NWAS LIS - NHS Networks … · Web viewThe most significant items were transferred to the SWOT 2 X 2 grids to comprise the NWAS LIS SWOT analysis. ... word of mouth from ... of

Marketing Action Plan 2012 – 2015

NWAS LIS Marketing Action Plan 2012 - 2015 Page: Page 1 of 17

Author: Matt Holland Version: 1.1

Date of Approval: Not Applicable Status: Final

Date of Issue: 05 June 2012 Date of Review June 2013

Table of Contents

INTRODUCTION..............................................................................................................3EXECUTIVE OVERVIEW...................................................................................................3MARKET REVIEW............................................................................................................3

PRESTCOM..............................................................................................................3User Analysis..........................................................................................................4Segments................................................................................................................4Conclusions............................................................................................................5Strengths, Weaknesses, Opportunities and Threats – SWOT................................6

THE NWAS LIBRARY & INFORMATION SERVICE VALUE PROPOSITION..........................9NWAS LIBRARY & INFORMATION SERVICE MISSION.............................................9VALUE PROPOSITION.............................................................................................9MARKETING MIX - SERVICES, INFORMATION, VALUE, ACCESS.............................9

NWAS LIS OBJECTIVES..................................................................................................12Mid-term (0-3 years)............................................................................................12Short term (next 12 months)...............................................................................12

STRATEGIES..................................................................................................................12ACTION PLAN AND IMPLEMENTATION........................................................................12EVALUATION................................................................................................................16REFERENCES.................................................................................................................16APPENDIX 1. STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS. PRESTCOM SUMMARY....................................................................................................................16





INTRODUCTION

NWAS Library & Information Service [NWAS LIS] was created in March 2009. NWAS LIS has a number of distinctive characteristics. It is a virtual service delivered via e-mail, mobile phone, internet/web and social networking. The Outreach Librarian travels to service points or to meet users at their place of work. NWAS is the only Ambulance Trust in the UK with a dedicated library and information service.

In the first three years NWAS LIS has established its service offering, created a recognisable brand within NWAS and delivered an increasing volume of contacts with NWAS staff year on year. The Marketing Action Plan aims to consolidate and develop NWAS LIS over the period 2012-2015.

This three year NWAS Library & Information Services [NWAS LIS] Marketing Action Plan 2012-2015, forms part of the NWAS Library & Information Services Strategic Plan 2012-2015, is an action in the NWAS Library & Information Service Annual Review 2011/12 and in the NWAS Library & Information Service Action Plan 2012/13.

EXECUTIVE OVERVIEW

NWAS LIS builds on the strengths created by three years of operation from 2009. The Marketing and Communication Action Plan 2012 – 2015 segments the NWAS LIS User community according to role within the organisation, identifying low and non users. The overall level of staff using NWAS LIS using the number of registered NHS Athens as a proxy is 11%. The SWOT analysis indentifies areas of strength as brand presence, collections, networks, and flexibility. NWAS LIS has a coherent view of its value to Users, and to NWAS, together with a strong marketing mix. NWAS LIS needs to communicate its values and the benefits of personalised virtual library service more effectively to users. The five marketing objectives set out at the end of this report are broadly directed at more communication, through more channels, focused communications to meet the broader strategic needs of NWAS LIS and a systematic approach to content and style.

MARKET REVIEW

PRESTCOM

This analysis of the position of NWAS Library & Information Services [NWAS LIS] uses a PRESTCOM environmental analysis (Political, Regulatory, Economic, Social, Technical, Competitive, Organisational and Market) (Masterson & Pickton 2004). This technique has the advantage of combining Internal and External factors in one process.





PRESTCOM is designed for organisations and businesses operating in a commercial environment and so the implication of some of the terms has been adapted to fit a public service social enterprise context. Competitors = those organisations that occupy the same space who might equally be collaborators or partners. Market = describes the space organisations operate in but doesn’t imply market objectives e.g. to maximise profit , but rather to deliver on the objectives set by funding or parent organisations.

The PRESTCOM analysis was sourced from internal policy documents, newsletters, and published NWAS Annual Reports and Annual Reviews. Items from PRESTCOM were further categorised using Strengths (internal), Weaknesses (internal), Opportunities (external) and Threats (external). Each item was prioritised on a scale of 1 to 3, where 1 was most significant and 3 least significant. The most significant items were transferred to the SWOT 2 X 2 grids to comprise the NWAS LIS SWOT analysis. See Appendix 1. The full PESTCOM Analysis is available from the NWAS LIS Librarian, Matt Holland [[email protected]].

User Analysis

The User Analysis aims to understand the profile of NWAS LIS users by analysing enquiries from 2011/2012. Key tasks were to identify segments within the NWAS LIS user community and how they used NWAS LIS and to identify low use and non users of the service.

Segments





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Role in the organisation provides the closest definition of a segment, being homogeneous e.g. all Emergency Care Practitioners/Advanced Paramedics (ECP/AP’s), accessible e.g. ECPs/AP’s can be contacted as a group, and measurable i.e. 32. It is possible to aggregate groups into “Super Segments” for example Clinical, Non-Clinical or Managerial, however, larger groups tend towards heterogeneity losing a key characteristic of a Segment. Table 1. uses data from enquiries to NWAS LIS for the period from March 2011 – March 2012. The data gives a “rule of thumb” indication of use from each group. ECP/AP’s use NWAS LIS most in relation to their numbers (Yellow), Paramedics, Emergency Medical Technicians (EMT’s) and Managerial Administrative and Support Staff use NWAS LIS almost exactly in proportion to their numbers (Pink), however, there are groups who are effectively non-users, particularly Emergency Preparedness/Hazardous Area Response Team (EP/HART ) and Emergency Communication Centres (ECC) (Blue).

Table 1. NWAS LIS Use and Role within NWAS

Role* Staff No. % NWAS Staff

% NWAS LIS Enquiries (n=259)**

Paramedic Emergency Service (all staff) 2791 55% 60% (156)

Paramedic/Senior Paramedic 1323 25% 21% (55)

Patient Transport Service (PTS) 1106 21% 0.3% (1)

EMT’s (all grades) 1093 21% 10% (28)

Managerial, Admin & Support 766 15% 26% (68)

Emergency Communications Centres (ECC) 419 8% 0.3% (1)

Student Paramedics 265 5.1% 13% (34)

Emergency Preparedness / Hazardous Area Response TeamART (HART/EP)

80 2% 1.2% (3)

Emergency Care Practitioner/Advanced Paramedic (ECP/AP)

32 0.6% 15% (39)

External Enquiries 0 0 12% (30)

*Source: NWAS Annual Report 2010/2011** NWAS LIS – Enquiry Tracking System

Conclusions

The broad conclusions of the User Analysis are:





NWAS LIS reaches out to most staff groups; however, there are some groups who are low/non-users.

Physical Location does not appear to be a barrier to using NWAS LIS Services. Participation in Higher Education and formal training is a key driver for many

NWAS LIS users. Using NHS Athens registrations as a proxy for engagement with NWAS LIS c

11% of NWAS staff use some form of Library service or Library provided resource.

The full User Analysis is available from the NWAS LIS Librarian, Matt Holland [[email protected]].

Strengths, Weaknesses, Opportunities and Threats – SWOT

Brand Presence

Strengths - NWAS LIS is well supported within NWAS, especially in departments of Training, Learning & Development and Clinical Education.

Strengths - NWAS LIS is a brand presence and has some brand recognition. The NWAS LIS moniker is consistently pushed through e-mails, websites and social media.

Strengths - NWAS LIS has some recognition for performing well in LQAF assessments.

Opportunity - There is an opportunity to build on the NWAS LIS brand to make NWAS LIS the natural place to go for information and advice.

Weakness - The lack of a physical space confounds expectations of users. Where is the library? The counter to this is that with a limited resource, time and effort is better invested in services rather than managing buildings and physical collections.

Weakness - The virtual presence requires careful managing. Relying on free to use software enables NWAS to reach users at work or at home but limits control of the look and feel of the NWAS LIS web presence.

Weakness - Virtual=invisible. NWAS LIS needs to expand the channels through which it communicates with Users and direct them to the NWAS LIS online presence.

Threat - NWAS staff source information from professional organisations and are open to marketing from information providers selling/giving away applications (apps) for mobile devices.

Summary - NWAS LIS has a good foundation to build on. The challenge is to make





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the virtual visible, to sell the benefits of a virtual service to users, to make NWAS LIS the obvious choice to seek information and advice.

Collections

Strength - NWAS LIS has strong electronic collections in the areas or Prehospital and Emergency Medicine, combined with broader collections in Medicine and Allied Health Care through co-operative agreements and NHS Evidence.

Opportunity - NWAS is undertaking project work, Pathway development, Guideline development and quality enhancement projects. NWAS LIS has the opportunity to make a strong contribution to the evidence-base from existing collections.

Opportunity - NWAS LIS is unencumbered by legacy print collections or physical buildings. NWAS LIS has the capacity to maximise the benefits of an e-only library and deliver services over networks to more users in more places. It is a virtue and a necessity.

Opportunity – There is an opportunity to use and promote apps for mobile devices.

Weakness - The cost of buying management resources to support non clinical colleagues is high and there are limited resources from NHS Evidence. This undermines a broad based approach to collections that support all staff. Non clinical staff with professional status can source better information from their professional organisations if they choose to.

Threat - Usage stats for convectional electronic resources, e-books and e-journals while increasing at NWAS are declining through the sector. Alternative pre-packed evidence-based resources, such as UpTodate, are preferred but remain expensive.

Summary - NWAS has strong collections that are not being exploited by colleagues engaged in project work and quality improvement initiatives. There is opportunity to deliver an information service that is easily supported by NWAS LIS collections. The weaknesses in e-collections are not unique to NWAS LIS and may be made good in co-operation with NW Libraries.

Networks

Strength - NWAS LIS has good connections within the new Clinical Leadership framework

Opportunity - NWAS is rolling out a Clinical Leadership Framework centred on Consultant Paramedics, Advanced Paramedics and Senior Paramedics. NWAS LIS can capitalise on these connections to build stronger links with the new Clinical





Leadership Framework going forward and leverage participation in project work.

Summary - Networking is a win-win for NWAS LIS and NWAS staff. The challenge is to make these networks count, find ways to keep networks fresh and create more channels through which to communicate with colleagues.

Higher Education

Strength - NWAS Librarian has extensive experience of higher education and special librarianship and good relationships with the Clinical Education Team.

Opportunity – Para-medicine is going through a extensive process of upgrading qualifications through higher education at all levels from Diploma, BSc, MSc and MPhil/PhD. The NWAS Librarian can add value through an understanding of the research and writing process, knowing which resources to use and how to access them. This builds longer term relationships after the completion of formal qualifications.

Threat - A significant number of contacts with NWAS LIS are driven by participation in HE while working. In the near future new Paramedics will be recruited who have already completed qualifications. NWAS LIS has to work hard to maintain contact with students on placement with NWAS and to make contact with new starters.

Summary - Extensive experience of HE is timely and useful. A challenge is to convert that initial contact into a long term relationship with NWAS LIS for all evidence-based work.

Flexible and Agile

Strength - NWAS LIS has created services that suit NWAS as a widely dispersed, multi-site organisation. Services are flexible and responsive to user needs.

Opportunity - NWAS LIS has been shaped by being a new service to NWAS, by being virtual and small scale. It has the capacity to be flexible and responsive to user needs. The model for NWAS LIS is as a consultant and enabler rather than curator and manager of physical environment. NWAS LIS has the capacity to move quickly to meet user needs.

Weakness - The time of the NWAS Librarian is limited to 30 hours per week. Aspirations for service provision have to be modified by the resources available to create and deliver them.

Weakness - For a one person service there are skills gaps that may be compensated for in a service with more than one Librarian.





Threat - NWAS LIS is competing, in the minds of users, with academic libraries in the North West region, and with the Information Services of professional organisations.

Summary - NWAS LIS has the opportunity to create a service that fits the unique characteristics of NWAS as an organisation. The service can be personalised and flexible to meet the individual needs of users. NWAS LIS needs to frame messages that communicate this to end users, through all available channels.

THE NWAS LIBRARY & INFORMATION SERVICE VALUE PROPOSITION

NWAS LIBRARY & INFORMATION SERVICE MISSION

“NWAS LIS aims to provide high quality information, support and advice at the right time, in an accessible form and an appropriate location to support NWAS staff in delivering quality services and quality care to patients.”

VALUE PROPOSITION

The value proposition of NWAS LIS focuses on delivering a personalised, focused one to one service:

“NWAS LIS understands that you have individual information needs. NWAS LIS will be your guide through the process of identifying what you want, locating information that meets your requirements and providing free access to the full text/original source.

NWAS LIS brings experience in working with clinicians, researchers and students and matching your information needs to the extensive range of resources in Prehospital and Emergency Medicine available now.

Using NWAS LIS services will make a difference to you, providing you with a sound evidence-base for your work.”

MARKETING MIX - SERVICES, INFORMATION, VALUE, ACCESS

Services (Products)

NWAS LIS offers seven services set out in the NWAS LIS Strategy 2012 - 2015, and reflected in the NWAS LIS pyramid.

Core services are defined as:





Training

Training in Information Skills

Access to Resources

Document Supply Access to Learning

Resources

Support

Current Awareness Literature Searching Professional Advice Enquiry Service

Summary - NWAS LIS believes that the core services offering is sound and represents a well thought through service mix.

Information (Promotion)

Information about NWAS LIS is delivered through the … :

Library Website Twitter Printed Guide funded by HCLU Pens and promotional material funded by HCLU Promotion by word of mouth from users Promotion by word of mouth from colleagues in Training and Education Current Awareness Services E-mail Information Skills Sessions Ad Hoc articles in internal newsletters and bulletins

Summary - NWAS LIS uses a variety of channels to communicate its existence, however, there is no set of objectives and no action plan to achieve objectives. NWAS LIS has to be mindful that it operates within a corporate structure that has a clear marketing and communications strategy. NWAS LIS has in the past tried to





create a Unit identity with a tag line NWAS LIS - Knowledge for Life, using a banner designed by an external design consultancy, Fusion.

Value (Price)

NWAS LIS is currently in the process of defining what an Impact Study would look like and how to go about implementing it using the SHALL model as a guide. The following statements are of the value NWAS LIS believes it adds to NWAS:

NWAS LIS adds value to staff experience of higher education. NWAS LIS enhances student the student experience of higher education. Students, who contact NWAS LIS for advice, achieve more, get more from their course and gain skills that transfer into their work environment.

NWAS LIS adds value to NWAS by providing a service that enhances the flow of information through the organisation. This service includes current awareness and services that push information to individuals groups.

NWAS LIS adds value by providing access to the evidence-base in Prehospital and Emergency Care. NWAS LIS organises access to the evidence-base through the provision of Library Services. This service would not be available in its current form if NWAS LIS did not exist.

NWAS LIS adds value by enhancing the skills of NWAS Staff. Information Skills training enables staff to use high quality information resources working independently using skills acquired through NWAS LIS, to search for information using the right tools, locate information and access the full text of journal articles, books and other sources.

Summary - While NWAS LIS has a clear picture of the potential benefits for NWAS, these are not widely communicated through marketing messages or tested through Library Impact Studies.

Access (Place)

NWAS LIS is a virtual service operating over the web, via e-mail and mobile phone. The place is the virtual presence on the web - NHS Networks. The challenge is to ensure that as many messages as possible delivered through as many channels as possible direct users to points of access, the website, e-mail address and phone number.

Creating a consistent and planned online visual identity is impractical because NWAS LIS uses free to access software with little or no control over the look and feel. Elements that NWAS LIS controls are:





Language - how things are said Messages - what is said Type face and look of some material for example uploaded documents Consistency and content of contact information

The key message to get across is that NWAS LIS is a service available via a computer at the end of a phone or e-mail. NWAS LIS isn’t diminished by not having a physical presence, but is enhanced by having the time to deliver a personalised service for the user. NWAS LIS want users to feel the difference in service quality compared to other Library Services.

Summary - NWAS LIS wants to communicate a positive message about the virtual service. Weak areas are control of the look and feel of the web presence; strong areas where NWAS LIS can exert more control are content and style, the messages about NWAS LIS and the channels through which they are communicated.

NWAS LIS OBJECTIVES

Mid-term (0-3 years)

Objective 1 – Open more channels and use them more frequently for communication with NWAS Users

Objective 2 – Build relationships with low and non user groups.

Objective 3 – Increase the number of registered users, using NHS Athens registrations as a proxy for this, form 11% to 15%.

Short term (next 12 months)

Objective 4 – Build Awareness, understanding of the relevance of NWAS LIS with NWAS staff.

Objective 5 - Create consistent messages about NWAS LIS, focusing on content and presentation, which can be delivered through all media.

STRATEGIES

ACTION PLAN AND IMPLEMENTATION

Objective 1 – Open more channels and use them more frequently for communication with NWAS Users.





Commentary – This objective is directed at expanding the opportunities for communication by NWAS LIS with users, looking at increasing the frequency of communication and opening more channels.

Strategy Plan Measure Cost - HoursLibrarian as journalist Write update every

month for Regional Bulletins and explore possibility of regular contribution to ClearVison.

Monthly summary of NWAS LIS Activity published in Regional Bulletin

2 hours

Librarian as author Look at externally published sources, articles, information skills book proposal.

Articles accepted for publication.

50 hours

Twitter, build on the @NWASLibrary Twitter feed

Increase the frequency of Twitter activity, post once a day. Grow membership

Increase in Frequency of Tweets, increase in followers

2 hours per week

Blog Increase frequency of blog entries, integrate with Twitter

Increase in frequency of blog entries

2 hours per week

Targeted Current Awareness

Create current awareness directed towards current projects and quality objectives

3 new bibliographies delivered via Mendeley on topical areas

30 hours

Explore new formats Looks at using LinkedIn and Facebook

Set up LinkedIN and Facebook Accounts.

20 hours

Objective 2 – Build relationships with low and non user groups.

Strategy Plan Measure Cost - HoursCreate resources that address areas of interest to low an non user groups

Create three resources for HART/EP and ECC

Three new resources available on the NWAS LIS website

50 hours





Create two current awareness services that address HART/EP and ECC

Talk to HART/EP and ECC and find areas of current interest that are suitable for Current Awareness Services

Two new current awareness services available on the NWAS LIS website

20 hours

Review NWAS LIS output, see what can be repurposed and reworded to be as inclusive as possible

Review and reword where necessary

Increased use of NWAS LIS from low non user groups

10 hours

Objective 3 – Increase the number of active users, using NHS Athens registrations as a proxy measure for this, from 11% to 15%.

Strategy Plan Measure Cost - HoursPromotion specifically directed to drive up NHS Athens Account registration

Look at linking up with Internal Communications. E.g. letter with payslips, Regional Bulletins, appraisal system

Identify a channel of communication that reaches all staff, and evidence for Marketing Action Plan

5 hours

Promotion of the benefits of NHS Athens

Improved communication from NWAS LIS, e-mail signature, promotion on website, new guides etc.

Evidence of three activities directed at improved communication of NHS Athens benefits

10 hours

Enlist the support of Clinical Leadership team

Targeted messages to encourage registration for NHS Athens among clinical staff

Evidence of actions to encourage the promotion of NHS Athens

5 hours

Objective 4 - Create consistent messages about NWAS LIS, focusing on content and presentation, which can be delivered through all media.

Commentary - This objective is directed at delivering consistent messages and achieving a consistent look and feel for NWAS LIS across different media. NWAS LIS





exercises greater or lesser degree of control in social media, but can control the presentation of publication and presentations.

Strategy Plan Measure Cost - HoursCreate an NWAS LIS style guide to create a consistent presentation and message for NWAS LIS

Review and collate good aspects of NWAS LIS presentation

Style guide is complete

5 hours

Roll out the NWAS LIS style across existing websites and publications

Review and rewrite guides, websites and publications using style guide

Evidence of consistent style across NWAS LIS publications

20 hours

Frame a brief explanation of virtual library / librarian as consultant

Write rationale/sales pitch for the virtual library services that encourages people to get it touch. This is what we do this is how to access the Library.

Text is widely displayed across all NWAS LIS communications

3 hours

Objective 5 – Build Awareness, understanding of the relevance of NWAS LIS with NWAS staff.

Commentary - This objective is directed at making publically available work done to frame strategies for NWAS LIS, the plans to carry those strategies through and the achievements of NWAS LIS.

Strategy Plan Measure Cost – HoursWrite and publish a public version of the NWAS LIS Strategy 2012-2015.

Publish on NWAS LIS website.

Document is available on the NWAS LIS Website.

5 hours

Write and publish public version of NWAS LIS Annual Review 2011/12



2 hours

Write and publish public version of NWAS LIS Action Plan 2011/12



1 hour

Write and publish Publish on NWAS Document is 5 hoursNWAS LIS Marketing Action Plan 2012 - 2015 Page: Page 15 of 17




public version of NWAS LIS Statement of Service

LIS website. available on the NWAS LIS Website.

Write and publish public version of the NWAS LIS monthly Dashboard



1 hour

EVALUATION

Review and recalibrate objectives June 2013.

REFERENCES

CILIP, 2010. Marketing Your Library & Information Service. London: CILIP. Available from: http://www.cilip.org.uk/membership/benefits/informed/practical-guides/Pages/marketing.aspx [Accessed 01 June 2012].

LIHNN, 2012. Effective marketing: from planning through to evaluation. Align. [Slides and Workbook] Available from: http://www.lihnn.nhs.uk/document_uploads/CPD_documents/Marketing%20residential%20handbookslides.pdf [Accessed 01 June 2012].

Masterson, R., & Pickton, David., 2004., Marketing: An Introduction. London: McGraw Hill.

APPENDIX 1. STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS. PRESTCOM SUMMARY

The SWOT analysis is derived from the PRESTCOM analysis.

Strengths Weaknesses NWAS LIS is supported by HCLU NWAS LIS Outreach Librarian has

extensive experience of higher education and special librarianship

NWAS LIS operates within a very supportive environment in partnership with Learning & Development

NWAS LIS has a strong journal collections in Emergency Medicine

NWAS LIS is agile and flexible in delivery of services

NWAS LIS has established itself as a brand within NWAS

NWAS LIS has good connections with Advanced Paramedics and the Clinical

NWAS LIS has limited time resources 30 hrs per week

NWAS LIS uses free web based software and social networking tools, access within NWAS NHS Trust computer networks can be problematic.

NWAS LIS uses free web-based software to deliver the NWAS LIS service. NWAS LIS cannot control the design or long term availability of software.

Lack of integration into the NWAS organisational structure

No take up of certain groups of staff What is a Library? Meeting user

expectations of what a Library is and what a





Leadership Team NWAS LIS is supported by partnerships

and collaborative agreements with NHS Libraries in the North West

NWAS LIS has performed well in LQAF Assessments

Librarian can do Skills gap. One person cannot be expert in

all Library functions. This is a risk for LQAF. Harder for single person virtual library to score at the same level as staffed multi-site physical service.

Staff time limits the ability to offer a range of services

Opportunities Threats New Clinical Leadership Structure CPD route for Paramedics within NWAS

for Paramedic Diploma Clinical Guidelines Development Clinical Leadership and Decision Making

and alternatives to A&E Project work within NWAS e.g. EOLC

and Pathfinder Projects Advanced Paramedic 6x6 Initiative Implementation of HART in Liverpool

and Manchester Enhanced educational profile of new

entrants Migration of print to electronic

resources Introduction of Trauma Care and Urgent

Care Centres in the North West Talent Management Development

Strategy 2008 – 2013 Five areas for improvement: End of Life

Care; Frequent Callers; Chain of Survival and Complementary Resources; Acute Stroke Care; Heart Attack

Delivery and access to resources via mobile devices

The cost of buying management resources limits KM capability.

Weakness in NHS Evidence/core content in areas of Management and OD

As diploma entry for Paramedics becomes embedded, reduced engagement with NWAS LIS where participation in HE while working is a motivator for Library use

Reduction in the number of funded SHA Paramedic Practice students at NW universities with consequent reductions in funding

Competition from information services of Professional Organisations, CMI, CIPD etc. closes the space for NWAS LIS to support managers.

Information providers marketing directly to end-users using Apps iPhone and Android (dis-intermediation).

Reforms to the NHS effecting funding to HCLU who in turn fund NWAS LIS, through NWAS NHS Trust. Funding stream through HEE is yet to be clarified

Decline in usage stats for e-journals, e-books and ILL’s





Documents

NWAS LIS - NHS Networks … · Web viewThe most significant items were transferred to the SWOT 2 X 2 grids to comprise the NWAS LIS SWOT analysis. ... word of mouth from ... of