Role of the CKO, Sue Lacey Bryant 061209

Developing the role of Chief Knowledge Officer in a chilly climate: an ABC

Sue Lacey BryantChief Knowledge Officer

NHS Milton Keynes

Main purpose of CKO

To 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

5 main areas of responsibility

1. 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

Applying knowledge

Building know-how

Continuing to learn

Two set of stakeholders

• Senior management: sell Knowledge Management initiatives (and assess them) on business outcomes

• Staff: Promote and measure

programmes on: “What's in it for me?”

Quality: MK

A = Applying knowledge

Evidence 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

Commissioning Librarian

Improving Medical Practice by Assessing CurrenT Evidence

Evidence-based disinvestment

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

A: 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

B = Building Know-How to improve performance

NHS Milton KeynesCommissioning and Contracting Manual 1st Draft Nov 2009

C= Continuing to learn

1. Evidence-based practice skills

1. Effective meetings practice

1. Model of improvement

1. Tools and techniques

NHS MK Model of improvement

www.qualitymk.nhs.uk

Tools, and yet more tools...

• Simul8 / Scenario generator

• StratComm • National Benchmarker• NHS SEEIT • Opportunity Locator

• SHAPE: Strategic Health Asset Planning and Evaluation application

• River Diagrams • Clinical and Health

Outcomes Knowledge Base

• PARR+ - Patients at risk of readmission (KF)

Developing the role of CKO in a chilly climate

$64,000 question: What does “a fit for purpose

knowledge strategy look like”?