Salford Royal Trust Library Marketing Plan 2015-2019 Our Offer: Our personalised information services support delivery of safe, clean and personal care to patients. We demystify information for healthcare professionals, students and NHS managers by facilitating training, delivering individualised support and providing access to high quality resources. Our expertise and in-depth knowledge of healthcare information enables the right information to be delivered at the right time. 1) Introduction/executive summary This plan outlines Salford Royal Trust Library’s marketing and promotional activities for the next five years (2015-2019). The Trust Library serves over 6000 members of staff within a large Foundation Trust who have a diverse range of information needs. Over the next five years we face many challenges as a service including cost-savings and possible loss of physical space. Our marketing goals and objectives address these issues and highlight ways in which we can promote our service to new and existing users in these challenging times.

2) Context A SWOT analysis was conducted to evaluate the position of the Trust Library service at the start of 2015. The resulting discussion forms the context in which this marketing plan should be read. The following table provides an overview of the SWOT analysis. Strengths • Outreach- flexibility in delivering services to ALL staff at a time and place to suit users. • Tailored one to one training sessions. • Electronic resources-access and maintenance improved. • Structured publicity. • Increase in the number of library inductions undertaken in the past 2 years. Opportunities • More queries around critical appraisal and referencing. • Scope to develop a communications strategy outlining clear channels of communication. • Closer ties with Learning and Development. • Closer ties and more communication with

Weaknesses • Outreach Librarian-can’t always be released due to work pressures. • Slow progress on website development and access. • Outreach Service is under-promoted. • Channels of communication are not being fully exploited. • No communications strategy. • Focus on clinical at the expense of nonclinical. Threats • Review of space is ongoing with the possibility of losing resources such as the IT training rooms. • Restriction on access to social media and other information sources by Communications department e.g. Twitter. • Better Care at Lower Cost programmecost saving initiative. 1

Research and Development. • More communication with IM&T. • Approximately 200 Adult Social Care staff to be integrated into the Trust August-September 2015. Table 1: SWOT analysis There are numerous Trust-wide initiatives which need to be taken into consideration when setting the library’s marketing and promotional objectives for the next 5 years. The Trust needs to save £75 million over the next three years, with £30 million of savings achieved by 2015/16.The recently launched cost saving initiative, ‘Better Care at Lower Cost’, looks at how Trust staff can work more productively. As a service we need to identify how we can contribute to this initiative, demonstrating how we impact on and add value to the Trust’s aims and objectives. Due to numerous building projects the Trust is currently reviewing space as it has to relocate over 1000 staff. The library has been viewed as a potential space for hosted services such as HAELO and the training rooms as a possible location for a junior doctor’s mess. Whilst no formal plans have been released it is more than likely that the library will be losing some of its space to other departments. To prepare for this more effective marketing and promotion needs to be undertaken, focusing on the library’s electronic resources not just the physical space. Initiatives being implemented at a national level will also have an impact on the library’s marketing and promotional activity. Health Education England (HEE) recently published “Knowledge for Healthcare: a development framework 2015-2020”. The document sets out a vision of how library and knowledge services will support and enhance the healthcare profession in the future. Key messages from the report include: • • • •

Access to all services has to be as easy and convenient as possible. Services will be digital by default and delivery to mobile devices will be standard practice. Services need to be highly visible; pushing quality assured information tailored to specific user needs. The clinical and outreach models are expanded to become standard practice. 1

The statement around digital services which are mobile-ready is particularly pertinent as the library is currently investing a lot of time into developing the library’s online presence and digital resources, details of which can be found below. The key messages from this report will be borne in mind when formulating the library’s marketing goals and objectives over the next five years. Since 2014 numerous projects have been initiated to expand the library’s online presence. A new intranet site has been built and we now have a presence on the Trust website. A dedicated electronic resources librarian has been employed which has resulted in more streamlined access to the library’s electronic resources. A new set of e-books purchased via the Patron Driven Acquisition (PDA) model have been procured and we are currently piloting a discovery service, which should make access to e-resources much simpler for our users. With even more resources now available online we need to challenge our user’s perceptions of the library. We are not just a physical space-there is a wealth of resources available at their fingertips, 24 hours a day, 365 days a year-in our virtual library. This is the point we 1

Health Education England (2015). Knowledge for Healthcare: a development framework for NHS library and knowledge services in England 2015-2020.

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need to drive home in our marketing activities, not only to justify the procurement of these resources but to also off-set the possible loss of physical space and resources. Although we face challenging times, with the cost saving initiative and possible loss of space, these factors should help to focus our marketing and promotional efforts. More needs to be done to promote the impact of our services and how we can contribute to the Trust’s ‘Better Care at Lower Cost’ programme. This will form one the library’s main marketing objectives over the next 5 years. Traditionally the majority of our promotional activity has been focused on the clinical staffing groups within the Trust. More focused promotion is needed on how we can support non-clinical staff-in particular management, finance and HR. One of the ways to do this may be through the provision of information to support costsaving initiatives. We need to be flexible with the way we deliver and promote our services using new and existing channels of communication to reach existing and new library users. The Trust is already making use of social media such as Twitter and Yammer and investigations need to take place as to how the library can best exploit these. This is something that could be incorporated into the Information Needs Assessment which has been running since 2012.

3) Stakeholders The Trust Library can be utilised by anyone employed by or on placement at SRFT we therefore have a wide and diverse client base. Current and future users, listed in the table below, have been split into clinical and non-clinical and the categories kept fairly broad. A full list of the Trust Library’s stakeholders can be found in appendix A in this document. Clients are based both in the hospital and in multiple sites in the community across Salford.

Clinical Medical and Dental Staff Students Nursing and Midwifery Registered Allied Health Professionals Additional Professional Scientific and Technical Healthcare Scientists Additional Clinical Services

Non-Clinical Administrative and Clerical Estates and Ancillary Management Trust Exec

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4) Goals and Objectives 2015-19 The focus of the library’s marketing activity over the next 5 years will be how to increase awareness of the library’s services and resources, with particular emphasis on e-resources. Attention will also be given to promoting the impact and value of the library service. The table below outlines the Trust Library’s overall marketing goals and objectives for the next 5 years (2015-2019). Goals 1. Increase awareness of library services and resources.

2. Demonstrate value and impact of the library service.

Objectives a) Promote and publicise streamlined electronic access to library services, resources and communications.

Lead

Timescale

JR

2015-2019

b) Continue to produce yearly publicity action plans, focusing on 1 resource or service a month.

JR

2015-2019

c) Produce and roll-out marketing and promotional material aimed at nonclinical staff.

JR

2015-2017

d) Conduct a publicity campaign to raise awareness of the Outreach Service. e) Produce an action plan on how best to capture and promote impact data.

JR

2015-2017

JR

2015

f)

JR

2015-2019

Evaluate the effectiveness of marketing the library’s value and impact.

4

5) Action Plan: 2015-2019 Overview The following table provides a brief overview of how the library’s marketing objectives will be achieved over the next five years. A more detailed action plan will be put together at the beginning of each year, added to the marketing plan and reviewed annually.

Objective Action Research how to effectively promote the library’s electronic resources. a Develop and roll out promotion for the library’s electronic resources. Conduct an audit on the library’s online presence, identifying any gaps in the provision of services and resources based on user feedback. Put together a communications strategy thinking about how the library can utilise social media to greater effect and enhance our online presence. Plan out how to measure the effectiveness of promotional activity undertaken. Produce a list of possible services/resources to be promoted on a yearly basis. b Use the list above to put together a monthly action plan on what services and resources we’ll be promoting each year. Put together a spreadsheet detailing monthly promotional activity which can be used to track progress of promotional activities. Take the action plan and spreadsheet to monthly team and project meetings to discuss ideas and to delegate tasks. Evaluate the effectiveness of promotional activities on a yearly basis. Market segmentation- identify and decide which non-clinical staff groups to c target. Identify suitable and relevant resources and services to promote to non-clinical staff. Design and distribute promotional materials. Re-visit materials from copywriting course and develop a flyer or postcard d promoting the outreach service. Set up and attend meetings to promote the outreach service-targeting members of staff based in the community. Investigate how the Outreach Librarian can increase their online presence. Conduct research into HOW other services are collecting impact data. e

Timescale 2015-2016 2015-2019 2015-2016

Lead JR/KS JR/KS JR/KS

2015

JR

2015-2016 2015-2019 2015-2019

JR JR JR

2015-2019

JR

2015-2019

JR

2015-2019 2015

JR JR

2015-2016

JR

2015-2019 2015-2016

JR JR

2015-2019

JR

2016-2017 2015-2016

JR JR 5

f

Consider what impact measures to use and how to collect and analyse data. Plan out how data will be used in promotional materials/activities to demonstrate the library’s impact and value. Decide on Key Performance Indicators (KPIs) and how to measure success of promotional activities. Produce a short statement to be added to the annual report-outlining the effectiveness of the library’s marketing and promotional activities.

2015-2017 2015-2019

JR JR

2015

JR/VH

2015-2019

JR

6

6. Action Plan 2015 Objective Action Research around promoting electronic resources-including reading and a investigating what other libraries are doing. Produce an action plan based on ‘best practice’ on how to promote the library’s electronic resources. Continue to promote selected electronic resources on the yearly publicity action plan. Put together a communications strategy thinking about how the library can utilise social media to greater effect and enhance our online presence. Produce a list of possible services/resources to be promoted on a yearly basis. b Use the list above to put together a monthly action plan on what services and resources we’ll be promoting each year. Put together a spreadsheet detailing monthly promotional activity which can be used to track progress of promotional activities. Take the action plan and spreadsheet to monthly team and project meetings to discuss ideas and to delegate tasks. Evaluate the effectiveness of promotional activities on a yearly basis. Set up a meeting to decide how best to segment non-clinical staff. c Produce a list of resources and match these to the identified user groups. Produce an action plan on resources which need producing and how to distribute these. Put together a draft flyer to market the outreach service. d Put together a list of possible staff groups/teams who may benefit from an outreach visit. Research into how other libraries are collecting impact data-use this to form an e action plan for the next four years. Set up a meeting to discuss KPIs. f Produce and agree on a list of KPIs which will form the basis of measuring impact of marketing and promotional activity over the next 5 years.

Timescale July-September

Lead JR/KS

October-November

JR/KS

June-December

JR

July-August

JR

June June

JR JR

June

JR

June-December

JR

June-December June July-August August-October

JR JR JR/VH JR/VH

July-October July-October

JR JR

June-November

JR/KS

June July

JR/VH JR/VH

7

Appendix A: Detailed list of the Trust Library’s Stakeholders Clinical Medical and Dental Staff - Consultants -Junior Doctors -Researchers

Students -Medical -Nursing -AHP -Cadets

Nursing and Midwifery Registered -Research Nurses -Specialist Nurses

Allied Health Professionals -Physiotherapists -Occupational Therapists -Researchers -Psychologists Additional Professional Scientific and Technical -Pharmacists Healthcare Scientists -Lab staff/technician -Trainee Healthcare Scientists Additional Clinical Services -Health care assistants -Trainee Assistant Practitioners (TAPS) University of Manchester Staff Staff in this category will also fit into one of the categories above.

Non-Clinical Administrative and Clerical Finance -Payroll -Audit Health Records HR -Recruitment -Learning and Development -Occupational Health -Chaplaincy -Personnel management IM&T -Software developers -Analysts -Clinical Coders -Management -System Trainers Support Staff -Clarks -Medical Secretaries Medical Education -Undergraduate -Postgraduate Estates and Ancillary Facilities -Catering -Reception Staff -Porters -Security -Maintenance -Site Development Purchasing and Supplies Management -Quality Initiative -Trust Executive -Board -Communications -Governors -Lawyers -Clinical Governance AQUA

NHS Quest (Quality)

HAELO

8

Appendix B: Library Services and Resources Publicity Action Plan Template Methods Resource/Service January

Lead

E-mail Signature

Siren

E-mail Distribution Lists

Library Website/ Intranet

Display in Library

Flyers/How to Guide

R&D bulletin

Yammer

JW/JM

6BC

February

JR

Internurse

March

KS

Catalogue (‘Gateway to Resources’)

April

VH

Enquiry Service

May

JR/KS

E-Books (Nursing)

June

JR/KS

Proquest Hospital Collection

July

JW/JM

Leisure Collection/6BC

August

VH/JR/KS

Up to Date

September

JR/KS

Athens (Key) JR/KS

October

VH

E-Journals (Medical)

November

JR/VH

Primal Pictures

December

KS

E-Books (Specialist Handbooks)

9

Appendix C: Key Performance Indicators (KPIs) The following key performance indicators will be used to demonstrate the impact of the marketing strategy on the operational business of the library. The figures collected will be used, with other evidence, to evaluate the effectiveness of the Trust Library’s marketing and promotional activities over the next 5 years. Service/Resource 2015

2016

Usage Figures 2017

2018

2019

User Registrations Induction Sessions Training Sessions Athens Registrations Website page views Intranet page views Number of events attended (to promote the library service) Footfall Internurse 6BC Registrations 6BC Completers Number of Enquiry’s E-books E-journals Up to Date Primal Pictures

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