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Title: Creating%20a%20Comprehensive%20Knowledge%20Management%20Strategy:%20A%20health%20system%20case%20study

Creating a Comprehensive Knowledge Management
Strategy A health system case study
2005 Congress on Healthcare ManagementMarch
14-17, 2005Chicago, Illinois
Janet Guptill President, KM At Work,
Inc. Colleen Elliott Director, Knowledge
Management, CHI
Seminar Objectives You will learn
  • What is meant by knowledge management and where
    it is being used
  • The key components of a Knowledge Management (KM)
  • How KM can improve hospital performance
  • CHIs approach how you can apply this approach
  • Lessons learned in the process of using KM

So what exactly is KM?
KM Needs Assessment
Healthcare Organization Self Assessment Same
JCAHO issue at more than one of your facilities
or nursing units? Same job, done dozens of
different ways? Same problem being solved over
and over again from scratch in different parts of
your organization? Real dollars being spent by
numerous different departments to solve the same
problem without knowledge of each others
efforts? Right hand doesnt know what the left
hand is doing? Hire outside expertise, even
though available hidden experts may already exist
somewhere in your organization? (Source Detlev
H. (Herb) Smaltz, Ph.D., FHIMSS, Chief Knowledge
Officer (CKO), Air Force Medical Service) What
is the real total cost of these practices?What
would we gain by systematically connecting the
What is it Really?
Questions we all face
Who else faces these same challenges?
Who has expertise in this area?
Is anyone else working on this?
What ideas have been tried and tested?
How can I share what I have learned?
Is there a recommended way to do this?
Knowledge Management CONNECTION to resources
for answers ideas!
A Question..
  • Imagine if
  • You had an easy to use, readily available,
    trusted resource you could go to when you need to
  • How to handle an EMTALA violation
  • Templates for financial forecasting of a new
    service line
  • Physicians who have adopted robotic surgery
  • Guidance on preserving your not-for-profit
  • Etc.
  • What if this kind of resource were available
    throughout your organization in a systematic way?

KM An Illustration
June 1995 not June 2015 A small remote town, not
the capital Zambia, not a middle income
country CDC, not the World Bank
  • In June 1995, a health worker in Kamana, Zambia
    logged on to the CDC web-site in Atlanta and got
    the answer to a question on how to treat malaria

Whats wrong with this picture?!
Knowledge Management what is it?
  • Knowledge Management
  • Type it into Google and you get
  • 25,400,000 hits!!!
  • What is it?
  • What does it mean?
  • Is it legit?!

10 has 2,089 books on KM!
Organizations must excel at knowledge management
in order to compete in the 21st century
Knowledge Management Who is doing it?
Saved tens of millions of dollars by creating a
worldwide repository of best practices
1.5 million in savings from 2 of its communities
of practice
More than 1 billion in documented bottom-line
savings since 1995
Gained 1.5B in annual wafer manufacturing
capacity by sharing best practices
50 million a year in travel cost avoidance and
6 million annually by finding information more
quickly through its KM initiative
Saved over 150M in the first year of an
initiative to identify and share marketing best
APQC "Ten Years of KM Best Practices"
  •  Carla O'Dell , Ph.D., president, APQC(American
    Productivity and Quality Center)
  • Since 1995, APQC has led 17 consortium studies
    involving almost 400 organizations from around
    the world, to discover and learn best practices
    in KM. Over 80 of global companies now have some
    type of knowledge management focus in their
    operations. KM has become an established
    management concept and competency, and
    organizations around the world are using KM tools
    and principles to enhance bottom-line gains that
    range from 7 million to 200 million annually
    with a median impact of 15 million per year.

Every day that a better idea goes unused is a
lost opportunity. We have to share more, and we
have to share faster. I tell employees that
sharing and using best practices is the single
most important thing they can do. -Ken Derr,
former Chairman and CEO, Chevron Corporation
What do these health systems have in common? They
are all incorporating knowledge transfer in their
Health System KM Examples
Each year, CHRISTUS Health presents Touchstone
Awards to those practices and programs that stand
out as touchstones in exemplifying the Mission
and Values of one of our Directions of Excellence
Knowledge transfer is a strategic imperative. It
is our stewardship responsibility to share and
adopt best practices that have already been
identified within our system. Knowledge sharing
is no longer a nice to have, it has become a
must have. - Chris Carney, former CEO, Bon
Secours Health System, Inc.
Implement a One VA information technology framework that supports the integration of information across business lines and that provides a source of consistent, reliable, accurate, and secure information to veterans and their families, employees and stakeholders.
The Ascension Health Exchange is a collection of online Communities designed to facilitate sharing and foster innovation and quality improvement across Ascension Health to achieve our Call to Action Healthcare That is Safe Healthcare That Works Healthcare That Leaves No One Behind
The Business Process Redesign Initiative is a
System-wide approach to improving operations in
Supply Chain, Financial Management, and Human
Resource/Payroll functions at Catholic Health
East. It will accomplish this goal through the
utilization of best practices and System-wide
standardization of business processes, data and
supporting technology, e.g., business process
Catholic Health Initiatives
  • Multi-institutional Catholic Health System
  • Dedicated to the healing ministry of the Catholic
  • National Offices Denver, Denver-Meridian,
    Northern Kentucky, and Minneapolis
  • Market Based Organizations (MBOs)
  • 19 states
  • 68 hospitals (64 acute care, 2 psychiatric, 2
  • 44 long-term care, assisted living facilities and
    residential units
  • 6.1 billion annual operating revenues
  • Approximately 67,000 employees

Catholic Health Initiatives
  • Market-Based Organizations, Facilities and
    Community Health Services Organizations

August 2004
Vision for CHI
  • Catholic Health Initiatives Vision is to live
    out its Mission by transforming health care
    delivery and by creating new ministries for the
    promotion of healthy communities.

CHI Strategic Plan 2005 - 2009
The Strategic Plan is the renewable map that sets
CHIs course toward its preferred future. That
journeys compass is expressed in CHIs Mission,
Vision and Core Values.
CHIs Desired Future State gives focus to its
preferred future, and describes the key
attributes and imperatives of that future.
Five Core Strategies People,
Information, Quality, Performance, and Growth
will focus the investments in time, money and
human energy that CHI believes will be
imperative for staying the course and sustaining
momentum toward its Desired Future State.
CHIs strategic focus will
also be infused with a spirit of
Innovation that fosters and
rewards creative thinking and accelerates
learning and knowledge
exchange to ensure CHIs success in a
dynamic health care
environment and,
Partnership with employees,
physicians, local communities
and other
organizations that will advance CHIs efforts in

advocacy, research and development, deployment
medical/information technologies and the
creation of
new models of care.
  • Innovation

Core Values
  • Partnership

Strategic Direction 2005-2009
Leadership CultureTranslating Vision into
DFS 2014
Promote Healthy Communities
Transform Delivery and Create New Ministries
  • Values
  • Distinctive Culture
  • New Models
  • Innovation
  • Advocacy
  • Quality
  • Health Management
  • Information/Knowledge

CHIs distinctive culture will create the work
community of choice in every market it serves.
CHI will be the trusted health partner in the
communities it serves by being the recognized
leader in information management.
CHI will be a recognized leader in clinical
quality, safety and customer loyalty.
CHI will be a nationally recognized leader among
health care systems for its operating and
financial excellence.
CHI will extend the scope and influence of the
Catholic health ministry through growth,
development, advocacy and continued
Information Core Strategy
Core Strategy
Our goal is for CHI to become known as an
innovative organization. That will be our legacy
for the future health care system that CHI
learns to leverage the wisdom of the whole,
efficiently, effectively, and humanely. -
Kevin E. Lofton, FACHE, CEO, Catholic Health
CHI Leveraging the Knowledge Within
Leveraging the wisdom 2004-2005 Flu vaccine
  • Started with initial call for help
  • Led to brainstorming call, collection of
    information, and a new web-site within 2 weeks
  • IMPACT all CHI facilities had adequate supply
    of flu vaccine appreciation for CHIs response
    to the situation

Influenza situation
How KM started at CHI
  • 2000 Knowledge Management Retreat for senior
    leadership explored KM as an enabler to support
    CHI culture and core strategies
  • 2001 KM Steering Committee created, selected 3
    Pilot projects and a minimal budget
  • Director of Knowledge Management hired in
  • 2002 Initiated pilots and strategy development
  • 2003 Formalized KM program into the Strategy
    Business Development Group
  • 2004 Focused on operational and clinical
    improvement areas and formalized KM service
  • 2005 Leverage as a critical component for
    innovation improvement

KM Progress at CHI
From 1 KM person
  • To 5 Resources

From public folders
  • To searchable content

From distribution lists
  • To collaboration sites

From 3 pilot knowledge communities
To 45 communities
From focus on technology design
To partnering with IT
  • To on-line practice dbase

From word of mouth practice sharing
  • To a comprehensive
  • Learning Database for all
  • employees

From a compliance eLearning tool
Leading To Becoming the gateway to internal
CHI resources Connecting key stakeholders
Facilitating the adoption of best practices
Becoming a catalyst for change
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  • Connecting the dots between these examples

Crystallizing the Dots
Knowledge Community Cultivation Guide
Captured the process for developing and
supporting a community, resulting in an increase
in the number of self-started communities
On-line Collaboration Space
  • 20 Communities currently on-line
  • Plan to double in number in the next 6 months

Practice In Action Database
  • 50 Practices collected with initial collection
  • Next step track and celebrate adoption of

Crystallizing the Dots
  • Combining learning collaboration is critical to
    helping learn and ADOPT new practices
  • Implementing a Learning Management System
  • Decreases in course duplication, instructor
    costs, employee time in classroom in, travel
    costs, supply costs could lead to a savings of
    19/employee, 1.2 million across CHI!
  • Improvement in retention of knowledge for

Crystallizing the Dots
  • Connect those facing an issue with those who have
    a solution.serve as the Gateway to internal
    CHI resources
  • Facility and employee profile database
  • Practice in Action database
  • Content Management System
  • Pathfinders

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Lessons Learned at CHI
  • People to People Connection is critical!
  • Executive Support is required to gain acceptance.
  • Link directly to the core strategies of the
  • Tools Templates simplify the process for
  • Dont over-engineer the process of sharing!
  • Maintain flexibility stay focused on needs!

Lessons Learned at CHI
  • Prototyping pilot new tools with small groups.
  • Patience it takes time and behavioral change
    for this to become the way we work.
  • Self Service make it easy and rewarding for
    people to utilize the tools themselves.
  • Success Stories build momentum and recognize
  • heroes.
  • Partner with IT technology can greatly enhance
  • collaboration and sharing process

Does your Hospital have a Culture of Knowledge
  1. Are the CEO and other senior executives open to
    different ideas? Do they routinely seek to learn
    from their peers or others experiences?
  2. Does the hospital have a formal or informal
    process for learning from mistakes? Capturing
    insights from a new practice? Publishing these
    results for others to use?
  3. Do managers routinely ask themselves, who can
    benefit from my experience? and who else might
    have already tried this before?
  4. Does your hospital have systems and processes
    that make it easy to tap into others
  5. Are there rewards for sharing knowledge within
    the hospital? For re-using others ideas?

Score these Always Sometimes - Never
Do YOU have a Culture of Knowledge Sharing?
  1. Are you open to different ideas? Do you invest
    time to seek out new ideas, either through
    reading, networking, or attending conferences?
  2. Do you have a formal or informal process for
    learning from mistakes? For sharing these
    insights with others?
  3. Do you routinely ask yourself who can benefit
    from my experience? and who else might have
    already tried this before?
  4. Do you routinely package resources, documents,
    and templates for others in your organization to
    access and use?
  5. Do you reward knowledge sharing among your team?
    Do you encourage people to learn from others

Score these Always Sometimes - Never
Final Thoughts..
  • Specific responsibility for connecting the dots
    increases the speed of connection.
  • Performance improvement can be multiplied by
    spreading ideas from one department or facility
    to others.
  • Recognition for sharing increases participation.
  • A focus on connection increases the speed of
    adoption of proven practices.

Final Thoughts..
  • Lets start up an online community who is
    interested in staying connected around these
  • eLearning
  • Intranet collaboration tools
  • Knowledge communities
  • Formally sharing best practices
  • Benchmarking on performance metrics
  • What else?

For a copy of the presentation, go to
  • Colleen Elliott
  • Catholic Health Initiatives
  • (303) 383-2735
  • Janet Guptill
  • KM at Work, Inc.
  • (314) 963-7710