1. Knowledge Management in the DH - 22/04/02 Background Progress & what we have learned so far Next steps

2. Who am I? Intranet Strategy Manager –Intranet content –Knowledge Management –e-Learning –Internal Directory & e-mail correspondence unit –background in IT, Information Management & the NHS

3. Background (1) DH vs NHS DH - Leeds & London, 8 Regional Offices, over 60 locations Common IT infrastructure, Windows 98, Lotus Notes 4.6/5.0, Internet access for all Intranet, MEDS

4. Background (2) DH Review – 10 new directorates – CDTs Recruitment freeze NHS Plan delivery & No.10 contract More reviews eg ensuring efficient delivery!

5. Why KLIMT? Rising expectations from Government & Public Increased pressures on staff - aim to reduce long working hours Increased use of IT & ‘Information overload’ Modernising Government Shifting the Balance of Power (STBOP)

6. Shifting The Balance Of Power NHS Restructuring –8 ROs replaced by 4 DHSC –95 HAs replaced by 28 StHAs –commissioning at PCT level Revised information flows (and IT systems) Loss of information & knowledge

7. What is KLIMT? KLIMT is a facilitated process based on a toolkit of techniques e.g. workshops Capture and share knowledge Identify gaps between knowledge required and information available Tools can be used to fill these gaps

8. KLIMT - 1st workshop Awareness - what is that you know? Aimed at uncovering information assets Sharing - looking at sharing behaviours Value - information assets and their value Action plan - how do you improve things?

9. What we learned (1) Process –time, resource & management commitment –review essential “Knowledge Management - what?” Each group different - must be flexible IT has a role but is not the total answer

10. What we learned (2) Must define knowledge & give practical examples - case studies People resistant to change - “If you want to truly understand something, try to change it” Kurt Lewin KLIMT must evolve to support user needs - community of KM workers? Corporate lessons learned?

11. KM Strategy framework (1) DH Strategy and drivers for change ‘ What the pressures on DH? What are the goals? ’ Forces driving improved use of knowledge Knowledge Management Strategy: Assessment, vision, levers for change Leadership People Process Technology Content Change mgt. KM Programme: Implementation Bottom up (personal) Across (local/dir) Top down (global) “How do we do it?” Measuring the results “How are we doing?” Financial Balanced scorecard Customer FutureProcess

12. KM Strategy framework (2) DH Strategy and drivers for change ‘What the pressures on DH? What are the goals?’ Forces driving improved use of knowledge Knowledge Management Strategy: Assessment, vision, levers for change Leadership People Process Technology Content Change mgt. KM Programme: Implementation Bottom up (personal) Across (local/dir) Top down (global) “How do we do it?” Measuring the results “How are we doing?” Financial Balanced scorecard Customer FutureProcess

13. KM Strategy framework (1) DH Strategy and drivers for change ‘ What the pressures on DH? What are the goals? ’ Forces driving improved use of knowledge Knowledge Management Strategy: Assessment, vision, levers for change Leadership People Process Technology Content Change mgt. KM Programme: Implementation Bottom up (personal) Across (local/dir) Top down (global) “How do we do it?” Measuring the results “How are we doing?” Financial Balanced scorecard Customer FutureProcess

14. What next? Commitment to KM Strategy …. but –DH Review - 10 new directorates/CDTs –Shifting the Balance of Power short term changes –DH Directory (data cleansing) –Knowledge Harvesting –IMS + KM software trials

15. What next (2) Medium term –Intranet version 2 (improved search) –e-mail management pilot/rollout –KLIMT version 2 –personal competencies –CDT rollout

16. … and finally Vladimir Kabaidze at the Congress of the Communist Party of the USSR “I cannot stand this proliferation of paperwork. It is useless to fight the forms. You’ve got to kill the people producing them.”

17. ….. or better still “ … the most powerful thing anyone can do is to alter the way they behave themselves. If you behave differently you can have an effect on everyone around you.” - Sir Richard Wilson Head of the Home Civil Service