Supporting Development of Organisational Knowledge Management Strategy NHS Librarians Meeting 3 rd...
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Transcript of Supporting Development of Organisational Knowledge Management Strategy NHS Librarians Meeting 3 rd...
Supporting Development of Organisational
Knowledge Management Strategy
NHS Librarians Meeting3rd June 2010
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.
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.
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?
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
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
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
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.
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.
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.
Writing strategy
Templates and examples
Emphasis on practical and concise approach – e.g. tables and diagrams.
KM improvement
Outcome Benefit Organisational objective
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.
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.
Learning Packages and Toolkitfor
Organisational Knowledge Management
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
www.knowledge.scot.nhs.uk/together