Bringing knowledge to bear. NHS Milton Keynes 020210


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A practical approach to Knowledge Management for the NHS by Sue Lacey Bryant

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  • Took up post on 1 st Sept. Draw on long experience as an independent information specialist – Over past 20 years I have worked with clients at all tiers of the system from NLH to individual practices; served as KM for VoA PCT and for and pleased to have worked with London libraries
  • I know that here you focus on sharing and learning as KM technique, and to brand KM to your audiences And empathise with this. For me though the challenge is about focussing on outcomes and the quality of health and healthcare care For past 3 yrs managed Quality:MK – HF funded – KM approach to embedding the learning from this quality improvement programme
  • Only the Commissioning Librarian 0.8wte reports directly to me plus project staff for a large-scale quality improvemewnt programme funded by HF
  • And training from CRD on cost effectiveness And where can Where can knowledge have the most impact? Commissioning Librarian role; Library SLA inc. primary-care e-learning librarian
  • ; optimising data and best evidence
  • How can CKOs build the Know-How to improve business performance, reduce costs and improve quality?
  • Whole system approach to service review and pathway development And tying in with SHA Commissioning Enablement Service
  • QI Techniques to support whole-system approach to service redesign
  • How can we share and spread good practice and embed lessons learned? How can the CKO build a culture receptive to evidence-based practice, knowledge exchange and learning? Core skills; accessible resources
  • Sharing Know–How, making learning explicit, signposting evidence
  • Bringing knowledge to bear. NHS Milton Keynes 020210

    1. 1. Bringing knowledge to bear on commissioning Sue Lacey BryantChief Knowledge Officer, NHS Milton Keynes 2nd February 2010
    2. 2. A practical approach• Background• Applying knowledge• Building know-how• Continuing to learn
    3. 3. Quality: MK
    4. 4. 5 main areas of responsibility1. Fit-for-purpose knowledge management strategy2. Mainstream Quality:MK - a self-improving system3. Enable commissioning staff to define information needs & make best use of information & data4. Develop a whole system approach to service review, care pathway development5. Lead organisation to achieve WCC 5 & 8
    5. 5. Key stakeholders1. Senior management: prioritise knowledge management initiatives, and assess them, on business outcomes1. Staff: promote and measure ‘KM’ programmes on “Whats in it for me?”
    6. 6. A = Applying knowledgeEvidence from:• clinical & cost effectiveness• data (activity, cost, outcomes)• “best” practice – models of service• patient experience
    7. 7. A: Aligning services with priorities Reduce Reduce Keep Improve the Maintain patient geographic health mortality from vulnerable local urgent safety and inequalities major killers people well care system national standards• Focus on strategic goals Delivering• Profile and define knowledge needs capability• Review systems and support for monitoring, analysing, interpreting data *activity, outcomes, cost)• What is working well? What could work better?• Improve access & increase use of data, skills & resources
    8. 8. Streamline data reporting• Move from reactive reporting from information services to pro-active, planned, streamlined reporting in line with organisational needs• To align the workload of the information team with the work of commissioners (via new Strategic Development Boards), contracting and performance• Review the current information services structure to ensure it fits with business requirements
    9. 9. Commissioning Librarian• Supporting pathway review and service redesign• Searching for information• Keeping up to date• Information skills training IMPACTE• Improving Medical Practice by Assessing CurrenT Evidence
    10. 10. B = Building Know-Howto improve performance
    11. 11. Mainstreaming systematic approach to clinical pathways
    12. 12. NHS MK Model of improvement
    13. 13. Tools, and yet more tools...• Simul8 / Scenario generator• StratComm• National Benchmarker• NHS SEEIT• Opportunity Locator• SHAPE: Strategic Health Asset Planning and Evaluation application
    14. 14. C= Continuing to learn • Evidence-based practice skills • Effective meetings practice • Learning sets to support model of improvement • Metrics; outcome measures • Mosaic • Lessons learned events
    15. 15.
    16. 16. Benefits of KM• INFORMATION SERVICES aligned to priorities – Streamlined reporting; more efficient management of workload; more proactive analytical service (more strategic use of data); more intelligent users and uses of information• EVIDENCE: – Access to specialist information skills – Growing clinical involvement & support for innovation at practice level; & share & spread
    17. 17. Benefits of KM• EXPLICIT BUSINESS PROCESSES for commissioning & contracting• BUILDING CAPABILITY Well understood model of quality improvement: confidence & capability; Personal & corporate effectiveness. Learning & networking• BETTER METRICS• PPE: Strengthened involvement of patients & public• A “SELF IMPROVING SYSTEM”
    18. 18. $64,000 Questions • What does “a fit for purpose knowledge strategy look like”? • How will we demonstrate the value of KM in our Trusts?