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 of 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. •
JIKE as a vehicle for KM & I 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.
Knowledge CAPTURE Products Knowledge SHARE Services Knowledge Mng & MANAGE Innov. The JIKE Model
Case study – “ Joburg Innovation and Knowledge Exchange” - From services to support 2007
Current JIKE Offering focusing on delivering a service to the COJ Knowledge Gathering Knowledge Knowledge Sharing Packaging Establish new Individual / knowledge pools / Institutional reflection gaps and action 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 • Financial Sustainability •“ … enable the City of City of the Future – a and Resilience; Johannesburg to vibrant, equitable African become a world class • Agriculture and Food city, strengthened African City through the Security; through its diversity; a city effective harnessing and • Sustainable Human that provides real quality application of the Settlements; of life; a city that provides intellectual capital and • SMME and sustainability for all its knowledge of its Entrepreneurial Support; citizens; a resilient and workforce and • Engaged Active adaptive society.” stakeholders” Citizenry; • Resource Sustainability; • Smart City; • Investment Attraction, Retention and Expansion; • Green Economy; and • Safer Cities.
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 • 2014 Value
Making the link between knowledge management and strategic objectives of a municipality
Impact, Output, Outcome Value Chain
Impact, Output, Outcome Value Chain • Community of • Efficient Practice communication • For example: COP to across programmes support strategic and departments, priorities 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 of 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 3 rd 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.
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