Role of the CKO, Sue Lacey Bryant 061209


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The purpose and role of the Chief Knowledge Officer in an NHS trust and their areas of responsibility.

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  • 30 mins – current role / approaches to KM
  • Directly links to achievement of WCC 5: Manage knowledge and undertake robust and regular needs assessments that establish a full understanding of current and future local health needs and requirements and to achievement of other competencies.
  • Took up post on 1 st Sept. An enabling, role – catalyst for change. Only the Commissioning Librarian 0.8wte reports directly to me Role positioned within PH, reporting directly to DPH - CEO  Developing and implementing a fit-for-purpose knowledge management strategy to ensure that relevant experience, evidence, research, information and data are available to, and being used by, all staff of NHS Milton Keynes to inform commissioning and policy-making. This will enable knowledge-based strategic, operational and clinical planning and activity.   Mainstreaming of Quality:MK to develop a self-improving system within which, learning is made explicit and transferred, and systems and processes changed for the benefit of the whole health system. This will be achieved by working with colleagues to develop an organizational learning culture, receptive to evidence-based practice, knowledge exchange and learning.   Enabling staff, through systems and processes, and skills development to define information needs and make best use of information and data to support excellent commissioning and being able to demonstrate these benefits.   Developing a whole system approach to service review and care pathway development and implementation.   Leading the organisation to adhere and maintain level 4 of WCC Competency 5 and Competency 8.
  • No theory here – about practical approaches to KM. Indicating breadth and scale of the challenge
  • And training from CRD on cost effectiveness
  • ; 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
  • How can the CKO build a culture receptive to evidence-based practice, knowledge exchange and learning? Core skills; accessible resources
  • Techniques to support while-system approach to service redesign
  • Sharing Know–How, making learning explicit, signposting evidence
  • KM is in its infancy in the NHS – Very much an infant reader; there are SHAs and Trusts working on the same challenges - & David and I were at an event for CKOs in Manchester on the 1 st Meanwhile, remain keen to stay in touch with my colleagues and friends in NHS Library-land - – so we can continue to learn to tackle the challenges together
  • Role of the CKO, Sue Lacey Bryant 061209

    1. 1. Developing the role of Chief Knowledge Officer in a chilly climate: an ABC Sue Lacey BryantChief Knowledge Officer NHS Milton Keynes
    2. 2. Main purpose of CKOTo lead the development, management and sharing of knowledge within NHS Milton Keynes, and between it and partner organisations, to maximise its use in supporting the improvement of patient care
    3. 3. 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 level 4 of WCC 5 & 8
    4. 4. Applying knowledgeBuilding know-howContinuing to learn
    5. 5. Two set of stakeholders• Senior management: sell Knowledge Management initiatives (and assess them) on business outcomes• Staff: Promote and measure programmes on: “Whats in it for me?”
    6. 6. Quality: MK
    7. 7. A = Applying knowledgeEvidence from:• clinical & cost effectiveness Commissioning Librarian role; Library SLA inc. primary-care e-learning librarian• data (activity, cost, outcomes)• “best” practice – models of service• patient experience
    8. 8. Commissioning Librarian
    9. 9. Improving MedicalPractice byAssessing CurrenTEvidence
    10. 10. Evidence-based disinvestment
    11. 11. 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
    12. 12. 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 capability• Profile and define knowledge needs• Review: accessibility, resources, tools and techniques• Review services on offer; coordination• Streamline reporting
    13. 13. B = Building Know-Howto improve performance
    14. 14. NHS Milton KeynesCommissioning and Contracting Manual 1st Draft Nov 2009
    15. 15. C= Continuing to learn 1. Evidence-based practice skills 1. Effective meetings practice 1. Model of improvement 1. Tools and techniques
    16. 16. NHS MK Model of improvement
    17. 17.
    18. 18. Tools, and yet more tools... • SHAPE: Strategic Health Asset Planning and Evaluation application• Simul8 / Scenario • River Diagrams generator • Clinical and Health• StratComm Outcomes Knowledge Base• National Benchmarker • PARR+ - Patients at risk• NHS SEEIT of readmission (KF)• Opportunity Locator
    19. 19. Developing the role ofCKO in a chilly climate
    20. 20. $64,000 question: What does “a fit for purposeknowledge strategy look like”?