in trying to establish the need and who to approach with our offer. Listening to the experiences of others gave Charlotte the confidence to approach the Night- ingale induction team directly and talk to them about the support and resources we are able to offer. Pamela Geldenhuys, produced a Libguide for the Exeter Nightingale on the template used in Bristol, again saving us a great deal of time and effort. This was then included in the induction programme materials for Exeter Nightingale staff.
Bringing the library and knowledge skillset into a role when working in the Nightingale hospital Two library teams also used their skills in a more direct way at the Nightingale hospitals.
Nightingale Hospital North West, Manchester. Photo © Ardfern via Creative Commons 4.0 license
The library managers in Leeds Teaching Hospitals NHS Trust, and Harrogate and District NHS Foundation Trust developed a dedicated page modelled on the Barts Libguides site, hosted on the existing Leeds Libraries for Health website. This website is familiar to staff working in Leeds, and using it allowed cross-linking to other pages and resources to avoid duplication of effort.
Washington Nightingale supported and led by Jacqui Howard, Annika Davis, and Catherine Fisher: The Washington Nightingale Hospital is housed in a new build which is co-owned by Sunderland University and Sunderland City Council. Library staff across the local
region agreed on freely available informa- tion resources for ease of access to be made available to Nightingale staff via the Newcastle Hospitals intranet site. NHS Library Managers at Newcastle, Sunder- land and Gateshead, the closest areas to the Washington site, have attended HEE Nightingale meetings as a means of working collaboratively and providing support to Library Managers involved with Nightingale Hospitals.
Exeter Nightingale supported and led by Charlotte Greaves: Exeter was the last of all the Nightingale hospital projects to get underway. Learn- ing what had and hadn’t worked in other set-ups saved us countless hours of work
Nightingale Hospital Yorkshire and the Humber, Harrogate. Photo © Mtaylor848 via Creative Commons 4.0 license
40 INFORMATION PROFESSIONAL
In Bristol, the library manager deliv- ered the corporate induction alongside Learning and Development colleagues and Sam Penny a library assistant managed and issued ID badges. In Manchester, Steve Glover was the “Ops manager” of the Operations Administra- tion Team. This team supported patients through their journey “from door to discharge” from triaging referrals from 25 hospitals in the North West, creating an admission record, tracking the patients on the Patient Administration System and arranging discharge back home, or to a community setting. As well as, providing line management to the admin team, I worked with the medical and nursing teams on organising triage for incoming patients and to ascertain if they met the criteria for admission to the hospital. Working 12-hour shifts from 8am to 8pm and based in the Ops Room, with the Bed Manager and North West Ambulance Service control desks for inbound and outbound patients. to make creating a rota easier and to ensure continuity. Once this was agreed I would work with NWAS to pick up the patient from the referring hospital and arrange a time to arrive at the Nightingale. It was a great experience to work with two library assistants who were also part of the admissions and discharge admin teams. I observed them put their transferable skills to great use. Their roles included creating a patient record on admission, admitting patients, liais- ing with NWAS, family members and care providers to discharge patients. In what has been the most extraor- dinary year the role of KLS in enabling NHS staff to access the best possible evidence to support their decision mak- ing and provision of care, caring for the population and continuing to save lives, has never been more important than it is now. IP
September 2021
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