NHS Quality Improvement Scotland. Knowledge Management Strategy

Transcription

1 Agenda Item 3.1 Appendix 1 NHS Quality Improvement Scotland Knowledge Management Strategy Document Responsibility: EKM&KB Group Authors: HB/AW/RH/ST Date: October 2008 Version: 0.10 Document Status: Draft for QIS Board meeting

2 Document Review Date: tba once finalised

3 Contents 1. Introduction Background What is knowledge management? Why is knowledge management important for NHS QIS? Current Picture Delivering effective knowledge management Conclusion Action Plan Resources Revision History...12

4 1. Introduction 1.1 Background Knowledge Management (KM) has an increasing profile within the NHS across the UK. In Scotland KM priorities for the NHS have been expressed in a national strategy document. 1 The national strategy identifies the need to develop knowledge services that are: Transformed and modernised by the application of technology Capable of delivering knowledge to the point of need on an equitable basis to all staff groups and all geographic areas Facilitated by skilled information practitioners and managers who can match the use of the technology to the information needs of the staff In addition other key issues identified are: Skills and resources to support work, lifelong learning, professional development and research among the wider NHS workforce Capacity for the retrieval and appraisal of evidence to support decision making, including support for guideline development Support for the health information needs of patients and the general public Action to keep the health workforce up to date with developments in research, clinical evidence, and policy changes. Management of internal, tacit and organisational knowledge Support to facilitate the translation of evidence into practice Key elements needed to deliver modernised knowledge services and provide support to staff have been identified and include: A professionally led team of information practitioners with appropriate skill mix Management, organisation and delivery of electronic knowledge sources Delivery of information skills training Alerting services, e.g. current awareness bulletins, selective dissemination of information, print and electronic newsletters, contents page services Dissemination of evidence-based guidelines and policies The development of a knowledge management strategy for NHS QIS needs to be consistent with the principles in the overall NHSScotland knowledge management strategy. 1.2 What is knowledge management? Knowledge, in an organisational context, is generally considered to consist of two sub-types: Explicit knowledge: knowledge that can be captured and written down, (e.g. procedures, manuals, lessons learned). This can be structured to make it accessible (e.g. documents and databases), or unstructured (e.g. s, images, etc.). 1 Exploiting the power of knowledge in NHS Scotland a national strategy. Edinburgh; NHS Education for Scotland: (2003?). [cited 16 Jun 2008] Available: 4

5 Tacit knowledge: knowledge that people carry in their heads; considered more valuable because it is based on experience and expertise and provides context for people, places and ideas. It generally requires personal contact and trust to share effectively. Knowledge Management is a term used to describe activities designed to apply the collective knowledge of the entire workforce to achieve specific organisational goals. It is about ensuring that people have the knowledge they need, where they need it, when they need it the right knowledge, in the right place, at the right time. KM depends primarily on people and should not be seen as being solely dependent on IT solutions or smart systems. KM is based on the idea that an organisation s most valuable resource is the knowledge of its staff. Technology is required but needs to be developed in tandem with the human and cultural aspects of KM (skills, values, attitudes). A Knowledge Management Strategy is therefore about moving the organisation and its staff towards maximising awareness of existing knowledge (i.e. appreciation of what is known already) while minimising what knowledge remains either inaccessible (because of where it is) or unknown (because it hasn t been thought of yet). 1.3 Why is knowledge management important for NHS QIS? NHS QIS vision, purpose and values have recently been set out in The Way Ahead document. 2 QIS purpose is to lead the use of knowledge to promote improvement in the quality of healthcare for the people of Scotland. To achieve this, four corporate objectives have been defined: to lead advances in the quality of care in NHSScotland based on a continually refreshed framework for quality improvement to make a demonstrable impact on the quality and safety of patient care and treatment to contribute to the advancement of knowledge and understanding on quality to ensure that NHS QIS delivers its functions effectively and efficiently. Knowledge management therefore underpins QIS strategic direction and there is a need for an integrated and strategic approach to all knowledge management activities cutting across the organisation, irrespective of management structures. The task is to develop the culture of knowledge management to: ensure that the work that QIS does and the ways in which it does it reflect the most up-todate knowledge and best practice in quality improvement in healthcare, this would include developing knowledge of areas currently not addressed systematically by QIS, such as implementation science promote greater clarity internally and externally about the role of QIS and its contribution to NHS Scotland. 1.4 Current Picture Pockets of external knowledge sharing activity are well developed within some areas of QIS with the use of networks, communities of practice and master classes to cascade information and knowledge being routine. There has been recent increased usage and incorporation of knowledge tools, e.g. shared spaces, into project processes within certain teams. Requests 2 NHS QIS (2008) The Way Ahead. Edinburgh: QIS. 5

6 for training on literature scoping processes to underpin projects and reference management methods are also increasing across the organisation. Although such developments are encouraging, knowledge management, as identified in the national strategy, does not currently exist within NHS QIS. As part of the Information and Knowledge Review conducted in 2007 across NHS QIS it was identified that there was not a process in place to enable knowledge sharing within the organisation but there was a strong desire to build knowledge and information requirements into our project processes. Specific examples of good knowledge sharing, as defined and experienced by our own staff, were identified as: Regular unit/team meetings Unit updates Informal discussion and advice across teams and units Gathering of good practice initiatives during Performance Assessment Review Visits shared with other appropriate and relevant units within QIS. Bulletins and newsletters Project meetings and project based address for enquiries After action reviews and lessons learnt records Specific barriers to effective knowledge sharing were identified as: Split site working No time commitment for information/knowledge Lack of internal file management Poor use of the Intranet Lack of centralised information about the work programme Lack of delegated authority to share information 2. Delivering effective knowledge management To ensure effective knowledge management is embedded within NHS QIS four key requirements have been identified, with associated actions. An action plan, setting out actions for the period , is included in Appendix One. Requirement 1 Leadership of knowledge management Identify a knowledge management lead at senior level to drive knowledge management activities across NHS QIS and articulate the benefits of knowledge building and sharing across the organisation (beyond personal networks) to management and staff. Ensure strong consistent messages on the value of knowledge management are used by all managers Requirement 2 Build the capacity for knowledge management Develop and implement training for all staff in key information skills to ensure they understand how they are expected to contribute to knowledge management activity Ensure that KSF and PDR programmes include the need for staff to develop knowledge management competencies Provide day-to-day support for knowledge management from IT, KST, and Communications. Requirement 3 Promote a clear and consistent approach to knowledge management Develop, implement and audit organisation wide policies and procedures for the management and storage of all types of information 6

7 Develop and implement consistent processes for the creation and use of knowledge within the organisation Requirement 4 Nurture a culture of knowledge sharing Ensure that the default position for all internally generated information is open access to all staff Identify opportunities for, and support staff in, contributing to the advancement of knowledge on quality improvement 3. Conclusion In order to achieve our strategic direction and maintain credibility with NHSScotland and our other partners it is essential that NHS QIS develops effective and robust knowledge management skills and expertise. An action plan for the period focusing on realising strategic improvements in the accessibility, retrieval and sharing of our internal information and the sourcing, incorporation and management of knowledge in our project processes will ensure our vision is achieved. 7

8 4. Action Plan Leadership Action Measure Timescale Lead Identify a KM lead Role definition in place End Dec 08 ET KM lead in post (Q3) KM lead to establish suitable KM structure for the Proposal for structure circulated for End March 09 KM Lead organisation which integrates workflow across QIS comment (Q4) Develop strong and consistent messages on the value of KM All line managers attend training on the value and role of KM End March 09 (Q4) Organisational Development Capacity (cf Organisational Development Plan , Development Goal 4) Action Measure Timescale Lead Build and implement a programme of development Information literacy training programme in March 2008 Organisational activities to support staff to understand their role in KM place March 2010 Development Undertake an initial mapping exercise across the organisation to identify existing KM processes and skills. Identify core competencies for all roles in the organisation and undertake analysis of skills gaps. Ensure new staff are aware of the key place of KM in organisational culture and procedures. Provide day to day support for KM from IT, KST and Communications Programme to support the key skills and behaviours for the knowledge broker role are in place Map of existing expertise and processes established. All posts have IK dimensions included in the KSF outline. KM included in induction process All projects to identify KM implications and requirements March 2009 Snr Information Scientist March 2010 KSF implementation group December 2008 Employee Development Manager March 2010 Head of IT Head of Comms 8

9 Project requirements to be met Snr Health Info. Scientist KST, IT and Communications to be adequately staffed to meet requirements Review of staffing and capacity across IT, KST and Communications conducted Dec 2008 Clear and Consistent Approaches Develop, implement and audit organisation wide policies and procedures for management and storage of all types of information Establish a working group with appropriate representation to oversee this responsibility Develop and implement policies and procedures Review of tools and technologies required for effective information management March 2010 March 2010 Dec 2008 KM Lead Head of IT Head of Comms Head of Corp. Secretariat Knowledge Sharing Culture Ensure that open access to information is the default position for the organisation All organisational information includes this message March 2010 KM Lead Planning This message is prominent within the induction process PID documentation includes an opt out statement for highly sensitive information Identify opportunities for, and support staff in, contributing to the advancement of knowledge on quality improvement Systematically publish and papers/articles and present at national and international conferences March 2009 Lead KM Chief exec in OD Plan 9

10 Ring fenced time for writing is included in projects Writing and presentation workshops are established across QIS 10

11 5. Resources Year 1: Leadership Senior management post to be established to assume KM lead position. Resource requirements for subsequent years will not be identified until the staffing and capacity and tools and technologies reviews are completed in Year 1. Resources will be identified and incorporated into the annual strategy reviews. 11

12 6. Revision History Version Revision Previous Summary of Changes date revision date V Initial Document V Additions agreed by ST/RH/AW/HB V Additions and amendments V Amendments by RH V Additions and amendments by AW V Additions and amendments by ST/RH V Additions and amendments by ST/RH/AW/HB V Additions by AW based upon comments from Director of PRM V Additions and amendments by ST following discussion with DS V Additions and amendments by ST following discussion with Chairman 12