Getting Knowledge into Action: PLANNING THE FUTURE

WORKBOOK12th AUGUST

LAUNCH EVENTwww.knowledge.scotnhs.uk

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Knowledge into Action Workbook

CONTEXTThe way knowledge is accessed and used in NHS Scotland is changing. The Knowledge Network (www.knowledge.scot.nhs.uk) is changing the traditional model of hard-copy book and journal collections held in local libraries. Collaborative national purchasing of electronic journals and books, now provided through The Knowledge Network, has saved the service £750k per annum. This online knowledge service is being tailored to provide decision support linked with clinical systems. New “knowledge broker” roles and approaches such as communities of practice promote dissemination of knowledge through outreach and social interaction. A series of social innovation events during 2010-11 has helped managers to plan for improving use of knowledge in their organisations. At the same time, efficiency reviews in many Boards are driving major change in delivery of local knowledge services.

PURPOSE OF KNOWLEDGE INTO ACTION REVIEWIn response to this changing landscape, NES is sponsoring a national review to define a coherent national knowledge management model. The vision is of a network of knowledge services joining forces to support practitioners to get knowledge into action at the frontline. This new model will build on local and international best practice to:

• Focus the work of knowledge services on helping practitioners to apply knowledge to practice. This goes beyond the current focus on organising and accessing knowledge.

• Ensure that the work of knowledge services aligns with quality improvement, to deliver measurable outcomes in terms of safe, effective, person-centred care, and efficient use of resource.

METHODThe review is supported jointly by knowledge management leads in NES and Healthcare Improvement Scotland, and is chaired by the Deputy Director of the Quality Division in the Scottish Government Directorate for Health and Healthcare Improvement. It is adopting a Plan-Do-Study-Act improvement process, beginning with analysis of evidence from research and current best practice; then conducting small-scale tests of change to evaluate new approaches to getting knowledge into practice. This process will help to build momentum across the system, to define a new model and implementation plan to take out to consultation with the service.

WORKBOOKThis workbook provides you with tools and templates to help you to begin to translate your ideas about new approaches to using knowledge into practical plans for change. It contains:

• An Aims template• A diagram summarising the knowledge into action model.• A map of the change journey from current to future state of knowledge services• A tool to map impact against feasibility for your change idea.• A template to define the charter for your test of change.

Developing an Aim Statement

TEAM NAME:

AIM STATEMENT: (What’s the problem? Why is it important? What are we going to do about it?)

HOW GOOD? (How will you measure success?)

BY WHEN?

Getting Knowledge into Action: Planning the Future Workbook - 12th August Launch Event

You should review your Aim Statement frequently to make sure it is consistent and that everyone involved with the initiative has a common understanding of what is to achieved.

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Knowledge into Action model

Getting Knowledge into Action: Planning the Future Workbook - 12th August Launch Event

1. Knowledge to action processes need to be aimed at something

2. Knowledge comes in many different forms

3. Getting knowledge into practice is an iterative, dynamic process

4. Knowledge to action involves and affects many different actors

5. Barriers and facilitators to getting knowledge into action are numerous; K2A strategies need to be matched to these

6. Knowledge use is more than just ‘use’!

This is simply a draft, for feedback and review.

KNOW-WHATWhat knowledge do we need to deliver this aim?

KNOW-HOWKNOW-WHO

How do we use knowledge to deliver this aim?Who is involved?

OUTCOMESHas using knowledge helped

to improve healthcare?

Knowledge inquiry & synthesis Population data

& statistics

Research & evaluation

Synthesised evidence

Tacit knowledge

Quality & performance data

Tailor & create actionable knowledge

Assess barriers & facilitators;design K2A approaches

Knowledge interventions(eg CDSS)

Knowledge socialisation (eg COPs)

Build organisational knowledge capacity

Monitor & evaluate use of knowledge

KNOWLEDGE MANAGEMENT

METHODS

KNOWLEDGEBASE

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Defining an achievable, high-impact test of changeThis exercise aims to help you to ensure that your test of change project:

a) Impacts on key healthcare priorities

b) Is supported by the evidence base you have heard about this morning,

c) Will help to implement the future state envisioned for knowledge management.

d) Is achievable within the timescale of this initiative, and the constraints you work within, including resource, support etc.

APPROACHRevisit the aim that you brought to the event. You might want to modify it in the light of the presentations and discussions you have heard this morning. Talk to colleagues in your Board to decide whether you will each work with individual aims at this point or whether you can pool ideas to define a collaborative aim.

1. Firstly, score the impact of your idea using the table below.

2. Then score the feasibility using the second table.

3. Plot your impact and feasibility on the graph.

1. SCORING IMPACT

3. Plot your Impact vs Feasibility score on this graph

3. Then write your aim on a post-it sticker, with your table number and initials, and position it on the large graph on the wall. This will give all delegates a picture of the profile of initial test of change ideas.

Getting Knowledge into Action: Planning the Future Workbook - 12th August Launch Event

IMPACT FACTOR

A) QUALITY OUTCOMES

How well does your idea support one or more of the following Quality Outcomes?

Everyone gets the best start in life and is able to live a longer, healthier life (includes health improvement and self-care).

People are able to live well at home and in the community (includes cross-sectoral working and reduction in emergency admissions)

Healthcare is safe for every person, every time.

Everyone has a positive experience of healthcare (across all equality groups).

Staff feel supported and engaged (in NHS and partner agencies)

The best use is made of available resource.

Score the following impact factors from 1-5, where:1= My change idea does not support this impact factor at all. 5= My change idea supports this impact factor exceptionally well.

SCORE

Score this factor from 1-10

Where 1= My change idea does not support any quality outcomes.

10 = My change idea supports one or more quality outcomes exceptionally well.

B) THE EVIDENCE BASEHow far does your approach to getting knowledge into action reflect the evidence base and Knowledge into Action model presented today?

C) TRANSITION TO FUTURE STATEHow closely does your idea fit with the “Future state” of knowledge services depicted on the Change Journey?

D) PARTNERSHIP BETWEEN KNOWLEDGE MANAGEMENT AND QUALITY IMPROVEMENTHow far does your idea support partnership working between knowledge management and quality improvement in your Board?

TOTAL SCORE (OUT OF 25)

MULTIPLY BY 4 TO GIVE PERCENTAGE SCORE

A) RESOURCINGHow feasible is it to deliver your change idea within available resource – staffing, workload, finance.

B) TIMESCALEHow feasible is it to complete the tasks required to deliver your change idea within the September 2011-January 2012 timescale?.

C) SUPPORT AND INFLUENCETo what extent do you already have the support you need from key stakeholders – e.g. your team, colleagues, senior management etc - to deliver this project?

TOTAL SCORE (OUT OF 15)

MULTIPLY BY 6.6 TO GIVE PERCENTAGE SCORE

FEASIBILITY FACTOR SCORE

2. SCORING FEASIBILITY

Score the following feasibility factors from 1-5, where:1 = My change idea is not at all feasible in relation to this factor5 = I am certain my change idea is feasible in relation to this factor.

100

IMPACT

FEASIBILITY

0

0 100

HIGH IMPACTLOW FEASIBILITY

Revisit in medium / long term strategy

LOW IMPACTLOW FEASIBILITY

Discard or refine idea

HIGH IMPACTHIGH FEASIBILITY

January-September demonstrators

LOW IMPACTHIGH FEASIBILITY

Worth a try…

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Charter Template

Getting Knowledge into Action: Planning the Future

PROBLEM STATEMENT

IN SCOPE OUT OF SCOPE

CUSTOMER / SERVICE IMPACT

TEAM

CUSTOMER METRIC:

GOALS

BUSINESS CASE

MEASUREMENTS

TIMELINE

IN PROCESS METRICIN PROCESS METRIC

BASIC TRAINING SOLUTION GENERATIONSPONSOR PROCESS OWNERS /

BUSINESS CHANGE MGRS CLINICAL LEADS

BASELINE

KAIZEN

TARGET

30 DAY SUSTAIN & REPORT