" Knowledge is a core function in the full range of health care services, including the provision of evidence for clinical and management decision making, support for clinical governance, information for education and lifelong learning, and information for research. "
From knowledge to health in the 21st century: aligning library/knowledge service to core NHS business, press release, 29 February 2008 (Appendix 2)

Vision
One Area wide network of health library services providing the best available evidence to inform clinical and corporate decisions; research and education and training so that all health care providers in the HNE Health system have equal access to the best information for patient care.

Mission
HNE Health Libraries are committed to the Area wide delivery of a client-focused, cost-effective, and innovative library information service to improve patient care, teaching, research and professional development across HNE Health.

Values
HNE Library Service staff is committed to providing:
  • Equity of access to knowledge and information services for all HNE Health staff wherever they are located
  • Services, content and professional expertise that are client focused and accessible where, when and in formats that are convenient to users
  • Information content that is timely, accurate, relevant and quality assured
Aims
The HNE Library Service aims to:
  • Support HNE Health's priorities for patient care and safety
  • Improve staff access to quality information for decision making, evidence based clinical practice, policy making, research and continuing education
  • Improve the coordination and quality of library services to facilitate consistent services, strategic direction and policy
  • Enhance the efficiency and effectiveness of HNE Health Libraries
  • Take advantage of technological developments (IT infrastructure, online and digital information content, web services) and shared services (e.g. consortia purchasing)
  • Contribute to HNE Health's knowledge management strategy
  • Become the preeminent library service within NSW Health

Focus Areas
1. Client perspective: How well is the library service meeting the needs of our users?

1.1 Objective: Optimise access for clients to information resources, services and facilities, that meet client needs, wherever they are located

Strategic initiatives
  • Seek customer feedback to inform the redevelopment of the Library Service website in order to maximise the user experience
  • Evaluate and implement emerging technologies (including iPhone, web based accessories) to enhance client access to information resources.
Measuring success
  • Library service website redeveloped by March 2012
  • Feedback mechanisms included in redeveloped website

1.2 Objective: Facilitate an environment conducive to the practice of evidence based practice
Strategic initiatives 
  • Engage with key groups to identify, review and promote Evidence Based resources (e.g. Evidence Based Medicine) including techniques for sharing these resources 
Measuring success    

1.3 Objective: Develop a client centred space and services to promote self directed learning, study and reflection, collaboration and dialog
Strategic initiative
  • Conduct a review of options for increasing service accessibility (including utilisation and sourcing of physical space) across all locations
  • Develop a library service education strategy 
Measuring success
 

2. External partners: How does the library service interact with external partners?

2.1 Foster collaboration with the University of Newcastle, University of New England, CIAP, health service libraries and other external partners, e.g., NSW Health, HMRI
Strategic initiatives
  • Develop formal links with Universities (New England and Newcastle) with an aim to identify opportunities for collaboration
  • Investigate opportunities for linkages with Hunter Medical Research Institute in regards to a repository for local information
Measuring success
  • Regular meetings established with University of Newcastle Biomedical Sciences faculty librarian

3. Internal networking & processes: How do the library's internal processes function to efficiently deliver information collections & services?

3.1 Create mechanisms to foster innovative, integrated processes to meet emerging client needs
Strategic initiatives
  • Develop and implement an internal client survey tool
  • Respond to internal client feedback regarding service delivery to assist in potential re-orientation of services
Measuring success
  • Client survey completed March 2011

3.2 Enhance and integrate access to print and digital resources
Strategic initiatives
  • Implement a software system to facilitate the administration (e.g. tracking) of electronic resources  
Measuring success
  • Software in place for managing access to electronic resources
  • Inclusion of durable links in library catalogue to provide access to CIAP e-resources
  • Inclusion of CIAP e-resources in HNE Health Libraries e-journal portal

3.3 Link clients with relevant information resources
Strategic initiatives
  • rovide remote access for clients to electronic resources
  • Develop and implement collection development guidelines
Measuring success
  • Ezproxy software in place
  • Collection and weeding guidelines developed

3.4 Identify and implement strategies to raise the Library's profile within HNE Health
Strategic initiatives
  • Liaise with stakeholders for the development of a Communication strategy to focus on key areas (e.g. professional groups) and in targeted areas (e.g. emails, newsletters) 
Measuring success
  • Feedback avenues to be established byMarch 2011including blogs, newsletters, emails
  • Contribute content to a range of HNE publications such as Clinical Governance, The Hub etc

4. Resource accountability
4.1 Effective and innovative management of resources and assets for service efficiency and effectiveness
Strategic initatives
  • Review model of service delivery following internal stakeholder survey 
Measuring success
 

4.2 Collaborate with relevant partners within and external to HNEH to fund shared initiatives
Strategic initiatives
  • Identify Area-wide priorities and develop business cases (e.g. Capital works, IT) that are ‘ready to go' in order to capitalise on Federal and State government grants
  • Seek funding from HNE Health to support specific library initiatives (i.e Information commons)
Measuring success
  • Business developed, ready to go 

5. Our people, culture and capability
5.1 Maintain an environment which encourages innovation, respect, and teamwork
Strategic initiatives
  • Explore and improve processes and methods for harnessing staff contributions and ideas
  • Conduct a team planning day to harness team ideas, including stakeholder survey gaining feedback from staff
Measuring success
  • Planning days are held annually
  • Staff blog established

5.2 Attract, develop and sustain highly skilled, flexible and competent staff
Strategic initiatives
  • Improved Personal Development Review (PDR) process to Corporate Services standards (to be advised) including 6 monthly review
  • Respond to the results of the Staff survey
 
Measuring success
  • All staff have current job descriptions by January 2011
  • All staff have performance development and reviews annually
  • Issues identified in SOS addressed by Dec 2010
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