םיליבומיוניש Leading change, דיתעה ליבשב for our future ונלוכ לש Department of Doctrine, Research and Knowledge Management Organizational Structure and Goals
Table of f contents The department’s units and the value they bring to the civil service: • Doctrine, research and knowledge management • Research and information • Internal communications & knowledge management The unit’s flagship projects Projects and supporting infrastructure Proposed organizational structure 2 לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
Department of Doctrine, Research and Knowledge Management - Goals The department will constitute an agent of innovation, entrepreneurship and professionalism within the civil service The department will constitute a leading source of information for the management of human capital in the 21 st century public sector The department will lead an outlook of preserving, creating and sharing knowledge, as a basis for decision making and performance improvement processes. The department will constitute a leading professional body for internal communications within the public system, and will develop and implement a communication outlook, strategy and infrastructure for the enhancement of civil servant involvement, commitment and motivation. 3 לארשי תנידמ |הנידמה תוריש תוביצנ The State of Israel The Civil Service Commission הרות ףגא ,עדי לוהינו רקחמ Department of Doctrine, Research and Knowledge Management
Department of Doctrine, Research and Knowledge Management – organizational units Research Policy and external relations Information management and communication Developing management mechanisms and capabilities, and enhancing the human capital in the civil service 4 לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
The department’s flagship projects according by years Civil servant evaluation • Developing information management methodologies for managers and offices Knowledge • Greenhouse for sprouting knowledge management initiatives in offices (PMO, Ministry of management Justice, Department of Water and Sewage) and • Development of knowledge management learning and training systems; producing communication and leading a yearly conference of knowledge management in the civil service; creating cross-sectional colleague networks in the government around common grounds; debriefing and learning from past projects. • Supporting communication; developing communication outlook, strategy and infrastructure for the CSC; “Employee in the center” project. Policy and • “Tree of Knowledge”: Development of operational model, building 32 policy teams, implementing the policy papers and external communicating them to the offices. 20 further teams in 2016 . Writing and founding the “Doctrine of Doctrines”. relations Foundation of an interactive pool of information and research; Foundation of an advisory research committee for the commissioner; Establishment a yearly conference of policy and public administration led by the commissioner; Establishment of a professional research journal Establishment of international relations: one bi-lateral relation, representation in two international conferences, formal recognition by winning one prize • Big data analysis for planning of positions • Researching trends in current and future Analyzing the profile of the civil servant workforce (new generations, population Research along the years ageing, motivational factors) and Research accompaniment of Flagship projects: ”Tree of Knowledge”, worker evaluation, Information attitudes survey, academic cooperation 2015 2016 2014 5 לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
Strategic projects and supporting in infrastructure External “ Tree of Development Worker College Workplace Advising the The worker in relations Knowledge of field of the center evaluation stance manage commissioner and (concentrating ” policy office ment survey and enhancing and the CSC academia papers knowledge accessibility of doctrine departments information management regarding and mid- employment level conditions) Research and sense-making from big data bases Initiating and implementing policy Knowledge management and intra-organizational communication 6 לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
Doctrine, policy and external relations Goals Development of an organized management doctrine and central milestones on the CSC’s core issues. Establishment of knowledge- based routines in the CSC’s decision making processes. Renewing and updating human capital management doctrine and organizational structure doctrine. Creating and establishing long-term relations between the CSC and research institutes, academia, business sector and NGOs. Developing bi-lateral relations with foreign governments and international organizations. Added value for the civil service The creation of an innovative, uniform and contemporary systematic doctrine for the management of human capital in the civil service. Continuous improvement of work processes and decision making in the CSC and civil service. Influencing perception and external framing of the civil service as a professional and advanced body amongst government, citizens and international organizations. 7 לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
Research & Information Goals Supplying up to date information for policy makers regarding the current situation and trends of change in human capital management within the civil service, as a base for policy planning and determination of intervention plans. Supplying information for other audiences in the civil service, such as HR directors, in order to encourage supervision and self improvement . Distributing the information to interested parties outside the civil service, including the public, in order to increase transparency and trust in the civil service. Added value for the civil service Establishing policy and civil service actions on knowledge and facts. Identifying enabling factors, obstructions and system trends so the civil service may address them. Reinforcing civil service senior staff with knowledge management tools derived from research. Increasing worker trust in management and in the civil service commission, and increasing public trust in governmental services, by enhancing transparency through research (i.e satisfaction surveys). 8 לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
Internal In l communication and kn knowle ledge management Goals Serving as a professional guiding unit for the promotion of knowledge management and reciprocal learning in the civil service. Supporting implementation of training methodologies and knowledge management technologies. Creating colleague cooperation networks surrounding shared topics, throughout the government offices. Developing and implementing internal communications perception, strategy and infrastructure in order to enhance levels of commitment and engagement within the civil service. Supporting communication in strategic projects and core issues led by the civil service commission amongst civil servants. Added value for the civil service Enhancement of government efforts and work interfaces as a result of knowledge management processes, improvement of the flow of information within and between offices, and increasing mutual learning in the civil service. Increasing awareness, understanding and appreciation of CSC efforts amongst civil servant managers and employees Increasing the engagement, commitment and motivation of civil servants. Perpetuating dialogue between the CSC and civil service management and employees around subjects and issues promoted by the CSC. 9 לארשי תנידמ |הנידמה תוריש תוביצנ הרות ףגא ,עדי לוהינו רקחמ
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