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
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