1. UHMLG Conference
21st
June 2011
Debra Thornton
Library & Knowledge Services Manager
Blackpool Teaching Hospitals Foundation Trust

3. Clinical Librarian Searches March 08 - May 09
0
5
10
15
20
25
30
35
40
M
ar-08
M
ay-08
Jul-08
Sep-08
N
ov-08
Jan-09
M
ar-09
M
ay-09
 Successful clinical librarian service
◦ Obs / Gyn MDT
◦ A&E Clinical Governance
◦ Cardiac Clinical Governance
◦ Practice Development Nurses

4. Searches by staff group
Doctor
35%
Nurse
28%
Midwife
6%
Manager
17%
Doctor
Nurse
Midwife
Manager
AHP
GP
Student
Other

5. “Effective HRM practices can reduce mortality in
hospitals”
A strong focus on "deep" employee
engagement across the organisation
makes this trust stands out from the crowd.
Staff know its visions and values, and how
it expects them to behave - through the
"Blackpool way"
Winner of:
The top acute general trust
The top large employer

6. “Like detergent, the word ‘librarian’ is an
accurate description of function, but not a
value proposition”
(Janice Lachance. Information Outlook 2009)
Board librarian
Management Information Specialist
Management Information Consultant
Business Intelligence Librarian
We chose MANAGEMENT LIBRARIAN
– and were very glad we did........

7. Develop
leaders
Stimulate
innovation
University
Hospital
Empowerment
Continuous
improvement
A LEARNING
ORGANISATION
Aligned with Trust Objectives

8. What can the Service offer the Trust?
Ensure that decision making at the highest level is evidence based and
supported by relevant knowledge and information
The service enables access to this knowledge store at the exact time it is
required
The service is a personal service provided at the point of need – by
telephone request, by e-mail or in person at meetings
Librarian attendance at Board and other meetings engenders a culture of
evidence based decision making in a non-clinical setting
Provide high quality evidence of new developments and practices that
have proven to show benefits in terms of improved quality services and
financial gains.

9. Management Librarian
A ‘leap of faith’

10. Impact of The Service:
 Trust Board of Directors
 Executive Directors/Divisional Directors Meeting
 Change Management Group Meeting
 Associate Directors of Operations Meeting
 Directorate Managers Meeting
Senior Management Meetings:

11. Impact of The Service:
 Attendance at senior management meetings has resulted
in information searches taking place on some of the following
topics:
 Recruitment of Nurses – Examples of best practice
 Closing Wards to Improve Healthcare
 Trusts publishing their own data to the public
 Examples of best practice around the patient
experience

12. Trusts publishing their
own data to the public

13. Stories ‘are a way to teach, inspire, persuade, and share information’.
‘Patient stories can be effective as a tool for informing the service
planning process’
Question: How can we share patient experiences with
our staff?

14. Includes:
 Chief Executive
 Associate Directors of Operations
 Associate Director of Corporate Affairs
 Assistant Director of Strategic Development
 Deputy Director of HR and OD
 Assistant Director of Pharmacy
 Director of Finance
 Director of Nursing & Quality
 Utilisation of the Service by managers :
Search Requests by Division
46%
11%
10%
10%
8%
8%
7%
Corporate
Cardiac
Medical
Surgical
Clinical Support Services
Non-Trust
Womens & Childrens
Impact of The Service:

15. Chief Executive’s Blog
There is already evidence around, that for instance by
reducing patient infections you can provide better care for
patients at a lower cost. I have had Trevor Morris, our
management librarian looking in to this, and I attach an
Evidence Search - Quality & Cost, which starts to explore
these issues. It is worth dipping in to some of these articles,
as it is the philosophy of quality and financial effectiveness
that we will be basing our plans on over the next few years.

16.  Supporting QuIPP
Impact of The Service:
Carry out review of the evidence base in relation to the
proposed business case:
 Looking at current legislation and national guidance
 Review of all published research in the area
 Review of peer-reviewed content
 Identifying similar implementations
 Highlighting if the work has been done elsewhere
 Identify successful implementation
 Identify lessons learned
 Provide contacts that have gone through the process
Potential for the evidence base to impact on business case by :

17. ‘Cost of MRSA and MSSA infections or bacteraemia’
Methicillin-Sensitive Staphylococcus Aureus (MSSA)
Screening Programme
QuIPP Example:
 Evidence search for CSS Division in December 2009:

18. ‘By screening for MSSA at the same time as we screen for
MRSA it is expected that we will be able to reduce infection
rates and improve patient safety. Were we to achieve similar
rates for the reduction of all MSSA infections as we achieved
against MRSA bacteraemias (40%), within the first year a net
cost saving of £0.3m million could be achieved by savings in
from reductions in length of stay’
(Business case for MSSA screening programme, March 2010)
QuIPP Examples:
 Clinical Pathway for MSSA Screening Programme now
been produced.
 Looking to submit it for national recognition.

23. Supporting Clinical Pathways
 Service has been involved in the utilisation and promotion
of the Map of Medicine across the Trust.
 Currently supports the process of developing localised
clinical pathways in the Hospital in the following stages:
1. Select and prioritise a topic that is important for your
service.
 The Service performs a search on current pathways and
guidelines.
2. Gather information to underpin the pathway development
 Provide an expert literature search of the evidence base
 Provide examples of other hospital experiences

24. 24
Library
Library

26. 26

27. What’s in a name?

28. Was the librarian’s summary accurate /
useful?

29. What was the information used
for?

30.  “We have taken some operating procedures out of
the operating theatre and put them into a community
clean/clinic room”
 “The information identified that investigations from
incidents is essential and lessons learned must be
implemented in order to prevent incidents occurring
again.”

31. Literature searches 2010 - 2011

32. Evolution of the Service:
 Personalised horizon scanning for senior managers in each
division based on their KPI’s
 Develop an Intranet hosted database of completed
searches, beneficial for identifying what kinds of management
questions are asked most often and which questions lack
satisfactory answers.
 Development of the Management Librarian role to Clinical
Pathways Manager
 Continuation of the Management Librarian Service by the
Library team
‘It is clear that the service is helping us to make better, more
evidence based decisions, and supporting better quality care
for patients.’
(Aidan Kehoe, CEO, 27th
May 2010)

33. Debra Thornton
Library & Knowledge Services Manager
debra.thornton@bfwhospitals.nhs.uk
01253 655596
Trevor Morris
Clinical Pathways Manager
trevor.morris2@bfwhospitals.nhs.uk
01253 655497