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

2. Part 1: Knowledge the Royal Ottawa Health Care Group Cathy Cuzner Royal Ottawa Health Care Group January 30, 2004

3. 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

4. KM Project Team Clinicians Education coordinators IT specialists
Library staff

5. Does this sound familiar?
Literature Searching
Information Gathering
Information Dissemination
Information Sharing
Self-directed Learning

6. … more Library connections!
Electronic resources – CD-ROMS
Internet resources
Audio-visual resources
Online courses – credit and non-credit
= E-Learning
= Learning Center

7. KM /E-learning Relationship?
Library supports learning
Learning supports knowledge
Tracking system for Learning
= Learning Management System
Who knows what?
Search the LMS!

8. KM Partnerships Learning And Library & Development Learning Centre
Vendors
Clinical
Programs
and Support
Services
Information
Services

9. Do staff know what they need to know?
Support best practice
Needs Assessment
Quick and easy to complete
Print and online
Individual Report

10. 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

11. Results of Staff Education Needs Assessment
Top Ten Content Areas for ROHCG

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

13. Next Steps Analysis Staff meetings with: Develop plan
Programs
Develop plan
Collection Development
Course Development
Budget allocation

14. ROHCG Internet Portal: Education Events

15. ROHCG Intranet Portal: Library Services

16. ROHCG Intranet Portal: Education “Mail Bag”

17. 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

18. Clinical Dashboard

19. 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)

20. Learning Management System

21. 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

22. Evaluation Measure benefits Measure Costs Measure Adoption and Usage
Tangible/Intangible
Performance improvements
Return on Investment
Implementation Success
Stakeholder Satisfaction
Measure Costs
Measure Adoption and Usage

23. Questions? Please contact me:
Cathy Cuzner
(613) x6832

24. Part 2: Bluewater Health
Knowledge Management
Part 2: Bluewater Health

25. bluewater health mission
Bluewater 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.
vision
Bluewater Health will strive to be the best community hospital in Ontario.

26. bluewater health values
Respect
Openness
Service
Compassion
Teamwork
Accountability
Trust
Integrity

27. Manager of Knowledge Management
KM at Bluewater Health
Jill Campbell
Manager of Knowledge Management
Bluewater Health
Feeling the affects of information overload while preparing for this presentation
km takes on a number of different interpretations in a number of different field
business concentrates on dollar value
information technology concentrates on the wondrously complex technical details
education concentrates on the training of elements
this presentation will discuss the general components of km with the purpose of providing a general context for all elements
looking for hospital components and examples

28. 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

29. 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
General definition of knowledge management
First definition – what traditionally libraries have done with formal types of knowledge resources
Second definition - attention to the concepts of information and organizational learning -

30. exercise What was the outcome?
What feelings were associated with the exercise?
Group Exercise- 20 minutes
Leaders – 4 – divide into groups – in groups individual – one minute to look at contents – go back and record – in groups 2 minutes to devise strategy – one minute to look at box content again and go back and record contents as a group
Outcome – group produce higher level of productivity, individual recall enhanced through communication with team members
Box – with 25 items in each
Samples
Lanyards
Pencil
Paper hat
Memo pad
Funny pen
Business cards
Dental floss
Marble
Whistle
Beads

31. 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
So I had my definitions and personal understanding of KM,
Understood the benefits and difficulties associated with team work
Next step an assessment of the organizational’s state of readiness
Looked at the strategic plan and goals and objectives and key drivers within those goals – evidence based decision making
Partnership with Leadership Institute – excellence in customer service, employee satisfaction and measurement scores
Creation of new organization – lead to need for document preservation and document creation – new policies etc.
New facility design
Measurement – increased pressure to perform well with all levels of performance measure – efficiency, patient satisfaction etc.
Atmosphere of change

32. 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
Why the librarian and what in the world is knowledge management
flavour of the month , lots of theory, not practical. Don’t understand it. Requires lots technology , I am already so busy…
According to the Medical Library Association these are some of the key skillsrequired for a health librarian
retrieve, select, organization and disseminate health information
evaluate advanced information technologies,
instruct end users in the retrieval of health care information
develop, design, and manage digital access and content
work on multidisciplinary teams
use technology appropriately and effectively
communicate well

33. 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
the km process consists of 8 different components and this is just a very quick review of some of the steps that I undertook.
Find champions, my boss, Royal Ottawa Hospital Group
onsite visit. – experience versus record information
will concentrate on the steps that constitute the building blocks

34. journey continues Results
Knowledge, evidence, accountability is taking on an increasingly important role in our organization . The profile and the importance of effective information management is recognized as a key compentency in our organization
investment in technology to handle information
The library has increased roles in a number of different initiatives
The involvement is based on the library skills which cross the spectrum and can be applied to a broad range of activities.

35. Part 3: Cancer Care Ontario
Knowledge Management
Part 3: Cancer Care Ontario

36. Knowledge Sharing and KM The good, the bad and the ugly
Tamara Harth
Cancer Care Ontario
January 2004

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

38. 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

39. Mark his words…
“ technology is totally necessary but completely insufficient”
Hubert St. Onge

40. 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

41. 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

42. 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!

43. How will things change More collaboration Improved accessibility
Improved work habits and processes
Increased visibility and transparency

44. 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

45. 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

46. Where it has worked
WHO
World Bank
NASA BP

47. References
Ellis, Steve. (2003/2004). Cultivating a knowledge culture. Knowledge Management, 7(4),
Higgison, Sandra. (2003/2004). Your Say: KM on trial. Knowledge Management,7(4),
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