1. Knowledge Management Strategy at Monitor Culture, benefits and implications for the new Sector Regulator 3 May 2012

2. Knowledge Management Strategy Behaviours, culture, ROI Monitor’s KM strategy and implications for its future role Neil Stutchbury Knowledge Management Director Monitor, Independent Regulator of NHS Foundation Trusts

3. Introduction  Overview of Monitor’s role Foundation Trust regulation Sector regulation  How Monitor uses Knowledge Management for regulating Foundation Trusts  Behaviours, culture, ROI  Implications for new role as Sector regulator

4. FT regulator: Assessment Monitor’s work assessing and authorising trusts to continue Majority of trusts expected to gain FT status by 2014 Monitor will maintain the ‘bar’ for entry standards

5. More foundation trusts Governo rs are able to develop their skills 57% of acute, 73% of mental health and 27% of ambulance trusts are now FTs: FTs have a cumulative turnover in excess of £31.8 billion Monitor to retain role of FT regulator Increasing number of FTs means more FTs to regulate Greater financial pressure on the system – more trusts in difficulty Monitor to regulate all providers FT regulator: Compliance

6. Monitor’s future role Continuing role as FT regulator Sector regulator role Assessing NHS trusts for FT status: Target of 2014 Regulating FTs: Ongoing Price regulation: joint responsibility of Monitor (price levels) and NHS CB (pricing structure) Enabling integration: Monitor and commissioners both have responsibility to see that more efficient and coordinated care pathways are created Preventing anti-competitive behaviour: Where against the interest of healthcare users, approach will be based on current rules, the PRCC Licensing providers: Working with CQC, licence would ensure providers meet required standards Continuity of service: New process to protect essential services

7. As Is (Jan 2010) Information Management Issues  Ownership for shared information was unclear  Information was hard to find  Some information was inaccessible (due to access controls)  No version control: difficult to be sure which is the final version  Unable to perform historical trend analysis because the data was not in one place  Critical knowledge leaves the organisation when people leave The number of in-year monitoring reports we produce per year is growing exponentially  Information volumes are growing  As time passes, the situation will only get worse

8. Vision  A single repository of all Monitor’s information We store information in one place, We store information once and re-use it many times “Single version of the truth”  A culture of sharing our knowledge and information Our instinct is to share what we know with our colleagues We all take responsibility for owning and managing the information we share with others  Benefits We can find the information and expertise we need to do our jobs We can trust the information when we’ve found it  Outcomes Timely and informed decision making: reduced risk Greater efficiency and productivity Retention of corporate knowledge

9. Approach Business transformation Timely and appropriate intervention Enhanced productivity Retain corporate memory Business transformation Timely and appropriate intervention Enhanced productivity Retain corporate memory Open information sharing Nurturing expertise Information ownership Good information management practices Cultural transformation Automated processes Central information repository Internal and external information New systems and processes Training on systems Training on IM Day to day support Hints and tips, clinics Training and Support

10. To Be A Single Version of the Truth Information Repository Assessment Monitoring Escalation/ Intervention External Data External Partners/ Stakeholders Internal functions: HR, Comms, Legal, Policy etc 12 3 Documents CorrespondenceData

11. connect2: Single Information Repository FTs regulatory compliance returns Up/download templates Documents, links Reports Email, Calendar Contacts Tracked emails Portfolio updates Reports Templates Alerts Contacts Docs Updates AD Browser interface MS Office Outlook

12. Overall Timeline Develop KM Strategy Plan and tender for partner Development and implementation Exploitation and benefits Jan 10 May 10Nov 10 Oct 11 connect2:Intranet connect2:Assessment connect2:Compliance connect2:Monitor Impl in SP 2010 Develop HR, Comms, Legal etc PilotLive Test NDJFMAMJJANDJFMAMJJA 20102011

13. Benefits Financial Non-Financial MeasureableNon-Measureable

14. Benefits Financial Non-Financial MeasureableNon-Measureable £370k saving from retiring legacy systems and services 10% productivity improvement in quarterly monitoring Faster to create Assessment board decision packs Time saved finding information More timely, richer internal communications Capturing and sharing knowledge Faster and richer induction for new starters Reduced risk of making inappropriate or untimely regulatory decisions Faster to respond to FOI requests and MP questions

15. KM Culture and Behaviours  KM culture must align to corporate values Monitor: “professional”, “open”, “collaborative”  Our KM culture Open information sharing Valuing each other’s expertise and knowledge Our instinct is to share what we know  Required behaviours People save their work in connect2 for sharing with others Take responsibility for own information Annotate documents with metadata Look up information in connect2 first; ask second Organisation recognises and rewards collaborative behaviours

16. KM Examples Trust “e-diaries” Track meetings with stakeholders connect2 champions All FT information in one place Track all FOI data requests Knowledge sessions

17. Implications for Monitor’s new role  Changes to KM strategy Shared systems and data with partners (NHS CB, CQC, IC, CCGs…) More complex organisation (4-5 times larger)  New business systems required for new functions Licencing providers (with CQC) Pricing system (with PBR team, NHS CB) Integrated services and competition analysis (with CCP, NHS CB, CCGs) Continuity of service  New compliance process required for licencing regime  Timely access to quality information will be a critical success factor

18. Monitor relationships - today FT regulation Regulating FTs Responsibility for ensuring patients have access to quality services Providers

19. Monitor relationships - tomorrow Pricing, protecting against anti- competitive behaviour Data sharing Licencing FT regulation Integration & protecting against anti-competitive behaviour Regulating FTs Licensing, protecting against anti-competitive behaviour Protect and promote patients interests Responsibility for ensuring patients have access to quality services Clinical Commissioning Groups Patients Providers

20. Conclusions  Developed and delivered a KM strategy for Monitor which has centralised its information capture, improved productivity and reduced risk of poor decision making  Monitor is gearing up to meet its responsibilities in the Health and Social Care Act 2012: information and collaboration across the health service is going to be critical  Thank you for listening  Any questions?