TRUST BOARD MEETING 1 April 2010

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Nov 6, 2013 (3 years and 1 month ago)

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Trust Board meeting 1
st

April 2010

Agenda item number 11.2


1






TRUST BOARD MEETING

1
st

April

20
1
0


Report Title:

Knowledge Management Strategy


Item No:
11.2

1.

Background

and context

As a PCT we are surrounded by information
-

our problem is not lack of information,
but in turning this information
into knowledge and making it accessible and available
enabling us to answer the right questions at the right time



Knowledge ultimately
assumes value when it affects decision
-
making and is translated into action

(De
Long, 2000, p. 126).


Knowledge man
agement has

grown in importance and in scope within the NHS in
recent years.


Developments requiring knowledge management include:



World Class Commissioning




P
ublication of High Quality Care for All, the NHS Next Stage Review (NSR)



NHS Evidence



Quality O
bservatory be established in every region



Quality, Innovation, Productivity and Prevention (QIPP)


Developments supporting knowledge management include:



NHS Evidence



The National Knowledge Service established



Creation of the role of Chief Knowledge Offi
cer (CKO)



Collaborations for Leadership in Applied Health Research and Care
(CLAHRCs) established



Tools developed by e.g. NHS Information Centre and Institute for Innovation
and Improvement


Given this increasing requirement for knowledge and knowledge ma
nagement and
an increasingly complex knowledge management environment, it is essential that we
have in place a strategy for Knowledge
Management
.

The benefits
being
:




Evidence
-
based strategic commissioning and de
-
commissioning



U
nderstanding of current and

future need



Effective strategic planning and priority
-
setting



U
nderstanding of demand and capacity



Effective performance management



U
nderstanding effective
ness



U
nderstanding of productivity levels and opportunities for productivity gains.



Trust Board meeting 1
st

April 2010

Agenda item number 11.2


2

2.

Key mat
ters for
consideration: the Knowledge Management Strategy

There are a number of elements that need to be put in place to deliver effective
knowledge management in NHS Derby City

each with an associated action plan
:

(Innovation remains as a thread throughou
t all the items listed below)


2.1 The right people with the right skills

Generalist skills

develop sufficient competencies within all staff

to understand and
manage knowledge relevant to their role.

Specialist skills

increase range and level of specialist

skills within the Business
Intelligence Unit, create strength in depth and flexibility within roles.

Very specialist skills
develop mechanisms and relationships with e.g. universities,
EMPHO etc. for very specialist skills such as statisticians and health

economists.


Planned actions:
ensure continued level of appropriate resourcing and skill mix to
meet organisational need; k
nowledge management staff skill audit; continued roll
-
out of Commissioning Academy; work with HR to develop team and individual
deve
lopment plans.


2.2 The right information

Integration of five pillars of information: data, public health, evidence and good
practice, experience information and financial information to provide a minimum for
decision
-
making.


Planned actions:
development
of integrated reporting templates; increased
linkages to
programmes of work and
other Directorates; develop mechanisms for
collection and management of qualitative data.


2.3 The right systems

Further develop the right technological systems, for example, d
ata warehousing and
automated reporting alongside the development of ‘people’ systems/networks to
improve accessibility and transfer of tacit knowledge.


Planned actions:
review current data warehouse, review alternative solution
options for both data ware
housing and automated reporting.


2.4 The right culture

Developing a culture where knowledge is valued and knowledge sharing is
embedded within the day
-
to
-
day life of the PCT
and all
its staff. This will not be a
quick
-
fix solution.


Planned actions:
Driv
e from both strategic Board level downwards and operational
level upwards; move from unplanned ad
-
hoc work to agreed planned programmes of
work prioritised to meet
key
organisational objectives.



2.5 Key Risks



Capacity
-

Capacity of team to meet the
requi
red
need and
continued
rising
expectations



Finance
-

Availability of funding to enable pump priming of technological and
other initiatives to improve knowledge systems



Partner Engagement
-

Ability to deliver our vision whilst partners maybe
moving in diffe
ring directions.



Trust Board meeting 1
st

April 2010

Agenda item number 11.2


3

3.

Actions and r
ecommendations

1)

As part of the Board Development Meeting on 14
th

January
2010, the Knowledge
Management Strategy was presented and iterations
received from the feedback at
the meeting
are contained within the strategy at
tached.

2)

The Board is asked to approve the:

a)

Knowledge Management Strategy
;

b)

A
ll the actions and change
programmes contained within it;

c)

Risks stated above that may
challenge

delivery.



Author:

Alison Wynn, Assistant Director of Knowledge Management

Sponso
r:

Rakesh Marwaha, Director of Performance & Knowledge Management

Date:

22/03/10