Knowledge Management Strategy (Improvement and Innovation through Knowledge)

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Knowledge Management Strategy(Improvement and
Innovation through Knowledge)

• Prepared for
• Benchmarking Roundtable

17 March 2011
Seana Nkhahle
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The problem

• Culture of hierarchy and bureaucracy
• silos rule, knowledge is power
• Technical skills deficits
• where is talent sitting? Where is it going?
• Lack of experience
• high turnover, instability
• Low morale, trust and motivation
• leadership

Ineffective support efforts (regulation,
technical support, intervention)
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The problem

• Culture of hierarchy and bureaucracy
• silos rule, knowledge is power
• Technical skills deficits
• where is talent going?
• Lack of experience
• high turnover, instability
• Low morale, trust and motivation
• leadership

Culture of knowledge sharing (capacity to learn)
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Some Key Principles

• Many Knowledge Management definitions
• Key idea in knowledge era
• Expandable resource
• Make organisation intelligent and responsive
• All workers are knowledge workers
• Connections more than collections
• Institutional practice not structure
• Tool not a function
• Must produce energy, innovation, change

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Key Objective

• To improve service delivery and performance of
  local government
• by building the collective and individual skills
  and capacity of municipal practitioners
• through developing a strong culture and practice
  of peer learning and knowledge sharing across
  local government and its stakeholders

KM as critical strategic resource
Leading and learning is one of 4 key elements of
developmental local government (Local Govt White
Paper, 1998)
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The effective transformation of SALGA into a
learning/knowledge organisation requires each
directorate and province to contribute to each of
the three pillars
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Peer Learning
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Peer Learning
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Peer learning cont
A coaching and mentoring program for senior
councillors and officials Each One Teach One

• Facilitate a coaching and mentoring program for
  senior councillors officials integrating
  coaching, mentoring, training hands-on support
  
• Includes facilitator/coach to provide group and
  individual support to members
• Explore potential for accreditation of programme
  with its mix of training, skills development and
  coaching
• Utilise resources and tools from all three KM
  components such as benchmarking to inform the
  coaching and mentoring programme.
• Harness the expertise and experiences of credible
  ex-municipal leaders, specialists and the
  private sector to guide political and
  administrative leaders
• The programme must help the senior councillors
  and officials to play structured mentoring roles
  within their municipalities

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Research, Peer Review and Benchmarking

• Initiate municipal research partnerships with
  HEIs and other research agencies
• Develop a national peer review programme for
  municipalities
• Develop a national benchmarking programme
  focusing on a variety of focus areas

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Benchmarking

• Objectives of SALGA benchmarking programme
• To develop a series of performance benchmarks
  across a variety of municipal services and
  mandates
• HIV Aids, Water, Public Participation, LED,
  Housing
• To understand and evaluate the current position
  of the municipalities in relation to the
  benchmarks developed and other best practices
  identified
• To identify areas that need improvement and to
  facilitate support and advisory services to
  improve the performance.
• To provide a platform for municipalities to use
  the benchmarks and best practices to learn from
  each other and to identify innovative ways to
  address their challenges.

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Benchmarking
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HIV Aids Learning Network District Learning
Network
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THANK YOU