Leverage Knowledge Management for Improved Service Delivery in the

					Future of Indigenous Knowledge Beyond
                 2010
    Inaugural Indigenous Knowledge Systems Workshop,
          Department of Science and Technology,
           4 August 2008, Transvaal Museum, Tshwane




1
    Knowledge Management

     “KM must be an intelligent system to allow the organization or the
     community to understand itself and then allow itself to move on to
                     the next level of development.”




2
Need to encourage Indigenous KM
Processes to:

    Generate knowledge
    Share knowledge
    Disseminate knowledge
    Apply knowledge
    The call for concern
    “Public sector customers in South Africa are dissatisfied
    with the service delivery provided by the government and
    customer confidence is destroyed. This dissatiafaction can
    be seen across the country in the number of civil society
    (community) strikes over service delivery and public
    servants over working conditions.”
    (Khoza, S., “Knowledge Management for Service Delivery in the
    South African Public Sector”, 1March 2008, pg.37)
4
    Critical areas of concern

    Drivers:
     Leveraging of KM capacity.
     Quality of human capital.
     Level of institutional capability.

    Outcomes:
     Level of integration and coordination.
     Rate of financial spending


5
    Problem statement

     How can KM capability be leveraged to
      deliver quality services in the South African
      public sector?


     Focused on a practical problem, rather than on theory



6
    Sub-questions
     How does the SA public sector understand KM for service
        delivery, i.e. how well do they know and understand KM?
       How is the leveraging of KM capability prioritised in the delivery
        of quality services?
       What is the K M culture like in the public sector?
       What types of KM structures (institutional) exist in the public
        sector for leveraging KM capability for service delivery?
       What human capacity (skills and competencies) are there for
        leveraging KM capability?
       What should the public sector do to fast-track the leveraging of
        KM capability to ensure improved quality of service delivery?

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    Quality of Service delivery
    1.       The SA public sector is working on improving the
             quality of service deliver; however it’s
             transformational activities are not achieving the
             desired goal of customer satisfaction.

              Evidenced by reduction of backlogs.
              Still huge challenges to be addressed, especially in areas of:
               informal settlements, rural communities, farm worker, sanitation,
               water, poverty and unemployment.
              “More politics that service delivery”.
              Lack of proper planning and inter-governmental integration and
               coordination.
              World-wide phenomenon, especially in undeveloped countries.

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    Quality of Service delivery
    2.        There are multiplicities of complex interacting agents
              contributing to poor quality service delivery, which
              require a systems approach transformational solution.

         a)     Institutional capability in the public sector is weak
                and needs to be strengthened:
                    Public servants’ working conditions are appalling,
                     especially for teachers, police and nurses.




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     Quality of Service delivery
      (b) The level of integration and coordination within the
         public sector requires urgent attention if service
         delivery is to be improved:
         No proper coordination, generally.
         IT systems do not communicate with each other.
         Some IT systems are obsolete and there is often no capacity
           to use them optimally.

      (c) The quality of human capital needs to be improved:
         Public servants are dissatisfied with their conditions of
            service, especially salary packages and working conditions,
            as evidence in the education and health sectors.
         Some public servants move to the public sector.
         Some councilors have 5-yearcontracts and must leave at
            end of their contracts.
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Findings
     Leveraging of KM for Service delivery
       1.   The SA Public Sector’s knowledge and understanding
            about the leveraging of KM for service delivery is
            poor:
             Do not appreciate the value of KM in service delivery.
             Do not understand the difference between data,
                information, knowledge and wisdom.
             Public sectors in other countries are also struggling with
                this, i.e. Canada.

       2.   The KM prioritization for leveraging effective service
            delivery is non-existent:
             Evidenced by KM not included as one of the strategies for
                fast-tracking efficient service deliver.
             Not understood that KM can be used to drive performance
                and the development of knowledge products and services
                to improve people’s quality of life.
12
     Leveraging of KM for Service delivery
       3.       There is no KM culture in the public sector:
                Some departments do not have KM functions and others are
                 only starting them.

       4.       There are few structures that drive KM for service
                delivery in the public sector:
                Water Boards, inter-ministerial committees, advisory
                 councils, executive committees, etc. are viewed as KM
                 structures.
                There are few examples of communities of practice,
                 knowledge forums, debriefing forums, etc. to generate and
                 share knowledge.

13
 Leveraging of KM for service delivery

     5.    The public sector does not have the requisite skills and
           competencies to leverage KM for service delivery:
           Most KM initiatives are led by IT specialists and fall under
             IT departments – IT is only one part of KM.
           Government Information and Technology Officer (GITO)
             does not consider what the officers need to do to get KM
             off the ground.

          6.   The public sector needs to fast-track KM to bring
               about quality service delivery:
          •    Many suggestions: citizens’ forums, customer needs surveys,
               legislation to enforce KM, national KM strategy and model,
               knowledge about best practice and lessons leaned in service
               delivery, etc.

14
     Recommendations




15
     Key issues

      Create an appreciation and understanding for KM.
      Build capacity of KM in the public sector.
      Facilitate political commitment and buy-in.
      Ensure communication to all stakeholders.
      Develop a National KM Strategy.




16
     Activity-based framework for leveraging
     KM for service delivery
       1.   Create and appreciate an understanding of KM:
           Create KM awareness.
           Take core leadership to other countries for experiential
            earning.
           Get external KM experts to facilitate learning in SA.
           Develop case studies for learning and sharing.
           Establish “super champions”, e.g. Presidency, DPSA & PSC.
           Propagate slogans & KM buzz words in simplified African
            languages.

17
     Activity-based framework for leveraging
     KM for service delivery
       2. Build KM capacity in public sector:
        Demystify KM for “action and sharing”.
        Train the trainers.
        Target parastatals as pilot champions for service delivery,
          e.g. DBSA & IDC.
        Build capacity building KM coalitions in all provinces.
        Propose KM courses for universities.




18
     Activity-based framework for leveraging
     KM for service delivery

     3.   Facilitate political commitment and buy-in:
         Facilitate political consensus.
         Present and lobby all political parties.
         Prepare outcome-based reports for Cabinet briefing.
         Prepare Cabinet memorandum for approval.




19
     Activity-based framework for leveraging
     KM for service delivery

     4. Ensure communication to all stakeholders:
      Conduct stakeholder analysis.
      Use “KM ambassadors” in all departments.
      Share knowledge with all.
      Facilitate stakeholder knowledge sharing e.g. radio talk
        shows.




20
     Activity-based framework for leveraging
     KM for service delivery

     5.   Develop a National KM strategy
         Form a multi-stakeholder team.
         Conduct KM audits.
         Formulate a national KM strategy and implementation
          plan.
         Get cabinet approval for implementation.




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