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Demonstrating the value of KM in your Trust
Sue Lacey BryantChief Knowledge Officer
NHS Milton Keynes
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How?
$ 64,000 Questions: How to measure the outcomes of ‘knowledge inaction? Demonstrate the value of KM to your Trust?
David Gurteen: “The value of knowledge is contextual! You can have allthe knowledge in the world and still do nothing with it”“Sometimes activity is the only proxy we have but toooften we focus on activities at the expense of outcomes”
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Two set of stakeholders
• Senior management -Sell KM initiatives and assess it on business outcomes
• Staff –• Sell and measure
programmes on: “What's in it for me?”
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Measuring outcomesExamples
• Reduce development time• Improve quality [prompt safe effective
considerate efficient]• Reduce spend and waste• Staff retention; satisfaction• Patient satisfaction
Soft measures
• Outcome based measures• Activity based measures• Anecdotal stories
– Success stories focused on outcomes
• Lessons learned – system change
• Surveys provide numbers“Quality comes cheap” Don Berwick, IHI
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Choosing indicators: to be effective ..
• Must be developed, owned and bought into by the people involved otherwise they will be ‘gamed’
• Provide feedback to facilitate learning
• Enable personal and organisational learning
• Reality check: Causal attribution versus contributory factors
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“Preparing and supportingthe Trust to rise to the challenge of impending financial constraints:
the role of the Chief Knowledge Officer”
Discuss...
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Some questions ...
1. Where can knowledge have the most impact?
2. Can we improve business performance by building know-how?
3. How can we share and spread good practice & embed lessons learned?
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1. In our cold climate - what are our priorities for enabling
colleagues to use and apply knowledge?
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Aligning services with prioritiesReduce
geographic health inequalities
Reduce mortality from
major killers
Keep vulnerable people well
Improve the local urgent care system
Maintain patient safety and national
standards
• Focus on strategic goals
• Profile and define knowledge needs
• Review: accessibility, resources, tools and techniques
• Review services on offer; coordination
• Streamline reporting
Delivering capability
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Evidence-based disinvestment
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Support a systematic approachto challenging variation
Review systems and support for monitoring, analysing, interpreting, enforcing - activity, outcomes and cost
• What is working well?• What could work better?• Improve access to data, skills and resources• Increase use of data, skills and resources
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2. How can we improve performance through building
know-how?
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NHS Milton KeynesCommissioning and Contracting Manual 1st Draft Nov 2009
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3. How can we share and spread good practice and embed lessons learned?
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Core skills; accessible resources
1. Quality improvement workshops
1. Effective meetings practice
1. Evidence-based practice skills
1. Tools and techniques
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www.qualitymk.nhs.uk
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NHS Milton KeynesModel for Improvement
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4. What is does “a fit for purpose knowledge strategy look like”?
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New year resolutions: How will we demonstrate the
value of KM in our Trusts?