supporting development of organisational knowledge management strategy nhs librarians meeting 3 rd...
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Supporting Development of Organisational
Knowledge Management Strategy
NHS Librarians Meeting3rd June 2010
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Context (1) • Strategic planning as cornerstone of QAF – all
levels.
• Focuses energies on delivering patient care outcomes, building relationships, connecting with key organisational priorities.
• Defining and implementing strategy as key responsibility of NHKN representatives – “Chief Knowledge Officers”
• Local development of strategy by teams of KM stakeholders – libraries, OD and Learning, eHealth, Clinical Governance, patient information, etc.
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Context (2)
Quality Strategy - Knowledge management as quality improvement approach.
Focus on quality outcomes• Efficiency and best value• Mutuality – patient-centred approach• Safety• Effectiveness
Difficult times provide a practical focus for making the vision real.
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Practical focus
How will knowledge management help us to deliver better patient care in a difficult financial environment?
How can knowledge management support and empower frontline staff in delivering and improving care?
How can knowledge management make a difference quickly to efficiency and outcomes?
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Support from NES forStrategy Development
Knowledge management response to Quality Strategy
- Set out key themes and areas of activity to highlight and strengthen our contribution.
Commitments in Enabling Partnerships:
- Providing tools and templates- Learning package/programme- Piloting KM strategy development with a
few Boards
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Support for Three Stages of Development
To be developed through piloting and feedback.
• Needs analysis / Business analysis
• Defining and evaluating KM interventions for priority high impact areas.
• Writing strategy
Sharing experience and learning
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Needs analysis/business analysis stage
Guidance and tools for mapping knowledge management objectives to key organisational objectives.
Examples:• Transformation Mapping• Driver diagrams – linking with quality
outcomes
Guidance, tools and examples: • Consultation methods• Mapping and needs analysis
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Defining High Impact KM Interventions
Analysis phase should identify key areas of focus to make major impact on outcomes.
Guidance, tools and examples of KM support making a difference to outcomes.
• NES KM infrastructure
• KM tools and frameworks – e.g. communities of practice, action learning, process mapping, metadata and taxonomy management etc.
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ExamplesUse of existing infrastructure • Linking The Knowledge Network with local learning
management systems – getting best value from existing resource.
• Use of community builder toolkit to support organisational priorities – Borders, Tayside, NHS QIS using to support dementia, nutrition, care of vulnerable families – cost efficiencies; advancing organisational priorities.
• Collaborative purchasing – achieving efficiencies• Applying cataloguing and taxonomy management to
organisation and retrieval of local guidelines – improving access to critical knowledge in context to support decisions in clinical context.
• Embedding national and local knowledge support in local Intranets/clinical systems- supporting decisions in context for better outcomes.
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Defining evaluation methods
Strategy should be designed from planning stage to deliver clear outcomes and benefits.
Portfolio of examples from QAF
Change and benefits realisation – examples and guidance.
Commitments in Enabling Partnerships to:• Developing impact assessment toolkit.• Defining knowledge translation approaches – i.e.
facilitating implementation of knowledge in practice.
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Writing strategy
Templates and examples
Emphasis on practical and concise approach – e.g. tables and diagrams.
KM improvement
Outcome Benefit Organisational objective
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Example – Early stages of work with NHS Lanarkshire
1. Initial consultation with OD lead – local context, culture, priorities.
• Defining corporate strategic priorities.
2. Stakeholder workshop – key players in KM – libraries, Learning and OD, eHealth, Information Services, clinical governance, modernisation and improvement.
3. Mapping of existing KM landscape – processes, people, technology – against key organisational priorities.
4. Identifying gaps, opportunities and high impact areas – i.e. where KM could have a major impact on local priorities.
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Focusing on high impact areas
Supporting redesign in mental health services – follow-up discussion with management leads; use of KM infrastructure and tools.
Linking local and national knowledge support to Intranet portal; links with clinical systems.
Liaison with Quality Lead to align with quality strategy – local response; use of NES services such as Evidence into Practice portal.
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Learning Packages and Toolkitfor
Organisational Knowledge Management
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Learning Programme for Library Staff
Currently being commissioned
Aim is to support library staff in developing their leadership role in organisational knowledge management and strategic planning.
Blended learning approach
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www.knowledge.scot.nhs.uk/together
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