Supporting Development of Organisational Knowledge Management Strategy NHS Librarians Meeting 3 rd 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 for Strategy 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.

Examples Use 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 OutcomeBenefitOrganisation al 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 Toolkit for 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