a conversation between knowledge management and quality improvement leads
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A Conversation Between Knowledge Management and Quality Improvement Leads. Supporting the Knowledge into Action Review May 2011. Getting Knowledge into Action for Healthcare Quality. Review of Knowledge Services and the Librarian Role to Establish a New Knowledge Management Model. - PowerPoint PPT PresentationTRANSCRIPT
A Conversation BetweenKnowledge Management and Quality Improvement
Leads
Supporting the Knowledge into Action Review May 2011
Getting Knowledge into Action for Healthcare Quality
Review of Knowledge Services and the Librarian Role to Establish a
New Knowledge Management Model
Overview
1. Why a Knowledge into Action Review: • Drivers and Aims
2. Who, How, When: • Governance and process
3. Why should librarians and Quality Improvement Leads get involved?
• Co-creating the new model
Why:Drivers and Aims
Yes, it’s quite a noise – but are we having any impact?
From Accessing to Applying Knowledge
• 12 million + resources
• How much of this gets used in a meaningful way to improve safe, effective, person-centred care?
• Only 55% in US healthcare system receive recommended care
McGlynn et al (2003) • Estimated 30-40% of care in UK not based on available
scientific evidence Grol, R. and Grimshaw, J. (2003)
• 5 year gap between publication of guidelines and changes in routine practice in Western healthcare systems.
Lomas et al (1993)• 17 year gap between publication of clinical research and its
incorporation into routine practice.
Grant et al (2000)
Knowledge-Practice Gap
Quality StrategyAll we do must contribute to….
Our shared aim To become a world leader in healthcare quality
3 Quality Ambitions Safe, Effective, Person-Centred Care
12 Quality Outcome IndicatorsCare experience, Adverse events, Resource use
Librarian Role
Drivers for change
Use of Knowledge
Quality Strategy
Economic Downturn Local
Reviews
Technology
User expectations Changing models of care
Evolving the Librarian Role
“It is not the strongest of the species that survives, nor the most intelligent, but rather the one most adaptable to change.”
Charles Darwin (Attrib)
Who, How, WhenGovernance and Process
Who?
• Knowledge into Action Steering Group– NHS KS staff, QI Hub, ISD, OD, clinical education,
eHealth, Health Scotland, clinical governance, social care, clinicians, academia
• Board Executive Lead sponsors• Change team• Wider KM, clinician and QI community ie you!
How?
• Review of research evidence/synthesis of knowledge translation models
• Identify ideas for improvement/map examples of innovation
• Test new ideas at local level• Model structures and processes• Define the new model• Consultation
When?• March-July 2011Gathering evidence
• August 2011 Stakeholder workshop - review evidence to define improvements
• September 2011-January 2012 Demonstrators projects to test improvements
• March 2012 Model defined and issued for consultation
What change can we make?Test, develop,
implement solutions
Define aimsWhat are we trying
to accomplish?
Inquiry and Knowledge Synthesis
Problem definition People & skill Expert SearchingdirectoriesCapture experiential knowledgeEvidence synthesis Organise knowledge
Is a change an improvement?
Measure impact
Assess knowledge
use and evaluate
outcomes
Evidence-based quality indictors
Case studiesAfter action
reviewsCost-benefit
analysis
Knowledge Management Capabilities – personal & organisational
How do we embed the
change?Spread
Knowledge Exchange and Dissemination
CoPSocial
marketingKnowledge for action packages
Knowledge Exchange
and Dissemina-
tion
Quality improvement
processes
Knowledge Flow
Knowledge Management activities and
tools
Why should Librarians and Quality Improvement Leads
get involved?
Co-creating the new model
Quality Improvement
Bringing two worlds together
Knowledge Management
Transfer of Knowledge into Quality Healthcare Clinical Knowledge:
MEDLINE, Cochrane etc
Improvement Knowledge:IHI, experience, etc
Know-What
Know-How
Quality Patient Care
Doing the right thing
Doing it right
Clinical Decisions
Process/System Changes
Bridging the Knowledge-Practice Gap
“The transfer of knowledge is care”
Conclusion
“The application of what we know will have a bigger impact than any drug or technology likely to be introduced in the next decade.”
Sir Muir Gray Director NHS National Knowledge Service & NHS Chief Knowledge Office
Getting Knowledge into Action for Healthcare Quality
Contact:
Connecting KM and QI in NHS Greater Glasgow and ClydeMichelle Kirkwood, Knowledge Services Manager
Knowledge Management “Network” –• Library/Knowledge Services• Clinical Governance• Public health• Learning and Education• Medicines Information• Organisational Development
• Chaired by Head of Clinical Governance• KM framework and demonstrator project• Align with national review to develop KM framework for Board approval
Next steps and support1. Questionnaire survey for knowledge services:• Evidence search and synthesis• Use of physical resource2. Engagement and communication• Clinicians and other stakeholders• Board visits• Knowledge Services communication network• Bringing Knowledge Together website3. August stakeholder workshop • Review evidence and identify improvements• Handover to Boards for demonstrators4. “Leading with knowledge” – role development programme