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Managing Knowledge for Impact - EventRebelsManaging Knowledge for Impact APHSA National Summit...
Transcript of Managing Knowledge for Impact - EventRebelsManaging Knowledge for Impact APHSA National Summit...
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Managing Knowledge for Impact
APHSA National Summit
Washington, D.C.
May 24, 2016
Christine Tappan
Director of Strategic Management, APHSA
&
Lee Biggar
Director, Knowledge Management
Georgia Division of Family and Children Services
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What we’d like to do is:
• Explore our understanding of Knowledge
Management (KM) & Mobilization (KMbz)
• Look at KM and KMbz challenges and
opportunities in human services
• Consider ways to manage knowledge for impact
• Hear about one state’s journey towards managing
knowledge for impact
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Why did you want to join this conversation?
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Creating a common understanding
So we can manage knowledge for impact
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An APHSA Priority Area
"Knowledge
management and
mobilization are
the processes of
capturing,
distributing, and
effectively using
information.”
@aphsa1Our Value Proposition
• integrated, outcome-focused policy and practice that best positions our members to positively impact the lives of the people served and meet the expectations of taxpayers
Influence
• knowledge by advancing and sharing state and local innovations and evidence-informed practices that strengthen our members’ work and help them achieve sustainable and effective results
Build
• members with each other, with key partners, and with national experts to collectively leverage transformation at local, state and national levels
Connect
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Our “Collaborative Center” Platforms
National Collaborative for Integration of HHS
• Healthier / Stronger Families and Communities
• Population-based health focus
• Interoperability and IT supports for integrated HHS systems
Center for Employment and Economic Well-
being
• Gainful employment and independence
• Leveraged connections to education and workforce sectors as well as businesses / employers
Center for Child and Family Well-being
[to be launched 2016]
• Sustained Well-being of Children and Youth
• 2 Gen approaches to prevention, child care and child welfare
Organizational Effectiveness, Knowledge Management & Innovation Center
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Challenges and Opportunities
in Human Services
To manage knowledge for impact
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Organizational & Staff
Reactions to
“disorganized” data
Data smog
Data coma
Analysis paralysis
“Floating” data
Anecdotal
Decision-Making
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Knowing the difference between…
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Decision-Making and Learning
Knowledge
Information
Data• Storing
• Organizing
• Collecting
• Analyzing
• Synthesizing
• Summarizing
• Evaluating
• Sharing
• Translating
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Key areas for a KM assessment
• Leadership
• Culture/structure
• Processes
• Explicit Knowledge
• Tacit Knowledge
• Knowledge Hubs and
Centers
• Leverage
• Measures
• People/Skills
• Technology
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Components of KM
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Four reasons for KM
failure:
1. Technology
2. Project
Management
3. Content
4.Culture
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Challenges and Opportunities
in Human Services
To manage knowledge for impact
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Two possibilities within the health and
human services context…
1. Creating or strengthening
linkages across KM
“related” functions to
enhance capacity to
manage knowledge for
impact
2. Selecting, implementing
and evaluating effective
strategies for knowledge
dissemination
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Linkages across functions
• Data/research/evaluation
• Technology
• Programs/Practice
• Policy and Regulations
• Workforce Recruitment &
Development (HR)
• Performance Integrity
QA/CQI
• Stakeholder engagement
• Communication
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Creating knowledge
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How human service professionals want to get information
Timely, relevant information they can trust• Up to 3 – 5 years “new”
• “Speaks to them”, i.e. you understand my job
• Peer reviewed, practitioner tested, consumer validated
Easily “accessible” and widely applicable• Not too academic, not too long/too much, can apply to multiple needs
Practical and user friendly formats• Web, digital, mobile, searchable, hard copy (tools, resources, articles)
See/hear the voice of experts, practitioners, consumers • What does best practice/research tells us, what have “I” experienced in my practice,
and what do individuals and families say works for them?
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And measuring impact
Look to evidence based models…
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The RSTP/ISF approach…
• Extensive review of literature
– research, field resources,
tools, materials
• At every stage, end-user
experts and practitioners are
involved
• Authentic engagement of
consumers
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Applying the HSVC to…
Knowledge Management& Mobilization
Regulative…Collaborative…Integrative…Generative…
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Knowledge Management ForwardGeorgia’s Story
A Rocky Past
• Successive leadership & staff turnover
• Budget cuts coupled with increased demand for service
• Organizational changes/mandates that were under resourced
• Excessive caseloads and backlogs
• Poor perception of training
• Inadequate recruitment and selection process
• Inconsistent practice across Georgia’s 159 counties
• On-line policy manual continuously out-of-date
• Silo’ d State Office Functions
• ‘It’s all about the numbers’
• Poor safety, permanency and well-being outcomes
• In 2014, Governor Nathan Deal formed a
Child Welfare Reform Council for the express
purpose of “completing a comprehensive
review of the Division of Family and Children
Services”
• The Council completed and submitted its
report in January 2015
• Many opportunities to improve safety,
permanency, and well-being were introduced
into legislation through Senate Bill 138 in
May 2015
It’s All About Perception
– State Office is not aware of what the field does
– Lack of role clarity– Different standard of
expectations– Lack of authentic engagement– Negativity– Lack of consistent customer
service– Communication gaps (at all
levels)– Value-added is unclear if not
unknown
Time to ‘Rewire’
No more ‘business as usual’
• Two new ‘Sections’ established
• Assessment conducted
• Cross-functionality a must!
Knowledge Management’s Evolution
Assessment of current state of KM – findings…
– Right people but somewhat silo’d
– Cross-functionality limited and informal
– Some fear and anxiety about change
– Repurposing of staff a real potential
– Lots of good clay– No need to reinvent
the wheel
Knowledge Management
“Charge” of KM Section
Strengthen capacity of Field Operations
by
providing value-added support and services
to
achieve desired performance outcomes related to safety, permanency and wellbeing.
Education & Training
Data
QASHINES
Policy
Knowledge Management Section is committed to serving as a catalyst to the development of a true learning organization, where continuous learning, practicing and mastering of skills
leads to a competent workforce and positive outcomes for children and families in the state of Georgia.
To provide leadership, training, business information, analysis and reporting, tools, and services necessary to develop our workforce and achieve positive outcomes for children and families.
To be the best Knowledge Management System serving Child Welfare.
Staying focused on our goals
• Highly competent and stable workforce
• Positive performance outcomes for children & families
• Strong collaboration with internal and external stakeholders to discover, disseminate and utilize information for effective knowledge transfer
Being clear about objectives• Build and operationalize a Child Welfare
learning academy for new workers• Establish mentoring and coaching opportunities
for case managers and supervisors• Provide impactful new supervisor training• Ensure availability of advanced training• Utilize state-of-the art information management
technology/software• Enhance SACWIS functionality• Implement a policy development and
dissemination process• Maintain an up-to-date and user-friendly policy
manual
• Execute Quality Assurance reviews • Build and maintain a division-wide CQI
system • Establish a fidelity review process for
Georgia’s Practice Model• Identify and provide performance and
workforce related data required by business
• Establish information feedback loops and streams
• Maintain purposeful engagement with our internal and external partners for ongoing assessment of knowledge-related needs
• Continuously search for and disseminate information about workforce and performance-related best practices
Cross-functioning Units
• Education and Training
• Data
• Quality Assurance
• SACWIS - SHINES
• Policy and Regulations
Education & Training
Data
QASHINES
Policy
Targets for Results• Alignment of policy and training-related deliverables which fosters
consistency in practice, clarity about performance expectation and development of a knowledgeable and skilled workforce
• Integration of SHINES application and subject matter training which results in substantive documentation of case planning, justification for key decisions, and availability of useful data to generate performance management/improvement reports
• Fully informed SHINES enhancements leading to improved usability and less time needed “on the computer”
• Development of training interventions that address performance deficits identified through multiple quality assurance reviews and trend analysis processes
• Continuous quality improvement efforts informed by accurate, relevant and visually appealing data
• Timely development and dissemination of policy that is reflective of best practice and the agency’s vision, mission and guiding principles
• Shared capital (human and material) resulting in the ability to manage projects of increased scope
• Wide breadth of knowledge brought to bear during the development and execution of system and performance improvement strategies
• Effective communication (internal and external) ensuring the transfer and application of useful information
• Culture that values the importance of selecting and developing ‘right people’, the power of relationship, creativity and joint accountability for all outcomes produced
Targets for Results
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Ultimately, it’s all about the outcomes…
Confident, competent, and committed workforce
Safer and healthier children and families
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