Establishing a Knowledge Hub to enable evidence-based decision making in healthcare
- 1. Establishing a knowledge hub to enable evidence-based decision making in healthcare Alison Turner Chief Knowledge Officer
- 2. Overview Knowledge as key enabler to effective decisions in planning and commissioning healthcare Moving from Information Department to Knowledge Hub , from crunching data to mobilising knowledge Learning from achievements and problems along the way
- 3. “ Clean clear knowledge is the single most important intervention available to improve the health of populations and the quality of healthcare. Knowledge, like water, is everywhere; knowledge, like water, needs to be filtered and purified to ensure that it is clean and clear”. Professor Sir Muir Gray Chief Knowledge Officer for the NHS
- 4. Knowledge is derived from… Data health needs; health outcomes; service activity and performance; service quality; benchmarks and comparators; patient-derived data Policy and research-derived evidence clinical effectiveness; cost effectiveness; the benefits or risks of health care interventions; best practice Experience know-how, lessons learned
- 5. Knowledge is needed for… Identifying unwarranted variations in care Evaluating bids for new services Identifying and prioritising improvements/innovations Planning and delivering new services Planning patient care pathways Understanding activity and finance Monitoring quality and safety Providing early warning of problems and issues
- 6. The “Before” picture People Silo working No career structure for Information staff Limited analytical capacity and capability Poor perception of Information leading to low usage of intelligence and evidence and low engagement Processes “ Feeding the beast” Too many manual processes Variable data quality Technology Many sources, tools and flows Knowledge sitting in different parts of the organisation Limited sharing Large spreadsheets
- 7. The vision A Knowledge Hub to: effectively manage information, evidence and knowledge across the whole of Wolverhampton City Primary Care Trust, with the objective of delivering intelligence to commissioners and assisting them in making more informed decisions
- 8. How are we doing? Some key themes: Focusing on business need Developing people Collecting and managing knowledge Presenting knowledge
- 9. Focusing on business need http://www.hsj.co.uk/resource-centre/your-ideas-and-suggestions/commissioning-and-strategic-priorities/5015582.article
- 11. Developing people Workforce planning Training and development After action reviews Communications and engagement
- 12. Collecting and managing knowledge Confirmed user requirements - translated into info requirements Mapped knowledge flows and sources Extracting GP data to complement acute, community, mental health data – following patient journey Created single point for information collection and management Creating a data warehouse solution for managing structured data Created a portal for managing unstructured content Focusing on quality of knowledge sourced
- 13. Presenting knowledge Making sense Adding commentaries, modelling project Using appropriate graphics Funnel plots, control charts, bar charts Developing trust Robust statistical analysis, Quality assurance One-stop shop for knowledge Dedicated portal Developing new knowledge products Evidence Updates, Quality reports, Risk stratification, Dashboards
- 17. Problems along the way Silo working Maintaining Business As Usual Changing behaviour NHS reform Knowledge transfer Efficiency savings
- 18. Future challenges and opportunities Demonstrating value of Knowledge Hub Synthesising and contextualising activity/outcomes data, best practice evidence and patient experience Automating processes Opening up information to patients and the public Proactive reporting – “early warning”, modelling The Quality and Productivity Challenge
- 19. Quality & Productivity QIPP (Quality, Innovation, Productivity, Prevention) NHS needs to achieve £20bn savings by 2015 Projects include: Urgent Care strategy Pathways Procedures of limited clinical value
- 20. Captured Knowledge Individuals & Teams Goals Results Using Knowledge A knowledge management framework Created by Chris Collison and Geoff Parcell Validate and review Access and apply Knowledge in people and networks Using Knowledge Learn during Learn after Learn before
- 21. EVIDENCE UPDATES (monthly) Horizon scanning : new innovations, new evidence on benefits and harm EVIDENCE REVIEWS Rapid review of potential opportunities summarising key evidence from our data, lessons from elsewhere, best practice evidence, benchmarks and variations, soft intelligence, historical trends, benchmarks – establish baselines and KPIs DASHBOARDS AND REPORTS Monitoring progress on KPIs agreed at PID stage SHARED SPACE Directory of projects and people involved, shared space to communicate/collaborate KNOWLEDGE SUMMARIES Capturing learning and summarising/presenting - to inform future projects & organisational memory RETROSPECTS/INTERVIEWS Short focused events to capture learning and/or interviews with key staff Using Knowledge Learn during Learn after Learn before
- 22. Thank you Alison Turner Chief Knowledge Officer Wolverhampton City Primary Care Trust 01902 445962 07825 722352 alison.turner@wolvespct.nhs.uk Linkedin: http://uk.linkedin.com/pub/alison-turner/7/b2b/b4