proactively with a wide

12:05

range of health care teams to enable

12:08

evidence based decision making.

12:10

Impacting on treatment options and

12:12

the quality of patient care as

12:14

well as impacting on productivity

12:16

gains and cost improvement,

12:18

and the spread of innovation.

12:22

The application of advanced

12:24

technologies will change the roles

12:26

and functions of knowledge staff and

12:28

offer them exciting opportunities

12:30

to innovate and extend their roles.

12:38

We'll move on now to look at the

12:41

strategic approach to work fast planning

12:43

and development in the strategy.

12:47

Colleagues familiar with the work

12:48

of knowledge for health care will

12:50

know that we do love to use driver

12:52

diagrams as a way of presenting

12:54

the various areas of our work.

12:58

Shown on this slide,

12:59

here is a slightly abbreviated version

13:02

of the workforce driver diagram

13:04

as it appears in the strategy.

13:07

The standard format for these driver

13:10

diagrams is a strategic outcome.

13:12

Leading to two or three specific outcomes.

13:16

And followed by a series of

13:18

interventions which outlined

13:19

the work that needs to be done.

13:22

So let's have a look at this driver

13:24

diagram for workforce planning

13:26

and development in more detail.

13:31

First of all, we have the strategic outcome.

13:34

The knowledge and library services

13:36

workforce has increased capability,

13:38

confidence and capacity to meet the

13:41

evolving knowledge and information

13:43

needs of the health care system.

13:47

We then have the three specific outcomes.

13:50

NHS bodies optimize the expertise

13:53

of knowledge and library staff.

13:57

There is effective national,

13:59

regional and local leadership planning

14:01

and development of the specialist

14:03

health knowledge and library workforce.

14:07

And the NHS knowledge and library

14:10

workforce is diverse and inclusive.

14:13

Skilled, flexible and confident.

14:17

Let's look at the interventions now.

14:21

Engage with employers to expand and

14:24

develop the health knowledge and

14:26

library services specialist workforce,

14:29

including embedded roles.

14:32

Advise on service and role redesign,

14:35

supporting both employers and

14:37

knowledge and library services teams.

14:43

These two are both key areas

14:45

of our regional role and we

14:47

often speak with organizations.

14:49

When a member of staff is leaving

14:52

to discuss options for replacing or

14:55

redesigning the role within the service.

14:58

We will often assist service

15:01

managers or organizations in

15:03

planning job descriptions,

15:05

shortlisting interviews as

15:06

well as service redesign.

15:11

Moving on to the third.

15:14

I stab lish the NHS as an employer of choice.

15:19

This involves working with a range

15:21

of partners, including schools of

15:23

library and information science,

15:24

to ensure that library school

15:27

curricula include information about

15:29

health librarianship as a career.

15:31

But also working with NHS careers

15:33

to make sure that NHS knowledge

15:35

and library rules are included

15:37

in the careers information.

15:43

The next one deliver and evaluate a

15:46

continuing professional development

15:48

offer for health knowledge and library

15:50

staff involved by needs analysis.

15:56

Build a digitally confident knowledge

15:58

and library services workforce.

16:06

HE has worked with Philip

16:08

on the Technology review.

16:10

A response to the Topol review,

16:13

which considers the changing

16:14

roles of our workforce in

16:16

relation to digital technologies.

16:21

RNHS knowledge in library workforce

16:23

has access to the new professional

16:25

knowledge and skills base peaked and

16:28

the associated healthcare sector.

16:30

Guidance notes through health education.

16:32

England's learning partner

16:34

status with Philip.

16:36

This guide to skills and competencies

16:39

now includes digital skills emerging

16:41

from this technology review,

16:43

including areas such as algorithmic

16:46

literacy and computational sense.

16:50

We will continue to work with partners

16:53

to deliver development opportunities

16:55

reflecting these new digital skills,

16:57

including offers such as the

17:00

library carpentry course.

17:05

The next enhance management

17:08

and leadership capability.

17:10

And many of you will be familiar with

17:13

the offer that's included the mid

17:15

career and senior leadership classes.

17:17

We will continue to review

17:19

and improve these offers,

17:20

as well as developing new opportunities.

17:22

For example, for new and aspiring managers.

17:28

We will provide resources

17:30

and opportunities to grow,

17:32

build and develop diverse and inclusive

17:34

knowledge and library services teams.

17:39

Monitor the profile of the NHS

17:42

knowledge and library services

17:43

workforce and plan to address

17:46

capacity and capability issues.

17:48

In this context, you'll appreciate

17:49

the importance of the part one

17:51

statistics which we collect,

17:53

which our main way of knowing

17:55

the numbers and types of staff

17:57

present in our services.

18:01

And finally, work with partners to

18:03

influence the education and training

18:05

of the current and future knowledge

18:07

and library services workforce.

18:11

This includes both work with higher

18:14

education institutions to develop a

18:16

presence on library school courses.

18:17

But also opportunities to influence

18:20

alternative routes in the profession.

18:22

Such as the apprenticeship schemes.

18:29

As an important part of developing the

18:32

workforce health education England promotes

18:35

professional registration with Philip.

18:38

We rightly seek to be recognized as

18:40

one of the healthcare professions.

18:43

And professional registration and re

18:45

validation is a key way for knowledge

18:47

and library professionals to demonstrate

18:50

commitment to the profession and to

18:53

ongoing professional development.

18:55

The strategy South states health

18:57

Education England encourages all library

19:00

staff to gain professional registration

19:03

bias elip It encourages the use of the

19:06

professional knowledge and skills base.

19:08

PKS be both by individuals and by

19:11

teams as a service development tool.

19:15

Over the summer,

19:16

each organization will be submitting its

19:19

outcomes framework, self evaluation,

19:21

and thinking about service improvement

19:23

and action planning.

19:27

As we think about future developments,

19:29

the PSP becomes an excellent tool to

19:32

assist managers in identifying the skills

19:34

needed from their knowledge in library

19:37

team and to help identify skills gaps.

19:46

Health education England is currently

19:48

working on the development of a

19:50

skilled and learning Academy for

19:52

NHS knowledge and library staff.

19:56

This Academy will work to secure a

20:00

sound talent management pipeline.

20:02

Address workforce skill shortages and gaps.

20:07

Support role extension

20:09

expansion and enrichment.

20:12

Offer accredited knowledge,

20:14

skills and qualifications.

20:18

Encompass leadership, development, digital

20:21

skills and continuing CPD opportunities.

20:26

Explore a new apprenticeship at level

20:29

7 under the leadership of Silip.

20:34

And improve careers information.

20:39

What should this work is already underway?

20:42

And one major milestone is that we

20:44

hope to gain cilip accreditation

20:46

for the range of our courses.

20:49

For NHS knowledge and library

20:51

specialists later in 2021.

20:59

I imagine that many knowledge and

21:02

library specialist colleagues on the

21:04

call will have benefited from the

21:06

range of training opportunities offered

21:08

through health education England.

21:10

I know that I myself had personally

21:13

attended several of these events

21:14

and found them very useful for

21:16

my own professional development.

21:19

The strategy reminds us that this

21:21

training program is informed by

21:24

strategic priorities coupled

21:25

with the findings of the biennial

21:28

survey of development needs.

21:30

It's responsive to hot topics identified

21:34

by Trustaff and horizon scanning.

21:38

Health Education England also supports

21:40

self directed personal and professional

21:43

development via the online learning zone.

21:45

Designed for qualified and

21:47

paraprofessional knowledge staff.

21:51

There are leadership development

21:52

opportunities which equip knowledge

21:54

and library specialists to

21:56

become the leaders of tomorrow.

22:02

And this slide provides some bullies

22:04

reminding us that this these learning

22:07

opportunities are provided through on site.

22:10

Tailored face to face or virtual training.

22:15

Blended learning opportunities.

22:18

Externally facilitated events.

22:21

Service improvement projects.

22:24

Opportunities to share skills to

22:27

shadow and to mentor colleagues and

22:30

obviously our networking opportunities.

22:40

We've mentioned earlier in

22:42

this briefing the growing

22:44

importance of the digital agenda.

22:46

And the professions response in the

22:48

form of the Cylic technology review

22:50

and the refreshed professional

22:52

knowledge and skills base.

22:54

Together with some early responses from

22:57

our own development offers in HPE.

23:01

The strategy tells us.

23:03

The NHS is hungry for solutions that

23:06

bring evidence from research data and

23:09

information from a myriad of sources

23:13

together as actionable intelligence.

23:15

Machine learning,

23:16

artificial intelligence and robotics are

23:19

reshaping the way that teams create,

23:23

discover, use and share information.

23:27

We expect the emergence of new roles

23:29

and responsibilities for knowledge

23:31

and library staff working alongside

23:33

clinical teams and help him from

23:36

additions and see fresh opportunities

23:38

for paraprofessional staff to also

23:41

develop new roles and skills.

23:44

In response to the top all review,

23:46

CILIP is leading an inquiry into the

23:49

impact of new technologies on library and

23:52

information roles and ways of working.

23:55

Building on the findings.

23:57

Health education England will

23:59

develop education and training to

24:01

meet the needs of the current and

24:03

future knowledge services workforce.

24:06

And the document referred to here is

24:08

obviously the select technology review,

24:10

which we now have available and

24:12

are already responding to in terms

24:14

of implementing areas from the

24:16

professional knowledge and skills base.

24:22

So it's great to have all

24:25

these plans for the future,

24:27

but sometimes it's also good to

24:28

reflect on progress and this slide

24:31

based on the information contained

24:33

within the knowledge for health

24:35

care strategy focuses on progress

24:36

within the workforce development

24:38

workstream over the last five years.

24:42

You will see some recurrent themes here

24:44

in terms of our plans to take forward.

24:49

So we've assisted employers with

24:52

resources for role redesign.

24:54

These documents have been available

24:55

through our website and they're

24:57

currently being reviewed so that

24:59

they match the new Civic PSP.

25:03

We've offered extensive CPD opportunities

25:05

informed by development needs analysis.

25:11

We've enhanced the professional knowledge

25:13

and skills base working with Philip.

25:17

We've developed a learning zone

25:19

for self directed learning.

25:20

Amongst our knowledge and

25:22

library services work fast.

25:25

We've worked with higher education

25:27

institutions to nurture the talent

25:30

pipeline by providing a presence

25:32

on their library school courses.

25:37

We've worked closely with select on the

25:39

introduction of the Level 3 libraries,

25:42

museums and archive apprenticeship.

25:46

We've provided leadership

25:47

development opportunities for

25:49

mid career and senior librarians.

25:55

We've started to initiate training and

25:57

dialogue on inclusivity, diversity,

25:59

and equality, though we recognize

26:01

there is much to do in this area.

26:06

And we've delivered training in

26:09

summarizing and synthesizing evidence,

26:11

mobilizing knowledge and health literacy.

26:20

So this brings us to the end of the session,

26:23

focused on workforce development in the

26:25

new knowledge for health care strategy.

26:27

I hope that you found this

26:30

session useful and informative.

26:32

We do encourage you to take a look at

26:35

the knowledge for health care strategy.

26:37

And we also have an executive summary

26:40

and an easy read version available

26:42

on the website for you to read.

26:45

Thank you for listening.

English (United Kingdom)