Knowledge Management National Project Workshop

1

Knowledge Management National Project
Workshop Using KM to support Efficiency and
Effectiveness Improvements across Local Government
Supported by the Office of the Deputy Prime
Minister
2
Agenda

• What is KM and why is it important?
• KM NP Assets Achievements
• LA KM Change Network
• Marketplace Session
• Summary and Next Steps

3
EXPO Themes Aspects of local e-government
Collaboration and Multi-Agency Working
Efficient Processes
Customer-Centric Thinking
Start with the customers needs and priorities
Ensure the processes are transformed to deliver
to these needs
Move swiftly towards collaborative working to
overcome the silos

• Better customer-centric services are
• Faster the customer gets what they need quickly
• First Time things work the first time
• Easier than before with less precious effort
• Lower cost it costs less for the same
• More value the customer gets more
• Enduring it is sustainable and a better
  experience

• Efficient process delivery follows certain
  principles
• Common and shared with few exceptions
• Flexible designed to allow separation of
  process and content
• Visibility through the service-chain status of
  work in the process
• Re-usable designed once and used again
• Scaleable design the process so that adding
  capacity is straight forward
• Adaptable can respond to changes in policy and
  practise

• Collaborative working principles are
• A common, shared purpose or objective
• Alignment of values and behaviours
• Top level sponsorship
• A fundamental change in attitude
• Collaborative e-leadership
• Incentive based contractual approach
• Relationship management as well as contract
  management

The above themes form the basis for delivering
successful e-government today
4
The e-government agenda is vital in 2005
Tony Blair
Modernising government to get better government
for a better Britain (March 1999, launch of
the Modernising Government White Paper)
Phil Hope (local e-government Minister)
Our challenge for the next twelve months is to
drive through the full benefits of e-government
to help build the efficient and effective local
councils that our communities deserve. The
key is making it real real life changes to the
quality of life for ordinary people people
focused outcomes. (Speaking at a National
Projects EXPO 2005 event in London)
Martin Scarfe (local e-gov NP Programme Director)

There is a growing realisation that 'e-gov' now
means efficiency' as well as electronic' and
that much infrastructure has been put in place to
realise these dual goals,
5
Agenda

• What is KM and why is it important?
• KM NP Assets Achievements
• LA KM Change Network
• Marketplace Session
• Summary and Next Steps

6
Knowledge Management is

• The creation, acquisition, validation,
  sharing and re-use of knowledge through
  people, processes and technology to meet
  organisational goals and objectives

7
Drivers for KM
BSI Study KM in Public Sector
Key Message for LA Senior Managers and
Leaders KM needs to be central to the business
transformation agenda to create more efficient
and more effective organisations. The knowledge
that we need to be sharing is how to achieve A, B
and C
A
B
C
Tick maximum three
Note Total number of respondents 71
8
Framework to link KM to current Local Authority
objectives

• Challenges
• - Business Transformation
• - Responding to Gershon
• - CPA Improvement
• - Priority Outcomes
• Opportunities
• Sharing good practice about Efficiency and
  Effectiveness improvements
• Spreading risk

Degree of service change
Degree of process change
9
Obtaining value from KM activities
 
Organisation
Challenge
KM Approach
BENEFITS
Quote/Comment
Of all the initiatives we've undertaken few have
been as important or as rewarding as our efforts
to build a learning organization by sharing and
managing knowledge throughout our company
- reduced operating costs from 9.4 bn to 7.4 bn
over 7 years
Challenge was to create an organisation that
learns faster and better than our competitors
Chevron
- saved the company in the order of 100 million
per year
Ford
Challenge to save costs and improve practices
among its 38 assembly plants.
Best Practice Replication system to recognise,
capture and share cost-saving and process
improvements.
Management provided challenge and coordination,
but the system was essentially "owned" by the
users, and the savings are tracked and monitored.
Hewlett Packard
Product knowledge required to use and support
their products had exploded over a few years.
Challenge to find enough good technical people to
provide this advice.
Implemented a KM tool called case based
reasoning to capture all technical knowledge
which supported employees worldwide.
Results were dramatic with average call times
down by 66 cost per call down 50. Fewer
technical staff needed to be hired because of
help provided by system
- 66 time saving - 50 cost saving - fewer
technical staff required to be hired
 
New England Medical Centres
Differing mortality rates for coronary bypass
surgery between hospitals. The challenge was to
improve overall mortality rates and save lives.
Surgeons from five different Medical Centres
observed one anothers operating room practices
and exchanged ideas about their most effective
techniques in a collaborative learning experiment
What benefits would your organisation gain from a
similar approach? What examples of specialist
workers would benefit from directly Learning from
Practice of others?  

• 24 drop in mortality rates
• - 74 fewer deaths than predicted

10
What did the private sector do? How KM activities
can improve performance
Effectiveness
Transformation
Novartis
New England Medical Centres
deBeers
Hoffman la Roche
Degree of service change
BP Specific
BP
Hewlett Packard
Chevron
Ford
Xerox
Texas Instruments
Business As Usual
Efficiency
Degree of process change
11
Discussion

• .but these are private sector examples.
• Discussion
• Are these relevant to Local Government?
• What are the similarities?
• What are the differences?
• What do we need to do to develop Local Authority
  specific matrices and tables?

12
Agenda

• What is KM and why is it important?
• KM NP Assets Achievements
• LA KM Change Network
• Marketplace Session
• Summary and Next Steps

13
KM NP Assets
KM Roadmap KM Content Good Practice, Case
Studies, Contacts Info Mgt (IM), Customer Focus
(CF), Communications (CO), Org Learning
(OL) Self-Assessment Questionnaire Implementation
Plan LA KM Change Network 15 LAs signed up in
principle to LA KM Change Network Wants Offers
Marketplace - LA KM Contact List Software CoP
Software DotKnow Community Engagement Software
Acknowledge Education Training CoP Facilitator
Training Course
14
KM NP Achievements
Gold
Silver
Bronze

• Assets activities linked to key issues facing
  LA leaders sharing knowledge on
  Efficiency/Effectiveness improvement
• Already helped save LA employees significant time
  through knowledge sharing (e.g. 6 months)
• Mediated Content one of top downloads from eSD
  Toolkit
• Built up strong community of KM practitioners and
  potential Change Agents bought in to Change
  Network
• Developed and piloted successful Community of
  Practice Training Facilitator Course to enhance
  capability
• Developed and piloted 2 x Open Source software
  packages
• KM ESW promoted as good practice. Over 40 Case
  Studies

15
Agenda

• What is KM and why is it important?
• KM NP Assets
• LA KM Change Network
• Marketplace Session
• Summary and Next Steps

16
Many important people think knowledge sharing at
a national level is key

• Organisational Learning

"I know there is already a great deal of
experience within LA's of successfully looking
for and achieving efficiencies. Indeed this is
part of best value duty to have regard to
economy, efficiency and effectiveness to secure
continuous improvements in performance. We want
to build on this existing good practice with you
to deliver even better, more efficiently
organised public services." Nick Raynsford,
Minister for Local and Regional Government
"There are brilliant examples of excellent
practice in councils across the country - we need
to know more about what works well and share
effective approaches to efficiency gains and
resource re-direction Barry Quirk, CE of
Lewisham Efficiency Champion for Local Govt
Every local authority can learn from each other
what worked, what didnt work how to deploy,
how not to deploy Phil Hope, Parliamentary
Under Secretary of State
"When knowledge gained somewhere doesn't move
elsewhere, that's not a learning organization
that's just a bunch of projects." Saratoga
Institute
17
What LA KM Change Network
Regional LA Change Network members (Change Agents)

• What flows? Good Practice on
• Efficiency and Effectiveness performance
  improvements
• How to implement KM in your Local Authority
• Frameworks Methodologies
• Tools Techniques
• Case Studies
• Learning's from projects
• Opinions Advice
• Links to LA contacts

• What are Local Authority roles?
• Sponsor
• Change Agent

Central Change Network Team
18
KM definition re-visited

• The creation, acquisition, validation,
  sharing and re-use of knowledge through
  people, processes and technology to meet
  organisational goals and objectives

What knowledge are we sharing? (BAU, Eff/Eff,
BusTrans)
Change Network provides 2 capability for you to
link 1, 2 and 3.
People, Processes and Technology what
organisational systems, practices, people and
ways of working are in place to support knowledge
creation, sharing, re-use etc? Does the
organisation provide the required support in all
of these areas?
What are your sponsors goals objectives?
19
Learning from private sector mistakes
20
How Operating Model

• Workshops Site Visits
• Education Training
• Online Marketplace
• Joint Projects
• Good Practice
• and more?

All knowledge sharing activity focussed on common
issues - Eff/Eff inititiatives (Sp/CA) - KM at
local level (KM CA)

• Activities are related to
• Connecting and helping each other
• Sharing, developing and applying Good Practice

It is all about facilitating the FLOW of
knowledge
21
How Marketplace proof of concept

• Highlight top 5 areas of knowledge demand that
  you need help with
• Highlight any areas of supply where you have
  knowledge and experience that could be shared
  with other LA KM practitioners
• Wants Offers Marketplace Outputs

Thanks for this. I have already found the
information sent to me by LB to be excellent. I
really am very grateful to your team for
organising wants and offers - as well as LB for
saving me about 6 months work!   Margaret
Radford of Nottinghamshire County Council
22
Power of the networked approach

• The real MULTIPLE gains are when MULTIPLE
  LAs DEVELOP, SHARE AND IMPROVE Good Practice.
• Examples of what we need to scale at national
  level
• KM NP and related
• Devon CCs work on creating an Information Asset
  Register (IAR)
• Tower Hamlets work on Mediated Content,
• Lewishams running of a Frontline Academy (FLA)
• Wiltshires work on IAR and Community Planning
• and much more
• Improvements from other NPs
• Other LA Good Practice on Efficiency
  Effectiveness

But you need to have relevant Structures, People,
Processes AND Technology to support knowledge
sharing at a National level
23
Change Network who is interested?
Bought-in to Change Network. Change Agent and
most Sponsors identified
Expressed interest .

• Wiltshire CC (Chief Exec - tbc)
• Lewisham BC (Exec Director of Perf Delivery)
• Wansbeck DC (Chief Exec)
• Kirklees DC (Head of Corporate Support)
• Walsall MBC (Exec Director of Corp Services)
• Nottingham CC (Assistant Chief Exec)
• Stevenage BC (Strategy Director)
• Lambeth MBC (Director of Corp Services)
• Nuneaton and Bedford DC (Head of ICT)
• Lincolnshire CC (tbc)
• Birmingham MBC (tbc)
• Calderdale DC (tbc)
• Great Yarmouth DC (tbc)
• East Sussex DC (tbc)
• South Tyneside DC (tbc)

• West Sussex
• Eden
• Tameside
• Bradford
• Southwark
• Durham
• Camden
• and many more

We are looking for about 25 Local Authorities
approximately 3 from each region - all with
Sponsors identified and bought-in, with the right
Change Agent identified to participate.
24
But theres an element of Chicken Egg before
you can join

• Discussions planned and taking place with
• ODPM
• The future owner of KM NP Assets
• Regional Centres of Excellence (RCEs) and Local
  Govt Efficiency Program
• All National Projects
• Other parties
• Discussion
• - Why would you join/not join?
• - What are Barriers/Critical Success Factors?

A lot depends on demand from Local Authorities
to participate in the network.
25
Agenda

• What is KM and why is it important?
• KM NP Assets
• LA KM Change Network
• Marketplace Session
• Summary and Next Steps

26
Marketplace concept

• Marketplace session (15 mins)
• Flip Chart add your LA, your name, contact
  details
• Note down your top 5 Wants
• Note down your top 5 Offers
• Take 3 post-its each and use to confirm
  matches, leaving your contact details.
  Duplicate Copy.
• Followed by discussion Online Marketplace (10
  mins)
• Scale Scope
• Functionality Content
• Ensuring input and maintenance of information

27
Agenda

• What is KM and why is it important?
• KM NP Assets
• LA KM Change Network
• Marketplace Session
• Summary and Next Steps

28
EXPO Themes revisited Does KM NP map?
Collaboration and Multi-Agency Working
Efficient Processes
Customer-Centric Thinking
Start with the customers needs and priorities
Ensure the processes are transformed to deliver
to these needs
Move swiftly towards collaborative working to
overcome the silos

• Better customer-centric services are
• Faster the customer gets what they need quickly
• First Time things work the first time
• Easier than before with less precious effort
• Lower cost it costs less for the same
• More value the customer gets more
• Enduring it is sustainable and a better
  experience

• Efficient process delivery follows certain
  principles
• Common and shared with few exceptions
• Flexible designed to allow separation of
  process and content
• Visibility through the service-chain status of
  work in the process
• Re-usable designed once and used again
• Scaleable design the process so that adding
  capacity is straight forward
• Adaptable can respond to changes in policy and
  practise

• Collaborative working principles are
• A common, shared purpose or objective
• Alignment of values and behaviours
• Top level sponsorship
• A fundamental change in attitude
• Collaborative e-leadership
• Incentive based contractual approach
• Relationship management as well as contract
  management

The above themes form the basis for delivering
successful e-government today
29
Summary Next Steps

• Effective KM at Local, Regional and National
  level is key to meeting Efficiency and
  Effectiveness challenges set by Gershon, CPA and
  our citizens
• A number of assets have been created by the KM
  NP to help support Local Authorities to utilise
  KM to improve performance
• The LA KM Change Network is central to KM
  activities supporting Efficiency Effectiveness
  improvements across Local Government
• What does new owner need to do about it?
• What are you going to do about it?