Master Class Facilitated by Kubeshni Govender Jones Black Earth - - PowerPoint PPT Presentation

Municipal Institute of Learning

Knowledge Management Master Class

Facilitated by Kubeshni Govender Jones Black Earth Consulting eThekwini Municipality 28, 29 and 30 May 2014

Session 1 - introduction

Overview of content

 The Master Class:

 Is essentially an experiential action learning engagement lead by an ‘expert’ drawn from either the eThekwini municipality or one of its learning partners across the continent.  The MILE Master Class is a unique learning intervention in that it requires the active participation of its audience in the learning engagement.  In this workshop there is an expectation that participants have done some preparatory readings, and that the sessions will involve critical reflection, participant inputs, group work and the sharing of experiences throughout the learning and sharing session.

 Overview, History and Evolution of KM Frameworks and Models in South African Cities  The Business Case for KM: Why KM in Municipalities  Identifying the key elements and Enablers of KM: Needs and Drivers

UNDERSTANDING THE FUNDAMENTALS OF KM AND ITS BENEFITS FOR MUNICIPALITIES

The Business Case for KM: Why KM in Municipalities

Benefits of Knowledge Management

(page 5 Knowledge Management in South African Cities – 2013)

Are these benefits applicable to your municipality?

 Reduced costs  Increased efficiencies  Motivated staff  Better responsiveness  Enhanced decision making  Greater accountability  More democratic governance  Improved service delivery

Overview, History and Evolution

• f KM Frameworks and Models in

South African Cities

Early Models and How they Developed

Institutional knowledge management

Critical success factors for knowledge management & innovation

 Systematic and Creative Problem Solving  Experimentation with New Processes  Learning from Own and Past Experiences  Learning from Experiences and Best Practices of Others  Transferring Knowledge Quickly and Efficiently Adaptation of David A. Garvin’s five activities for learning organizations

LOCAL GOVERNMENT KNOWLEDGE SHARING FACILITY

Case 1

Case study –

City of Johannesburg

2002

Case study –

City of Johannesburg: “Joburg Innovation and Knowledge Exchange” 2002

Case study of the Joburg Innovation and Knowledge Exchange

• Established in 2002
• Originally located in the Office of the City Manager …

currently in the Office of the CIO

• 12 members of staff
• Lateral structure … professionals and support persons
• Innovative space
• Political support, leverage and lots of goodwill.

• To establish and sustain Knowledge Intensive Services

that support the City’s vision to be a learning, knowledge driven, innovative organisation.

• To promote the City locally, nationally and internationally

with the knowledge and innovation products generated in and about the City.

JIKE as a vehicle for KM & I

Knowledge Mng & Innov. Knowledge Products Knowledge Services

CAPTURE SHARE MANAGE

The JIKE Model

Case study –

“Joburg Innovation and Knowledge Exchange”

• From services to support

2007

Knowledge Gathering Knowledge Packaging Knowledge Sharing Individual / Institutional reflection and action Establish new knowledge pools / gaps

Current JIKE Offering focusing

• n delivering a service to the

COJ

Future JIKE role, to create institutional impact

Case study –

“Innovation and Knowledge Management Unit”

• Strategic value add

2014

Making the link between Knowledge Management and Innovation in the City of Johannesburg.

Context

• “ … a World Class African

City of the Future – a vibrant, equitable African city, strengthened through its diversity; a city that provides real quality

• f life; a city that provides

sustainability for all its citizens; a resilient and adaptive society.”

• Financial Sustainability

and Resilience;

• Agriculture and Food

Security;

• Sustainable Human

Settlements;

• SMME and

Entrepreneurial Support;

• Engaged Active

Citizenry;

• Resource Sustainability;
• Smart City;
• Investment Attraction,

Retention and Expansion;

• Green Economy; and
• Safer Cities.
• “ … enable the City of

Johannesburg to become a world class African City through the effective harnessing and application of the intellectual capital and knowledge of its workforce and stakeholders”

IDP

• “ … a World Class African City of the

Future – a vibrant, equitable African city, strengthened through its diversity; a city that provides real quality of life; a city that provides sustainability for all its citizens; a resilient and adaptive society.”

GDS

• Financial Sustainability and Resilience;
• Agriculture and Food Security;
• Sustainable Human Settlements;
• SMME and Entrepreneurial Support;
• Engaged Active Citizenry;
• Resource Sustainability;
• Smart City;
• Investment Attraction, Retention and Expansion;
• Green Economy; and
• Safer Cities.

IKM

• “ … enable the City of Johannesburg

to become a world class African City through the effective harnessing and application of the intellectual capital and knowledge of its workforce and stakeholders”

Joburg model

2002 - 2014

Services

• 2002

Support / Products •2007 Strategic Value

• 2014

Making the link between knowledge management and strategic objectives of a municipality

Impact, Output, Outcome Value Chain

Impact, Output, Outcome Value Chain

• Community of

Practice

• For example: COP to

support strategic priorities

• Efficient

communication across programmes and departments, better decision making

URBAN RENEWAL PROGRAMME

Case 2

In cognizance of the broad objectives of the URP the URP Knowledge Enhancement Programme seeks to:

 Identify, profile and share better practice in urban renewal in South Africa  Creating platforms for learning and sharing to increase capacity amongst urban practitioners  Document the impact of urban renewal interventions  Expand the lessons learnt that are being generated through the Urban Renewal Programme.

 Support urban practitioners through targeted training, coaching and mentoring activities  Grow and organise a pool of knowledge on urban development  Build platforms where urban practitioners are able to learn from the lessons of past practice  Support the design of ‘best fit’ solutions for urban development.  Influence policy on poverty alleviation and urban development.

What the URP Considered

 Do we produce knowledge material as a by product or as a direct outcome of our work?  How much time does KM occupy?  Do we evaluate who uses our products, how and to what effect?  Is there a difference between a project outcome / communications product and a KM product? (how do we differentiate and define a URP Knowledge Product)  Are knowledge products the only output we have to share? What about expertise?

Overview, History and Evolution

• f KM Frameworks and Models in

South African Cities

2013 Review of SA Cities – Knowledge Management Units / Departments

SA Cities : Knowledge Management Overview

Knowledge Management in South African Cities, 2013 (Produced by the South African Cities Network)

Making a case for institutional knowledge management:

• Developing the KM Strategic Intent and Purpose
• Looking at Barriers, Benefits and Metrics of KM
• Aligning KM with the Municipality’s Strategy and Objectives

Buffalo City

 Appointed political knowledge management champions  Conducted training for councilors, senior and middle management  Currently under Executive Support Services, will be moved to Research and Development  3 Staff members  Activities: 2 knowledge audits, KM projects in the IDP, KM strategy in 3rd year of implementation, has developed case studies, working on institutional memory, KM champions Forum in placed with departmental representation

City of Cape Town

 Focus on information and knowledge management infrastructure  KM policy mandates custodianship of KM at a department level  KM Unit located in the Strategic Development Information and GIS Department.  Initial focus on data management and operational systems  Activities include: knowledge hub (Development Information Resource Centre), processes to guides KM Partnerships, Communities of Practice, Knowledge sharing and the use of common data platforms

City of Johannesburg

 Located in the Group Strategy Policy Coordination and Relations Department  Looking to align with the GDS 2040 to this end the Group KM Strategy and roadmap looks to institutionalize KM across the City.  Function areas include: KM programmes, innovation programmes, knowledge exchange and learning programmes and the Smart City Programme.  Established KM Champions Forum, developed KM training manual, electronic knowledge repository.

City of Tshwane

 In the process of developing a KM Framework to establish a knowledge value chain  KM falls under the Research and Innovation Department located within the Strategy Development and Implementation Cluster.  Plans to lever relationships with academic and research institutions in and around Tshwane.

Ekurhuleni Metropolitan Municipality

 Has developed a concept and framework for Information and Knowledge Management.  KM Forums support I&KM processes.  I&KM is a shared responsibility across different departments, there are plans to appoint a Chief Knowledge Officer.  The plan is to establish an I&KM Office, approve an approach, standards, governance structures and policies to support KM.

eThekwini Metropolitan Municipality

 eThekwini created MILE to position the City as a learning

• rganisation. Current focus is on people, plan to target the

development of KM processes and technological systems.  Have recently completed a KM audit and are in the process of developing a citywide Knowledge Management Strategy and implementation plan.  MILE has four pillars: collaborating with academia, supporting learning networks, capacity enhancement and municipal technical support. MILE programmes have been funded by the EU and other partners  Activities have included: KM working group and KM steering committee, Communities of Practice, Master Classes, seminars peer to peer exchanges. MILE has strong local and international partnership base.

Mangaung Metropolitan Municipality

 KM Unit is located in the Office of the City Manager, under Organisation Monitoring and Evaluation.  Responsibilities to generate, store and disseminate knowledge both inside and outside the municipality.  A draft KM strategy was developed but is under review due to the change in status of the municipality.  Department KM Champions have been inducted by the KM Unit.  Plans for packaging knowledge, forging partnerships, updating information, researching best practices and facilitating knowledge exchange programmes.

Msunduzi Local Municipality

 No dedicated KM department or personnel.  Msunduzi participates in peer exchange with eThekwini Municipality and is part of the SACN Knowledge Management Reference Group.  Knowledge sharing takes place through email, intranet and corporate communication.

Nelson Mandela Bay Metropolitan Municipality

 Intention to mainstream knowledge management – supported by the Office of the City Manager.  KM function is located in Policy, Strategy and Research Sub

• Directorate. Assistant director of Policy and Research

appointed as knowledge champion.  Functional areas include research, facilitating value networks, promoting change management, improved service delivery and service excellence.  Information sharing occurs through local and international partnerships with twinning cities. Municipality organizes inter-directorate and inter-municipal peer assists.

DAY 1 – SESSION 2

CONDUCTING A KM ASSESSMENT, SITUATIONAL ANALYSIS AND BENCHMARKING EXERCISE

CONDUCTING A KM ASSESSMENT, SITUATIONAL ANALYSIS AND BENCHMARKING EXERCISE

 Undertaking a Knowledge Scan and Conducting an Audit  Identifying People, Systems and processes to meet KM Needs.  Developing an Approach to Knowledge Capture and Storage  Assessing Tools and Enablers of Effective Knowledge Management.

Audit 101

 What do you want to know?

 Institutional Perspective  Is the organisation ready for knowledge management  If yes were do I go from here,  If no what are the barriers to entry  Individual Perspective  Who is my audience?  What are their knowledge needs?  What do they know? And what do they have to share?

Capacity Building Through Knowledge Management: A toolkit for South African Municipalities

 Strategic decision making in a municipality need to informed by useful knowledge, which results from knowing what information is collected, how it is stored, who uses it and for what purposes, how it is transferred or disseminated, and how it is transformed into useful knowledge.  Knowledge Assessment maps out what knowledge and information exists, where gaps are, and where knowledge flows need to be improved.

Components of a knowledge assessment

1

Identify stakeholders

2

Build trust with stakeholders

3

Determine assessment outputs

4

Design data collection and collect data

eThekwini Case Study – Knowledge Assessment

 What is the difference between an audit and a benchmarking exercise?  Resources for an audit? What do you actually need in the way of resources?  How do we make the most use of the experience of

• thers ? … eThekwini reviewed the work done in

Stellenbosch  Balance between the qualitative and quantitative inputs toward a strategy

Participant Input:

eThekwini Municipality’s Basic KM Assessment and Benchmarking Exercise – Objectives, Methodology, and Outcomes.

Presentation by MILE: Mr. Fezile Njokweni

DAY 2 – SESSION 1

KNOWLEDGE MANAGEMENT TOOLS, PROCESSES AND SYSTEMS

Participant Input:

eThekwini Municipality’s Knowledge Model – 2007 to date

Presentation by MILE:

Our story so far …

Why Knowledge Management as an intervention? (Benefits) Making the link between Organizational goals and KM inputs and outcomes Benchmarking – learning from the experience of others Assessment / Audit – understanding the knowledge needs

• f your organization

Determining a ‘toolkit mix’ that will meet your knowledge needs over time. Developing an implementation plan Measuring / evaluating impact

KNOWLEDGE MANAGEMENT TOOLS, PROCESSES AND SYSTEMS

• How Knowledge Sharing Tools, Techniques and Processes can be Integrated

and Used in the Context of Municipalities

• Establishing Communities of Practice (CoPs)

WBI focus on knowledge exchange

 Effective knowledge exchange does three things:

 Connects and convenes practitioners and/or key stakeholders around shared development challenges  Facilitates timely and systematic sharing of knowledge in the form of good practices, lessons learned, and insights  Catalyzes results

WBI Guide for planning knowledge exchange

KM Tools … deciding on your mix

 After action reviews  Brainstorming  Briefings  Communities of Practice  Conferences and Seminars  Directory of experts  Exit interviews

 Case studies – good practice, lessons learnt, innovation  IT Based Tools –

 Groupware systems  Intranet and Extranet  Content and Document Management Systems  Data warehousing and Mining

 Knowledge Fairs  Mentoring  Partnerships  Peer Assist  Peer Coaching  Story telling  Study tours / Knowledge Exchange Visits.

Participant Input:

Presentation on the INK Area Based Programme

Nuthan Maharaj, eThekwini Municipality

DAY 2 – SESSION 2

CLOSER LOOK AT COMMUNITIES OF PRACTICE

Focus on communities of practice as a knowledge sharing tool

“Communities of practice” provide government leaders with a new tool for managing in a fast-paced, fluid environment where they need to reach beyond traditional organizational boundaries to solve problems, share ideas, and develop peer and stakeholder relationships.” Snyder and Briggs, 2003

The Concept

 Community of practice (CoP) refers a process of social learning that occurs when people who have a common interest in some subject or problem, come together to collaborate over an extended period of time to share ideas, find solutions, and build innovations.

Benefits

 Providing a valuable vehicle for developing, sharing and managing specialist knowledge  Avoiding ‘reinventing the wheel’  Cutting across departmental boundaries and formal reporting lines  Being more flexible than traditional organisational units  Generating new knowledge in response to problems and opportunities  Providing early warning of potential opportunities and threats  Being a vehicle for cultural change (creating a knowledge sharing culture).

Stages of Development



• 1. Discovery: identifying strategic issues to address—those that align with both

strategic objectives and members’ interests 

• 2. Coalescing: convening members to develop an action-learning agenda and

building their collective commitment to pursue it together 

• 3. Maturing: building on knowledge-sharing, clinics, and co-consulting activities—

toward collaborations on innovation and application projects; growing beyond the initial group 

• 4. Stewarding: establishing a prominent role in the field and taking stewardship for

addressing leading-edge issues at scale 

• 5. Legacy: beyond success, what’s next—institutionalization as a formal
• rganization; letting the community dissolve once the issues lose salience;

segmenting the community into sub areas as issues become more differentiated (Synder and Briggs, 2003)

For example

Participant Input:

Provincial Legislatures: Knowledge Management Forum

Gauteng Provincial Legislature

DAY 3 – SESSION 1

KNOWLEDGE MANAGEMENT STRATEGY – IMPLEMENTATION CONSIDERATIONS

Shadowing

GPL Case Study Post script … how it has been used

What is Shadowing?

Shadowing refers to observing and recording the various aspects of an individual’s work tasks, activities, and functions by asking probing questions, capturing information, listening effectively, diagramming processes, and using analytical skills.

Why use shadowing?

How often are you asked “What do you do?” How does one share the skill and knowledge that goes beyond the written job description, title, and mandated responsibilities? What methods do you employ when simply providing written knowledge does not convey the actual picture of what’s involved in a job or task?

What use is a shadowing tool?

T

• identify implicit knowledge

T

• provide new opportunities

T

• integrate the newly obtained

knowledge into the organizational fabric

What Does It Take to Implement a Shadowing Program? Establish an organizational culture. Use interns/ex-terns, peers, and teams. Create mechanisms to analyze/evaluate

• utcomes and results.

Benefits of a Shadowing Programme

 Sharing of knowledge and intelligence  Processes and procedures  Technology  Dispersed work  Recruiting next generations  Improving efficiencies  Providing processes to address workplace strategies

Role of a Shadow?

 To observe identified work programs  To document critical business processes  To identify core competencies of key managers and staff  To contribute in the decision making  To produce identified outcomes

Example – Shadow Output Report GPL, Manager House Proceedings

Knowledge & Learning Exchange – Action Learning

ACTION LEARNING

 The method and the term of "action learning" was introduced by Professor Reg Revans in England in the 1940s, and it gradually became more mature and

• popular. From the early beginnings, action learning

facilitated not only individual learning, but also team maturity and organizational change, and therefore it became an important part of organizational learning strategies in major corporations.

ACTION What significant things happened? Describe the events. Who was involved, what did they do? What picture emerges? How did I/we feel? REFLECTION Why did it happen, what caused it? What helped, what hindered? What did we expect? What assumptions did we make? What really struck us? Do we know of any other experiences or thinking that might help us look at this experience differently? LEARNING What would we have done differently? What did we learn, what new insights? What was confirmed? What new questions have emerged? What other theories help us to deepen these learnings? PLANNING So what does this mean for practice? What do we want? What do we want to do, to happen? How? What are we going to do differently? What do we have to let go of or stop doing? How will we not repeat the same mistake? What steps will we use to build these new insights into our practice?

Project Khaedu

 Service delivery remains one of the major challenges facing national, provincial and local governments. Following the introduction of the Whitepaper on Public Service Transformation, a study undertaken in 2003 found that the Batho Pele principles which are meant to put people first, are still viewed as something

• utside of a manager’s scope of responsibility. Cabinet therefore

decided that all members of the Senior Management Service must, during every performance review cycle, visit the coalface of service delivery and participate in activities to find solutions to service delivery challenges at key government sites.  Project Khaedu has been designed to prepare managers for these visits to service delivery points. “Khaedu” means “challenge” in Tshi-Venda, and Project Khaedu has been designed as an action learning programme to empower managers, through various processes of learning reinforcement and practice, to bring about change within their own area of operational control.

Developing a KM Strategy

Source: Capacity Building Through Knowledge Management: A toolkit for South African Municipalities

What is a KM Strategy?

 A KM Strategy is simply a plan that describes how a municipality will manage its knowledge better.  It refers to the entire process of developing and evaluating a KM implementation plan, including continuous adapting and monitoring of the plan to improve municipal performance.  A KM plan should be closely aligned with a municipality’s broader strategy

Components of a KM Strategy

 Establish principles  Identify the strategic objectives  Identify KM Activities  Do a gap analysis  Outline core KM aspects (culture, institutional structure and IT infrastructure)  Identify potential problems

Draft KM Strategy Outline – eThekwini … what are we missing?

 Setting the Scene

 Knowledge in the Public Sector  Knowledge Management and Local Government  eThekwini @ 20 years of democracy

 Creating a learning City (Situational Analysis)

 Knowledge, Innovation and Learning – Pre 2009  Reflections on the work of the Municipal Institute of Learning (MILE) – 2009 to date.  2013/14 Knowledge Management Benchmarking Survey

 Contextual Analysis

 How South African Metro Cities create knowledge driven local government.

 A Knowledge Model for eThekwini

 Vision, Mission, Value Proposition, Scope  Business Drivers, Critical knowledge Areas  Change and stakeholder management

 Implementing a knowledge strategy for eThekwini

 Pilot projects and programme overview  Programme outline year 1-3  Programme summary years 4-6 and 7-9

Implementation Considerations

Explain the context of planning in government (Treasury Guidelines)

Explain the link between inputs and impacts