Knowledge Management Part 1: The Royal Ottawa Health Care Group Part 2: Bluewater Health Part 3: Cancer Care Ontario.

Knowledge Management

• Part 1: The Royal Ottawa Health Care Group

• Part 2: Bluewater Health

• Part 3: Cancer Care Ontario

Part 1: Knowledge Management @ the Royal Ottawa Health Care

Group

Cathy CuznerRoyal Ottawa Health Care Group

January 30, 2004

Goal• The ROHCG's Knowledge Management (KM)

Working Group exists to support our clinicians, researchers, educators and support staff as we transition to a "Centre of Excellence," Knowledge Management being an important tool in that transition.

• Update skills, knowing what each other knows, and sharing information and knowledge

KM Project Team– Clinicians– Education coordinators– IT specialists– Library staff

Does this sound familiar?

• Literature Searching

• Information Gathering

• Information Dissemination

• Information Sharing

• Self-directed Learning

… more Library connections!

• Electronic resources – CD-ROMS

• Internet resources

• Audio-visual resources

• Online courses – credit and non-credit

• = E-Learning

• = Learning Center

KM /E-learning Relationship?

• Library supports learning

• Learning supports knowledge

• Tracking system for Learning

• = Learning Management System

• Who knows what?

• Search the LMS!

KM Partnerships

Library &Learning

Centre

InformationServices

ClinicalPrograms

and SupportServices

LearningAnd

DevelopmentVendors

Do staff know what they need to know?

• Support best practice

• Needs Assessment

• Quick and easy to complete

• Print and online

• Individual Report

Staff Learning Needs Assessment

• Objectives• To develop a comprehensive needs

assessment for all employee groups• To identify and prioritize staff learning

needs • To align individual needs with the

program/department and/or discipline• To develop a corporate education plan

Results of Staff Education Needs Assessment

• Top Ten Content Areas for ROHCG

This example of a Learning Script cites books, AV kits, and a web site.

Next Steps

• Analysis

• Staff meetings with:– Programs

• Develop plan

• Collection Development

• Course Development

• Budget allocation

ROHCG InternetPortal:

Education Events

ROHCG IntranetPortal:Library Services

ROHCG IntranetPortal: Education “Mail Bag”

Clinical Dashboard

• Goal– To design, implement and evaluate an on-line

clinical information tool in Geriatric Psychiatry

– To support clinical decision making, education and research by presenting readily accessible information to health care providers

– To customize dashboards according to clinician needs

Clinical Dashboard

Learning Management System

• Advertises events

• Registers participants

• Processes payments

• Tracks participation

• Reports hours, resources and results by employee/discipline/department/program

• Catalogues eLearning programs (Orientation, Clinical Knowledge, etc)

Learning Management

System

The Future - eLearning

• Exploit video conferencing between sites and community based teams for education and clinical discussions

• List resources that address learning needs– Print

– On-line

– Library collection

– Education calendar events

– Upcoming conferences

Evaluation

• Measure benefits– Tangible/Intangible– Performance improvements– Return on Investment– Implementation Success– Stakeholder Satisfaction

• Measure Costs• Measure Adoption and Usage

Questions? Please contact me:

• Cathy Cuzner– [email protected]– (613) 722-6521 x6832

Knowledge Management

Part 2: Bluewater Health

bluewater healthmissionBluewater Health is committed to excellence in providing healthcare for our patients, support for their families, resources for our community and a positive working environment for our people.

visionBluewater Health will strive to be the best community hospital in Ontario.

bluewater health values

– Respect– Openness– Service– Compassion

– Teamwork – Accountability – Trust – Integrity

KM at Bluewater Health

Jill Campbell

Manager of Knowledge Management

Bluewater Health

[email protected]

one librarian’s km journey

• Setting the stage• KM definition• Group Exercise• Corporate readiness

• Starting Out• Librarian’s role•• The journey continues• Where the change led•

definition

• Knowledge management is the creation, capture, exchange, use and communication of an organization’s intellectual capital.

• Knowledge management is about enhancing the use of organizational knowledge through sound practice of information management and organizational learning

exercise

• What was the outcome?

• What feelings were associated with the exercise?

corporate readiness

• Organizational Goals• “ Knowledge Organization – to investigate

opportunities to support evidence- based decision-making through creation of knowledge oriented culture”

• Culture Shift• 3 organizations into one entity – creation of Bluewater

Health• Investment in culture shift with Leadership Institute• New facility design• Measurement • Increased benchmarking with peer hospitals

the librarian????

• “• As well as the drive to share

knowledge as an organizational practice, librarians bring a deep knowledge of the mental pathways that guide those successful searches that match useful content to an eager patron”

– Guenther, Kim “Knowledge Management Benefits of Intranets, Online 25(3) pp 22

km process & the librarian

• Identify- determine core competencies

• Collect- acquiring knowledge, skills, theories, experience

• Select- filtering , critical appraisal

• Store-organize • Share- knowledge transfer• Apply- decision making based

on evidence, experience• Create- benchmarking ,

proposals• Sell-new services

• Review corporate directions and complete skills inventory

• Attend learning sessions, network, read….

• Assess the “art of the possible”• Systems and tools - Inmagic• Presentations, articles, teams• Plan Do Check Act, - imbed

Km in goals and objectives• Document, record – proposals,

job descriptions• Champions and marketing

journey continues

O rg an iza tio n a l s truc tu reId e xin g a n d c la ss if ica tion

R e nte n tio n sche du ling

P o lic y& P ro ce du re T a sk F o rce

S tra teg ic IM issu esW e bs ite d eve lo p m e nt

In te rn e t a cce ss

In fo rm atio n M an ag e m e nt

S tra te g ic u se o f in fo rm a tionE le c tron ic H ea lth Re co rdsR e p orts a nd fo rm s con tro l

D e c isio n S up p o rt T e am

E d u ca tio n in fra s truc tu re( C o P )E -le a rn in g a p p lica tio ns

L e arn in g m an a ge m e n t syste m s

S ta ff D eve lo p m e n t & Le a rn ing

D issem in a tio n o f P t. E xp S co reW e e kly, u n it spe c if ic , re po rt fo rm at

M e a su re m e n t T e am

R ol e T ra n sf orm a ti on

Knowledge Management

Part 3: Cancer Care Ontario

Knowledge Sharing and KM

The good, the bad and the ugly

Tamara HarthCancer Care Ontario

[email protected] 2004

Agenda

• Knowledge Management defined• Benefits• The critics• What to know before diving in• Lessons Learned thus far

What is Knowledge Sharing?

• The ability of an organization to systematically capture and organize the wealth of knowledge and experience gained from staff and partners and create links between groups and communities working on similar topics

Mark his words…

• “ technology is totally necessary but completely insufficient”

Hubert St. Onge

Benefits

• Productive collaboration – accelerates learning and developing new capabilities

• Decision making – right information at the time decisions are made

• Coherence – alignment, not reinventing the wheel or repeating the same mistakes

• Innovation – create value by sharing ideas and building on them

Criticisms of KM initiatives

• Evolved through hype• Latest Fad• “the techies are doing stuff with the Internet”• Apathetic• Don’t see link or benefit to their job or area• Promising unrealistic solutions• Generating misleading terminology• Prioritizing technology over people and processes

Critical to KM initiatives

• The value proposition must not be associated purely with technology but also align to business objectives

• Focus should NOT be on looking to KM as a way to reduce dependency on humans by making all knowledge tacit but rather focusing on the strategic application of knowledge to improve decision making or create the conditions for innovation

• Clear objectives associated with initiative• Support from Senior Management• Don’t expect Knowledge Management initiatives to

happen overnight!

How will things change

• More collaboration

• Improved accessibility

• Improved work habits and processes

• Increased visibility and transparency

Critical Success Factors

• High quality knowledge content

• Integration of Interchange into business processes – specifically those that generate and disseminate knowledge content

• User friendly and easily accessible

Lessons Learned

• Start Small

• Sell as business process improvement rather than KM

• Get Senior Management Team buy in

• Negociate and be clear about KM ROI

• Communicate, Communicate, Communicate!

• Document and advertise the success stories

Where it has worked

• WHO

• World Bank

• NASA

• BP

References

• Ellis, Steve. (2003/2004). Cultivating a knowledge culture. Knowledge Management, 7(4), 17-19.

• Higgison, Sandra. (2003/2004). Your Say: KM on trial. Knowledge Management,7(4), 10-12.

• Laporte, Bruno. (2003/2004). The Fad that would not go away. Knowledge Management, 7(4),13-16

• Saint Onge, Hubert.Leveraging Communities of Practice for Strategic Advantage. Butterworth Heinemann 2002